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Mr Robert Fousert

Chair of the Cheshire Police and Crime Panel

c/o Cheshire East Council

Westfields

Middlewich Road

Sandbach

CW11 1HZ

David Keane

Police & Crime Commissioner

Stockton Heath Police Station

Grappenhall Road

Stockton Heath

WA4

2AF

Date: 21 January 2019

Our Ref:

Your Ref:

Tel: 01606 364000

Email:

OPCC/DK/PCP

police.crime.commissioner@cheshire.pnn.police.uk

Dear Mr Fousert,

Proposed appointment of Cheshire Constabulary Chief Constable

Under the Police Reform and Social Responsibility Act 2011 I am required to notify the

Police and Crime Panel of my proposed appointment of Chief Constable.

I am therefore writing to inform you that I propose to appoint Acting Deputy Chief Constable

Darren Martland as Chief Constable for Cheshire Constabulary.

I have made this decision following an open, transparent and rigorous process. A full

detailed report outlining this in full, along with detailed appendix including the report of the

Independent Appointment Panel member will be sent for the Panel as soon as possible.

I would appreciate if the Police and Crime Panel could review the proposed appointment

including holding a Confirmation Hearing, and subsequently report back to me with their

recommendation in relation to my proposed appointment.

Thank you.

Yours sincerely,

David Keane

Police & Crime Commissioner

Appointment of Chief Constable

Report to the Police & Crime Panel

1. INTRODUCTION

1.1 The purpose of this report is to notify the Police and Crime Panel (“the Panel”) of

the Police and Crime Commissioner’s proposed appointment for the position of

Chief Constable for Cheshire Constabulary.

1.2 The report provides an overview of the appointment process that has been

undertaken by the Police and Crime Commissioner for Cheshire (“the

Commissioner”) to select the Chief Constable.

1.3 The report also provides details of the reasons why the proposed candidate has

been selected for consideration by the Police and Crime Panel. This report should

be read in conjunction with the Independent Member’s report provided herewith,

see Appendix 1.

1.4 The proposed candidate is Mr. Darren Martland.

2. BACKGROUND

2.1 In June 2018 the former Chief Constable, Simon Byrne’s fixed term appointment

(FTA) expired. At this point ‘acting up’ arrangements were already in place due to

Mr Byrne being suspended in relation to on-going gross misconduct proceedings.

These arrangements remained in place following the end of the FTA and until the

appointment of a substantive Chief Constable following the conclusion of the

proceedings.

2.2 The Commissioner announced his decision to recruit a new Chief Constable on

Thursday 15 November 2018 by publishing an advertisement to open the

recruitment process.

2.3 Prior to commencing recruitment the Commissioner agreed with the Chief Executive

of the College of Policing, Mike Cunningham that the College of Policing Senior

Leaders Hub would provide ‘expert’ advice and support to the process. This was

done to ensure that the process was as objective and robust as possible.

2.4 The Police Reform and Social Responsibility Act 2011 (“the Act”) Schedule 8,

paragraph 3 requires the Commissioner to notify the Police and Crime Panel of

each proposed appointment of a chief constable, and include the following

information:

a) The name of the person he is proposing to appoint;

b) The criteria used to assess the suitability of the candidate for the appointment;

c) Why the candidate satisfies those criteria; and

d) The terms and conditions on which the candidate is to be appointed.

2.5 Schedule 8, paragraph 3 of the Act states that the Police and Crime Panel must

review the proposed appointment and make a report to the Commissioner on the

proposed appointment, including a recommendation to the Commissioner as to

whether or not the candidate should be appointed. This must be done within a

period of three weeks beginning with the day on which the Police and Crime Panel

receives notification from the Commissioner of the proposed appointment.

2.6 Schedule 8, paragraph 6 of the Act states that the Panel must hold a confirmation

hearing before making a report and recommendation to the Commissioner in

relation to the proposed appointment.

2.7 Schedule 8, paragraph 7 and 8 provides information on the Panel’s right to veto the

Commissioner’s proposal for appointment.

3. APPOINTMENT PROCESS AND CRITERIA

3.1 Legislation and Guidance

The relevant legislation and guidance used are:

a) Police Reform and Social Responsibility Act 2011, Schedule 8

b) Home Office Circular 013/2018: selection and appointment of Chief Officers

c) Police Regulations 2003

d) College of Policing - Guidance for appointing chief officers

e) Statutory Instruments - The Police and Crime Panels (Precepts and Chief

Constable Appointments) Regulations 2012

3.2 The Appointment Panel

3.2.1 The Commissioner has the discretion to appoint the members of the Appointment

Panel. The panel members were selected in order to provide a diverse range of

perspective and all have previous experience of selection processes at senior

levels.

The Panel Members were:

 David Keane, Police and Crime Commissioner

 Gill Lewis, Independent Member

 Mark Cashin, Chief Fire Officer

 Kath O’Dwyer, (Acting) Chief Executive – Cheshire East Council

 Celvyn Jones, Chief Office of Cheshire Special Constabulary and private sector

business representative (Mr Jones was involved at shortlisting stage but due to unforeseen

and avoidable personal circumstances he was not able to attend the interview stage)

3.2.2 The Panel was supported by the following advisors who provided support and

advice to the panel but did not have a role in the decision making process:

 Professional Recruitment Advisors – College of Policing

 OPCC Monitoring Officer – Chief of Staff, Peter Astley MBE

3.2.3 The Appointment Panel members received a copy of the College of Policing

Guidance for the Appointment of Chief Officers. See Appendix 7. The College of

Policing delivered detailed training to the panel members on the appointment

process, the College of Policing Competency and Values Framework and the

assessment approach. The documents and training provided the panel members

with a full understanding of the recruitment process and what was required of them.

3.2.4 The Commissioner included the panel members in the whole process, from

development of questions, training, shortlisting, feedback from forums and

personality questionnaires, and interview.

3.3 Advertisement for Chief Constable

3.3.1 The advertisement was drafted in co-ordination with the College of Policing and

incorporated the key criteria and information on how to access an application form

and information pack. See Appendix 2. Full details of the skills, experience,

knowledge and qualifications required were provided in the Role Profile which was

included in the information pack.

3.3.2 Part Two of Annex B of the Secretary of State’s determinations, made under

Regulation 11 of the Police Regulations 2003, specifies that vacancies must be

advertised on a public website or some other form of publication which deals with

police matters circulating throughout England and Wales, and the closing date for

applications must be at least three weeks after the date of the publication of the

advertisement.

3.3.3 The position was advertised from Thursday 15 November 2018 until Wednesday 12

December 2018 (a period of 4 weeks) as follows:

 Police and Crime Commissioner’s website

 Cheshire Constabulary website

 National Police Chiefs’ Council website & circulation

 College of Policing jobs board

 Association of Police and Crime Commissioner’s website

 APACE – email circulation

 Social media and a press release was also used to highlight the vacancy

3.4 Information Pack and Application Form

3.4.1 The information pack consisted of a letter from the Commissioner, role profile,

terms and conditions and the timetable and selection process for the appointment.

The information pack was developed by the OPCC in consultation with the College

of Policing and the Independent Panel Member. See Appendix 3.

3.4.2 The self-assessment application form was developed in conjunction with the

College of Policing. The Independent Panel Member was also consulted. It was

decided that the information required for the application form would focus on

candidates providing evidence against the four values within the College of Policing

Competency and Values Framework. The competency elements were to be tested

during the assessments and interview process. The application form was clear in

what information candidates had to provide. See Appendix 4.

3.5 Terms and Conditions

3.5.1 The terms and conditions, which can be viewed in the ‘Conditions of Service’

section of the information pack, were compiled in accordance with Police

Regulations and Determinations. The advertisement and terms and conditions

stated that the appointment will be for an initial term of up to 4 years. The ‘spot rate’

salary (as determined by the Secretary of State) is £149,142 was advertised by the

Commissioner. There are also annual leave, other benefits and requirements

included in the terms and conditions.

3.5.2 The salary has been conditionally offered and agreed at the level advertised.

3.5.3 The candidate has also indicated that he will be living in close proximity to the force

area.

3.6 Role Profile

The role profile was developed in collaboration with the College of Policing. It

followed the national guidance as well as incorporating Cheshire specific

information. The role profile incorporates the primary accountabilities, the

competencies required and all the skills, experience and knowledge required from a

Chief Constable. It is contained within the information pack at Appendix 3.

3.7 Engagement Day

3.7.1 Within the information pack the Commissioner detailed that he would be holding

engagement days on the week commencing the 26 November 2018 for potential

candidates. This was outlined as an opportunity to find out more about the

Commissioner’s vision for policing in Cheshire and raise any questions candidates

may have regarding the process or the role.

3.7.2 Three potential candidates took up this offer, all of whom subsequently applied for

the position.

3.8 Applicants

3.8.1 The closing date of 12 December 2018 was clearly shown on the advertisement,

within the application form and information pack. By the closing day, three

application forms were received.

3.8.2 Receiving a relatively low number of applications is not unusual as the pool of

potential applicants is extremely small. The College of Policing’s recent ‘Chief

Officer Appointments Surveys Results and Analysis Report’ showed that forces

(who responded to the survey) usually receive small number of applications.

3.9 Shortlisting

Shortlisting was undertaken by the full appointment panel on the afternoon 17

December 2018. This was preceded in the morning by a full briefing and training

session from the College of Policing. The panel unanimously assessed that all three

candidates were of the quality and caliber to progress to the next stage of the

assessment process.

3.10 Personality Questionnaire

3.10.1 All shortlisted candidates were required to complete a personality questionnaire in

the form of a NEO Personality Inventory (NEO P-IR). This was administered by the

College of Policing.

3.10.2 Upon receipt of confirmation of the shortlisted candidates’ contact details the

College arranged for each candidate to receive candidate instructions. These

explained the process of undertaking the personality inventory and included the

purpose of the inventory, how it would be used, how the candidate’s information

would be managed and who candidate information would be shared with.

3.10.3 Within this information candidates were provided with unique log-in details that

enabled them to complete the personality inventory on-line. Once the candidates

completed the NEO P-IR their responses were analysed and a generic report

produced to assist the subsequent stages of the appointment process.

3.10.4 Based upon the candidate’s responses, results and generic report, each candidate

undertook an exploratory interview facilitated by a College of Policing psychologist.

The interview sought to explore the candidate’s profile and obtain evidence which

helped validate the findings of the personality inventory results. The intention was

to obtain instances which exemplify where their behavior is consistent and

inconsistent with their profile.

3.10.5 A final report and oral briefing regarding each candidate was provided to the

appointment panel prior to interview.

3.11 Stakeholder Panels

3.11.1 The stakeholder panels were undertaken to provide internal and external

involvement and input into the appointments process. The stakeholder panels were

held on 17 January 2019. The internal panel was for Cheshire Constabulary officer

and staff representatives to participate and the external panel was for senior

external stakeholders with whom any future Chief Constable would need to work.

All attendees were confident in holding people to account and were passionate in

their area of expertise. The Chair of the Police & Crime Panel was invited to

observe the panels. The Independent Member on the Appointment Panel also

attended to observe the panels.

3.11.2 The internal stakeholder panel was represented by staff and officers from the

following:

 Police Federation

 Unison

 Superintendents Association

 Cheshire Women in Policing

 LGBT Network

 Cheshire DISNET

 Cheshire Constabulary Minority Ethnic Group

3.11.3 The external stakeholder panel was represented by individuals from the following

organisations or area of business:

 Cheshire Fire Authority

 Crown Prosecution Service

 National Probation Service

 Cheshire Youth Commission

 Cheshire Independent Advisory Group

 Voluntary, Community and Faith Sector

 NW boroughs NHS Trust

 Cheshire West and Chester Council

3.11.4 The panels were facilitated by the College of Policing. The College of Policing

provided written and oral briefings to the panel members prior to the stakeholder

panels and supported each panel through debriefing and assessment of candidate

using an assessment template. The internal panel was chaired by the College of

Policing and the Monitoring Officer chaired the external panel.

3.11.5 During each panel a core set of questions were asked to each candidate, which

were followed by bespoke follow up questions from panel members. Five minutes

were provided to candidates to provide answers. In the case of the external panel

the candidates were provided an introductory question in advance to which they

had three minutes to respond to.

3.11.6 The questions for the internal panel had been developed through consultation with

Cheshire Constabulary officers and staff who had been asked to submit questions

to the OPCC for consideration. These were analysed and themed by the College of

Policing and OPCC, and approved by the Commissioner. The questions for the

external panel were submitted by the attendees. These were analysed and themed

by the College of Policing and OPCC, and final questions developed.

3.11.7 The outcome of the stakeholder panels for each candidate were reported and

presented to advise the Appointment Panel prior to each respective candidate’s

interview. This supported the final stage of the assessment process.

3.12 Interview

3.12.1 Formal interviews were held on 18 January 2019.

3.12.2 The interview was assessed against the College of Policing’s Competency and

Values Framework, see Appendix 6. Each candidate was asked a core set of

questions which were then supplemented by bespoke follow up questions. The

questions were developed in consultation with the College of Policing and the

Appointment Panel.

3.13 Deliberations

Following a comprehensive and rigorous selection process, the Commissioner with

advice and consensus from the Appointment Panel determined that the preferred

candidate is Mr. Darren Martland and it is the Commissioner’s proposal to appoint

him as Chief Constable of Cheshire Constabulary.

All templates and core questions used are attached at Appendix 5

4. THE PROPOSED APPOINTMENT

4.1 The Commissioner considers that Mr. Martland satisfies the selection criteria set on

the following basis:

4.2 The preferred candidate:

 Meets the criteria for appointment to the rank of Chief Constable as set out in

law

 Has undertaken an open, transparent and rigorous recruitment process which

included independent, internal and external scrutiny and met the principles of

fairness, openness and merit

 Has a considerable and long-standing career of over 28 years in policing and

has a proven operational and strategic background in Merseyside Police,

Cumbria Constabulary and Cheshire Constabulary

 Demonstrated throughout the application and assessment process his

unquestionable ability to not only lead Cheshire Constabulary, but to deliver

improvements to the policing service in Cheshire

 Was able to demonstrate that he met the values and competencies at senior

manager / executive level as set out in the College of Policing Competency

and Values Framework (Appendix 6), namely:

Values

 Impartiality

 Integrity

 Public Service

 Transparency

Competency

 Emotionally aware

 Take ownership

 Collaborative (stakeholder panels - advisory)

 Deliver, support and inspire

 Analyse critically

 Innovative and open-minded

4.3 In summary Mr. Martland performed to an excellent standard throughout the

application and assessment process which rigorously challenged and tested the

candidates against the necessary requirements for the role and is the preferred

candidate to be Chief Constable of Cheshire Constabulary.

5. REFERENCES, VETTING AND MEDICAL CHECKS

5.1 The Commissioner has received two references from previously serving Chief

Constable’s with whom Mr. Martland has worked confirming his ability to carry out

this role.

5.2 Mr. Martland has been operating as a Chief Officer for Cheshire Constabulary and

has been vetted to the appropriate level for this position with the relevant checks

having been carried out. These are being refreshed in line with his appointment.

5.3 Cheshire Constabulary Occupational Health Unit is undertaking a two stage

medical assessment to confirm that Mr. Martland is medically fit to carry out the

role. This will be concluded by 8 February 2019.

6. THE ROLE OF THE POLICE AND CRIME PANEL

6.1 The Police and Crime Panel are requested to review the proposed appointment

and recommend to the Commissioner whether or not Mr. Darren Martland should

be appointed as the new Chief Constable for Cheshire Constabulary.

6.2 The Panel are asked to report their recommendation to the Commissioner in

writing.

7. INDEX OF APPENDIX

Appendix 1

Report of Ms Gill Lewis – Independent Appointment Panel Member

Appendix 2

Advert

Appendix 3

Information Pack

Appendix 4

Application Form

Appendix 5

Assessment Templates

Appendix 6

College of Policing’s Competency and Values Framework (Overview)

Appendix 7

College of Policing Guidance for the Appointment of Chief Officers

Assessment and selection for the post of

Chief Constable for Cheshire

ndependent Member’s Report

anuary 2019

Appendix 1

Contents

1. I

ntroduction 3

2. Independent Member’s role 3

3. I

ndependent Member remit in the appointment process 3

4. A

ppointment panel 4

5. Stakeholder panels 6

6. Panel briefing / traini

7. Role profile 7

8. Advert 7

9. Assessment design 8

10. A

ssessment delivery 8

11. Assessment decision making 9

12. Conclusions 9

Appendices

Independent Member role profile 11

Independent Member pen picture 12

1. I

ntroduction

ome Office Circular 20/2012 as updated by Circular 13/2018 outlines that it is for

the Police and Crime Commissioner (PCC) to decide how they wish to run their

appointment process for a Chief Constable and which candidate they wish to appoint,

subject to confirmation by the Police and Crime Panel. However, they should involve

an Independent Member in the assessment, shortlisting and interviewing of

candidates.

his is the Independent Member’s report relating to the appointment process for the

next Chief Constable for Cheshire. The process is the responsibility of Police and

Crime Commissioner David Keane.

he aim of this report is to provide an assessment of the extent to which the

appointment process in Cheshire has been conducted fairly, openly and based on

merit. It also details the extent to which the panel fulfilled their responsibility to

challenge and test the candidates’ suitability against the requirements of the role.

2. Independent

Member’s role

he role of the Independent Member as set out in Home Office Circular 13/2018 is

described more fully within the Guidance for Chief Officer Appointments. This

guidance is produced and maintained by the College of Policing in consultation with a

wide range of stakeholder groups within policing. Those consulted in its preparation

have included Her Majesty’s Inspectorate of Constabulary and Fire and Rescue

Services, the Association of Police and Crime Commissioners, Association of Police

and Crime Commissioners’ Chief Executives, National Police Chiefs’ Council, Police

Superintendents’ Association and the Home Office. It was produced under the

direction of the Police Advisory Board for England and Wales Sub-group on Chief

Officer Appointments.

am an Independent Member from the list originally created by the College of

Policing in 2012 and maintained by them until 2018. In order to become a member of

this list I was required to undergo a fair, open and merit-based selection process.

This process focussed on my suitability as someone skilled in assessment and

capable of quality assuring assessment processes. I have undergone an induction to

this role from the College of Policing, for whom I also work as an External Assessor

at national senior selection centres.

Further details of my role as Independent Member are set out in the role profile in

Appendix A and my background is provided in more detail in Appendix B.

3. I

ndependent Member remit in the Chief Constable appointment proc

ess

was invited by the Office of the Police and Crime Commissioner (OPCC) for

Cheshire to become involved in all stages of this appointment. Arrangements were

made sufficiently well in advance, with my appointment finalised in October 2018,

shortlisting arranged for 17 December 2018 and selection exercises for 17 and 18

January 2019. The application pack with the role requirements and person

specification was assembled by the OPCC and sent to me in draft for comment. It

adhered closely to the Guidance for Chief Officer Appointments. The OPCC is to be

commended for involving me from the very earliest stages in the process. Elsewhere

in the country, the Independent Member is sometimes not involved in the process

until the shortlisting stage, but in this instance, staff were very open to including me

from the outset. At every stage, my independent advice was welcomed and

respected. I had telephone and email contact to arrange the practical details and to

discuss any queries as they arose. For example, the OPCC staff discussed with me

the introduction of a word limit on the application form for candidates filling in details

of their previous experience, to make expectations clearer. We also discussed how to

feedback comments from the stakeholder forums without biasing the final

appointment decision.

We d

iscussed the fact that a relatively small pool of candidates is not uncommon at

this level. To maximise the size of the pool and to demonstrate openness to all who

might apply, all forces in the UK were contacted and the eligible group of officers in

each force were alerted to the existence of the vacancy. This evidenced an open

attitude, with OPCC staff being keen to include in the process as wide a range of

candidates as possible. The PCC and his staff actively demonstrated from the outset

that in the interests of public accountability, they were committed to adhering to the

principles of fairness, openness and merit.

4. Ap

pointment panel

he role of appointment panel is set out in the Guidance for Chief Officer

Appointments. This outlines that the panel should be convened by the PCC before

any stage of the appointment process takes place and that consideration may be

given to involving panel members in helping to define the requirements of the role.

The Guidance states that the purpose of the panel is to challenge and test if the

candidates meet the necessary requirements to perform the role and that the PCC

should select a panel capable of discharging this responsibility. The PCC should

also ensure that panel members are diverse, suitably experienced and competent in

selection practices and that they must adhere to the principles of merit, fairness and

openness. All members should be directed to a copy of this Guidance to ensure they

are familiar with its content prior to the appointment process. In addition, it is the

PCC’s responsibility to ensure that appropriate briefing/assessor training is

undertaken by all panel members. It is suggested that a panel of three to five

members is convened, but this is at the discretion of the PCC.

David Keane, PCC for Cheshire, actively followed this advice to the letter. Within this

appointment process the panel had been agreed at the outset as consisting of five

members:

• David Keane, the Police and Crime Commissioner for Cheshire

• Celvyn Jones, Chief Officer, Cheshire Special Constabulary; private sector

business representative (present for shortlisting but not for interviews)

• Kath O’Dwyer, Acting Chief Executive, Cheshire East Council

• Mark Cashin, Chief Fire Officer and Chief Executive Officer, Cheshire Fir

and R

escue Service

• Myself, Gill Lewis, an Independent Member and Associate of the College of

Policing

The panel included an appropriate range of stakeholders from the public and private

sectors. Its composition and role mirrored the importance placed on partnership

working in the locality. Also in attendance as Monitoring Officer was Peter Astley

MBE, Chief of Staff of the OPCC.

An individual with professional policing knowledge is not a compulsory component of

an appointment panel but, when a Policing Adviser is assigned, the role is defined in

the Guidance for Chief Officer Appointments. It includes providing policing advice on

the development and design of the appointment process; advising how each

candidate’s experience and skills fit policing-specific requirements during shortlisting

and selection procedures; playing an active role in assessing performances in

exercises and interviews; and supporting the PCC during decision making.

For

this appointment, a named Policing Adviser was not used but the College of

Policing Senior Leaders Hub were appointed as Professional Recruitment Advisors

by the PCC. The support and advice of the College of Policing was used extensively

throughout, including at the interview stage. They did not have a role in the decision-

making process.

All panel members were identified to be part of the panel by the PCC. Their senior

operational experience was sufficient to allow them to challenge and test others at

executive level. All were given a briefing by the College of Policing on the

Competency and Value Framework used in policing. The panel also had access to a

copy of the Guidance for Chief Officer Appointments, ensuring they were well

informed on their duties in this appointments process.

The five original panel members were white (based on observation), with three men

and two women. There were no declared disabilities. The population of the four local

authority areas covered by Cheshire Constabulary is on average approximately 94%

white British / white Other. In view of the profile of the local population, it was

considered that diversity needs were adequately met on this occasion. It is also to be

noted in this context that minority groups featured strongly in the stakeholder panels,

particularly the internal panel, further details of which are given below.

Cont

inuity was planned in the composition of the panel for shortlisting and interview.

Shortlisting was carried out at a face to face meeting rather than through consultation

by phone and email; all five panel members were able to contribute comments.

Celvyn Jones was unfortunately unable to attend the subsequent selection process

on 18 January, due to being called at short notice to work abroad. However, this did

not adversely affect the integrity of the process, still leaving an appointment panel of

four.

The role of the Chief Executive (as defined in College of Policing guidance) is to

support the PCC by ensuring the appointment procedure is properly conducted in line

with the requirements set out in legislation and meets the principles of fairness,

openness and selection on merit. In addition, the Chief Executive is required to

ensure appropriate monitoring of the procedures.

he Chief Executive team in Cheshire was represented by Peter Astley, Chief of

Staff, ably supported by Ben McCrorie, Head of Policy and Partnerships. The team

worked consistently to maintain standards, collaborating openly and helpfully with the

Independent Member and other panel members throughout the planning and

administration of the appointment process. Staff in Cheshire were noteworthy in the

extent to which they assiduously followed the College of Policing Guidance.

5. Stakeholder panels

Two advisory stakeholder panels were used in this process, on the day before the

formal selection panel. Based on observation, three of the 16 members of the two

stakeholder panels were from a BAME background and one had a physical disability.

It is considered that diversity needs were adequately met; they were seen to be an

important issue in the selection of both stakeholder groups.

he composition of the internal stakeholder forum included a suitable mix of

representatives from the Trade Union, Police Federation, Superintendents’

Association, Women in Policing, Disability Network, Cheshire Constabulary Minority

Ethnic Group, and the Lesbian, Gay, Bisexual and Transgender Group. Constabulary

staff and officers were invited to send in questions about what they looked for in their

new Chief Constable. These responses were put together by the staff of the OPCC

with the support of the College of Policing. A group of eight staff were invited to put

the final questions directly to the applicants.

n external panel of stakeholders was also selected from partner agencies, and

questions were co-ordinated using a similar approach. This panel consisted of eight

individuals representing Cheshire Fire Authority, Cheshire West and Chester Council,

the BAME third sector, Independent Advisory Group, Youth Commission, Crown

Prosecution Service, National Probation Service and the NHS. Candidates were

asked to deliver a three-minute briefing to the external stakeholders, followed by

answering questions from each partner.

A c

ommon set of questions was put to each candidate, to ensure consistency and

hence fairness. The two stakeholder forums were coordinated by the College of

Policing and were also attended by Chief of Staff Peter Astley and by me, to monitor

their delivery. Each stakeholder forum spent 50 minutes with each candidate, with

timing spread equally between each of the question areas. Feedback was reported to

the selection panel the next day and was used to inform which areas might need

further exploration by the selection panel.

t was agreed in advance that the opinions of the forums would not be scored and

totalled numerically in such a way as to rank candidates. This was because members

participating had not been trained in this and were not making measurable

judgements linked to the competency areas. They were to be advisory only, to

ensure that all final assessments and decisions were merit based.

nformation gained from a personality assessment of each candidate was used in a

similar way, to inform questioning, but not to rank candidates, in order to avoid

biasing the selection panel.

6. P

anel briefing / training

he PCC followed College of Policing guidance in inviting all members of the

selection panel to a half day training session on 17 December 2018. The training was

delivered by Mel Hill, Higher Psychologist, from the College of Policing. The PCC

made use of comprehensive external technical expertise throughout the whole

process, to ensure it would be transparent, objective and based on merit. This pre-

meeting also gave scope for the panel to complete the shortlisting and to assist in

refining the design of the process. For example, the optional use of supplementary

probing interview questions was discussed, to ensure that all competency areas

would be fully tested. This illustrated a willingness to make sure that the selection

would be made on a clear evidence base, again demonstrating openness and

transparency in the process.

The panel

’s training covered the rating scale to be used and the ORCE method

(observe, record, classify, evaluate), in line with College of Policing best practice.

The panel discussed in advance what the minimum acceptable scores might be to

permit an appointment, as well as agreeing the key qualities that would make a

difference, should two candidates score equally. The PCC’s approach in establishing

agreed standards and expectations in advance with all panel members was to ensure

decisions would be based on evidence and merit, avoiding bias.

was able to clarify that consensus decision making by the panel was the preferred

approach, but in the event of inability to achieve this, the PCC would be considered

as first among equals on the panel and would make the final recommendation on the

preferred candidate, subject to ratification by the Police and Crime Panel.

The panel members other than I had met the two internal candidates previously in a

professional capacity; none had personally met the external candidate, other than the

PCC at the Familiarisation Day. In order to ensure fairness of the process, it was

agreed that any previous contact with candidates would be noted at the outset, and

that judgements would be based only on the evidence available in front of the panel,

not on prior knowledge. This was to ensure impartiality, consistency and fairness.

riefing of the panel well in advance of the interview was carefully planned, including

allowing input from myself. This helped the panel equip themselves for their role in

being able to challenge and test candidates fairly.

7. Role profile

the training session on 17 December, the panel was briefed on the role profile as

advertised. This reflected the national guidance, including primary accountabilities,

the competencies required, and the terms and conditions offered. In discussion with

the PCC prior to the selection exercises, it was emphasised that the ability to prevent

and reduce demand in face of limited resources was essential. The ability to work

with partners was also key, in order to address the causes of crime rather than the

symptoms. This local emphasis was clearly reflected in the design of the process,

with a substantial role given to stakeholders on both days of the assessment

process. Emotional intelligence and supportive, positive people behaviours were also

considered vital, as was the ability to drive cultural change and the willingness to

undertake necessary risks in order to do so.

8. A

dvert

The application pack had been drawn up by the OPCC in line with the national

guidance. The post had been advertised between 15 November and 12 December

2018 via the websites and social media for Cheshire OPCC and Cheshire

Constabulary, and via the respective websites and jobs boards of the Association of

Police and Crime Commissioners, the Association of Police and Crime

Commissioners’ Chief Executives, the National Police Chiefs’ Council and the

College of Policing. As part of this process, information on the vacancy was

circulated to all forces advising them of the vacancy and the recruitment process. In

this way all eligible applicants in the UK pool were made aware of the opportunity.

Every effort was made to be transparent about the availability of the post and to

encourage all potential applicants to consider it. The aim was to attract the strongest

possible field of applicants, demonstrating openness.

he published application pack was comprehensive, with links offering more detail.

The pack included terms of appointment and met legal requirements. There was a

clear intention to be open and transparent with candidates from the earliest stages of

the process being published.

9. A

ssessment design

he application form used was in line with the College of Policing guidance. It

required details of the current and previous two posts held by the applicant, and

training and qualifications, including successful completion of the Strategic Command

Course. It also included questions based on the four values of the Competency and

Values Framework for policing. These included an appropriate mix of questions

based on previous experience and hypothetical questions around future scenarios

which the candidates might encounter if appointed. In being based on evidence of

previous achievements and the Competency and Values Framework, it was an

appropriate tool to support merit-based judgements.

The

choice of interview questions was also based on demonstration of evidence

against the Competency and Values Framework for policing, with a focus on five

selected areas. The assessment was designed to allow the shortlisting and interview

exercises to involve all panel members. A standard assessment sheet was provided,

allowing each panel member to rate each candidate on a four-point scale against the

selected areas of the Competency and Values Framework. This was designed to

give transparent evidence of a fair and equal process for all candidates.

he interview questions produced by the OPCC in liaison with the College of Policing

were of good quality in that they were open questions, including opportunities to

probe, and were linked to the Competency and Values Framework and to local

priorities. They allowed for a combination of hypothetical questions about how to

handle future scenarios, together with follow-up questions seeking demonstration of

evidence of previous achievements.

n discussing the scoring system to be used, it was agreed that the panel would not

use a simple arithmetic addition or percentage weighting of scores, noting there was

no clear evidence on which to base any weighting. It was agreed in advance that the

panel would compare the whole set of scores for each candidate and seek to come

to a consensus decision.

Familiarisation Day prior to the two-day assessment was included in the design of

the process. It was confirmed that the day was to inform candidates about the local

context and would not be used to gain additional information about them. This was

once again to ensure transparency and fairness.

10. A

ssessment delivery

t was agreed in advance that the panel would be willing to decide not to shortlist and

not to appoint at the final selection stage. Standards would not be allowed to fall if the

pool of candidates was not of sufficient quality.

Three applications for the post were received, one external and two internal. A

survey by the College of Policing has found that on average, adverts for Chief

Constable posts attract two applicants. Evidence presented to the Select Committee

in Parliament in 2018 found that over half Chief Constable processes only had one

applicant for the job. The perceived barriers to applying have been found to be:

• Distance from home

• Whether an internal applicant was applying for the role

• Little financial incentive for promotion.

• The reputation and challenges associated with the PCC

t was agreed that appropriate efforts had been made to make the process as open

as possible and that the size of the response represented a success when seen in

the national context.

sing the method outlined above at the design stage, it was agreed unanimously to

shortlist all three applicants for interview, two males and one female. There was

insufficient evidence at this stage to rule any candidate out.

The timetable for the semi-structured interviews allowed adequate time, an hour for

each, divided into equal timing for each competency area. The carefully planned

timetable helped to ensure that the process would be objective, fair to all candidates

who might have applied, and clearly based on merit.

he PCC and the Chief of Staff undertook between them to deliver the final decision

to candidates and to co-ordinate feedback as required to any unsuccessful

applicants.

11. Assessm

ent decision making

ch panel member first scored separately at the shortlisting and interview stages.

Scores were collated and evidence discussed where differences of opinion emerged,

in order to agree a moderated consensus score. This enabled the candidates to be

carefully assessed on merit, with reference to evidence throughout.

verall consensus scores were recorded by the Chief Executive and by me and were

endorsed by the PCC. Consensus was reached throughout after objective, evidence-

based discussion, leading to a jointly agreed recommendation regarding the

preferred candidate. The successful candidate achieved high scores on all the

selected areas of the Competency and Value Framework and was considered to be

the best fit with local priorities.

The

panel’s consensus view was that Acting Deputy Chief Constable Darren

Martland was the preferred candidate for the PCC to recommend to the Police and

Crime Panel Confirmatory Hearing, for appointment as the next Chief Constable of

Cheshire.

12. C

onclusions

hrough the steps outlined above, the PCC fulfilled his responsibility to ensure the

selection process was properly put in place in accordance with the responsibilities set

out in the national guidance. Well planned use of the Competency and Values

Framework throughout the process allowed clear evidence to be recorded and

evaluated in order to make objective decisions. The panel rigorously challenged and

tested the candidates against the necessary requirements for the role, giving

assurance that the recommended appointment was appropriate. There was also

robust and carefully considered discussion between panel members before coming

to consensus scores.

As the Independent Member I found that the decision-making process was

demonstrably open and fair, with good efforts applied to seek the best available field

of candidates and extensive use made of external, objective expertise; it was clearly

based on merit, with decisions taken on careful analysis of evidence. The

appointment was considered to be the most significant decision that the PCC might

make, and adherence to the highest standards throughout was taken seriously.

Thanks to the scrupulous preparation done by the PCC and his staff, and to the

professional attention devoted to the process by the panel, I can confirm that the

selection of the preferred candidate to be Chief Constable of Cheshire met the

principles of fairness, openness and merit.

ill Lewis

Independent Member

January 2019

Appendix A: Independent Member role profile

1. To be familiar with the Guidance for the Appointment of Chief Officers, the

appoi

ntment process procedures, and to adhere to the principles of merit,

fairness and openness throughout the appointments process.

2. To work collaboratively with the PCC/CC or Commissioner and other

appointments panel members to challenge and test whether the candidates

meet the necessary requirements to perform the role effectively throughout

the appointments process.

3. I

n providing independent advice during the appointments process, wher

equested to do so, their responsibilities are likely to include the following:

a. To provide independent advice in the shortlisting of applicants against

the agreed appointment criteria.

b. To play an active role (where required) as part of the appointments

panel and provide independent advice in assessing shortlisted

andidates against the agreed appointment criteria (this might incl

ude

ing interviews, presentations, assessment exercises, etc.).

c. To provide independent advice on which candidate(s) most closely

meets the appointment criteria in line with the principles of merit,

fairness and openness.

4. T

o produce a written report on the appointment process which expressly

and

plicitly addresses the appointment principles of merit, fairness and

openness, and the extent to which the panel were able to fulfill their purpose.

Appendix B: Independent Member pen picture - Gill Lewis

I have led or advised on senior Police recruitment at Chief Officer level since 2007,

firstly to meet Police Authority requirements, and since 2013 under the revised

guidance to meet PCC/Chief Constable needs. I have also worked as an

independent assessor for the College of Policing and its predecessor at the national

senior police recruitment and promotion centres, including at the Senior Police

National Assessment Centre; for Fast Track assessment centres for serving

Constables and for external graduates; and for the Direct Entry programme at

Inspector and Superintendent level.

have led and monitored numerous appointments at the equivalent of chief executive

level in a range of other public sector arenas beyond Policing, including in Probation,

the NHS, and in the housing and education sectors.

y earlier career spanned senior management roles in local government, in housing

and social care, and in the NHS, where latterly I was Director of Service

Improvement for Suffolk Primary Care Trust. In the last 15 years I have also held a

range of public appointments as a Non-executive Director or Chair in a Police

Authority, Probation Trust, NHS Trust, housing association and various charities.

This has included at both local and national level, for example, as Chair of the

National Housing Ombudsman Board and as Chair of Norfolk and Suffolk Probation

Trust. I have had wide ranging leadership experience at Board level of managing

major change programmes, collaborative arrangements and challenging savings

plans, balancing a commitment to excellent public service with shrinking resources,

all in a climate where public confidence and political accountability are key.

For

the past six years I have also served as a volunteer with a project to support

homeless and vulnerable young people.

As Police and Crime Commissioner

for Cheshire, I am looking for

an exceptional individual to

become Cheshire Constabulary’s

new Chief Constable.

Our residents will expect you to have the ambition and

vision to lead our local police service and ensure that

Cheshire remains one of safest places to live in the U.K.

As Chief Constable, you will have the opportunity to

work with what I believe is the best police workforce

in the country. You will already be a high performing

Chief Ofﬁcer and will need to share my values of

integrity and transparency in delivering policing and

community safety.

I am looking for a Chief Constable who can ensure the

successful delivery of my Police and Crime Plan, and in

particular has:

A commitment to serving the public and building

trust and conﬁdence of communities across

Cheshire

An ability to deliver the highest quality policing

services for residents

An ability to embed a supportive, compassionate

and nurturing culture which promotes innovation

and personal and professional development

An ability to operate effectively in an environment

of diminishing resources and increasingly complex

challenges

An ability to work collaboratively with myself, fellow

ofﬁcers and partners and stakeholders across the

county and beyond

The post is subject to a full and open recruitment

process and I welcome applications from all eligible

applicants. The closing date is 12 December 2018,

shortlisting will be completed by 21 December 2018,

and the selection process will take place on 17 & 18

January 2019.

Applicants will be required to meet the minimum

eligibility criteria as outlined within the College of

Policing Guidance for appointing Chief Ofﬁcers. The

appointment will be subject to a Conﬁrmation Hearing

of the Police and Crime Panel.

I am committed to equal opportunities and welcome

applications for this post from all sections of the

community.

The full application pack and supporting information

is available on my website at

www.cheshire-pcc.gov.uk. In addition, you can

ontact my Chief of Staff, Peter Astley MBE, for an

informal discussion on 01606 364000.

If you share my vision and have the necessary skills to

lead our police service in Cheshire, I look forward to

hearing from you.

Chief Constable

for Cheshire Constabulary

Fixed Term Agreement for an initial term of 4 years on an annual salary of £149,142

David Keane

Police & Crime

Commissioner for Cheshire

Appendix 2

Chief Constable

for Cheshire Constabulary

Information Pack for

the appointment of the

Cheshire

Constabulary

Vacancy:

Chief Constable

Salary: £149,142

Ofﬁce of the Police & Crime Commissioner

Stockton Heath Police Station

Grappenhall Road

Stockton Heath

WA4 2AF

Appendix 3

Letter from the Police

& Crime Commissioner

Role Proﬁle 04

Conditions of Service 08

Selection Process 11

Timetable 12

About Cheshire 13

Dear Applicant,

Thank you for your interest in becoming Cheshire’s new

Chief Constable.

As Cheshire residents, we are proud of our county and our

police service. My role as Police & Crime Commissioner is

to not only provide the public with a representative and

a voice in policing but also ensure that the priorities and

resources for policing are aligned to our communities needs

and delivered to a high quality.

To support me in achieving this Cheshire needs a dedicated

and high performing Chief Constable.

Cheshire Constabulary is in a strong position, albeit

within a very challenging ﬁnancial environment. We have

consistently achieved positive ratings from HMICRFS and

have what I believe to be the best group of police ofﬁcers,

staff, specials and volunteers in the country.

However, standing still is not an option.

I want to work with our new Chief Constable to build on

our strong foundations and tackle head on the complex

and challenging environment in which modern day

policing is operating. I want to establish a policing culture

which promotes innovation, is compassionate to both our

residents and its staff and seeks to make the most out of our

highly valued partnerships.

If you share this ambition and vision and believe you are the

right person to lead our police service then I look forward to

hearing from you.

I hope the information pack is helpful in supporting your

application. Best wishes

David Keane

POLICE AND CRIME COMMISSIONER

Chief Constable of Cheshire Constabulary

- Job description and role requirements

Role Purpose

ROLE PROFILE

POST

Chief Constable

CCOUNTABLE TO

The Police and Crime

ommissioner for Cheshire.

LOCATION

Cheshire Constabulary

Headquarters

Clemonds Hey, Oakmere Road,

insford, CW7 2UA.

RESPONSIBLE FOR

The direction and control

of Cheshire Constabulary in

accordance with the Police

Act 1996, in order to provide

Cheshire with an effective and

efﬁcient police service, and the

fulﬁlment of all the statutory

and legal obligations of the

ofﬁce of Chief Constable.

SALARY

£149,142

The Chief Constable has overall responsibility for leading

Cheshire Constabulary to deliver even safer communities for

the whole of Cheshire. They will be responsible for sculpting

and delivering on the vision set out in the Police & Crime

Plan through setting the direction of the force and creating a

compassionate and development focused culture that builds

public and organisational conﬁdence and trust, and enables the

delivery of a professional, effective and efﬁcient policing service.

The Chief Constable holds direct accountability for 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.

As a Corporate 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.

Set and ensure the implementation of

organisation and operational strategy for

Cheshire Constabulary, having due regard to the

Police and Crime Commissioner’s Police and

Crime Plan 2016-21 for Cheshire and Strategic

Policing Requirement and any wider plans and

objectives, in order to provide an effective and

efﬁcient policing service ﬁt for the future which

is connected with, based within and accessible

to local communities.

Develop a mutually productive strategic

partnership 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.

Develop and maintain governance

arrangements and processes within Cheshire

Constabulary to ensure effective decision

making and appropriate action at all levels/tiers

of the organisation.

Lead Cheshire Constabulary; communicating

a clear direction, setting a supportive

organisational culture and promoting values,

ethics and the highest standards of professional

conduct to enable an effective and professional

service.

Lead and inspire the Chief Ofﬁcer Team;

setting and role modelling approaches to a

collaborative workforce culture that promotes

wellbeing, facilitates impactful professional

development and performance management

to create empowered teams that effectively

enables the achievement of Cheshire

Constabulary’s vision and goals.

Hold accountability for Cheshire Constabulary’s

ﬁnancial management and determine

functional budgets within the agreed

framework as issued by the Police and Crime

Commissioner to ensure the efﬁcient use of

public spending and maximise value for money

under the constraints of continued funding

challenges.

Fulﬁl the authorising responsibilities of 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 Cheshire

Constabulary’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.

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 serious threat and

upholds the law.

Develop and lead strategic relationships with

local, regional and national partners, effectively

inﬂuencing and collaborating to contribute to

improvements in the broader operating context

and enable the achievement of Cheshire

Constabulary’s objectives.

Represent Cheshire Constabulary 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 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 to effective coordination of operations,

reform and improvements in policing and the

provision of value for money.

Create and drive a culture of innovation

and forward thinking to ensure enhanced

effectiveness and value for money resulting in a

service ﬁt for the future.

Key Responsibilities

Behaviours

You 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. As Chief

Constable you will be operating

at Level 3 of the Competency

and Values Framework.

Resolute, compassionate and committed

We are emotionally aware Level 3

We take ownership Level 3

Inclusive, enabling and visionary leadership

We are collaborative Level 3

We deliver, support and inspire Level 3

Intelligent, creative and informed policing

We analyse critically Level 3

We are innovative and open minded Level 3

VALUES

We are

innovative and

open-minded

analyse

critically

We deliver,

support and

inspire

We are

collaborative

We take

ownership

We are

emotionally

aware

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 and

cultural 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 innovative 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 constabulary with

strategic priorities, values and behaviours.

Able to develop and nurture talent at all levels

of the organisation.

Able to reﬂect on and hold themselves,

individuals and the Constabulary to account for

performance and behaviours in a supportive

manner.

Able to develop a supportive culture which

seeks to empower people to learn from

mistakes and issues.

Able to identify, commission and implement

new or improved technologies/services that

have a transformational impact on service

delivery and/or cost.

Held rank of Assistant Chief Constable/

Commander or a more senior rank in a UK

Police Force (or have held on of the designated

roles if appointed from overseas).

Successful completion of the Senior Police

National Assessment Centre and the Strategic

Command Course.

Authorising Ofﬁcer Training.

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 partnerships.

Experience of implementing an effective

performance management framework.

Experience of implementing successful

organisational, development, change and

innovation.

Experience of accountability for management

of signiﬁcant budgets.

Skills

Qualiﬁcations and Experience

CHIEF CONSTABLE

CONDITIONS OF SERVICE

1. GOVERNING LAWS AND REGULATIONS

This post is offered subject to Police Regulations

and any other Laws, Regulations or requirements

in force including but not limited to Financial

Regulations and the Cheshire Constabulary Scheme

of Delegation.

2. TERMS OF APPOINTMENT

The appointment will be for a ﬁxed term of four years

and may be extended by agreement between the

Commissioner and the Chief Constable. Discussions

about any extension will take place not more than

one year and a minimum of six months before

the term expires. The commencement date is [

xxxxxxxxxxx ].

3. SALARY

The salary will be in accordance with the agreed

chief ofﬁcers’ pay and conditions package as

provided in regulations. The commencing salary will

be £149,142.

4. LEAVE

The Chief Constable is entitled to leave in accordance

with Police Regulations and working arrangements

will be agreed with the Commissioner.

5. INSURANCE

The Commissioner will pay the Chief Constable’s

annual CPOSA insurance premium (excluding any

element providing personal legal protection cover for

employment matters or removal from ofﬁce).

6. WORKING HOURS/WHOLE-TIME SERVICE

The Chief Constable will work 40 hours per week

and be paid on a monthly basis. However, as the

Chief Constable will have responsibility relating

to heading the service they will be required to be

contactable 24 hours per day when not on leave. The

role may require the Chief Constable to attend major

incidents or other operational events at short notice.

This role will require evening and weekend working

including attending meetings and events during

these times.

The Commissioner supports the undertaking of

national work, such as within National Police Chief’s

Council and the College of Policing, subject to the

work and time commitment being discussed and

approved by the Commissioner.

The Chief Constable will be required to devote their

whole-time service to fulﬁlling the duties of the ofﬁce

of Chief Constable of Cheshire and shall not take up

any other additional appointment without the prior

written consent of the Commissioner.

7. BUSINESS INTERESTS

No person who has a business interest within the

meaning of the Police Regulations, or who has a

close relative with a business interest, is eligible

for appointment to a police force, unless the

Commissioner decides that the nature or extent of

the business interest would not be incompatible

with membership of the Force. In this context, ‘close

relative’ means a spouse, parent, son, daughter,

brother or sister. (Similarly, serving police ofﬁcers

and their close relatives are precluded from having a

business interest which, in view of the Commissioner,

would be incompatible with membership of the

Constabulary).

The terms above apply if:-

a. The person receives remuneration for any ofﬁce or

employment, or carries on any business.

b. A shop or similar business is carried on by the

person’s spouse (unless they are separated) at any

premises within the area of the Police Force, or by a

close relative at the premises where he/she resides.

c. The person, spouse (unless they are separated) or

a close relative living with him/her holds, or has a

ﬁnancial interest in , any licence or permit relating to

liquor licensing, betting or gaming, or the regulation

of places of entertainment within the area of the

Police Force.

8. RESTRICTIONS ON PRIVATE LIFE

In addition to the prohibition of business interests

(see paragraphs 9), there are certain restrictions

on the private life of a police ofﬁcer, including the

following:-

a. He/she must serve wherever he/she is ordered within

Cheshire, and his/her place of residence is subject to

the approval of the Commissioner.

b. He/she must avoid at all times any conduct likely

to discredit the police service or interfere with the

impartial discharge of his/her duties. In particular

he/she must not take any active part in politics.

c. He/she must promptly settle all debts and, in the

case of failure to do so, he/she must report the

circumstances to the Commissioner.

d. If he/she occupies accommodation provided by

the Police & Crime Commissioner, he/she must not,

without the consent of the Commissioner, take a

lodger or sub-let any part of the accommodation. In

any other case he/she must notify the Commissioner

of his/her intention to take a lodger or sub-let part of

his accommodation.

9. CODE OF CONDUCT

The Commissioner requires the Chief Constable to

exemplify the highest standards of behaviour and

adhere to: the Code of Ethics; and Police Misconduct

Regulations and internal Constabulary procedures

for complaints brought against them.

10. TEMPORARY HOUSING/RELOCATION

The Chief Constable will be required to live within

the force area or close proximity, to undertake the

full role of Chief Constable in Cheshire.

Assistance with temporary housing may be provided.

Reasonable relocation expenses will be paid as

permitted by Police Regulations and in accordance

with the Commissioner’s policy.

11. BUSINESS TRAVEL

Cheshire Constabulary staff, including Police

Ofﬁcers and those booking travel, are responsible for

complying with the Business Travel Guide full details

are available on the Force Intranet.

12. UNIFORM AND EQUIPMENT

All articles of uniform and equipment required for

the performance of police duty are provided free by

the Constabulary. Such articles must be returned to

the Constabulary when leaving the Force.

13. PERFORMANCE AND DEVELOPMENT REVIEW

The Chief Constable will be subject to periodic

performance related reviews in accordance with

Home Ofﬁce guidance where applicable and will be

undertaken by the Commissioner.

14. SICK LEAVE

Regardless of length of service, all ranks will receive

183 days full pay followed by a further 183 days half

pay, depending on period of absence, before going

out of pay. Their right to Statutory Sick Pay and

Social Security beneﬁts are unaffected by the Police

Sickness Regulations.

15. NOTICE PERIOD

The appointment may be terminated by three

months’ written notice on either side. Any

termination by the Commissioner will be subject to

the provisions of Section 38 and Schedule 8 of the

Police Reform and Social Responsibility Act 2011.

16. MEDICAL EXAMINATION

The Chief Constable will be required to undertake

periodic medical assessments.

17. SECURITY CLEARANCE

The Chief Constable will be required upon

appointment to obtain and maintain security

clearance at Developed Vetting level.

18. DRIVING ASSESSMENT

The Chief Constable will be required to complete

a basic response driving assessment within a

reasonable period of their commencement.

19. OTHER CONDITIONS

These conditions will apply only to the extent that

they are compatible with the Police Regulations

or Police Staff Council Conditions of Service as

appropriate. In the event of conﬂict between this

Addendum and the Police Regulations/Police Staff

Council Conditions of Service, the latter will take

precedence.

1. CONDITIONS DURING NOTICE PERIOD

a. The Commissioner reserves the right to require

you to undertake modiﬁed duties including in

exceptional circumstances and if justiﬁed in the

opinion of the Commissioner take paid leave

of absence during your notice period in the

event that your presence in the workplace may

compromise or conﬂict with the Commissioner’s

or Constabulary’s interests. During any such period

you would be required to adhere to the terms and

conditions of your service including those relating

to conﬁdentiality. You will also be required not to

act against the interests of the Commissioner or

the Constabulary by contacting any contractors/

suppliers.

2. CONFIDENTIALITY

a. Both Parties acknowledge that the service

relationship is founded on a continuing bond of trust

and conﬁdence (duty of ﬁdelity). You are required

to serve the Commissioner and the Constabulary

faithfully within the requirements of your service.

This requirement is not diminished during any

period where modiﬁed duties are undertaken in

accordance with clause 1.

b. In the course of your duties, you may have

knowledge of or access to conﬁdential information.

It is implicit in your acceptance of this appointment

that you undertake to safeguard such information

and do not divulge it to any unauthorised person

nor use it for any unofﬁcial purpose, either during or

after your service. Conﬁdential information includes

trade secrets and commercial information as well

as sensitive personal information relating to third

parties including members of the public and/or

colleagues.

c. Any documents and information provided by the

Commissioner or the Constabulary or otherwise

acquired during the course of your service shall to

the extent that they are not in the public domain

or required to be disclosed by operation of law

remain conﬁdential to the Commissioner or the

Constabulary and shall not be disclosed disposed

of or used for any purpose without prior written

consent of the Commissioner.

d. All conﬁdential information acquired by you in the

course of your service provided by the Commissioner

or the Constabulary shall be returned to the

Commissioner or the Constabulary (as relevant) at

the termination of service.

3. POST SERVICE RESTRICTIONS

a. The following deﬁnitions and rules of interpretation

apply in this clause:

“Capacity” means an agent, consultant, director,

employee, owner, partner, shareholder or any other

capacity.

“Restricted Service” means any service or activity

carried on by or contracted out by the Commissioner

or the Constabulary with which you were directly

involved in the 12 month period prior to Termination.

“Restricted Person” means anyone employed

or engaged (either permanently or temporarily

including secondment and acting up) by the

Commissioner or the Constabulary at Chief Inspector

rank or above (or Police Staff equivalent grade) and/

or who could materially damage the interests of

the Commissioner or the Constabulary if they were

involved in any Capacity in any organisation which

competes with any Restricted Service and with

whom you had material dealings in the course of this

employment in the 12 months prior to Termination.

“Termination” means the termination of your service

with the Commissioner / Constabulary howsoever

this may arise.

b. You covenant with the Commissioner that you shall

not for 6 months after Termination be involved in any

Capacity with any business concern or organisation

which is the current provider of Restricted Service, or

intends to be through competition or otherwise.

c. You covenant with the Commissioner that you shall

not for 6 months after Termination and whether

directly or indirectly offer to employ or engage

or otherwise endeavour to entice away from the

Commissioner or the Constabulary a Restricted

Person.

d. You covenant with the Commissioner that you

shall not at any time after Termination represent

yourself as connected with the Commissioner or the

Constabulary in any Capacity.

e. You agree that the restrictions imposed on you by

this clause apply to you acting directly or indirectly

and on your own behalf or on behalf of or in

conjunction with any ﬁrm, company, organisation or

person.

f. If you receive an offer to be involved in a business

concern during your service with the Commissioner/

Constabulary or prior to the expiry of the last of the

covenants in this clause, you agree that you shall give

the person making the offer a copy of this clause

and shall tell the Commissioner the identity of that

person as soon as possible after accepting the offer.

g. Upon the termination of your service you may be

asked to sign a warranty that you have fully complied

with the clause and that you will continue to do so.

h. Each of the covenants and restrictions in this clause

is intended to be separate and severable. If any of

the covenants or restrictions are held to be void but

would be valid if part of their wording were deleted,

such covenant or restriction shall apply with such

deletion as may be necessary to make it valid or

effective.

The process of selecting a Chief Constable will be carried out in

accordance with the College of Policing Guidance on the appointment

of Chief Ofﬁcers.

The Commissioner has decided

to appoint an Appointment

Panel as follows:

The Commissioner has decided

to appoint the following advisors:

SELECTION PROCESS

1. Chair – Police & Crime Commissioner

David Keane

Panel Member - Chief Ofﬁcer of Cheshire

Special Constabulary

3. Panel Member from Local Government

4. Panel Member from Cheshire Fire

& Rescue Service

Independent Member – Gill Lewis

The shortlisted candidates will be asked to participate in personality proﬁling, an external stakeholder

panel, internal stakeholder panel and a formal interview.

Appointment will be subject to successful completion of a medical assessment undertaken by Cheshire

Constabulary Occupational Health provider and a Conﬁrmation Hearing in front of Cheshire Police & Crime

Panel.

1. Professional Recruitment Advisors

– College of Policing

The College of Policing will provide support and

advice but will not a have a role in the decision

making process

2. Monitoring Ofﬁcer – Peter Astley MBE,

Chief of Staff

SELECTION TIMETABLE

Key Dates

Date Activity

15.11.18 Recruitment window open

W/c 26.11.18 PCC Engagement Day – See below for further information

12.12.18 (17:00) Closing date for applications

W/c 17.12.18 Shortlisting by Appointment Panel

24.12.18 – 11.01.19 Shortlisted candidates complete personality questionnaire and participate in

a validation interview with the College of Policing

17.01.19 Assessment Day One - Stakeholder Panels

18.01.19 Assessment Day Two – Interview

18.01.19 / 19.01.19 Successful candidate identiﬁed and notiﬁed

TBC Medical appointment

TBC Commissioner’s recommendation to the Police & Crime Panel requesting a

Conﬁrmation Hearing – subject to successful medical assessment

TBC Conﬁrmation Hearing

TBC Agree start date – subject to Police & Crime Panel recommendations

The Police & Crime Commissioner David Keane will be holding an engagement day with candidates

who wish to consider applying for the role of Chief Constable. This will be an opportunity to ﬁnd out

more about the Commissioner’s vision for policing in Cheshire and raise any questions candidates

may have regarding the process or the role.

For further information about the arrangements please contact Peter Astley MBE, Chief of Staff on

0160 636 4000.

Cheshire Constabulary was founded in 1857 and serves

a population of more than one million people spread

across a geographic area measuring 919 square miles.

ABOUT CHESHIRE

Cheshire encompasses areas of great diversity,

from large rural expanses to areas of extensive

heavy industry and urban areas, including Chester

and Warrington with their vibrant commercial,

retail and leisure facilities.

There are four local authorities, Cheshire East,

Cheshire West and Chester, Halton and Warrington

which encompass both areas of afﬂuence and of

severe deprivation.

Cheshire shares its borders with two major

metropolitan areas; Manchester and Liverpool and

international airports that serve these cities are

within close proximity. The county has extensive

transport links with more than 200 miles of

motorway and the West Coast Mainline railway

running through Cheshire.

Cheshire Constabulary currently has around 2000

police ofﬁcers, 200 PCSOs, 1400 police staff and

around 350 special constables.

The area has a single ﬁre and rescue service and

is part of the North West Ambulance Service area.

It encompasses six NHS clinical commissioning

groups and numerous NHS trusts.

The county is also home to 53,108 students

between the ages of 16 and 74 and the county’s

main university, the University of Chester, has close

partnership links with the Constabulary, running a

module speciﬁcally for special constables.

Information applicants

may ﬁnd useful:

What are my priorities:

www.cheshire-pcc.gov.uk/what-i-publish/

what-my-priorities-are-and-how-we-are-doing/

Decision Making:

www.cheshire-pcc.gov.uk/what-im-doing/

decision-making/

Scheme o

f Corporate Governance:

www.cheshire-pcc.gov.uk/what-im-doing/

decision-making/governance/

Budget:

www.cheshire-pcc.gov.uk/what-i-publish/

what-i-spend-and-how-i-spend-it/budget/

Stat

ement of Accounts:

www.cheshire-pcc.gov.uk/what-i-publish/what-i-

spend-and-ho

w-i-spend-it/statement-of- accounts/

Cheshire Constabulary Website

www.cheshire.police.uk

HMICFRS Cheshire C

onstabulary Section

www.justiceinspectorates.gov.uk/hmicfrs/

police-forces/cheshire/

Ofﬁce of the Police & Crime Commissioner

Stockton Heath Police Station

Grappenhall Road

Stockton Heath

WA4 2AF

APPLICATION FOR THE

POST OF CHIEF

CONSTABLE

NAME OF APPLICANT

FOR OFFICE USE ONLY

APPLICATION NO:

Date Received:

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Appendix 4

INSTRUCTIONS FOR COMPLETION

Before completing this application form you are advised to read these instructions

carefully.

1. Applicants are strongly advised to read the role profile and the associated documentation

provided in your application pack and on the application webpage.

2. The form should be completed in 12pt type-face or hand written black ink. Please answer in

the spaces provided. No additional pages are permitted, except where stated otherwise. No

attempt should be made to redesign the form.

3. Applicants are required to complete all sections of the form. Do not send a curriculum vitae

as this will not be evaluated - only the information contained within this form will be

evaluated at short-listing. It is imperative that you are open and honest with your answers.

Evidence needs to be specific and focused on your personal involvement/experience and

actions. Please provide examples in your answers. The evidence you present must be

from within the last three years. The appropriateness of your application will be determined

by the extent to which your evidence relates to the area being asked about, how thoroughly

you respond to the questions asked and how appropriate your examples are in relation to

the issues facing Cheshire Constabulary.

4. At the end of each section in part three, you are required to provide a verifier who can

vouch for the accuracy of the information you have provided. As part of the assessment

process this person may be contacted to verify the information provided.

5. References will be requested for those candidates shortlisted.

6. It is your responsibility to ensure the forms are returned by 17:00 on 12 December 2018 to

Peter Astley MBE, Chief of Staff, Office of Police & Crime Commissioner, Stockton Heath

Police Station, Grappenhall Road, Stockton Heath, WA4 2AF or by email:

peter.astley@cheshire.pnn.police.uk

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Part 1 Personal Information

Post

applied for:

How did you become aware of the vacancy?

Last Name:

First Name:

Previous Name (if

applicable)

Title (e.g. Dr, Mr, Mrs, Ms, Miss):

National Insurance

Number:

Preferred

Name:

Date of:

Joining Police

Service

Promotion to

Ser

geant

Promotion to

Ins

pector

Promotion to Chief

Inspector

Promotion to Supt

Promotion to Chief

Supt

Promotion to ACC

Promotion to DCC (if

applicable)

Home

Address

Work

Address

Postcode

Home telephone number:

Work telephone number:

Mobile number:

Work email address:

Personal email address:

Preferred email address

Please provide details about any special requirements that you may have if called to a selection assessment:

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Nationality:

What is your nationality?

If you are a commonwealth citizen or a foreign national, is your stay in the UK free of restrictions? Yes No

Have you been continuously resident in the UK for the three year period immediately before this

application is made?

Yes No

Membership of British National Party (BNP) or similar:

Are you or have you ever been a member of the BNP or similar organisation whose constitution,

aims, objectives or pronouncements may contradict the duty to promote equality?

Yes No

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Part 2 Employment History

Details of current and previous two posts – most recent force first:

Current Role Title:

Brief description of role and responsibilities, including key achievements (maximum 500 words).

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Previous Role Title:

Brief description of role and responsibilities, including key achievements (maximum 500 words).

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Previous Role Title:

Brief description of role and responsibilities, including key achievements (maximum 500 words).

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Details of relevant training attended

Please list any educational qualifications you consider are relevant to the role for which you are applying.

Colleges, university attended or

correspondence courses taken

From To Qualifications and grade attained

Please provide details of any Equality Diversity and Human Rights training you have received.

Colleges, university attended or

correspondence courses taken

From To Qualifications and grade attained

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Please list any training courses attended that you consider are relevant to the role for which you are applying. (Please note

that it is an essential requirement of the role that you have successfully passed Senior PNAC and completed the Strategic

Command Course)

Course Title From To Summary of Course Contents

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Part 3 Job Related Evidence

Public Service: As individuals and as part of a wider policing organisation, we have a responsibility to ensure that we

act in the best interests of society as a whole. Please describe how you have personally promoted, developed and built

confidence in a public service, ensuring that the service provided met the public’s needs and served their best interest

(maximum 600 words).

Official Use – Assessor Notes

Rating

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Transparency: Transparency in the policing service is invaluable to gain public confidence, to encourage the

reporting of crime and maintain strong engagement with our communities. As Cheshire’s Chief Constable, how would

you encourage transparency within the organisation (maximum 600 words)?

Official Use – Assessor Notes

Rating

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Impartiality: As a police service, we must show impartiality throughout all our dealings with colleagues, partners

and members of the public. This is achieved by being unprejudiced, fair and objective. Using an example, please

describe how in the role of a Chief Officer you assess situations based on their own merits ensuring fairness and

consistency in action, whilst communicating a clear rationale for evidence-based decisions or actions

(maximum 600

words).

Official Use – Assessor Notes

Rating

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Integrity: The Code of Ethics states that every person providing a policing service is responsible for their own

professional behaviour and t

o ensure that they are able to deliver the highest standards possible, but there’s an

additional responsibility for chief officers to demonstrate by example the principles and standards of the Code. As

Chief Constable how would you do this? Please use examples to support your answer (maximum 600 words).

Official Use – Assessor Notes

Rating

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Part 4 Criminal Investigations/Disciplinary

• Please enter details of any convictions for any offence (including traffic offences and appearance

before a Court Martial) or formal cautions by police for any offences (including cautions as a

juvenile) or any bind-overs imposed by any Court. This includes any spent convictions.

• Please provide details of any disciplinary proceedings being carried out in relation to your conduct

and any previous disciplinary offences which have not been expunged.

Offence(s):

Date(s):

Court/Police Station which dealt with the matter:

Result(s):

Date of Alleged

Offence(s):

Court/Police Station

dealing with the matter:

Please give details of any charge or summons at present outstanding against

you.

Please give details of disciplinary proceedings being carried out or have not been

expunged

Please continue on a separate sheet if necessary. Please remember full details of all convictions or

cautions by the police for any offence should be disclosed.

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Part 5 Other Personal Information

Business Interests

Do you currently have, or propose to have any business interest (as defined in the

Police Regulations) which you intend to continue should you become Chief

Constable for Cheshire Constabulary :

YES NO

If YES please state the nature of this job or business and the extent of your involvement (e.g. actively

involved, non-executive director). Include hours spent on it. Please also reference any interests that a relative

may have which fall within the meaning of business interests under the Police Regulations.

Please advise of any memberships of any professional association or any body whose principal purpose

include the influence of public opinion or policy.

Driving Licence:

Do you hold a current valid driving licence?

YES NO

Number of days sickness absence over past 12 months:

Please give details of any relationships to Members/Officers of the Cheshire Constabulary or Police and Crime

Commissioner. (Answer ‘NONE’ if no relationship exists).

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Referees

Please provide names, addresses and occupations of two persons willing to give you a reference. One should be

your Chief Constable or equivalent from your current employing Force. References will be requested for those

candidates shortlisted.

Referee 1: Referee 2:

Name

Home Address

Home

Address

Postcode

Telephone

Number

Telephone

Number

Occupation

PLEASE ENSURE YOU SIGN THIS DECLARATION BEFORE RETURNING YOUR APPLICATION FORM

DATA PROTECTION ACT DECLARATION

The information provided on this application form will be entered onto a computer system and as such is covered

by the rules set out by the Data Protection Act 2018 and General Data Protection Regulations.

DECLARATION

I declare that the information given on this application form is to the best of my knowledge and belief is true. I

understand that if it is subsequently discovered that any statement is false or misleading, an offer of employment

may be withdrawn or I may be dismissed from service by the Police and Crime Commissioner.

Signed

After completion please return application by Recorded Delivery marked ‘Private & Confidential’ to

Peter Astley MBE, Chief of Staff, Office of the Police and Crime Commissioner, Stockton Heath Police

Station, Grappenhall Road, Stockton Heath, WA4 2AF or by e-mail to

peter.astley@cheshire.pnn.police.uk

CLOSING DATE FOR COMPLETED APPLICATIONS: 17:00 on 12 December 2018

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Grade and Exercise Rating Scales

Grade Scale - The competency grade scale is outlined below. This should be used to

determine the grades that should be awarded for each competency area being assessed

within the exercise.

Substantial positive evidence of the competency/value observed with regard to

the quality and quantity of the evidence, and few or no areas for development

observed.

Positive evidence of the competency/value observed and some areas for

development but on balance more positive evidence with regard to the quality

and quantity of the evidence.

Some positive evidence of the competency/value observed but on balance more

areas for development with regard to the quality and quantity of the evidence.

Substantial areas for development identified and little or no positive evidence of

the competency/value observed, with regard to the quality and quantity of the

evidence.

Appendix 5

Exercise Rating Scale - This scale should be used to determine the candidate’s Overall

Exercise Mark. The purpose of the Overall Exercise Mark is to reflect the candidate’s

performance on the exercise overall. This provides an opportunity for assessors to reflect

evidence of how the candidate fulfilled the requirements of the task and/or any evidence of

any competency not directly measured within that exercise.

Very Effective Task Performance

The candidate performed the task very effectively and almost entirely

achieved the aims of the exercise. Performance on the competencies/values

was exclusively high grades (e.g. mostly As with some Bs).

Effective Task Performance

The candidate performed the task effectively and mostly achieved the aims

of the exercise. Performance on the competencies/values was mostly high

grades (e.g. mostly Bs with some As, possible C).

Satisfactory Task Performance

The candidate performed the task to a satisfactory standard and met some of

the aims of the exercise although some elements were not satisfactory. On

balance performance on the competencies/values was more high grades

than low grades (e.g. mostly Bs with some Cs).

Just Below Satisfactory Task Performance

The candidate performed the task to a below-satisfactory standard overall

and did not quite meet the aims of the exercise, although there were some

areas that were effectively handled. On balance performance on the

competencies/values was more low grades than high grades (e.g. mostly Cs

with some Bs).

Ineffective Task Performance

The candidate performed the task largely ineffectively and did not meet the

aims of the exercise, although there were some areas that were acceptable.

Performance on the competencies/values was mostly low grades (e.g. mostly

Cs and Ds, possible B).

Very Ineffective Task Performance

The candidate performed the task very ineffectively and did not meet the

aims of the exercise, although there may have been some minor areas that

were acceptable. Performance on the competencies/values was exclusively

low grades (e.g. mostly Ds with some Cs).

Page 1 of 5

College of Policing Limited

OFFICIAL (SENSITIVE)

Cheshire Constabulary Chief Constable Appointment Process 2018 – Shortlisting Classification Sheet

Assessor Name:

Date:

Candidate Name:

Value:

Public Service

Recorded Evidence

Assessor Grade Agreed Grade

Page 2 of 5

OFFICIAL (SENSITIVE)

Value:

Transparency

Recorded Evidence

Assessor Grade Agreed Grade

Page 3 of 5

OFFICIAL (SENSITIVE)

Value:

Impartiality

Recorded Evidence

Assessor Grade Agreed Grade

Page 4 of 5

OFFICIAL (SENSITIVE)

Value:

Integrity

Recorded Evidence

Assessor Grade Agreed Grade

Page 5 of 5

OFFICIAL (SENSITIVE)

Overall

• How well did the candidate meet the aims of the task/questions set?

• Was there anything in the candidate’s approach that enhanced or detracted from their performance?

• Was there notable inconsistency across value performances?

• How well does the level of this evidence match with what is expected of a Chief Constable?

Recorded Evidence:

Assessor Mark Agreed Mark

OFFICIAL (SENSITIVE)

Cheshire Constabulary Chief Constable Appointment Process 2018

Shortlisting Panel Summary Sheet

Agreed Grades Comments

Candidate Name

Q1.1 Public Service

Q2.1 Transparency

Q3.1 Impartialit

Q4.1 Integrity

Overall Exercise Mark

Panel Agreed Recommendation

(proceed to assessment)

Yes / No

Cheshire Constabulary Chief Constable Process

Internal Stakeholder Panel Exercise

Core Questions

Cheshire Constabulary has a large number of police staff – how will you push the boundaries of their

capabilities?

ow will you challenge inappropriate behaviour or culture within the organisation and how will you

ensure that real behaviour change is achieved?

ow will your vision change the Constabulary’s leadership and what impact may this have on how

you identify and develop the Constabulary’s future leaders?

ow will you develop a culture of seamless cohesion between officers and staff?

ow will you ensure your initiatives and policies allow officers to gain the skills and knowledge

needed to fairly and effectively police a diverse selection of communities?

nder-representation remains at the forefront of policing’s’ national agenda – how will you ensure

equal opportunities outside of promotion processes?

ow will you ensure appropriate representation of all genders and backgrounds in the higher ranks

of the constabulary?

ow will you promote a culture that is genuinely inclusive and supportive?

Cheshire Constabulary Chief Constable Appointment Process

External Stakeholder Panel Exercise

Main topic/question:

It is your first day in the role of Chief Constable for Cheshire Constabulary and you are about to meet

the strategic partners you will be working with – what are the key messages you want to

communicate to them?

Core Questions

What priority would you place on, and what opportunities do you see for neighbourhood policing

units in Cheshire?

How will you support communities experiencing significant local tensions, or where tensions and

conflict exists between communities?

ow will you encourage more people from a BAME community to join Cheshire Constabulary?

ow will you create a supportive and respectful climate that recognises and values different abilities,

perspectives and experiences? How will you know whether you have been successful?

ow will you engage effectively with young people and gain a true understanding of their priorities /

what is important to them?

hat do you see as the key criminal justice priorities required for maintaining and improving public

confidence and why?

How will you ensure that police, probation and other key local partners work effectively together to

protect the public, reduce reoffending and manage offenders?

ealth and policing are facing unprecedented demand - how do you see policing and health services

in Cheshire working together for the good of residents?

Cheshire Constabulary – Chief Constable Appointment Process 2018

Core Interview Questions

Opening Question (not included in the formal assessment of evidence)

Tell me about yourself as a person and why you want to be the next Chief Constable of Cheshire

Constabulary?

Deliver, Support and Inspire

What do you want to achieve in your first 100 days as Chief Constable of Cheshire Constabulary and

why?

ow will you develop and lead the constabulary to ensure that it is fit for the future of policing?

Describe a time where you have successfully led a significant change programme

• What does being ‘fit for the future of policing’ mean to you?

• How will you ensure that you bring the workforce and partners with you?

• How will you ensure that you have adequate resources available to you to achieve this?

ow will you deliver the priorities outlined in the PCCs Police and Crime Plan?

• How will you engage with the workforce, partners and the PCC to achieve this?

• What challenges may you experience in implementing the PCCs plan and how will you

overcome these?

nnovative and Open-minded

Policing as well as other public sector organisations need to adapt and respond to the challenge of

decreasing resources and increasing demand. What would be the key components of your vision for

responding to this challenge? Describe a time where you have successfully remodelled services to

deliver efficiencies or improved effectiveness.

• How will you achieve this vision in view of the current financial climate?

• What would your approach to digital policing be within this?

• With these digital advancements how will you ensure that the constabulary remains

connected to the communities it serves?

motionally Aware

How will you develop, promote and role-model a culture where officers and staff are empowered

respected and heard and are confident to question the decisions made? Describe a time where you

have successfully led a culture change programme

Recently the media has highlighted a concern regarding officer wellbeing and safety - as the next

chief constable what will the constabularies response to this concern be?

• What would be your priority?

• In the long-term how will you ensure the safety and wellbeing of the workforce is a priority?

ake Ownership

What are your gaps as a leader?

• What would influence you in deciding whether to delegate a task or initiative or to take

wnership and lead the matter yourself?

• How would you build the confidence, skills and ambition of the workforce to the point tha

‘

safe’ delegation can occur?

Analyse Critically

How will you ensure that the decisions made by Cheshire Constabulary are transparent, evidence

based, equitable and inclusive?

• How will you ensure this is true across all roles and ranks?

• How will you ensure this is maintained?

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INDEPENDENT GRADES

Deliver, Support and

Inspire

Innovative and Open-

Minded

Emotionally Aware

Take Ownership

Analyse Critically

Overall Exercise Mark

OBSERVATION, RECORDING, CLASSIFYING AND EVALUATION SHEET

Classification and Interpretation Observation and Recording

______________________________________________________________________

Assessor

Name

Candidate

Name

Date

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_______________________

OFFICIAL (SECURE)

Cheshire Constabulary Chief Constable Appointment Process 2019

Interview - Summary Sheet

Agreed Grades and Exercise Mark Additional Comments and Feedback

Candidate Name

Deliver, Support and Inspire

Innovative and Open

Minded

Emotionally Aware

Take Ownership

Analyse Critically

Overall Exercise Mark

OFFICIAL (SECURE)

heshire Constabulary Chief Constable Appointment Process 2019

Log Sheet

• P

lease complete only if there is an issue that needs recording.

• Any completed sheets should be returned to the delivery team.

• Please use a new sheet for each day.

Assessor Name/s:

Date:

xercise

Candidate:

Please record any unusual occurrences or problems

during this stage of the assessment day below

(preparation and activity phase) or questions asked by

candidates:

Exercise

Candidate:

Please record any unusual occurrences or problems

during this stage of the assessment day below

(preparation and activity phase) or questions asked by

candidates:

OFFICIAL (SECURE)

Exercise

Candidate:

Please record any unusual occurrences or problems

during this stage of the assessment day below

(preparation and activity phase) or questions asked by

candidates:

Exercise

Candidate:

Please record any unusual occurrences or problems

during this stage of the assessment day below

(preparation and activity phase) or questions asked by

candidates:

Exercise

Candidate:

Please record any unusual occurrences or problems

during this stage of the assessment day below

(preparation and activity phase) or questions asked by

candidates:

Competency and Values

Framework for policing

Overview of framework

college.police.uk

BetterProfessionals

forBetterPolicing

™

Appendix 6

Competency and Values Framework for policing

OFFICIAL

OFFICIAL College of Policing

This publication is licensed under the terms of the Non-Commercial

College Licence v1.1 except where otherwise stated. To view this licence visit

http://www.college.police.uk/Legal/Documents/Non_Commercial_College_

Licence.pdf

Where we have identiﬁed any third-party copyright information, you will need

to obtain permission from the copyright holders concerned.

For enquires about this document, or to request an alternative format,

please email contactus@college.pnn.police.uk

Competency and Values Framework for policing

iii

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Contents

Introduction 3

Values 5

Cluster: Resolute, compassionate and committed 7

Competency: We are emotionally aware 7

Competency: We take ownership 9

Cluster: Inclusive, enabling and visionary leadership 11

Competency: We are collaborative 11

Competency: We deliver, support and inspire 13

Cluster: Intelligent, creative and informed policing 15

Competency: We analyse critically 15

Competency: We are innovative and open-minded 17

Competency and Values Framework for policing

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We deliver,

support and

inspire

We are

collaborative

We are

innovative and

open-minded

We analyse

critically

We are

emotionally

aware

The Competency and Values Framework (CVF) aims to support all policing

professionals, now and into the future. It sets out nationally recognised behaviours

and values, which will provide a consistent foundation for a range of local and

national processes. This framework will ensure that there are clear expectations

of everyone working in policing which in turn will lead to standards being raised

for the beneﬁt and safety of the public.

We take

ownership

Introduction

VALUES

The framework has six competencies that are clustered into three groups.

Under each competency are three levels that show what behaviours will look

like in practice. All of the competencies are underpinned by four values that

should support everything we do as a police service.

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Competency and Values Framework for policing

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Each cluster has a heading and a description of why that area is important.

Each competency includes a description and a list of behaviours which indicate

that a person is displaying that particular competence. Each competency is split

into three levels which are intended to be used ﬂexibly to allow for a better ﬁt

with frontline and non-frontline policing roles rather than ranks or work levels.

The levels are designed to be cumulative, so those working at higher levels

should also demonstrate each preceding level’s behaviours. The competency

levels can broadly be matched to work levels as:

■

level 1 – practitioner

■ level 2 – supervisor/middle manager

■ level 3 – senior manager/executive.

A number of national role proﬁles show how the competency levels align to

common roles within policing. These can be used as a basis for developing

further role proﬁles within each local police force.

The following sections of this document explain each value and competency

and show the behaviours for each.

Competency and Values Framework for policing

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Values

Impartiality Behaviours

This value links to the principles of fairness and

objectivity from the Code of Ethics.

As a police service, we must show impartiality

throughout all our dealings with colleagues,

partners and members of the public. This is

achieved by being unprejudiced, fair and objective.

We consider dierent sides of a situation and

ensure that each side is given equal consideration.

We do not favour one person or group over

another, acknowledging that discrimination

increases feelings of unfairness and makes our

jobs harder to do. We must not allow personal

feelings, beliefs or opinions to unfairly inﬂuence

our actions in any situation.

We assess each situation based on its own merits

ensuring we are fair and consistent in our actions.

We are clear in our rationale for the decisions

or actions we take ensuring they are clear and

evidence-based.

■

I take into account individual needs and

requirements in all of my actions.

■

I understand that treating everyone fairly

does not mean everyone is treated the same.

■

I always give people an equal opportunity to

express their views.

■

I communicate with everyone, making sure the

most relevant message is provided to all.

■

I value everyone’s views and opinions by actively

listening to understand their perspective.

■

I make fair and objective decisions using the

best available evidence.

■

I enable everyone to have equal access to

services and information, where appropriate.

Integrity Behaviours

This value links to the principle of integrity from the

Code of Ethics.

We understand and reinforce expectations of

professional behaviour and openly recognise good

and bad performance. We maintain the highest

levels of professionalism, making sure that we

always uphold the values and ethical standards of

the police service.

We need to build and maintain conﬁdence with the

public, colleagues and partners if we are to deliver

a modern and eective police service. Doing the

right thing is about becoming a role model and

upholding public trust.

■

I always act in line with the values of the police service

and the Code of Ethics for the beneﬁt of the public.

■

I demonstrate courage in doing the right thing,

even in challenging situations.

■

I enhance the reputation of my organisation

and the wider police service through my

actions and behaviours.

■

I challenge colleagues whose behaviour, attitude

and language falls below the public’s and the

service’s expectations.

■ I am open and responsive to challenge about my

actions and words.

■

I declare any conﬂicts of interest at the earliest

opportunity.

■

I am respectful of the authority and inﬂuence my

position gives me.

■

I use resources eectively and eciently and not

for personal beneﬁt.

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Public Service Behaviours

This value links to the principles of respect and

selﬂessness from the Code of Ethics.

As individuals and as part of a wider organisation,

we have a responsibility to ensure that we act in the

best interests of society as a whole. Improving the

safety and wellbeing of the public underpins all that

we do. We constantly think about how to create

the best possible outcomes for those we serve and

we take personal responsibility for delivering these.

We show resilience and determination to overcome

barriers and to provide the best outcome.

We are dedicated to work in the public interest,

engaging and listening to their needs and concerns.

We work to make sure that the public feel valued

and engaged, which helps to build conﬁdence in the

police service. We are respectful to the needs and

concerns of dierent individuals and groups.

■

I act in the interest of the public, ﬁrst

and foremost.

■

I am motivated by serving the public, ensuring

that I provide the best service possible at all times.

■

I seek to understand the needs of others to act

in their best interests.

■

I adapt to address the needs and concerns of

dierent communities.

■

I tailor my communication to be appropriate

and respectful to my audience.

■

I take into consideration how others want to

be treated when interacting with them.

■

I treat people respectfully regardless of

the circumstances.

■

I share credit with everyone involved in

delivering services.

Transparency Behaviours

This value links to the principles of honesty and

openness from the Code of Ethics.

We are transparent in our actions, decisions and

communications with both the people we work with

and those we serve. This ensures that we are honest

and open in our interactions and decision making.

We are genuine with those we communicate with

and endeavour to create trusting relationships. We

accept feedback and are comfortable in responding

to criticism and ﬁnding ways to improve.

We build trust with our colleagues, partners and

communities by being open about what we have done

and why we have done it and by keeping our promises

so communities can rely on us when needed.

■

I ensure that my decision-making rationale

is clear and considered so that it is easily

understood by others.

■ I am clear and comprehensive when

communicating with others.

■

I am open and honest about my areas for

development and I strive to improve.

■

I give an accurate representation of my actions

and records.

■

I recognise the value of feedback and act on it.

■ I give constructive and accurate feedback.

■ I represent the opinions of others accurately

and consistently.

■

I am consistent and truthful in my communications.

■ I maintain conﬁdentiality appropriately.

Competency and Values Framework for policing

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How we conduct ourselves in our service and the values that underpin our

behaviour are a key part of our thought processes and relationships. Empathy

means listening to the public, colleagues and partners, responding directly and

quickly, and having a genuine interest in ourselves and others. We are always

focused on doing our best for the public and our customers.

By understanding our thoughts and the values behind our behaviour, we can

maintain a professional and resolute stance, demonstrate accountability

and stand by the police service’s established values to maintain the service’s

professional legitimacy.

Cluster

Resolute, compassionate and committed

Competency

We are emotionally aware

We make the eort to understand ourselves, our colleagues and all those

we serve. We genuinely engage with and listen to others, making eorts to

understand needs, perspectives and concerns. We use these insights to inform

our actions and decisions.

We are able to control our emotions in stressful situations, understanding

our own motivations and the underlying reasons for our behaviour. This is all

underpinned by our ability to anticipate and understand how other people may

feel. We look after our own wellbeing and that of others.

Adopting emotionally intelligent behaviours also means valuing diversity and

dierence in approaches to work, in thinking, and in people’s backgrounds.

We are culturally sensitive and seek to understand dierent perspectives,

acting with sensitivity, compassion and warmth. We always try to understand

the thoughts, feelings and concerns of those we meet.

Why is it important? The way in which we conduct ourselves is just as important

as what we do. Communicating and acting politely, respectfully and with

compassion helps to drive and maintain public trust.

Empathy is particularly important, especially if we are to engage and involve some

of the most vulnerable individuals we encounter who may not be able to fully

express or articulate their thoughts or feelings.

Understanding ourselves means that we are able to improve our own resilience and

therefore cope eectively during challenging and emotionally charged situations.

Competency and Values Framework for policing

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We are emotionally aware

Level 1

■ I treat others with respect, tolerance and compassion.

■ I acknowledge and respect a range of dierent perspectives, values and

beliefs within the remit of the law.

■

I remain calm and think about how to best manage the situation when faced

with provocation.

■

I understand my own emotions and I know which situations might aect my

ability to deal with stress and pressure.

■

I ask for help and support when I need it.

■ I understand the value that diversity oers.

■ I communicate in clear and simple language so that I can be easily

understood by others.

■

I seek to understand the thoughts and concerns of others even when they

are unable to express themselves clearly.

Level 2

■ I consider the perspectives of people from a wide range of backgrounds

before taking action.

■

I adapt my style and approach according to the needs of the people I am

working with, using my own behaviour to achieve the best outcome.

■

I promote a culture that values diversity and encourages challenge.

■ I encourage reﬂective practice among others and take the time to support

others to understand reactions and behaviours.

■

I take responsibility for helping to ensure the emotional wellbeing of those

in my teams.

■

I take the responsibility to deal with any inappropriate behaviours.

Level 3

■ I seek to understand the longer-term reasons for organisational behaviour. This

enables me to adapt and change organisational cultures when appropriate.

■

I actively ensure a supportive organisational culture that recognises and

values diversity and wellbeing and challenges intolerance.

■

I understand internal and external politics and I am able to wield inﬂuence

eectively, tailoring my actions to achieve the impact needed.

■

I am able to see things from a variety of perspectives and I use this

knowledge to challenge my own thinking, values and assumptions.

■

I ensure that all perspectives inform decision making and communicate the

reasons behind decisions in a way that is clear and compelling.

Competency and Values Framework for policing

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Competency

We take ownership

We take personal responsibility for our roles and accountabilities but we do not let

this hold us back from being eective or taking appropriate risks.

We make decisions at appropriate levels and in appropriate areas, having a

clear rationale (for example, use of decision-making models) and accepting

responsibility for our decisions. We seek feedback, learn from our mistakes and

reﬂect to improve and amend our future practice.

Demonstrating pride in our work is important to us. Our selﬂessness means that

we also seek to help solve issues or problems, which may be internal or external

to our own teams. We recognise where limitations in our own knowledge and

experience may have an impact on our decision making. We take responsibility for

ensuring that support or development is sought to minimise any risks.

Why is it important? Not all decisions need senior leader approval, meaning that,

where necessary, we can respond more swiftly to challenges while still ensuring

we provide a full rationale for our response. Because we all face dierent kinds of

challenges that are not always within our comfort zone, every one of us needs to

feel conﬁdent and able to take responsibility.

These behaviours mean that we are empowered, eective and able to learn from

our mistakes. Doing so allows us to own and see successes through our delivery of

results, and not just whether a particular process has been followed.

Competency and Values Framework for policing

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We take ownership

Level 1

■ I actively identify and respond to problems.

■ I approach tasks with enthusiasm, focusing on public service excellence.

■ I regularly seek feedback to understand the quality of my work and the

impact of my behaviour.

■

I recognise where I can help others and willingly take on additional tasks to

support them, where appropriate.

■

I give feedback to others that I make sure is understandable and constructive.

■ I take responsibility for my own actions, I fulﬁl my promises and do what I say I will.

■ I will admit if I have made a mistake and take action to rectify this.

■ I demonstrate pride in representing the police service.

■ I understand my own strengths and areas for development and take

responsibility for my own learning to address gaps.

Level 2

■ I proactively create a culture of ownership within my areas of work and

support others to display personal responsibility.

■

I take responsibility for making improvements to policies, processes and

procedures, actively encouraging others to contribute their ideas.

■

I am accountable for the decisions my team make and the activities within

our teams.

■

I take personal responsibility for seeing events through to a satisfactory

conclusion and for correcting any problems both promptly and openly.

■

I actively encourage and support learning within my teams and colleagues.

Level 3

■ I act as a role model, and enable the organisation to use instances when

things go wrong as an opportunity to learn rather than blame.

■

I foster a culture of personal responsibility, encouraging and supporting

others to make their own decisions and take ownership of their activities.

■

I deﬁne and enforce the standards and processes that will help this to happen.

■ I put in place measures that will allow others to take responsibility

eectively when I delegate decision making, and at the same time I help

them to improve their performance.

■

I create the circumstances (culture and process) that will enable people to

undertake development opportunities and improve their performance.

■

I take an organisation-wide view, acknowledging where improvements can

be made and taking responsibility for making these happen.

Competency and Values Framework for policing

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We are all able to work together independently and recognise the need to act as

leaders, whether in a formal line management capacity or when engaging and

motivating colleagues and the public to get involved or have their voices heard.

Whether we are setting a vision, planning ahead to optimise resources for the

best possible outcomes or leading a cross-sector partnership, we work across

organisations and sectors to achieve excellence in public service.

Cluster

Inclusive, enabling and visionary leadership

Competency

We are collaborative

Ensuring and improving the safety and wellbeing of the public underpins all of

our work. To achieve this most eectively, we need to look beyond our traditional

boundaries to think about how to create the best possible outcomes.

We build genuine and long-lasting partnerships that focus on collective aims and

not just on our own organisation. This goes beyond just working in teams and with

colleagues we see daily. It includes building good relationships with other public

and third sector providers, reaching out to private organisations and working with

our communities and customers.

We aim to work eectively with colleagues and external partners, mutually

sharing our skills, knowledge and insights with each other to achieve the best

possible results for all and to reduce silo working. Our engagement seeks to

not only deliver joint solutions but also to share appropriate information and

negotiate new ways of providing services together. In all of our dealings with our

partners, we make sure that they feel respected and valued.

Why is it important? Demands on the police come from an increasingly diverse set

of sources and the need for services is not deﬁned by organisational and geographical

boundaries. We must work together regardless of diering cultures, priorities and needs.

This means that we need to inﬂuence and negotiate in order to achieve outcomes

for everyone and not just focus eorts on our own immediate environment.

Working to solve problems without help from our partners ignores the strengths

that we can utilise together, but working jointly requires the ability to build

relationships and break down barriers.

It is critical for us to build and retain our partners’ trust and conﬁdence in us and a

key part of achieving this is through the way in which we work with others.

Competency and Values Framework for policing

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We are collaborative

Level 1

■ I work cooperatively with others to get things done, willingly giving help

and support to colleagues.

■

I am approachable, and explain things well so that I generate a

common understanding.

■

I take the time to get to know others and their perspective in order to

build rapport.

■

I treat people with respect as individuals and address their speciﬁc

needs and concerns.

■

I am open and transparent in my relationships with others.

■ I ensure I am clear and appropriate in my communications.

Level 2

■ I manage relationships and partnerships for the long term,

sharing information and building trust to ﬁnd the best solutions.

■

I help create joined-up solutions across organisational and geographical

boundaries, partner organisations and those the police serve.

■

I understand the local partnership context, helping me to use a range

of tailored steps to build support.

■

I work with our partners to decide who is best placed to take the lead

on initiatives.

■

I try to anticipate our partners’ needs and take action to address these.

■ I do not make assumptions. I check that our partners are getting what

they need from the police service.

■

I build commitment from others (including the public) to work together

to deliver agreed outcomes.

Level 3

■ I am politically aware and I understand formal and informal politics at the

national level and what this means for our partners. This allows me to create

long-term links and work eectively within decision-making structures.

■

I remove practical barriers to collaboration to enable others to take practical

steps in building relationships outside the organisation and in other sectors

(public, not for proﬁt, and private).

■

I take the lead in partnerships when appropriate and set the way in which

partner organisations from all sectors interact with the police. This allows

the police to play a major role in the delivery of services to communities.

■

I create an environment where partnership working ﬂourishes and creates

tangible beneﬁts for all.

Competency and Values Framework for policing

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We understand the vision for the organisation. We use our organisation’s values

in our day-to-day activities as a role model to provide inspiration and clarity to

our colleagues and stakeholders. We work to create the right climate for people to

get the job done to the best of their abilities, ensuring a culture of mutual respect

and support.

We are dedicated to working in the public’s best interests. We understand how we

have an impact on the wider organisation and those around us and we help others

to deliver their objectives eectively.

This behaviour is not restricted to those who are in formal or senior management

positions. We all have a positive contribution to make by operating at our best,

adapting how we work to take account of pressures and demands and helping

others. We are focused on helping our colleagues to improve and learn and are

active in supporting them through activities such as coaching and mentoring.

Why is it important? To deliver the most eective service, we need to be clear on

our goals and priorities, both for the police service and individually. We can all help

to support and motivate each other to ensure that we are working as eectively

as we can, enabling us and those around us to perform at our best. We should all

act as organisational role models.

Competency

We deliver, support and inspire

Competency and Values Framework for policing

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We deliver, support and inspire

Level 1

■ I take on challenging tasks to help to improve the service continuously and

support my colleagues.

■ I understand how my work contributes to the wider police service.

■ I understand it is part of my collective responsibility to deliver ecient

services. I take personal responsibility for making sure that I am working

eectively to deliver the best service, both individually and with others.

■

I am conscientious in my approach, working hard to provide the best service

and to overcome any obstacles that could prevent or hinder delivery.

■

I support the ecient use of resources to create the most value and to

deliver the right impact.

■ I keep up to date with changes in internal and external environments.

■ I am a role model for the behaviours I expect to see in others and I act in the

best interests of the public and the police service.

Level 2

■ I give clear directions and have explicit expectations, helping others to

understand how their work operates in the wider context.

■ I identify barriers that inhibit performance in my teams and take steps to

resolve these thereby enabling others to perform.

■ I lead the public and/or my colleagues, where appropriate, during incidents

or through the provision of advice and support.

■ I ensure the ecient use of resources to create the most value and to deliver

the right impact within my areas.

■ I keep track of changes in the external environment, anticipating both the

short- and long-term implications for the police service.

■ I motivate and inspire others to achieve their best.

Level 3

■ I challenge myself and others to bear in mind the police service’s vision to

provide the best possible service in every decision made.

■

I communicate how the overall vision links to speciﬁc plans and objectives

so that people are motivated and clearly understand our goals.

■ I ensure that everyone understands their role in helping the police service

to achieve this vision.

■ I anticipate and identify organisational barriers that stop the police service

from meeting its goals, by putting in place contingencies or removing these.

■ I monitor changes in the external environment, taking actions to inﬂuence

where possible to ensure positive outcomes.

■ I demonstrate long-term strategic thinking, going beyond personal goals

and considering how the police service operates in the broader societal

and economic environment.

■ I ensure that my decisions balance the needs of my own force/unit with

those of the wider police service and external partners.

■ I motivate and inspire others to deliver challenging goals.

Competency and Values Framework for policing

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We are open to new sources of information, continuously developing our own

knowledge to help the police service to grow and change in line with new

challenges and stay at the forefront of public service.

Informed analysis and creativity are critical to what we do. They sit at the heart

of our thinking and our decisions, meaning that eective and critical problem

solving is second nature to us. Balancing our decisiveness with consideration and

evidence-based approaches, we are able to challenge our thinking and draw on

multiple diverse sources of information for new ways of thinking and working.

Cluster

Intelligent, creative and informed policing

Competency

We analyse critically

We analyse information, data, viewpoints and combine the best available

evidence to understand the root causes of issues that arise in complex situations.

We draw on our experience, knowledge and wide sources of evidence to give us

a greater view of what is happening underneath the surface. We combine insight

and evidence-based approaches to help make decisions, accepting that we will not

have all the answers but will always try to gather facts and robust information to

be able to think tactically and strategically.

Why is it important? Critical thinking drives eective policing as we are faced

with a wide variety of complex issues on a day-to-day basis. This means that

we all need to be able to make sense of a complex environment, accept that

ambiguity is part of contemporary working life and, therefore, be able to identify

interrelationships between dierent factors.

If we are able to analyse the best available evidence and see what is happening

underneath the surface, we will be better able to make conﬁdent and eective

decisions and implement preventative solutions that deal with root causes.

Competency and Values Framework for policing

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We analyse critically

Level 1

■ I recognise the need to think critically about issues. I value the use of

analysis and testing in policing.

■

I take in information quickly and accurately.

■ I am able to separate information and decide whether it is irrelevant or

relevant and its importance.

■

I solve problems proactively by understanding the reasons behind them,

using learning from evidence and my experiences to take action.

■

I refer to procedures and precedents as necessary before making decisions.

■ I weigh up the pros and cons of possible actions, thinking about potential

risks and using this thinking to inform our decisions.

■

I recognise gaps and inconsistencies in information and think about the

potential implications.

■

I make decisions in alignment with our mission, values and the Code of Ethics.

Level 2

■ I ensure that the best available evidence from a wide range of sources is

taken into account when making decisions.

■

I think about dierent perspectives and motivations when reviewing

information and how this may inﬂuence key points.

■

I ask incisive questions to test out facts and assumptions, questioning

and challenging the information provided when necessary.

■

I understand when to balance decisive action with due consideration.

■ I recognise patterns, themes and connections between several and diverse

sources of information and best available evidence.

■

I identify when I need to take action on the basis of limited information

and think about how to mitigate the risks in so doing.

■

I challenge others to ensure that decisions are made in alignment with

our mission, values and the Code of Ethics.

Level 3

■ I balance risks, costs and beneﬁts associated with decisions, thinking about

the wider impact and how actions are seen in that context. I think through

‘what if’ scenarios.

■

I use discretion wisely in making decisions, knowing when the ‘tried and

tested’ is not always the most appropriate and being willing to challenge

the status quo when beneﬁcial.

■

I seek to identify the key reasons or incidents behind issues, even in

ambiguous or unclear situations.

■

I use my knowledge of the wider external environment and long-term

situations to inform eective decision making.

■

I acknowledge that some decisions may represent a signiﬁcant change.

I think about the best way to introduce such decisions and win support.

Competency and Values Framework for policing

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We have an inquisitive and outward-looking nature, searching for new information

to understand alternative sources of good practice and implement creative

working methods. We are committed to reﬂecting on how we go about our roles,

being ﬂexible in our approach as required to ensure the best outcomes.

We seek to understand how well we are performing, both as individuals and

as teams, and we seek to continuously improve. To do this, we look at relevant

standards outside policing in other organisations and sectors.

Constantly changing and adapting is part of our role. We maintain an open mind

to allow us to identify opportunities and to create innovative solutions.

Why is it important? New and emerging threats mean that our required

response will not always be obvious. We will need to adopt new thinking and

assumptions, be continually inquisitive and committed to continual improvement.

The perpetual need to adapt, innovate and question our assumptions is at the

heart of being able to serve and protect the public. It includes taking innovative,

preventative action to reduce demand.

Being open-minded and reﬂective also allows us to tailor our approach to speciﬁc

contexts and the communities we serve.

Competency

We are innovative and open-minded

Competency and Values Framework for policing

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We are innovative and open-minded

Level 1

■ I demonstrate an openness to changing ideas, perceptions and ways

of working.

■

I share suggestions with colleagues, speaking up to help improve existing

working methods and practices.

■

I constantly reﬂect on my own way of working and periodically review

processes and procedures to make continuous improvements.

■

I adapt to change and am ﬂexible as the need arises while encouraging

others to do the same.

■

I learn from my experiences and do not let myself be unduly inﬂuenced

by preconceptions.

Level 2

■ I explore a number of dierent sources of information and use a variety

of tools when faced with a problem and look for good practice that is not

always from policing.

■

I am able to spot opportunities or threats which may inﬂuence how I go

about my job in the future by using knowledge of trends, new thinking

about policing and changing demographics in the population.

■

I am ﬂexible in my approach, changing my plans to make sure that I have

the best impact.

■

I encourage others to be creative and take appropriate risks.

■ I share my explorations and understanding of the wider internal and

external environment.

Level 3

■ I implement, test and communicate new and far-reaching ways of working that

can radically change our organisational cultures, attitudes and performance.

■

I provide space and encouragement to help others stand back from day-

to-day activities, in order to review their direction, approach and how they

fundamentally see their role in policing. This helps them to adopt fresh

perspectives and identify improvements.

■

I work to create an innovative learning culture, recognising and promoting

innovative activities.

■

I lead, test and implement new, complex and creative initiatives that involve

multiple stakeholders, create signiﬁcant impact and drive innovation outside

of my immediate sphere.

■

I carry accountability for ensuring that the police service remains up to date

and at the forefront of global policing.

C480I1116

Protecting the public

Supporting the ﬁght against crime

As the professional body for policing, the College of

Policing sets high professional standards to help forces

cut crime and protect the public. We are here to give

everyone in policing the tools, skills and knowledge

they need to succeed. We will provide practical and

common-sense approaches based on evidence of

what works.

college.police.uk

@CollegeofPolice #betterpolicing

Guidance for appointing

chief ocers

Appendix 7

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

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Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Contents

Introduction 4

1. Legal 5

Eligibility 6

Conduct 9

Roles and responsibilities 10

Equal opportunities and data protection 21

2. Good practice in assessment

and selection 24

Merit, fairness and openness 25

The Code of Ethics and values-based

recruitment 26

Competency and Values Framework 27

Assessment principles 29

Key selection stages 36

3. The appointment 47

PCC – appointing and conﬁrming a new

chief constable 48

Veto the appointment of a chief constable 49

Chief constable – appointing chief ocers 50

Exercising the functions of a Chief Constable 51

4. Post-appointment 52

Overview 53

Induction planning 54

Continuing professional development 55

Overseas appointments 56

Home Oce post-service standards 57

Appendix A – Approved overseas police

forces and ranks 58

Appendix B – Assessment criteria

questionnaire 75

Appendix C – Shortlisting –

individual scoring sheet 78

Appendix D – Shortlisting panel agreed scores 79

Appendix E – Rating scale 80

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Introduction

This guidance equips those responsible for appointing

chief ocers with the skills and knowledge to deliver

an appointment process based on merit, fairness and

openness and conﬁdently appoint the right candidate

to the vacant position.

The guidance describes the principles, processes

and responsibilities required for appointing chief

constables (CCs), deputy chief constables (DCCs) and

assistant chief constables (ACCs). It also describes

the requirements for appointing the commissioner,

deputy commissioner (DC), assistant commissioners

(ACs), deputy assistant commissioners (DACs) and

commanders in the Metropolitan Police Service (MPS).

Appointing the commissioner and AC of the City

of London Police continues to be governed by the

City of London Police Act 1839. The requirements

to have successfully passed the Senior Police

National Assessment Centre (SPNAC) and

the Strategic Command Course (SCC) and the

principles highlighted in this guidance still apply,

however.

This guidance can be used:

¡ by police and crime commissioners (PCCs) and CCs

to follow, while recognising that ultimately they

have responsibility for managing their appointment

processes in accordance with the law

¡ to provide advice and guidance to PCCs and CCs on

how to design and deliver an appointment process

based on the principles of merit, fairness and

openness that would withstand scrutiny

¡ to provide guidance on how to conﬁrm the

appointment and what post-appointment activities

they may wish to undertake

¡ to advise PCCs and CCs when to seek additional

advice from legal or HR professionals as required.

All those employed by the police, including police

sta and those from non-Home Oce forces, should

follow the guiding principles outlined in this document.

While these principles may not directly apply to non-

Home Oce forces, they may be a helpful guide where

appropriate.

The guidance is a non-prescriptive reference for those

making chief ocer appointments. PCCs and CCs

should review this document to identify their speciﬁc

roles and responsibilities, as well as the essential

stages involved in designing and delivering an

appointments process.

This guidance has been developed and will be

maintained by the College of Policing.

For all the reports, publications and frameworks

referred to in this guidance, see:

¡ Code of Ethics

¡ Competency and Values Framework (CVF)

¡ Leadership Review

¡ Chief Ocer Appointments Survey –

Results and Analysis Report

¡ Chief Ocer Appointments Survey –

Executive Summary

¡ Policing and Educational

Qualiﬁcations Framework.

Home Oce circulars:

¡ HO Circular 013/2018

¡ HO Circular 021/2012

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

1. Legal

This section outlines the eligibility for promotion to a chief ocer

rank in a UK police force, as well as the legal requirements a PCC/

CC must adhere to during the appointment process. There is

additional legislation that PCCs need to be aware of in terms of

conﬁrming the appointment of their preferred candidate, outlined

in The appointment section of this guidance.

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

1.1. Eligibility

The table on the following page outlines the eligibility

requirements for promotion to chief ocer, including CC rank, for

all potential applicants in a UK police force. The speciﬁc legislation

behind each requirement has been noted, should the reader wish

to review this further.

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Rank

UK or

overseas

applicants

Eligibility requirements Legislation Dated

All

applicants

All applicants must have successfully completed the

Senior PNAC and the SCC

Police Scotland

(i) To be eligible for appointment to the oce of DCC in

Police Scotland, an applicant must have held the rank of

ACC or above in a relevant police force for for at least two

years

(ii) To be eligible for appointment to the oce of ACC in

Police Scotland, an applicant must have held the rank of

superintendent or above in a relevant police force for at

least two years

Police Regulations 2003 (SI 2003/537)

Regulation 11 (Annex B – Appointment of Senior Ocers)

Police Service of Northern Ireland

Police Service of Northern Ireland Regulations 2005

Regulation 11

Police Scotland

Police Service of Scotland Regulations 2013

Regulation 7, Annex 2

4 January

2017

Overseas Overseas applicants must meet the immigration

requirements to live and work in the UK

Tier 2 immigration law

It is the employer’s responsibility to show that the vacancy

cannot be ﬁlled by a suitably qualiﬁed or skilled settled worker

UK Applicants must have served at the rank of constable in a

UK police force

For chief constables

Police Reform and Social Responsibility Act 2011 (the 2011 Act)

Section 38 of and Schedule 8 to the 2011 Act, paragraph 2(1A)(a)

For commissioner

The 2011 Act

Section 42 (3A) to (3C), the eligibility criteria replicates those for

CCs in paragraph 2 of Schedule 8 to the 2011 Act

Chief ocers

(ACC,AC, DCC, DC)

Chief Constable/

Commissioner

Guidance for appointing chief ocers

The appointment Post-appointment

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Rank

UK or

overseas

applicants

Eligibility requirements Legislation Dated

Chief Constable/Commissioner

UK Applicants must have held the rank of ACC, commander,

or a more senior rank in a UK police force

Police Scotland and the Police Service of Northern

Ireland

To be eligible to be appointed to the oce of CC, an

applicant must have held the rank of ACC in a relevant

police force for at least two years

Police Regulations 2003 (SI 2003/527)

Regulation 11 (Annex B), (1A)

Police Service of Northern Ireland

Police Service of Northern Ireland Regulations 2005

Regulation 11 (Annex A)

Police Scotland

Police Service of Scotland Regulations 2013

Regulation 7, Annex 2

4 January

2017

Overseas Applicants must have served in an approved overseas

police force at an approved rank – a list of the approved

forces and ranks are listed in appendix A

The 2011 Act

Paragraph 2(1A)(b), (1B) and (1C) of Schedule 8

HO Circular 050/2015

Overseas Overseas applicants must meet the immigration

requirements to live and work in the UK

Tier 2 immigration law

It is the employer’s responsibility to evidence that the vacancy

cannot be ﬁlled by a suitably qualiﬁed or skilled settled worker

Fire and

rescue

service

applicants

In forces where the PCC of the recruiting force has

adopted the single employer model, those who have held

a senior position in the ﬁre and rescue service are eligible

to be appointed to the position of CC

Exemptions

The single employer model does not apply to Wales, the

MPS and the City of London Police

The 2011 Act

(i) Paragraph 2 of Schedule 8 to the 2011 Act

(ii) Paragraph 2(1AA) of Schedule 8 to the 2011

Exemptions

Section 4A Fire and Rescue Services Act 2004

Published

April

2017

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

1.2. Conduct

This section aims to provide PCCs and CCs with

guidance on ensuring that their potential appointee has

an appropriate record of conduct. When appointing a

chief ocer the PCC/CC should consider the applicant’s

disciplinary record and be aware of any outstanding

allegations or ongoing investigations. A disciplinary

record is a record of incidents where an ocer has

been found to have breached standards of professional

behaviour. In relation to matters of gross misconduct

the recruiting PCC/CC must review the Barred and

Advisory List to conﬁrm that their potential appointment

is eligible for the vacancy (Policing and Crime Act 2017,

section 30).

An investigation into an applicant’s disciplinary record

should be carried out with their consent. This can be

achieved through including a self-disclosure of any

disciplinary matters, outstanding allegations or ongoing

investigations, as well as a statement on the application

form which conﬁrms that signing and submitting the

application provides the recruiting force with consent to

review their disciplinary record. In doing so, the recruiting

force may contact an applicant’s CC, the professional

standards department (PSD) or the Independent Oce

for Police Conduct (IOPC) for further information.

(Please note that the IOPC have advised that they will

become ready to consider requests for information as

part of the appointment process for a chief ocer

through the course of 2018).

All parties involved (home and recruiting force,

IOPC and the PSD) should consider the purpose and

relevancy of the information to be shared. There

should also be an explanation either on the application

form or pack that outlines how information shared will

be used, who will have sight of this information and

how it will be stored.

It is the responsibility of the PCC/CC to decide

whether to appoint a candidate with evidence of a

disciplinary record that is live (a written warning is live

for 12 months and a ﬁnal warning for 18 months) or

concluded and in circumstances where an individual

is subject to ongoing investigation. They should

complete a risk-based assessment which considers

the circumstances of the disciplinary, the potential

eect on the applicant’s role within the police service

and the wider impact this appointment may have

on their force, region and community. The PCC/CC

should focus on making a balanced and proportionate

decision which is based on the evidence available.

Furthermore a Chief Constable should inform the

PCC if they appoint a chief ocer with a disciplinary

record that is live or concluded. Consideration

should be given to when, in an appointment

process, investigations regarding an applicants

conduct and disciplinary record are undertaken.

A new code for police vetting was given the

authority of Parliament on Thursday 12 October

2017 to improve consistency across the Police

Service. Further information on the code and the

accompanying Authorised Professional Practice

(APP) are available on the College website.

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

1.3. Roles and responsibilities

This section provides a detailed overview of the speciﬁc roles

and responsibilities of a PCC appointing a CC (1.3.1) and a CC/

commissioner appointing an ACC/AC and DCC/DC respectively

(1.3.2).

There are similarities and repetition between the roles and

responsibilities for a PCC and CC. As some distinct dierences

occur, however, these have been considered separately for ease

of access and understanding.

This section refers to a number of stages involved in developing

an appointment process. An explanation of what these are and

the why/how they should be undertaken has been considered in

the Good practice in assessment and selection section of this

guidance.

PCC

Guidance for appointing chief ocers

The appointment Post-appointment

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and selection

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1.3.1. Police and crime commissioners’ roles and responsibilities in

appointing chief constables

It is for the PCC to decide how they wish to run their

appointment process.

Outside London

Section 38 of and Schedule 8 to the Police

Reform and Social Responsibility Act 2011 (the

Act) requires the appointment of CCs to be made

by PCCs subject to a conﬁrmation hearing held

in accordance with the Police and Crime Panels

(Precepts and Chief Constable Appointments)

Regulations 2012.

London

City of London Police

The appointment of the commissioner of the

City of London Police is governed by the City of

London Police Act 1839.

Metropolitan Police Service

In the context of the MPS, the major of London is

the holder of the Major’s Oce for Policing and

Crime (MOPAC) and although they may delegate

the day-to-day discharge of their policing and

crime functions to a deputy mayor for policing

and crime. The commissioner is appointed by

Royal Warrant based on the recommendation of

the secretary of state. The secretary of state is

required to have regard to any of the MOPAC’s

recommendations.

The Police and Crime Panel (PCP) is required to review

the information submitted by the PCC regarding the

appointment process and the preferred candidate. The

PCP has the option to veto the ﬁrst candidate the PCC

proposes.

There is a series of processes which the PCC will need

to consider putting in place. The PCC’s chief executive

ocer holds the position of statutory monitoring

ocer during the appointment process. While they

may be responsible for putting these processes in

place, the PCC should maintain oversight and hold

responsibility for ensuring these are done. These

processes have been considered in terms of the

requirements a PCC must undertake and best practice

processes, eg, what a PCC is advised to consider in

order to achieve the principles of merit, fairness and

openness in their selection process.

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

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The table below outlines the PCCs roles and responsibilities in appointing chief constables:

Requirements Good practice

¡ Ensure the appointment process is based on the principles of merit, fairness

and openness (public sector equality duty)

¡ Convene an appointments panel including at least one independent panel

member (HO Circular 013/2018)

¡ Ensure the vacancy is advertised for no less than three weeks

¡ Review recommendations by the PCP (Police and Crime Panels (Precepts and

Chief Constable Appointments) Regulations 2012)

¡ Conﬁrm the appointment (Police and Crime Panels (Precepts and Chief

Constable Appointments) Regulations 2012)

¡ Ensure the appointment process is undertaken in accordance with relevant

legislation

¡ Ensure the appointment process adheres to the Equality Act 2010 and the Data

Protection Act 1998 (DPA)

¡ Ensure the appointment process considers the Code of Ethics and

organisational competencies and values

¡ Agree the content of the advert and where this should be placed

¡ Ensure that the vacancy is publicised widely to all potential applicants

¡ Ensure those involved in assessing candidates have undertaken appropriate

training in selection and assessment practices

¡ Direct the appointment panel to this guidance

¡ Develop an application and assessment process which includes a robust

decision-making model

¡ In collaboration with the appointment panel, assess, shortlist and appoint

applicants against the agreed assessment criteria

¡ Conﬁrm that the potential appointee’s conduct is satisfactory

¡ Submit the independent panel member’s report to the PCP and inform them

of the preferred candidate

¡ Provide feedback to all candidates

Guidance for appointing chief ocers

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Appointment panel’s role

The PCC should convene the appointment panel

before any stage of the appointment process takes

place (eg, sifting applications). They may consider

involving panel members in deﬁning role requirements.

It is the PCC’s and panel members’ responsibility

to conﬁrm, prior to shortlisting that no conﬂict of

interest exists between panel members and the

applicant pool. Panel members should declare

if a conﬂict does exist and the PCC will need to

determine whether it is appropriate for them to

remain as a member of the appointment panel.

An appointment panel should:

¡ consist of three to ﬁve panel members from a

diverse range of backgrounds with experience in

the assessment and selection of candidates, for

example:

– PCCs from other regions

– senior managers from private sector

organisations

– leaders from the ﬁre and ambulance service

– leaders from the local authority

¡ include an independent member – see below for

more information

¡ remain the same throughout the selection process

to ensure consistency of assessment and approach.

¡ be informed of the time commitment involved.

All appointment panel members must adhere to the

principles of merit, fairness and openness and read this

guidance to ensure they are familiar with its content

prior to starting the appointment process.

The panel’s purpose is to challenge and test that

the candidate meets the necessary requirements to

perform the role. It supports the PCC in making the

appointment by:

¡ helping develop the assessment criteria (0.5 to 1 day)

¡ undertaking appropriate brieﬁng/assessor training

(0.5 to 1 day, depending on the experience of the

panel members chosen)

¡ in collaboration with the PCC, shortlisting applicants

against the agreed appointment criteria (1 day – this

will depend on the number of applicants)

¡ in collaboration with the PCC, assessing all

shortlisted candidates against the agreed

appointment criteria (this will depend on what and

how many selection tools are chosen and if the

assessment process is delivered across a single or

multiple days)

¡ in collaboration with the PCC, considering which

candidates most closely meet the appointment

criteria (0.5 to 1 day, depending on the number of

candidates assessed).

(The information in brackets outlines the likely time

commitment of each task.)

The PCC should take steps to ensure the panel

they select has the necessary skills to make fair

assessments of candidates and is capable of

undertaking the responsibilities listed above.

Guidance for appointing chief ocers

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Independent member’s role

HO Circular 013/2018 states that at least one member

of the appointment panel should be an independent

member. It is important that the independent member

is suitably experienced in selection and assessment

practices in order so they can determine the extent to

which the appointment process is conducted in line

with the principles of merit, fairness and openness.

The role requires them to

¡ be suitability experienced and competent in

assessment and selection practices

¡ undertake appropriate brieﬁng/assessor training

¡ be aware and have an understanding of the needs

and interests of the recruiting force and local

community

¡ in collaboration with the PCC and other panel

members, shortlist and assess applicants against

the agreed appointment criteria and consider which

candidates most closely meet the appointment criteria

¡ produce a written report on the appointment

process, to be submitted to the PCP at the same

time as the name of the preferred appointee,

expressly and explicitly addressing the appointment

principles of merit, fairness and openness and

the extent to which the panel was able to fulﬁl

its purpose (eg, to challenge and test that the

candidate meets the necessary requirements to

perform the role).

The PCC is encouraged to identify an independent

member who has an understanding of local, national

and strategic needs and interests, for example:

¡ magistrates

¡ chief executives of local authorities

¡ representatives of community organisations

¡ local business leaders

¡ key stakeholders from existing partnership

arrangements.

The independent panel member should not be the

PCC, a member of the PCC’s sta, a PCP member,

a member of Parliament or member of European

Parliament, local councillor, serving or retired police

ocer or member of police sta, civil servant, member

of the National Assembly for Wales, Northern Ireland

Assembly or the Scottish Government, HMICFRS sta,

IOPC commissioner/sta or College of Policing sta.

Although the Home Oce circular speciﬁes certain

roles that are not eligible to be an independent

member, this does not preclude those in these

roles being part of the appointments process and/

or the wider appointment panel in other roles. This

involvement would be at the PCC’s discretion.

When a PCC appoints an independent member, they

should base their decision on who to appoint on the

principles of merit, fairness and openness. For instance,

the PCC should consider the skills/experience required

and the responsibilities and time commitment

involved in being an independent member. When an

independent member is appointed, it is important

to clearly outline their role and responsibilities

throughout the selection process, the purpose of

having an independent member in terms of ensuring

the appointment is based on the principles of merit,

fairness and openness and the time commitment

involved.

There are a number of ways a PCC can identify and

appoint an independent member:

¡ outline the position on the force website

¡ promote the position on public sector job websites,

local business groups and at networking events

¡ promote the position with existing partners

¡ discuss the position at stakeholder meetings/boards.

If there is more than one independent member, they

should seek to agree a single report for submission to

the PCP.

Guidance for appointing chief ocers

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Policing adviser’s role

There is no requirement for an individual with

professional policing knowledge to act either as a

member of the appointments panel or in an advisory

capacity during any stage of the appointment process.

Should a PCC choose to include such an individual

in the process, however, the policing adviser’s role

is to provide the PCC with professional advice at an

appropriate level from a policing perspective.

Responsibilities may include one or more of the

following in an advisory capacity to be determined by

the PCC responsible for the appointment process:

¡ provide professional policing advice in developing

and designing the appointment process, including

the assessment criteria and selection tools

¡ provide professional policing advice on how well

each candidate’s experience and skills ﬁt with the

policing-speciﬁc requirements of the role during

shortlisting and the appointment process

¡ play an active role (where required) as part of the

appointment panel in reviewing the documented

procedures and related assessment material,

conducting interviews/assessment exercises

and making an independent assessment of the

candidate’s performance against the required criteria

¡ support the PCC during their decision-making

process prior to making an appointment.

Role of the chief executive of the Oce of

the PCC

The role of the chief executive is to support the PCC

in undertaking their responsibilities. In supporting the

PCC in the appointments process, the chief executive

should:

¡ ensure the principles of merit, fairness and openness

are adhered to throughout the design and delivery

of the appointment process

¡ advise and assist the PCC throughout the

appointment process

¡ ensure that the appointment process is properly

conducted and in line with responsibilities and

requirements outlined in legislation

¡ ensure appropriate monitoring of the appointment

process.

Applicant’s role

The applicant’s role is to comply with the requirements

of the appointment process. They should:

¡ complete and submit an application within the

published deadlines

¡ ensure that all information requested as part of the

application process is accurate and complete

¡ disclose any record of disciplinary or conduct

issues, regardless of whether these are ongoing or

concluded

¡ attend assessment stage(s)

¡ if successful, participate in the conﬁrmation hearing

held by the PCP.

Guidance for appointing chief ocers

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Police and Crime Panel’s role

The PCP’s role is to review the information and

decision submitted by the PCC. The PCP is required to

adhere to the guidelines set out in the Police Reform

and Social Responsibility Act 2011. In line with this

responsibility, it has speciﬁc responsibilities within

the appointment process as set out in Schedule 8 of

the Act. These responsibilities state that the PCP is

required to consider recommendations made by the

PCC in terms of the appointment. The PCP should

satisfy itself that the process was properly conducted

and adhered to the principles of merit, fairness and

openness and that the preferred candidate meets the

requirements of the role by:

¡ considering the report submitted by the

independent member

¡ reviewing the PCC’s proposed appointment

¡ holding a public conﬁrmation meeting

¡ making a report to the PCC on the proposed

appointment, including a recommendation as to

whether or not the candidate should be appointed

– the PCP must produce their report within

three weeks of being notiﬁed by the PCC of the

proposed appointment

– the PCP must ensure that the report is made

available to the public.

The PCP can veto the appointment if agreed by at

least two thirds of PCP members within three weeks

of being notiﬁed of the proposed appointment

(see guidance on vetoing appointments in The

Appointment section).

Guidance for appointing chief ocers

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1.3.2. Chief constables’ roles and responsibilities in appointing

assistant chief constables, deputy chief constables and equivalent

chief ocer ranks in the Metropolitan Police Service

CCs are ultimately responsible for deciding how

to design and deliver their appointment process.

Appointments must be made in accordance with

Regulation 11 of the Police Regulations 2003 and

the relevant parts of the Police Reform and Social

Responsibility Act 2011.

Outside London

It is the CC’s responsibility to make the decision

about which candidate to appoint. In line with the

Police Reform and Social Responsibility Act 2011,

however, the CC must consult the PCC on any

proposed increase in numbers of DCCs or ACCs

and may wish to consult on any decrease. Before

appointing a DCC or an ACC, the CC is required to

consult the PCC on their proposed appointment.

The legislation outlining this requirement can be

found in section 39 (DCC), and section 40 (ACC)

of the Police Reform and Social Responsibility

Act 2011.

London

City of London

The appointment of the assistant commissioner

of the City of London Police is governed by the

City of London Police Act 1839

Metropolitan Police Service

The DC is appointed by Royal Warrant based on

the recommendation of the secretary of state.

The secretary of state must have regard to any

recommendations made by the commissioner and

any representations from the Major’s Oce.

The Commissioner of Police of the Metropolis

must consult the Mayor’s Oce for Policing and

Crime before appointing a person as AC or DAC.

The legislation outlining this requirement can

be found in section 45 (AC) and section 46 (DAC)

of the Police Reform and Social Responsibility

Act 2011.

There are a series of processes which the CC will need

to consider putting in place prior to the decision-

making stage. Although the CC may not put all these

processes in place personally, they should have oversight

and hold responsibility for ensuring these are done.

These processes have been considered in terms of the

requirements a CC must undertake and best practice

processes, eg, what a CC is advised to consider in order

to achieve the principles of merit, fairness and openness.

Guidance for appointing chief ocers

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Good practice in assessment

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The table below outlines the chief constables roles and responsibilities in appointing assistant chief constables, deputy chief constables and equivalent chief ocer ranks in

the Metropolitan Police Service:

Requirements Good practice

¡ Ensure the appointment process is based on the principles of merit, fairness

and openness (public sector equality duty)

¡ Convene an appointments panel including at least one independent panel

member (HO Circular 013/2018)

¡ Ensure the vacancy is advertised for no less than three weeks

¡ Ensure a discussion with the PCC is undertaken regarding the proposed

appointee prior to conﬁrmation of the appointment

¡ Ensure the appointment process is undertaken in accordance with relevant

legislation

¡ Ensure the appointment process adheres to the Equality Act 2010 and the DPA

¡ Ensure the appointment process considers the Code of Ethics and

organisational competencies and values

¡ Agree the content of the advert and where this should be placed

¡ Ensure that the vacancy is publicised widely to all potential applicants

¡ Ensure those involved in assessing candidates have undertaken appropriate

training in selection and assessment practices

¡ Direct the appointment panel to this guidance

¡ Develop an application and assessment process which includes a robust

decision-making model

¡ In collaboration with the appointment panel, assess, shortlist and appoint

applicants against the agreed assessment criteria

¡ Conﬁrm that the potential appointee’s conduct is satisfactory

¡ Submit the independent panel member’s report to the PCP and inform them

of the preferred candidate

¡ Provide feedback to all candidates

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Appointment panel’s role

The CC should convene the appointment panel before

any stage of the appointment process takes place (eg,

sifting applications). Consideration may be given to

having panel members involved in helping to deﬁne

the requirements of the role.

It is the CC and panel members’ responsibility to

conﬁrm, prior to shortlisting that no conﬂict of

interest exists between panel members and the

applicant pool. Panel members should declare

if a conﬂict does exist and the CC will need to

determine whether it is appropriate for them to

remain as a member of the appointment panel.

An appointment panel should:

¡ consist of three to ﬁve panel members from a

diverse range of backgrounds with experience of

selection and assessment, for example:

– the PCC

– deputy PCC

– ocers or sta from a suitable rank/level from

the appointing or other forces

– professionals from the College of Policing

– senior individuals from private sector

organisations

– members of community groups

– local authority leaders

– representatives from existing partnerships

¡ include an independent member

¡ be maintained throughout the appointment process

to ensure consistency of assessment and approach.

¡ be made aware of the time commitment involved.

All appointment panel members must adhere to the

principles of merit, fairness and openness and read this

guidance to ensure they are familiar with its content

prior to starting the appointment process.

The panel’s purpose is to challenge and test that

the candidate meets the necessary requirements to

perform the role. It supports the CC in making the

appointment by:

¡ helping develop the assessment criteria (0.5 to 1 day)

¡ undertaking appropriate brieﬁng/assessor training

(0.5 to 1 day depending on the experience of the

panel members chosen)

¡ in collaboration with the CC, shortlisting applicants

against the agreed appointment criteria (1 day – this

will depend on the number of applicants)

¡ in collaboration with the CC, assessing all shortlisted

candidates against the agreed appointment criteria

(this will depend on what and how many selection

tools are chosen and if the assessment process is

delivered across a single or multiple days)

¡ in collaboration with the CC, considering which

candidates most closely meet the appointment

criteria (0.5 to 1 day, depending on the number of

candidates assessed).

(The information in brackets outlines the likely time

commitment of each task.)

CCs or the MPS commissioner may also consider

including policing advisers where the role contains

areas of policing with which they are less familiar.

The CC should take steps to ensure the panel

they select has the necessary skills to make

fair assessments of candidate and is capable of

undertaking the responsibilities listed above.

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Independent member’s role

HO Circular 013/2018 states that at least one of

the appointment panel members should be an

independent member. Principles governing the

selection of an independent member, the restrictions

on appointment and their role in the appointment

process outlined in 1.3.1 also apply in this context.

While the independent member in a CC appointment

process produces a report for consideration by the

PCP, here they should submit this to the PCC at the

same time as the CC consults the PCC about the

proposed appointee. This report should speciﬁcally

address the appointment principles of merit, fairness

and openness, and the extent to which the panel was

able to fulﬁl its purpose (eg, to challenge and test that

the candidate meets the necessary requirements to

perform the role).

Applicant’s role

The applicant’s role is to comply with the requirements

of the appointment process. They should:

¡ complete and submit an application within the

published deadlines

¡ ensure that all information requested as part of the

appointment process is accurate and complete

¡ disclose any record of disciplinary or conduct

issues regardless of whether these are ongoing or

concluded

¡ attend assessment stage(s).

PCC’s role

In a chief ocer appointment process, the PCC

is required to review the report submitted by the

independent member and engage in a discussion with

the CC regarding their proposed appointee.

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1.4. Equal opportunities and data protection

A PCC and CC need to maintain an overview of their

respective selection processes from the start and throughout

to ensure that the requirements outlined within the Equality

Act 2010 and the DPA are met.

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1.4.1. The Equality Act 2010

Those involved in appointing chief ocers must ensure

that they comply with provisions of the Equality Act

2010. The Act prohibits discrimination, harassment

and other unlawful conduct because of the following

protected characteristics:

¡ age

¡ disability

¡ gender reassignment

¡ marriage and civil partnership

¡ pregnancy and maternity

¡ race

¡ religion or belief

¡ sex

¡ sexual orientation.

The Equality Act 2010 sets out the dierent ways in

which it is unlawful to treat someone, such as direct

and indirect discrimination, harassment, victimisation

and failing to make a reasonable adjustment for a

disabled person.

A key measure in the Equality Act 2010 is section

149 of the public sector equality duty, which

came into force on 5 April 2011 and places a legal

duty on public authorities to take account

of the need to eliminate unlawful discrimination,

harassment and victimisation as well as to

promote equal opportunities and encourage good

relations between persons who share a relevant

protected characteristic and those who do not.

The Police Reform and Social Responsibility Act

2011 amends the Equality Act to make the public-

sector equality duty apply to PCCs and MOPAC.

The equality duty has three aims. It requires public

bodies to have due regard to the need to:

¡ eliminate unlawful discrimination, harassment,

victimisation and any other conduct prohibited by

the Act

¡ advance equality of opportunity between people

who share a protected characteristic and people

who do not

¡ foster good relations between people who share a

protected characteristic and people who do not.

In order to meet the aims of the equality duty, PCCs

and CCs should ensure that:

¡ they are aware and have an understanding of the

requirements of the equality duty

¡ they consider the equality duty at every stage of

the appointment process from planning to delivery

and the ﬁnal decision-making process – a public

body cannot satisfy the equality duty by justifying a

decision after it has been taken

¡ the three aims of the equality duty form an integral

part of the decision-making process and are applied

with rigour

¡ they have sucient information to give proper

consideration to the equality duty

¡ any third parties involved in the appointment

process are capable of complying with the equality

duty and that they do so in practice (it is a duty that

cannot be delegated)

¡ refer to the Equality Duty in recording the process of

consideration (there is no excplicit requirement for

this but it is good practice to do so)

¡ a record is kept of how appointment decisions were

reached in order for PCCs/CCs to demonstrate that

they considered the aims of the equality duty.

Section 159 of the Equality Act 2010 refers to

positive action in the context of recruitment

and promotion processes. It states that in

certain circumstances an employer can treat

one candidate more favourably than another

if they suer a disadvantage or have diculty

participating in certain activities in connection

with a protected characteristic. An employer can

treat the candidate more favourably if they are

equally qualiﬁed to the other candidates.

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1.4.2. The Data Protection Act 1998

The individual responsible for the appointment

process must be familiar with their responsibilities in

relation to the DPA. The DPA regulates how and when

information about candidates and employees may be

collected, used and managed.

Information covered by the DPA includes computerised

records, health records and manual records. The DPA

states that information must be:

¡ processed fairly and lawfully

¡ adequate for the purpose (ie, to make a fair

appointment decision)

¡ relevant and not excessive

¡ accurate

¡ retained no longer than is necessary.

Candidates who have records kept with their details on

are entitled to formal access to those records as well

as the reasons why they are being used. In relation to

the appointment process, this refers to all notes taken

during the process, either in relation to candidates’

verbatim comments or notes on appointment

decisions.

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2. Good practice in assessment and selection

PCCs and CCs must adhere to legal requirements relating

to appointments they make. In addition to this, there are

a number of principles which underpin designing and

delivering fair and eective appointment processes which are

robust and transparent in response to scrutiny. This section

outlines what these principles are and how they can be

embedded from the start and throughout an appointment

process in order to ensure the right candidate is appointed.

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2.1. Merit, fairness and openness

Home Oce circular 2012 on the Selection and Appointment of Chief Ocers states that those responsible for selecting and assessing chief ocers must observe the

three principles of merit, fairness and openness.

The deﬁnition of these principles outlined below are based on those contained in the Civil Service Recruitment Principles 2015.

Fairness

Fairness means there must be no bias

in assessing candidates. Selection

processes must be objective, impartial

and applied consistently.

Openness

Openness means that job

opportunities must be advertised

publicly. The aim of the advertisement

should be to attract a strong ﬁeld

of eligible applicants. Potential

candidates must be given reasonable

access to information about the job,

its requirements and the selection

process. In open competitions, anyone

who wishes must be allowed to apply.

Merit

Merit means appointing the best

available person judged against the

essential criteria for the role. No-one

should be appointed to a job unless

they are competent to do it and the

job must be oered to the person

who would do it best. The successful

candidate should also be chosen from

a suciently strong and diverse pool

of eligible applicants.

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2.2. The Code of Ethics and values-based recruitment

The Code of Ethics outlines the principles and

standards of behaviour expected of ocers

and sta in policing. In order to ensure that the

workforce reﬂects these principles and standards

of behaviour, it is important to take steps to

embed the Code of Ethics in local and national

selection and promotion processes. A means

of achieving this would be using values-based

recruitment (VBR).

Values based recruitment

Values are beliefs which are important to an individual

and which guide behaviours and actions. VBR is

centred on ensuring that values are considered and

assessed at every stage of a selection process, from

attraction through to developing an application and

assessment process and inducting the appointed

candidate into the new organisation.

There are a number of beneﬁts to employing VBR,

alongside assessing for competencies, as there is a

wealth of research which suggests that assessing and

selecting a candidate on the basis of their personal

values and the extent to which these ﬁt with the values

of the organisation can lead to improved person-

organisation ﬁt. In turn, appointing an individual with

high person-organisation ﬁt can lead to improvements in:

¡ perceived organisational support

¡ trust in managers

¡ performance

¡ organisational commitment

¡ job satisfaction

¡ co-worker satisfaction

¡ engagement.

The ﬁrst and most important step when

introducing values into an appointment process

is to clearly deﬁne the organisation’s values.

It is then essential to identify the behaviours

that demonstrates these values so they can be

measured.

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2.3. Competency and Values Framework

The College of Policing has developed a Competency and

Values Framework (CVF) which outlines the behaviours

associated with eective and ethical performance in the

police service. The CVF aims to support ocers and sta

and provides a consistent foundation on which all local and

national selection and promotion processes can be based.

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The Competency and Values Framework

The framework consists of six competencies that have

been clustered into three groups. Each competency

includes a description and a list of behaviours which

indicate whether a person is displaying that particular

competency. Each competency is split into three levels,

which are intended to be used ﬂexibly to allow for a

better ﬁt with frontline and non-frontline policing

roles, rather than ranks or work levels. The levels are

designed to be cumulative, so those working at higher

levels should also demonstrate each preceding level’s

behaviours. The competency levels can broadly be

matched to work levels as:

¡ level 1 – practitioner

¡ level 2 – supervisor/middle manager

¡ level 3 – senior manager/executive.

The framework is underpinned by four values. These

four values reﬂect the Code of Ethics and represent

measurable behaviours. The diagram depicts the

College’s CVF. View the full framework here.

VALUES

We take

ownership

collaborate

We deliver,

support and

inspire

We are

emotionally

aware

We are

innovative and

open-minded

We analyse

critically

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2.4. Assessment principles

Assessment principles address how an appointment process

is designed and delivered and how candidates are assessed

and overall grades/results are agreed. The assessment

principles outlined here are important as they ensure that

the appointment process delivered is fair and eective. These

principles also enable PCCs and CCs to have conﬁdence in what

they are measuring, that each candidate is being assessed in

the same way and that they have transparent and justiﬁable

reasons why the appointed candidate is the right candidate for

the position. These principles can also help a PCC/CC ensure

that their appointment process adheres to the requirements

outlined in the Equality Act 2010.

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2.4.1. Reliability and validity

The main assessment principles that any appointment

process must adhere to in order to fairly compare

candidates and conﬁdently select the right person for

the role are:

Reliability

Reliability is the extent to which an assessment,

delivered in a standardised manner (see 2.4.2) can

consistently produce the same result or behaviour.

To achieve reliability in an appointment process, it is

important to consider:

¡ Inter-rater reliability

The extent to which assessors assess candidates in

the same way, use the same framework and method

to ensure consistent and fair assessments are made.

This can be achieved by assessors benchmarking

performance prior to beginning the assessment

of candidates, eg, discussing and conﬁrming as an

assessor panel what performance looks like at each

point of the rating scale. In addition the assessor

panel could complete a trial run of the exercise to

identify the spread of scores and ensure consistency

during the live assessments of candidates

¡ Test-retest reliability

The extent to which the measure itself (interview,

media exercise, presentation etc.) can consistently

measure the construct (competency or value) it has

been designed to measure each time it is delivered.

Validity

The validity of an appointment process is the accuracy

of the selection tools used. Do they measure what

you think they are measuring? In order for a PCC/CC

to ensure that their appointment process is valid, they

must ﬁrst know what it is they want to measure, then

choose selection tools that provide the opportunity for

candidates to display the evidence they have deﬁned

as being required for eective performance in the role.

There are many types of validity. PCCs/CCs should

consider the following examples when developing their

appointment process:

¡ Face validity

The extent to which the assessment looks like it

measures what it says it is measuring. Another way

of looking at this is: will candidates feel they have

been given a realistic opportunity to demonstrate

evidence of the construct being measured?

¡ Content validity

The extent to which an assessment measures the

dierent aspects of the speciﬁc construct being

measured. For example, to what extent is the

interview question assessing the competency of

‘take ownership’ and how much of the candidate’s

response relates to something else?

¡ Predictive validity

The extent to which an assessment is able to

accurately predict the likelihood of future job

performance. For example, are those candidates

who performed well in the assessment process now

performing well in the role?

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2.4.2.

Standardisation

Standardisation addresses the consistency with which

the process itself is delivered and is a key way of

achieving reliability. A standardised selection process

is one which ensures that:

¡ all applicants undertake the same assessment

in terms of instructions, information provided,

preparation materials and environment

¡ the same assessment criteria are applied

consistently across all candidates

¡ the same decision-making model is applied

consistently across all candidates.

2.4.3.

Unconscious bias

Steps can be taken to standardise the design and

delivery of an appointment process and ensure it is

reliable, however, no assessment system is perfect.

Human and environmental factors can and do

inﬂuence the consistency with which assessors apply

the assessment criteria and the objectivity of their

decision making.

At least twenty barriers to accurate assessment have

been highlighted in research literature. Almost all of

these exist within everyone to some extent, either

conscious or unconscious. The important point,

however, is for an assessor is to understand them,

to be able to identify when they may be starting to

inﬂuence decisions and to take steps to remain as

objective as possible.

During candidate assessment, assessors listen to

and observe a high level of information, causing an

increase in demand on their cognitive processes. In

order to manage these demands, assessors can begin

to rely on short cuts and snap judgements to make

decisions regarding a candidate’s performance. It is

in these circumstances where biases, conscious or

unconscious, can begin to aect an assessor’s ability

to remain objective in their decision making.

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The table below provides an overview and deﬁnition of some of the most common barriers to accurate assessment:

Unconscious bias Deﬁnition

Expectancy eect Tendency for assessors to generate either a positive or negative expectation from pre-assessment

information (eg, application form, word-of-mouth opinion, appraisal document) and for their evaluation

and decisions to follow these expectations.

Conﬁrmatory information Assessors actively seek information to conﬁrm their initial impressions. This is closely linked to the

expectancy eect. Interviewers tend to ask questions designed to elicit information conﬁrming their

initial impressions or may ignore evidence which goes against their initial impression.

Similar-to-me eect Also known as the ‘clone syndrome’, the similar-to-me eect is where assessors’ views are biased in

favour of candidates similar to themselves, based on personal characteristics or even based on how they

would complete the exercise or the style of presentation they would use. They could then give more

favourable ratings to candidates who complete the exercise in a similar way, rather than those who score

highly on an objective marking guide.

Fundamental attribution error The tendency for an assessor to erroneously ascribe or attribute candidate behaviour to facets of their

personality, rather than to the actual cause of their behaviour.

Halo/horns eect Assessors assume that if a candidate scores well or is viewed favourably in a particular exercise/situation,

they will also do well throughout and is scored accordingly (halo). Alternatively, candidates who score

poorly or are viewed negatively in a particular exercise/situation are assumed to do poorly throughout

and are scored accordingly (horns).

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Unconscious bias Deﬁnition

Central tendency, leniency and stringency The assessor gives many applicants similar ratings, rather than using the full rating scale to evaluate

dierences in performance. It is the assessor’s task to highlight the dierences using the full extent of

the rating scale. Leniency is similar to central tendency but refers to assessors rating every candidate

very favourably across all dimensions. Stringency refers to assessors rating every candidate unfavourably

across all dimensions.

Fatigue When assessors become tired, this often results in cognitive overload, where the mental demands

of the task outweigh the attention available. When this state occurs, the assessor will intentionally

or unintentionally only select what they consider the salient or pertinent points from the candidates’

performance, ie, selective attention.

Contrast and quota eects Contrast eect refers to when the assessor’s evaluation of the present candidate’s performance is

inﬂuenced by the quality of previous candidates’ performances. Quota eects are seen when candidates

are only selected because they are from a group that is under-represented in the organisation, eg,

women, people with disabilities or members of minority ethnic groups.

Negative information Assessors’ decisions are inﬂuenced signiﬁcantly more by negative information than by positive

information. Assessors can be aected by negative information bias when evaluating candidates’

performances in most types of exercise. Sometimes this bias can be so strong that the assessors do not

discuss the candidate’s positive behaviours at all.

Rushing The assessment and decision-making processes are rushed in order to meet logistical arrangements,

rather than giving each candidate fair consideration. Eort should be made to ensure that sucient time

is set aside to evaluate candidate performance and to discuss each candidate individually in detail about

their performance.

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2.4.4. Assessment methodology

The approach used to assess candidates must be

consistent between candidates and throughout the

assessment process, from assessing and shortlisting

the written application to the live assessment of

candidates’ behaviour. A way of avoiding biases and

ensuring decisions made remain objective throughout

the process is to follow a structured evidence-based

assessment method.

The assessment method used must consider

each individual stage involved in assessing the

evidence a candidate has provided. By breaking

down the assessment of candidates and their

evidence into individual stages, a transparent

audit trail is created which can identify where the

evidence has come from and why and how the

ﬁnal decision has been made.

The stages involved in a structured evidence-based

assessment method can include:

¡ understanding the evidence

– reading (application form) or observing (live

assessment, eg, interviews) the evidence a

candidate provides in response to the question/

task they have been presented with

¡ reviewing the evidence

– reviewing the evidence provided in terms of the

extent to which it answered the question or task

the candidate has been presented with

– considering whether the evidence provided meets

the assessment criteria

¡ evaluating the evidence

– considering the quantity and quality of evidence

provided in relation to the assessment criteria

– considering whether the evidence was at the

required level and relevant to the question/task

presented

– considering anything the candidate did that

detracted from their performance or anything

they omitted

– using a rating scale to determine the mark

awarded to a candidate and to ensure that

marking across all candidates is standardised

– making a record of the individual and overall

mark awarded to each candidate.

ORCE assessment model

A well-known example of a structured evidence-

based method of assessment is the Observe, Record,

Classify and Evaluate (ORCE) assessment model. The

ORCE model is based on research into the role of the

assessor and the cognitive processes assessors use

that may help or hinder the decisions they make. The

ORCE model has four distinct sequential stages of

assessment. This is eective in supporting objective

decision making as assessors are not required to

undertake multiple tasks at once, which requires

greater cognitive eort and therefore presents

a greater risk of decisions being inﬂuenced by

unconscious biases.

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The four stages of ORCE are:

Observe

Assessors watch and listen to what the candidate

says and does. They carry out the Record stage at

the same time.

Record

Assessors write down the candidate’s response,

recording what they say and do. Assessors do

not provide any interpretation or link this to a

competency or value being assessed.

Assessors complete each stage independently

from any other assessors present and do not

discuss the behaviour recorded before they have

awarded their independent ratings.

Classify

Assessors classify the behavioural evidence

into the speciﬁc competencies or values being

assessed. A piece of evidence must only be

recorded in one competency/value area.

Evaluate

Assessors consider the quality of evidence

provided and whether the candidate did/said

anything that detracted from their performance.

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2.5. Key selection stages

The main objective of any appointment process is to identify

the right candidate for the position. The content of a process

can vary as there are a number of selection techniques that

can be used, depending on the needs and interests of the

organisation, as well as the competencies and values being

assessed.

Planning

In order for a fair and reliable appointment process to

develop, sucient time must be allocated for planning

and delivery. Forces should avoid conﬁrming an ideal

appointment date and working backwards from this before

they have determined what they want their selection

process to involve. This is important when you consider

that an appointment panel needs to be selected and then

all members to be available at the same time to undertake

training, attend shortlisting and potentially assess as an

interview panel.

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The diagram below highlights the key stages of selection considering pre-assessment and assessment activities:

Pre-assessment

Role proﬁle &

assessment criteria

Advertising &

application pack

Training

(appointment

panel/assessors)

Assessment

Application form

Shortlisting

Selection methods

Rating scales

Decision making

Feedback

Plan

resource

& time

Review of

information

by the PCP

or PCC

Vacancy

identiﬁed

Appointment

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2.5.1. Pre-assessment

Police professional proﬁles

The College of Policing has engaged with key

stakeholders to develop police professional proﬁles

for all ranks (policing roles and policing-speciﬁc

sta roles). The role proﬁles deﬁne the skills

and professional standards, competencies and

behaviours required for policing on a national basis.

All professional proﬁles will indicate the required

minimum CVF competency level from 1-3.

The role proﬁles are intended to capture the primary

and nationally consistent elements of the speciﬁc role.

However, the role proﬁles also provide an opportunity

for a PCC/force to deﬁne what it is they want from

prospective candidates and to reﬂect the needs and

values speciﬁc to their organisation. It is therefore

expected that the role proﬁle will be used to develop

a job description where locally speciﬁc requirements

can be included. In doing so it is advisable to liaise

with key stakeholders such as the PCC (unless it is

a CC process), the outgoing chief ocer, remaining

chief ocers, chief executive, ocers and sta, local

community safety partners, criminal justice bodies and

community interest groups to determine what speciﬁc

or desirable requirements may need to be included

and therefore reﬂected throughout the appointment

process.

Assessment criteria

These are the criteria against which candidate

assessments will be made and on which applicants

will base their evidence of suitability. The assessment

criteria detail what is required for eective

performance in the role and provide a benchmark for

what candidates will be assessed against during the

appointment process. The assessment criteria are

usually developed from the role proﬁle highlighting

the key aspects required.

It is important that the assessment criteria;

¡ reﬂect the level of the vacancy

¡ consider the current and future demands of the

force, enabling the appointment process to identify

a candidate who meets the short, medium and long-

term requirements of the force and community.

Forces should refer to the CVF when identifying the

assessment criteria to be used in the appointment

process. Support is available from the College of

Policing to assist forces in doing this, however,

forces should also take into consideration the

perspective of key stakeholders when developing the

assessment criteria. Appendix B outlines a template

questionnaire that can be sent to stakeholders as a

means of identifying the most important and relevant

competencies or values from the CVF that are to be

assessed during the appointment process.

It is essential that the recruiting PCC/CC conﬁrms

the assessment criteria before progressing with the

appointment process.

The relationship between the PCC and CC (and

the CC and their chief ocers) is important and,

while this may be something a PCC/CC considers

during the appointment process, it is important

that the relationship dynamic does not become

part of the assessment criteria. Decisions need

to remain objective and be made based only on

the evidence a candidate has provided during the

appointment process.

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Attraction: advertising

The advert is the ﬁrst contact between the PCC/CC

and the potential applicant pool. It is an opportunity to

promote the fairness and transparency of the selection

process by ensuring it clearly states what the PCC or

CC want (key requirements and eligibility), how they

are going to assess for this (selection tools) and why

an applicant would want to work for them (promotion

of the role, force and community). The advert may

include the following information:

¡ remuneration, eg, salary and relocation support

available

¡ post location

¡ direct force contact name and details

¡ dates outlining the main stages in the selection

process, eg, application deadline

¡ key skills and attributes required or information

outlining where an applicant can ﬁnd further

information about the role and key requirements

(link to the application pack).

Where or how the advert is published also needs to

be considered in order to ensure all eligible applicants

are aware of the vacancy. In accordance with Police

Regulations, the advert must specify the date by which

applications must be made, which should not be less

than three weeks after the date of the advert. The

advert must be published through a public website or

some other form of publication that deals with policing

matters. Vacancies for promotion should be advertised

nationally, so all potential opportunities within policing

are open to the widest pool of eligible candidates.

A PCC/CC may also want to consider promoting their

vacancy via:

¡ the College of Policing website

¡ police organisations (CPOSA, PSAEW and ChiefsNet,

run by the NPCC, which includes a regular newsletter)

¡ LinkedIn

¡ the force website

¡ a vlog post

¡ another channel of communication.

In order to encourage applications from external

candidates, a force may want to consider holding an

open day or familiarisation event to promote access

to the force and demonstrate the commitment that

will be shown to applications received from external

candidates.

Attraction: application pack

Forces should develop an application pack which can

be sent to the candidate alongside the application

form. The application pack should include additional

detail regarding the role and is a further opportunity

to promote the force and community as a place to

live and work. It can also highlight the beneﬁts and

experience the successful applicant can expect to

gain. The application pack could be developed in

partnership with the recruiting force’s corporate

communications team and may include:

¡ a letter from the PCC/CC promoting an open and

transparent process and expressing an interest in

applications from all eligible candidates

¡ key responsibilities, demands and challenges

involved in the role – what portfolio will the new

chief ocer be undertaking

¡ priorities and ambitions for the force

¡ the PCC’s Police and Crime Plan

¡ learning and development opportunities

¡ organisational values

¡ full details of salary and beneﬁts, including any

relocation support that is oered

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¡ ﬁnancial information

¡ details of the location of the post, including

information on local schools, houses, activities and

other beneﬁts of the region

¡ details of what the assessment process will involve,

eg, timeframes, who will be involved and by when

the appointed candidate is likely to be in post

¡ links to testimonials from current members of the

chief ocer team and/or comments from members

of the public.

Biases can inﬂuence an appointment process at

various points. The perception of bias, possibly of

a candidate who has been ‘acting up’ in the rank

being preferred, needs to be addressed during

the pre-assessment stage and through attraction

activities. The PCC/CC should take steps to promote

to potential applicants that they recognise and value

the eort and commitment involved in applying. This

could be achieved through engaging with corporate

communication teams to develop an attractive advert

and application pack, promoting the presence of a

neutral adviser on the appointment panel and holding

a force open day.

Training the appointment panel (assessor

training)

A PCC/CC should ensure that those involved in the

appointment process have recently undertaken

appropriate brieﬁng/training in selection and

assessment practices. Ideally, the appointment panel

chosen will also have some prior experience within

selection and assessment. If these two criteria are

met, then a PCC/CC may decide not include this stage

in their appointment process. As each appointment

process is likely to assess dierent criteria and use

dierent selection tools, however, all those involved

should participate in a brieﬁng to ensure the reliability

and fairness of their appointment process.

Training can be completed in person or remotely. The

time required to undertake appropriate training will

depend on the assessors’ experience. This stage can

be provided by HR professionals based in a force or

by the College of Policing. Regardless of provider, a

ﬁrst step for those involved in assessing candidates

will be to review this guidance. Following that, there

are a number of key areas the appointment panel and

assessors will need to be briefed on:

¡ assessment principles

– merit, fairness and openness

– standardisation

– unconscious bias

¡ assessment methodology

– overview of the structured assessment method

being used to shortlist candidates and assess

performance

¡ assessment criteria and rating scales

– overview of the assessment criteria – training

is an opportunity for the appointment panel

to discuss what this criteria means and to

conﬁrm consistency in their understanding and

application

– training should involve a discussion with the

appointment panel on what eective and

ineective performance looks like for each

assessment criteria

– training should also involve a discussion on the

rating scales to be used and the standard required

to progress to the next stage of the assessment

process

¡ practicalities and logistics

– conﬁrm the time commitment required of the

appointment panel for the whole process, from

shortlisting to identifying the preferred candidate.

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2.5.2. Assessment

Application form

The application form is usually a written application,

however, forces may want to consider alternative

means of beginning their appointment process, such

as requesting expressions of interest. The aim of

an application form is to obtain information about

the candidate relevant to the requirements set out

in the role proﬁle, eg, eligibility and assessment

criteria. The information gained is then used to

determine the extent to which the applicant meets

these requirements, to conﬁrm their eligibility for the

promotion opportunity and whether they will progress

to the next stage of the appointment process.

The application is a further opportunity to reﬂect the

force’s values and create greater transparency in the

process. To achieve this, it is important to consider

the purpose of the questions asked and how the

information gained will be used. It is important that

unnecessary, intrusive or inappropriate information is

not asked for. The application should therefore only

include questions relevant to the role requirements

and provide the applicant with the opportunity to

represent their eligibility, the extent to which they meet

the assessment criteria and their experience and skills.

A PCC/CC can sometimes request additional

information from applicants, such as previous

performance reviews or feedback received from

attending the SPNAC and the SCC. Any additional

information should be considered carefully in relation

to the variety of reporting methods and how up-

to-date this information is. Applicants will usually

have gained further experience and abilities since

completing SPNAC and the SCC and this should

be considered when requesting such information,

especially if not all applicants are able to produce this

information.

Shortlisting

The appointment panel, led by the PCC or CC, should

review the application forms against the eligibility

requirements and predeﬁned assessment criteria and

identify suitable candidates to take forward to the next

stage of the assessment process.

The appointment panel should use a structured

assessment method to ensure standardisation at the

shortlisting stage. For example, ORCE can be applied

here. The observe and record stages have already been

completed by the candidate, so the appointments

panel would begin at the classiﬁcation stage and

identify information recorded on the application form

that is evidence of the assessment criteria. They would

then evaluate the quality of the evidence provided

using the rating scale discussed during training. Once

completed, the appointment panel members should

discuss their individual marks and agree on which

applicants to shortlist. An example of an individual

and overall shortlisting scoring sheet can be found in

appendix C and appendix D respectively.

All candidates should be informed of the shortlisting

outcome. Applicants who are not shortlisted should

be informed as soon as possible and provided with

feedback in a timely manner about where they did

and did not meet the requirements of the role and any

development needs arising from their application.

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Timing

The time needed for shortlisting will depend

on the number of applicants and how familiar/

experienced in selection and assessment members

of the appointment panel are. If sucient time is not

allocated to this stage, shortlisting assessments can be

rushed. This can lead to biases aecting the objectivity

and fairness of decisions.

Selection methods

The selection tools chosen must be able to

consistently identify and measure the assessment

criteria required for eective performance in the role.

This is especially important to consider when the

exercise chosen needs to withstand the scrutiny placed

on the appointment process by the PCP. In choosing

relevant and valid selection tools it is important to

consider that they:

¡ reﬂect the role proﬁle and assessment criteria

¡ provide the candidate with an opportunity to

demonstrate the competencies and values which

have been identiﬁed as important for the role

¡ mirror as much as possible the activities that are

critical to the role

¡ provide new information to the appointment panel

in addition to what is known from the written

application

¡ provide all candidates equality of opportunity to

perform

¡ are not vulnerable to subjective bias, e.g., informal

or social meetings can be vulnerable to subjective

biases, making comparisons between candidates

unreliable

¡ allow assessors to dierentiate across candidates in

terms of performance.

(The British Psychological Society: The Design and

Delivery of Assessment Centres (2015)).

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The table belows outlines several selection techniques with a description of what they are and how they can be tailored to assess the speciﬁc needs and interests of the role

and organisation.

Selection technique Description

Presentation exercise Bespoke presentation topics can be developed which relate speciﬁcally to current and future challenges/

priorities the force is likely to experience, ethical decision making as well as criteria that have been

deﬁned as essential to the role and outlined on the advertisement. The topic can also include an ethical

dilemma or focus on the rationale for why a decision or action is undertaken, thereby providing an

opportunity to assess the extent to which the candidate’s values meet those required by the organisation

and role.

Structured and semi-structured interviews A structured interview ensures that all candidates are asked the same questions in the same order, while

a semi-structured interview allows for further exploration of a candidate’s response by the interview

panel. Questions can focus on past and future behaviour, enabling information to be gathered regarding

a candidate’s current ability and future potential.

Stakeholder panel This is an opportunity for candidates to interact with stakeholders they will most likely be working with

if appointed. The aim or task involved in a panel exercise can be focused on a key issue or challenge the

force is experiencing or related to PCC priorities. For example, if there is a concern regarding workforce

engagement, then a police ocer/sta panel may be appropriate. If the PCC has a priority to develop

opportunities for young people, a youth community panel may be beneﬁcial. Additional stakeholder

panels may include local authority and community group panels.

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Selection technique Description

Work sample exercises A work sample exercise is an assessment that reﬂects the task and role the candidate will actually be

performing. A work sample exercise can be an interactive roleplay involving the use of role actors to

mirror a real situation a candidate would be likely to work in. Another work sample exercise can have a

media focus, with the use of a journalist and set in a studio, as well as being completed as a written task.

The advantage of this technique is that an assessment can be made not only of what a candidate would

do and how, but also how eectively they communicate this message and how they engage with the

media and stakeholders verbally and in written format.

Personality questionnaires Assessments of personality in a workplace context can be used to determine a candidate’s preference

to how they approach their work. Assessments can indicate how an individual may respond or manage

in a speciﬁc situation and environment, as well as how they are likely to communicate or support others

in their team. There are several types of personality assessment, so research regarding what each aims

to assess is needed to ensure the results gained are worthwhile and provide additional information to

the appointments panel. The information gained from a personality questionnaire can be used to inform

the interview questions a candidate may be asked. Personality questionnaires should never be used in

isolation, however, and should always sit alongside another form of assessment.

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2.5.2. Assessment (continued)

It is worthwhile spending time fully considering what

selection techniques to use, as they provide a number

of beneﬁcial opportunities for the candidate and the

organisation to learn more about each other. For

instance, when appropriate and eective selection

techniques are chosen, beneﬁts can be derived, such as

the opportunity to:

¡ assess and dierentiate between candidates

and identify the right candidate in terms of

competencies, values and person-organisation ﬁt

¡ further attract a candidate as they learn more about

the role and organisation

¡ assess candidates by what they would actually be

doing in the role

¡ thoroughly assess of the candidate and gain

detailed, reliable and relevant information.

The standards set by the British Psychological

Society in The Design and Delivery of Assessment

Centres regarding designing and delivering

assessments state that more than one selection

tool should be used within a single assessment

process.

As noted previously, if the selection tool(s) are

conﬁrmed early in the process, then this information

should be highlighted in the application pack sent to

prospective applicants.

Rating scales

The aim of a rating scale is to provide a means by

which a candidate’s performance can be evaluated

objectively. This creates a consistent, fair, transparent

and merit-based means of dierentiating between

candidate performances.

Each point on the rating scale must dierentiate

between dierent levels of performance in order to

enable assessors to distinguish between eective

and ineective performance. Rating scales vary on

the number of rating points used. Too few points and

all of the candidates tend to be rated similarly, with

no dierentiation possible. With too many rating

points, it becomes dicult to meaningfully describe

the dierence between a rating of ‘10’ and ‘11’ in

observable terms. Generally, a rating scale should not

exceed a maximum of nine points, but often between

ﬁve and seven is sucient to allow for fair and reliable

dierentiation.

An example of a ﬁve-point rating scale has been

provided in appendix E. The number of points on the

rating scale should remain consistent throughout the

assessment process, however, the deﬁnition of each

point on the scale should be reviewed and relate to

what is being assessed, especially if multiple types

of selection tools are used within a single selection

process.

Decision making

A PCC/CC needs to conﬁrm the point on the rating

scale which distinguishes between a candidate who

has met the standard and a candidate who has not

met the standard. If multiple selection tools are used, a

way of collating the ratings from each assessment into

an overall rating will be needed. The PCC/CC and the

appointment panel should discuss these two points

and conﬁrm them prior to shortlisting.

Once the individual ratings have been discussed and

a ﬁnal mark has been agreed, the appointment panel

should be in a position to identify the candidate who

most closely meets the requirements of the post.

The decision on who to appoint is ultimately the

responsibility of the PCC/CC, however, they must base

this decision on the ﬁnal marks that have been agreed

by the appointment panel and all the information that

has been gained throughout the appointment process.

This is to ensure that the decision made is based on

merit as identiﬁed by the information gained through a

fair and open selection process.

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Feedback

Feedback should be provided to all successful and

unsuccessful candidates. This can be completed either

face-to-face, by telephone or in a written report format.

Feedback should be provided in a clear and timely

manner within a reasonable timeframe following

the conclusion of the selection process. This is an

important stage to consider in the selection process, as

providing feedback can inﬂuence the reputation of the

organisation, regardless of whether a candidate was

successful or not.

All those involved in the selection process, ie,

members of the appointments panel, assessors or

stakeholder panel members, must be informed that

the observations they have recorded and the feedback/

grades they have provided may be discussed directly

with the candidate if requested.

The purpose of feedback is to enable the candidate

to understand how they performed against the

assessment criteria and the selection decision made.

Therefore, the content of the feedback must accurately

reﬂect only what a candidate said or did.

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3. The appointment

This section outlines the legal processes PCCs and CCs are

required to undertake in order to conﬁrm the appointment of

their preferred candidate. While there is some overlap between

what is required of a PCC and CC, there are also dierences

and, as such, these processes have been outlined separately.

PCC

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3.1. PCC – appointing and conﬁrming a new chief constable

In line with Schedule 8 of the Police Reform

and Social Responsibility Act 2011, the PCC

should identify the candidate who most closely

meets the role requirements, incorporating the

recommendations of the appointment panel

members.

The PCC must notify the PCP of:

the name of the person whom the PCC is proposing to

appoint (the preferred candidate)

the report completed by the independent member

detailing the criteria used to assess the candidate’s

suitability for the appointment

why the candidate satisﬁes the assessment criteria

the terms and conditions on which the preferred

candidate is to be appointed.

In the event that the PCP vetoes the preferred

candidate (see section 3.2), the PCC must notify the

PCP of:

¡ the name of the reserve appointee (the reserve

candidate)

¡ the report completed by the independent member

detailing the criteria used to assess the suitability of

the candidate for the appointment

¡ why the reserve candidate satisﬁes those criteria

¡ the terms and conditions on which the reserve

candidate would be appointed.

Once the PCC has notiﬁed the PCP of their preferred

candidate, the PCP must review the proposed

appointment and hold a conﬁrmation hearing. A

conﬁrmation hearing is a meeting of the PCP, held in

public, at which the preferred candidate is requested to

appear for the purpose of answering questions relating

to the appointment from members of the PCP.

The candidate does not need to attend in person,

but can participate in the proceedings by any means

that enable the person to hear and be heard in those

proceedings as they happen.

After the conﬁrmation hearing, the PCP must make a

report to the PCC on the proposed appointment which

includes a recommendation as to whether or not the

candidate should be appointed. This report must be

submitted to the PCC within a three-week period from

the date the PCP receives notiﬁcation from the PCC

of the proposed appointment. The PCP is required to

publish its report.

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3.2. Veto the appointment of a chief constable

There is no statutory list of reasons why the PCP

may veto the appointment of a CC, however, the

requirements and process that must be followed

are set out in the Police and Crime Panels

(Precepts and Chief Constable Appointments)

Regulations 2012 Part 3 Regulations 9 and 10.

Vetoing the appointment of a CC can only occur when

the following two criteria apply:

¡ at least two thirds of the PCP at the time the

decision is made must vote to veto the appointment

¡ the power of veto only applies during the period

of three weeks, beginning with the day on which

the PCP receives notiﬁcation from the PCC of the

proposed appointment.

The stages and actions involved should the PCP veto

the PCC’s preferred candidate are:

¡ the PCP must include in their report a statement

explaining that the preferred candidate has been

vetoed and the PCC cannot appoint the candidate

¡ the PCC is then required to inform the PCP of their

reserve candidate (see 3.1 above)

¡ the PCP must then undertake a further conﬁrmation

hearing to consider the PCC’s proposed reserve

candidate – the same process for considering this

candidate and reporting to the PCC applies in these

instances

¡ the subsequent report produced by the PCP should

include a recommendation as to whether or not the

candidate should be appointed – the PCP is required

to publish this report

¡ the PCP has no power to veto the reserve candidate

and the PCC can appoint them, regardless of the

recommendation.

The PCP’s power to veto a candidate only applies to

one particular appointment process. Therefore, should

the same candidate apply again for a subsequent

position, this would be a fresh appointment process

and, if the PCC put forward the same candidate again,

the PCP would have the option to deploy their veto

again, if that was their decision.

Once the appointment and conﬁrmation is ﬁnalised,

the PCC should publicise the details.

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3.3. Chief constable – appointing chief ocers

The CC should identify the candidate who most closely

meets the agreed assessment criteria, incorporating

the recommendations of the appointments panel. In

line with the Police Reform and Social Responsibility

Act 2011, the CC must consult the PCC regarding the

proposed appointment.

The relationship between the PCC and CC is

collaborative and where dierences in opinion occur

regarding the proposed chief ocer appointment

these should be discussed and resolved locally

between the PCC and CC. Professional advice may

be oered by HMICFRS. However the CC is ultimately

responsible for the appointment of chief ocers and

the PCC does not have the power to veto the candidate

the chief constable proposes. The guidance for this is

set out in the Policing Protocol Order 2011.

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3.4. Exercising the functions of a chief constable

Outside London

Section 41 of the Police Reform and Social Responsibility Act 2011 provides:

¡ a DCC may exercise or perform any or all of the functions of the CC during

any period when the CC is unable to exercise functions, or at any time with

the consent of the CC

¡ the CC must designate an ACC to exercise the functions of the CC, in

circumstances where the CC and DCC are unable to do so

There may be circumstances in which these provisions cannot be applied; in

these instances it is advised that further advice and guidance is sought from

the College of Policing and the Home Oce.

London

City of London Police

Please refer to the City of London Police Act 1839 regarding exercising the

functions of the commissioner of the City of London Police.

Metropolitan Police Service

Section 44 and section 45 of the Police Reform and Social Responsibility Act

2011 provides:

¡ the DC may exercise any or all of the powers and duties of the

Commissioner during any absence, incapacity, suspension or vacancy, or

with consent, of the Commissioner. Any period exceeding three months will

require the consent of the Home Secretary.

¡ an AC may exercise any of the powers and duties of the Commissioner

with the consent of the Commissioner. The Commissioner should give this

consent to an AC as part of routine MPS leadership contingency planning.

Guidance on temporary DCC and ACC appointments

There is no requirement for an individual to have satisfactorily completed Senior PNAC or the SCC before being temporarily promoted or otherwise required to

perform the duties at a rank higher than that of Chief Superintendent, but below that of CC. There are also no similar provisions in legislation on the exercising of

functions at DCC or ACC level.

In cases where it may be operationally appropriate (e.g. due to a DCC exercising the functions of a CC) to temporarily promote an individual to a DCC or ACC position

forces should be fairly and openly selecting appropriately qualiﬁed individuals from the widest possible talent pool. Therefore, although temporary appointments may

sometimes be required, the substantive position should be made subject to open competition at the earliest opportunity.

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4. Post-appointment

The College of Policing is responsible for supporting

the development of its members and, in view of this, has

introduced the PEQF as a means of providing ocers and sta

at all ranks the opportunity to gain academic recognition for

their skills, police training and practical experience. This section

considers the immediate and long-term post-appointment

activities that can be undertaken to promote and support

the ongoing professional and personal development of chief

ocers in the UK police service.

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4.1. Overview

With regards to a newly appointed chief ocer,

the PCC/CC can begin promoting professional

development immediately by engaging with key

post-appointment activities such as providing a

formal induction program and planning continuing

professional development (CPD) activities. The aim

of this section is not to suggest a one size ﬁts all

approach to induction and CPD. Every force should

take the lead in designing and delivering the post-

appointment activities that reﬂect the challenges and

needs of their force and community.

The purpose of undertaking post-appointment

activities is to provide the newly appointed chief ocer

with early and ongoing support, guidance and learning

required to embed them into their new role, force and

region. This will also help ocers and sta identify

what learning and training they have completed that

can be accredited and contribute to progress in the

PEQF.

The College of Policing has developed a

standardised national framework for the

accreditation of prior learning gained from

experience and training thereby providing a

minimum credit level and value for speciﬁc

skills and training. The Recognition of Prior

Experience and Learning (RPL) process is a way of

recognising the learning an individual has gained

through skills and experience and helping them

to access academic qualiﬁcations. The process

could be used by forces and individuals. Further

information on how to use RPL can be found on

the College of Policing website.

There are a variety of ways a PCC/CC can promote

ongoing learning and development. For the purpose

of this guidance, however, a focus has been given to

planning induction and CPD activities. This is because

induction planning should happen immediately

following appointment and may be something a PCC/

CC could consider when designing and delivering their

selection process.

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4.2. Induction planning

An induction process ensures that any appointee

is able to successfully engage with the team and

force and eectively fulﬁl the role requirements.

There are beneﬁts to this for employer and

employee. For the employer, an eective

induction may help improve the organisation-

person ﬁt and productivity. For the employee, an

eective induction is likely to assist in developing

new working relationships and clearly deﬁne their

role and responsibilities, allowing a new chief

ocer to reach their full potential in their new

position.

An induction programme should focus on the role,

force and local region and could include:

¡ a clear outline of the job role, core responsibilities

and an explanation of force speciﬁc policies and

strategies

¡ organisational overview outlining to the new chief

ocer where they ﬁt in the existing chief ocer

team and wider force, as well as informing them of

how they and their role are expected to align with

the organisation’s strategies and goals – this could

be achieved through one-to-one meetings with

senior colleagues and group meetings with the

teams they will be leading

¡ meeting ocers from current force collaborations

¡ meeting external/local stakeholders such as ﬁre

and ambulance service representatives, community

group leaders, local politicians and government

ocials

¡ an awareness of learning and development

opportunities available in the organisation and how

to access these

¡ engaging with a learning and development or

HR professional to begin creating a personalised

development plan – the PCC or CC should be

involved in the initial development and undertake

regular reviews to ensure that appropriate time and

opportunity has been given to the new chief ocer

¡ an understanding of the organisation’s culture and

values – this would need to consider an outline of

how the culture and values were developed and if/

how they are to develop, how these are promoted

throughout the organisation.

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4.3. Continuing professional development

The College of Policing deﬁnes CPD as ‘a range

of learning activities through which you can

maintain or enhance your capacity to practice

legally, safely, ethically and eectively’.

The College has developed a CPD model and toolkit

which aim to support everyone in policing in making

the best possible decisions and gaining recognition for

their skills and knowledge so that they can provide the

best service to the public. While this section focusses

on CPD, there are multiple ways in which a chief ocer

can engage with professional development throughout

their career. Further information outlining how to

plan, manage and review professional development

throughout an individual’s career is available on the

College of Policing website.

Newly appointed chief ocers must understand the

importance of their part in promoting CPD by acting

as a role model for the rest of the force. This can

start with an initial CPD planning session to identify

their personal and professional goals and consider

how these can support delivering force objectives.

The newly appointed chief ocer should also be

made aware of and provided with the opportunity to

engage with the following activities throughout their

appointment:

¡ e-learning

¡ placement and secondments opportunities

¡ input from senior police leaders

¡ peer reviews

¡ building eective collaborations

¡ attendance at formal training courses and

conferences

¡ 360 feedback.

During the initial CPD planning meeting, additional

queries should be discussed and conﬁrmed, including:

¡ how an ocer’s CPD will be monitored and by who

¡ how their achievements and progress will be

advertised to the wider force

¡ how the newly appointed chief ocer will engage

the teams they are leading in similar CPD and

professional development activities during their

appointment.

The College has also developed a toolkit of resources

including CPD recording tools, case studies and

research. A newly appointed chief ocer should

have access to this information in order to eectively

monitor and build on CPD activity undertaken

throughout their appointment. This toolkit and further

information and guidance relating speciﬁcally to

CPD for chief ocers can be found on the College of

Policing website.

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4.4. Overseas appointments

If an applicant from an approved overseas force and

rank is appointed to the position of CC in a UK police

force, this would be on the basis that they have the

relevant experience and competence to perform at the

rank. There is learning speciﬁc to UK policing, however,

that an overseas candidate may be required to

undertake – what speciﬁc learning is required is likely

to vary between candidates.

The PCC is required to ensure that a tailored

development plan is established to support an

overseas CC during the initial stages of their

appointment. A development plan should be

conﬁrmed prior to the appointee taking up the position

as CC.

The College is currently undertaking work to identify

the knowledge and learning speciﬁc to UK policing

which will inform the content of the development plan,

should an overseas applicant be appointed as CC in a

UK police force. An amendment to this guidance will

be made once the learning speciﬁc to UK policing has

been conﬁrmed.

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

4.5. Home Oce post-service standards

The standards outlined below are to be

considered for inclusion when appointing a chief

ocer and recruiting PCCs/CCs may wish to

discuss them with a new appointee to ensure all

aspects of the appointment process are open and

transparent to all those involved.

The Home Oce has provided the following

background and advice regarding the post-service

standards currently being developed:

“Lord Leveson’s Report into the ‘Culture, Practices and

Ethics of the Press recommended that consideration

be given to whether limits should be placed upon the

nature of any employment of chief ocers within or by

the media post-service (Recommendation 80).

In response to a request from the Minister for

Policing, the National Police Chiefs Council (NPCC),

the Chief Police Ocers Sta Association (CPOSA),

the Association of Police and Crime Commissioners

(APPC) and the Association of Policing and Crime

Chief Executives (APACE) have worked with Home

Oce ocials to develop and consult on a new system

for approving any post-service employment for chief

ocers, which is akin to the Business Appointment

Rules used by the Civil Service. The new system

supports integrity and transparency, by capturing

information on all post-service employment taken up

by chief ocers, within 12 months of them leaving the

force. When former chief ocers make a notiﬁcation

of post-service employment, the PCC (in the case of

chief constables) or chief constable (for other chief

ocer ranks) will make a recommendation on whether

the proposed employment is suitable and whether any

conditions should be attached.”

Guidance on chief ocers’ post employment standards

can be found here

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Appendix A – Approved overseas police forces

and ranks

Approved overseas police force Approved ranks

Australia

Australian Federal Police Commissioner

Deputy Commissioner

Assistant Commissioner

New South Wales Police Commissioner

Deputy Commissioner

Senior Assistant Commissioner

Assistant Commissioner

Northern Territory Police Commissioner

Deputy Commissioner

Assistant Commissioner

Queensland Police Commissioner

Deputy Commissioner

Assistant Commissioner

South Australia Police Commissioner

Deputy Commissioner

Assistant Commissioner

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Approved overseas police force Approved ranks

Tasmania Police Commissioner

Deputy Commissioner

Assistant Commissioner

Victoria Police Chief Commissioner

Deputy Commissioner

Assistant Commissioner

Western Australia Police Commissioner

Deputy Commissioner

Assistant Commissioner

Canada

Royal Canadian Mounted Police Commissioner

Deputy Commissioner

Assistant Commissioner

Ontario Provincial Police Force Commissioner

Deputy Commissioner

Calgary Police Chief of Police

Deputy Chief

Durham Regional Police Chief of Police

Deputy Chief

Edmonton Police Chief of Police

Deputy Chief

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Approved overseas police force Approved ranks

Hamilton Police Chief of Police

Deputy Chief

Ottawa Police Chief of Police

Deputy Chief

Peel Regional Police Chief of Police

Deputy Chief

Toronto Police Chief of Police

Deputy Chief

Vancouver Police Chief Constable

Deputy Chief Constable

Winnipeg Police Chief of Police

Deputy Chief

Waterloo Regional Police Chief of Police

Deputy Chief

York Regional Police Chief of Police

Deputy Chief

New Zealand

New Zealand Police Commissioner

Deputy Commissioner

Assistant Commissioner

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Approved overseas police force Approved ranks

United States of America (USA) – USA State Police

Alabama Dept. of Public Safety Colonel/Director

Lieutenant Colonel/Assistant Director

Arizona Dept. of Public Safety Colonel/Director

Lieutenant Colonel/Deputy Director/Lieutenant Colonel/Assistant Director.

California Highway Patrol Commissioner

Deputy Commissioner

Assistant Commissioner

Connecticut State Police Colonel/Commander

Lieutenant Colonel.

Florida Highway Patrol Colonel

Lieutenant Colonel/Deputy Superintendent.

Georgia Dept. of Public Safety Colonel/Commissioner

Lieutenant Colonel/Deputy Commissioner.

Illinois State Police Director

First Deputy Director

Colonel

Indiana State Police Superintendent

Colonel

Lieutenant Colonel

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Approved overseas police force Approved ranks

Kentucky State Police Colonel/Commissioner

Lieutenant Colonel/Deputy Commissioner

Maryland State Police Colonel/Superintendent

Lieutenant Colonel

Massachusetts State Police Colonel/Superintendent

Lieutenant Colonel/Deputy Superintendent.

Michigan State Police Colonel/Director

Lieutenant Colonel

Missouri State Highway Patrol Colonel/Superintendent

Lieutenant Colonel / Assistant Superintendent

New Jersey State Police Colonel/Superintendent

Lieutenant Colonel

New York State Police Superintendent

First Deputy

Deputy Superintendent/Colonel

Assistant Deputy Superintendent/ Lieutenant Colonel

North Carolina State Highway Patrol Colonel

Lieutenant Colonel

Ohio State Highway Patrol Commissioner

Assistant Commissioner

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Approved overseas police force Approved ranks

Oklahoma Dept. of Public Safety Colonel/Commissioner

Lieutenant Colonel/Deputy Commissioner

Pennsylvania State Police Colonel/Commander

Lieutenant Colonel

South Carolina Highway Patrol Commissioner

Deputy/Assistant Commissioner

Colonel of Tennessee Highway Patrol, Lieutenant Colonel

Tennessee Dept. of Safety Colonel/Director

Lieutenant Colonel/Dep Director

Assistant Director

Texas Department of Public Safety Colonel/Superintendent

Lieutenant Colonel/Deputy Superintendent.

Virginia State Police Colonel/Superintendent

Lieutenant Colonel/Deputy Superintendent.

Washington State Patrol Chief

Deputy Chief

Assistant Chief

USA Local Police

Albuquerque Police Department (NM) Chief of Police

Deputy Chief

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Approved overseas police force Approved ranks

Atlanta Police Department (GA) Chief of Police, Deputy Chief

Austin Police Department (TX) Police Chief

Assistant Chief

Baltimore County Police Department (MD) Chief of Police

Colonel

Baltimore Police Department (MD) Police Commissioner

Deputy Police Commissioner

Colonel

Birmingham Police Department (AL) Chief of Police

Deputy Chief

Boston Police Department (MA) Commissioner

Superintendent in Chief

Superintendent

Bualo Police Department (NY) Chief of Police

Deputy Chief

Charlotte - Mecklenburg Police Department (NC) Chief of Police

Deputy Chief

Chicago Police Department (IL) Superintendent

First Deputy Superintendent

Chief (Assistant Superintendent)

Deputy Chief

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Approved overseas police force Approved ranks

Cincinnati Police Department (OH) Police Chief

Executive Assistant Chief

Assistant Chief (Lieutenant Colonel)

Cleveland Police Department (OH) Chief

Deputy Chief

Columbus Police Department (OH) Chief of Police

Deputy Chief

Dallas Police Department (TX) Chief of Police

First Assistant Chief of Police

Assistant Chief

Deputy Chief

DeKalb County Police Department (GA) Chief

Deputy Chief

Assistant Chief

Denver Police Department (CO) Chief of Police

Deputy Chief

Detroit Police Department (MI) Chief of Police

Assistant Chief

Deputy Chief

El Paso Police Department (TX) Chief

Assistant Chief

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Approved overseas police force Approved ranks

Fairfax County Police Department (VA) Chief of Police

Deputy Chief of Police

Fresno Police Department (CA) Chief of Police

Deputy Chief

Fort Worth Police Department (TX) Chief of Police

Assistant Chief

Deputy Chief

Honolulu Police Department (HI) Chief of Police

Deputy Chief

Assistant Chief

Houston Police Department (TX) Chief

Executive Assistant Chief

Assistant Chief

Indianapolis Metropolitan Police Department (IN) Chief of Police

Assistant Chief

Deputy Chief

Jersey City Police Department (NJ) Chief of Police

Deputy Chief

Kansas City Police Department (MO) Chief of Police

Deputy Chief

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Approved overseas police force Approved ranks

Las Vegas Metropolitan Police Department (NV) Sheri

Under Sheri

Assistant Sheri

Long Beach Police Department (CA) Chief

Assistant Chief

Deputy Chief

Los Angeles Police Department (CA) Chief of Police

Assistant Chief (Police Deputy Chief II)

Deputy Chief I

Louisville Metropolitan Police Department (KY) Chief of Police

Deputy Chief of Police

Assistant Chief of Police

Memphis Police Department (TN) Director

Deputy Director

Deputy Chief

Mesa Police Department (AZ) Chief

Assistant Chief

Deputy Chief

Miami-Dade County Police Department (FL) Director/Sheri

Assistant Director

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Approved overseas police force Approved ranks

Miami Police Department (FL) Chief of Police

Deputy Chief of Police

Assistant Chief of Police

Milwaukee Police Department (WI) Chief of Police

Assistant Chief of Police

Minneapolis Police Department (MN) Chief of Police

Assistant Chief

Deputy Chief

Montgomery County Police Department (MD) Chief of Police

Assistant Chief of Police

Nashville Metro Police Department (TN) Chief of Police

Deputy Chief

Nassau County Police Department (NY) Police Commissioner

Deputy Commissioner

Assistant Commissioner

Chief of Department

Newark Police Department (NJ) Police Director

Chief of Police

Deputy Director

Deputy Chief

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Approved overseas police force Approved ranks

New York City Police Department (NY) Police Commissioner

First Deputy Commissioner

Deputy Commissioner

Chief of Department

Norfolk Police Department (VA) Chief

Senior Assistant Chief

Assistant Chief

Oakland Police Department (CA) Chief of Police

Assistant Chief of Police

Deputy Chief

Oklahoma City Police Department (OK) Chief of Police

Deputy Chief

Orlando Police Department (FL) Chief of Police

Deputy Chief of Police

Philadelphia Police Department (PA) Commissioner

First Deputy Commissioner

Deputy Commissioner

Phoenix Police Department (AZ) Chief of Police

Executive Assistant Chief

Assistant Chief

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Approved overseas police force Approved ranks

Pittsburgh Police Department (PA) Chief of Department

Deputy Chief

Assistant Chief

Portland Police Bureau (OR) Chief of Police

Assistant Chief

Prince George’s County Police Department (MD) Chief of Police

Assistant Chief of Police

Deputy Chief

Richmond Police Department (VA) Chief of Police

Deputy Chief

San Antonio Police Department (TX) Chief of Police

Assistant Chief

Deputy Chief

San Diego Police Department (CA) Chief

Executive Assistant Chief

Assistant Chief

San Francisco Police Department (CA) Chief

Deputy Chief

San Jose Police Department (CA) Chief of Police

Assistant Chief of Police

Deputy Chief

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Approved overseas police force Approved ranks

Seattle Police Department (WA) Chief of Police

Deputy Chief

Assistant Chief

St. Louis County Police Department (MO) Chief of Police

Deputy Chief

St. Louis Metropolitan Police Department (MO) Chief of Police

Lieutenant Colonel

Suolk County Police Department (NY) Police Commissioner

Chief of Department

Tampa Police Department (FL) Chief of Police, Assistant Chief

Tucson Police Department (AZ) Chief of Police

Deputy Chief

Assistant Chief

Tulsa Police Department (OK) Chief of Police

Deputy Chief

Virginia Beach Police Department (VA) Chief of Police

Deputy Chief

Washington Metropolitan Police Department (DC) Chief of Police

Assistant Chief

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Approved overseas police force Approved ranks

USA Sheri’s Oces

Alameda County (CA) Sheri

Under Sheri

Assistant Sheri

Broward County (FL) Sheri

Under Sheri

Cook County (IL) Sheri/Chief of Police

First Deputy Chief

Deputy Chief

Harris County (TX) Sheri

Chief Deputy

Hillsborough County (FL) Sheri

Chief Deputy

Jacksonville-Duval County (FL) Sheri

Under Sheri

Director

Los Angeles County (CA) Sheri

Under Sheri

Assistant Sheri

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Approved overseas police force Approved ranks

Maricopa County (AZ) Sheri

Deputy Chief

Chief Deputy

Oakland County (MI) Sheri

Under Sheri

Orange County (CA) Sheri

Under Sheri

Assistant Sheri

Orange County (FL) Sheri

Under Sheri

Chief Deputy

Palm Beach County (FL) Sheri

Chief Deputy

Pinellas County (FL) Sheri

Chief Deputy

Riverside County (CA) Sheri

Under Sheri

Assistant Sheri

Sacramento County (CA) Sheri

Under Sheri

Chief Deputy

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Approved overseas police force Approved ranks

San Bernardino County (CA) Sheri

Under Sheri

Assistant Sheri

San Diego County (CA) Sheri

Under Sheri

Assistant Sheri

San Francisco (CA) Sheri

Under Sheri

Assistant Sheri

Ventura County (CA) Sheri

Assistant Sheri

Wayne County (MI) Sheri

Under Sheri

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Appendix B – Assessment criteria questionnaire

When developing the role proﬁle and assessment criteria,

it is preferable to meet with subject matter experts and

stakeholders in person. An alternative, however, is to use

a questionnaire that can be completed independently

and returned for consideration. This template provides an

explanation of the beneﬁts and aims of undertaking this

type of activity and considers the content/design of the

questionnaire. PCCs and CCs are encouraged to consider

questions relevant to their force and role when developing

their own questionnaire. The questionnaire can also be used

as an introductory task when meeting with stakeholders

face-to-face.

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Aims and beneﬁts (this explanation can be used as an

introduction to the questionnaire when forwarded to

the relevant subject matter experts and stakeholders)

In order to develop a selection process that accurately

reﬂects local needs and priorities and can identify the

right candidate for the promotion, it is essential to

thoroughly research the role.

The aim of this questionnaire is to enable all

stakeholders to have an input into the selection

process and to assist in prioritising the skills,

competencies and values that are more and less

critical for eective performance in this particular

chief ocer vacancy. The information gained will be

used to develop the assessment criteria but can also

contribute to the development of a role proﬁle as

responses will be analysed to identify the common

and unique tasks and responsibilities a chief ocer is

expected to undertake. In addition, the information

gained can also be used to inform the development of

assessment materials that accurately reﬂect what the

successful candidate will be doing in the role.

Design

The questionnaire should consider the competencies,

values, experience and responsibilities of a chief ocer.

Respondents can then be asked to rate each of these

in terms of importance and frequency to identify what

are the essential requirements. Examples of these

rating scales are:

Importance

Very

important

Important Neither Unimportant

Very

unimportant

5 4 3 2 1

Frequency

Very

frequent

Frequent

Neither

frequent nor

infrequent

Infrequent

Very

infrequent

5 4 3 2 1

An example of a question considering the importance

and frequency of the competencies and values

identiﬁed in the CVF is:

You will require a copy of the Competency and Values

Framework to refer to when completing the next two

sections. You should read the full deﬁnitions of each

competency and value before rating them in terms of

their importance and the frequency with which they

will be required in the role:

Competencies Importance Frequency

Emotionally aware

Take ownership

Collaborative

Deliver, support, inspire

Analyse critically

Innovative and open-minded

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Values Importance Frequency

Impartiality

Integrity

Public service

Transparency

The following are example questions only that consider

possible activities and skills likely to be required of

a chief ocer. A force is encouraged to amend these

questions to reﬂect their speciﬁc organisational needs,

challenges and priorities:

Strategic objectives Importance Frequency

Delivering ﬁnancial savings

Managing rapid and ongoing change

programmes

Sustaining collaborations and identifying

opportunities for new partnerships

Leadership Importance Frequency

Communicating a clear strategic

direction for the organisation

Setting the standards and values of the

organisation

Developing and motivating the chief

ocer team

Developing wellbeing initiatives

Engaging in coaching and mentoring

Overview of recruitment and promotion

processes

Learning and professional development Importance Frequency

Lead on learning and development for

the organisation across all levels/ranks

Create a culture of empowerment and

motivation to support sta in achieving

their full potential and organisational

goals.

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Appendix C – Shortlisting – individual scoring sheet

You should complete this stage independently from other assessors present. You should read the

candidate’s application form and, using the assessment method and rating scale applied, award a rating

against each assessment criterion. Then, in view of this evidence, make a recommendation regarding each

candidate’s eligibility to progress in the selection process.

Assessor name: Date:

Candidate name

Application form – questions marks

Overall score Recommended Comments

1 2 3 4 5

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Appendix D – Shortlisting panel agreed scores

This should be completed as the appointment panel members are discussing their individual ratings to

record the agreed ratings and decisions reached. This creates a clear audit of all the ratings and decisions

made and how the ﬁnal decision has been reached.

Panel’s agreed rating

Candidate name

Application form – questions agreed marks

Overall agreed

score

Panel’s agreed ﬁnal

recommendation – progress

to assessment

(yes/no)

1 2 3 4 5

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Appendix E – Rating scale

The example below is a ﬁve-point rating scale. PCCs/CCs

should consider the number of points to include on a rating

scale in view of their assessment criteria and the activity

the scale will be used to assess. Using a standardised rating

scale enables transparent and consistent assessment of all

candidates throughout a selection process.

Guidance for appointing chief ocers

The appointment Post-appointment

Good practice in assessment

and selection

Legal

Rating Deﬁnition

1 Exceptional

The candidate has provided substantial evidence that directly relates to the criteria being assessed. The evidence clearly explains their role

and what they did in relation to the questions asked/aim of the task.

2 Very high

The candidate has provided evidence that relates to the criteria being assessed. The evidence explains their role and what they did in relation

to the questions asked/aim of the task.

3 High

The candidate has provided evidence that mostly relates to the criteria being assessed. In the main the evidence explains their role and what

they did in relation to some of the questions asked/they have met some of the aims of the task.

4 Medium

The candidate has provided acceptable evidence that relates to some of the criteria being assessed. The evidence may explain their role and

what they did in relation to some of the questions asked/aim of the task, but this may not be clear.

5 Low

The candidate has provided little or no evidence that relates to the criteria being assessed. The evidence does not clearly explain their role

and what they did in relation to the questions asked/aim of the task.

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