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 ExecutiveCheshire 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 candidates
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
1
Assessment and selection for the post of
Chief Constable for Cheshire
I
ndependent Member’s Report
J
anuary 2019
Appendix 1
2
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
ng
6
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
A
Independent Member role profile 11
B
Independent Member pen picture 12
3
1. I
ntroduction
H
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.
T
his is the Independent Members 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.
T
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 candidatessuitability against the requirements of the role.
2. Independent
Member’s role
T
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 ChiefsCouncil, 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.
I
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
I
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
4
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
T
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
e
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.
5
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.
T
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.
6
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.
T
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.
A
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.
I
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.
I
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
T
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
7
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.
I
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.
B
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
At
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 ChiefsCouncil 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
8
encourage all potential applicants to consider it. The aim was to attract the strongest
possible field of applicants, demonstrating openness.
T
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
T
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.
T
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.
I
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.
A
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
I
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.
9
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
I
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.
U
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.
T
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
Ea
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.
O
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
T
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
10
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.
G
ill Lewis
Independent Member
January 2019
11
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
e
r
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
c
andidates against the agreed appointment criteria (this might incl
ude
us
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
ex
plicitly addresses the appointment principles of merit, fairness and
openness, and the extent to which the panel were able to fulfill their purpose.
12
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.
I
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.
M
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:
n
A commitment to serving the public and building
trust and confidence of communities across
Cheshire
n
An ability to deliver the highest quality policing
services for residents
n
An ability to embed a supportive, compassionate
and nurturing culture which promotes innovation
and personal and professional development
n
An ability to operate effectively in an environment
of diminishing resources and increasingly complex
challenges
n
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
c
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
02
Letter from the Police
& Crime Commissioner
03
Role Profile 04
Conditions of Service 08
Selection Process 11
Timetable 12
About Cheshire 13
03
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
04
Chief Constable of Cheshire Constabulary
- Job description and role requirements
Role Purpose
ROLE PROFILE
POST
Chief Constable
A
CCOUNTABLE TO
The Police and Crime
C
ommissioner for Cheshire.
LOCATION
Cheshire Constabulary
Headquarters
Clemonds Hey, Oakmere Road,
W
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.
05
l
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.
l
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.
l
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.
l
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.
l
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.
l
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.
l
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.
l
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.
l
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.
l
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.
l
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.
l
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.
l
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.
l
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
06
Behaviours
l
You are expected to know,
understand and act within the
ethics and values of the Police
Service.
l
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
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07
l
Highly skilled in the development of ambitious
vision, strategy and policy, aligned to
operational realities and wider plans/goals.
l
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.
l
Able to create strategic organisational and
cultural change, to deliver appropriate
responses to emerging trends and issues.
l
Able to scan the internal and external horizon,
identifying emerging trends and issues and use
these to inform innovative strategic planning.
l
Able to operate with high levels of political
astuteness, skilled in impacting the internal and
external political landscape effectively
l
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.
l
Skilled in building and maintaining strategic
stakeholder relationships at the most senior
levels, being able to resolve issues and to
reconcile conflicts of interest.
l
Skilled in leading, developing and inspiring
people, engaging the constabulary with
strategic priorities, values and behaviours.
l
Able to develop and nurture talent at all levels
of the organisation.
l
Able to reflect on and hold themselves,
individuals and the Constabulary to account for
performance and behaviours in a supportive
manner.
l
Able to develop a supportive culture which
seeks to empower people to learn from
mistakes and issues.
l
Able to identify, commission and implement
new or improved technologies/services that
have a transformational impact on service
delivery and/or cost.
l
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).
l
Successful completion of the Senior Police
National Assessment Centre and the Strategic
Command Course.
l
Authorising Officer Training.
l
Experience of working at a strategic level,
including the leadership of law enforcement
officers and staff at senior leadership level.
l
Experience of successfully engaging with and
influencing multi-agency partnerships.
l
Experience of implementing an effective
performance management framework.
l
Experience of implementing successful
organisational, development, change and
innovation.
l
Experience of accountability for management
of significant budgets.
Skills
Qualifications and Experience
08
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:-
09
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.
10
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.
11
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
2.
Panel Member - Chief Officer of Cheshire
Special Constabulary
3. Panel Member from Local Government
4. Panel Member from Cheshire Fire
& Rescue Service
5.
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
12
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.
13
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
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
OFFICIAL SENSITIVE WHEN COMPLETED
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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).
OFFICIAL SENSITIVE WHEN COMPLETED
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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
Name
Home Address
Home
Address
Postcode
Postcode
Telephone
Number
Telephone
Number
Occupation
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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© College of Policing Limited (2018) OFFICIAL (SECURE)
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.
A
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.
B
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.
C
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.
D
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
© College of Policing Limited (2018) OFFICIAL (SECURE)
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.
1
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).
2
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).
3
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).
4
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).
5
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).
6
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
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College of Policing Limited
OFFICIAL (SENSITIVE)
Cheshire Constabulary Chief Constable Appointment Process 2018Shortlisting Classification Sheet
Assessor Name:
Date:
Candidate Name:
Value:
Public Service
Recorded Evidence
Assessor Grade Agreed Grade
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OFFICIAL (SENSITIVE)
Value:
Transparency
Recorded Evidence
Assessor Grade Agreed Grade
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OFFICIAL (SENSITIVE)
Value:
Impartiality
Recorded Evidence
Assessor Grade Agreed Grade
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OFFICIAL (SENSITIVE)
Value:
Integrity
Recorded Evidence
Assessor Grade Agreed Grade
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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)
OFFICIAL (SENSITIVE)
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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
y
Q4.1 Integrity
Overall Exercise Mark
Panel Agreed Recommendation
(proceed to assessment)
Yes / No
Yes / No
Yes / No
Yes / No
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?
H
ow will you challenge inappropriate behaviour or culture within the organisation and how will you
ensure that real behaviour change is achieved?
H
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?
H
ow will you develop a culture of seamless cohesion between officers and staff?
H
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?
U
nder-representation remains at the forefront of policing’s’ national agenda how will you ensure
equal opportunities outside of promotion processes?
H
ow will you ensure appropriate representation of all genders and backgrounds in the higher ranks
of the constabulary?
H
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?
H
ow will you encourage more people from a BAME community to join Cheshire Constabulary?
H
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?
H
ow will you engage effectively with young people and gain a true understanding of their priorities /
what is important to them?
W
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?
H
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?
H
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?
H
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?
I
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?
E
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?
T
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
o
wnership and lead the matter yourself?
How would you build the confidence, skills and ambition of the workforce to the point tha
t
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
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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
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heshire Constabulary Chief Constable Appointment Process 2019
Log Sheet
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Please use a new sheet for each day.
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Date:
E
xercise
Candidate:
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during this stage of the assessment day below
(preparation and activity phase) or questions asked by
candidates:
Exercise
Candidate:
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candidates:
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Competency and Values
Framework for policing
Overview of framework
college.police.uk
BetterProfessionals
forBetterPolicing
Appendix 6
Competency and Values Framework for policing
ii
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© College of Policing Limited (2016)
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
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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
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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
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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.
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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.
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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 eective 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
15
OFFICIAL
OFFICIAL College of Policing
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
16
OFFICIAL
OFFICIAL College of Policing
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
17
OFFICIAL
OFFICIAL College of Policing
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
18
OFFICIAL
OFFICIAL College of Policing
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.
© College of 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
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@CollegeofPolice #betterpolicing
Guidance for appointing
chief ocers
Appendix 7
2
Guidance for appointing chief ocers
The appointment Post-appointment
Good practice in assessment
and selection
Legal
© College of Policing Limited (2018)
All rights reserved. No part of this publication may be reproduced, modified, amended, stored in a
retrieval system or transmitted, in any form or by any means, without the prior written permission of
the College of Policing Limited or its representative.
For additional copies, or to enquire about the content of the document,
please email contactus@college.pnn.police.uk
For copyright specific enquiries, please email library@college.pnn.police.uk
Guidance for appointing chief ocers
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Good practice in assessment
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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
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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
5
Guidance for appointing chief ocers
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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.
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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.
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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
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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
9
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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.
10
Guidance for appointing chief ocers
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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
CC
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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.
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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
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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.
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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.
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Police and Crime Panels 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).
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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.
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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
We
collaborate
We deliver,
support and
inspire
We are
emotionally
aware
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innovative and
open-minded
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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 aect 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 eective
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
CC
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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.
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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 StaAssociation (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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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.
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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
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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.
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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
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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
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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.
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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.