Toolkit for the Selection of Chief Officers

Transcription

1 Toolkit for the Selection of Chief Officers April 2015

2 Copyright College of Policing 2015 All rights reserved. No part of this publication may be reproduced, modified, amended, stored in any retrieval system or transmitted, in any form or by any means, without the prior written permission of the College of Policing or its representative. For additional copies, or to enquire about the content of the document, please contact the College of Policing on (01423) For copyright specific enquiries, please telephone the College of Policing Library on (01256) Version 2.0 Page 2 of 94 College of Policing 2015

3 Contents 1 Introduction 4 2 Selection Key Stages..6 3 Establish Role Requirements and Priorities Attraction and Advertisement Written Application Shortlisting 17 7 Selection Technique Choice and Design 18 8 Assessment Process Decision Making Feedback Further Advice, Guidance and Support Appendices - Useful Examples and Templates 27 Useful Links..81 April Version NOT PROTECTIVELY MARKED

4 Toolkit for the Selection of Chief Officers 1. Introduction 1.1 The Strategic Command Course Professional Reference Group (PRG) commissioned the College of Policing to review and update the existing Home Office Recruitment and Selection of Chief Officers Guidance (Home Office Circular 60/2002). This was to reflect changes brought about by the Police Reform and Social Responsibility Act and regulations on the roles and responsibilities of Police and Crime Commissioners (PCCs) and Chief Constables/Commissioners in the appointment of Chief Officers. The new guidance was developed by staff from the College of Policing under the direction of the Police Advisory Board (PAB) Sub-Group on Chief Officer Recruitment. Both the sub-group and the full PAB for England and Wales endorsed the new Guidance for the Appointment of Chief Officers 2 document. This was released through the Association of Chief Police Officers (ACPO) and Association of Police and Crime Commissioners websites (APCC) on 19 November The new guidance builds on the legal requirements and principles for the appointment of Chief Constables (CCs), Deputy Chief Constables (DCCs), Assistant Chief Constables (ACCs) and equivalent ranks in the Metropolitan Police Service, as outlined in the Home Office Circular 20/ In agreement with ACPO, the APCC and Chief Executives to the Office of Police and Crime Commissioners, the College of Policing have developed a toolkit to supplement the new Guidance for Chief Officer Appointments Version 2012/chief-officer-selection?view=Binary 2.0 Page 4 of 94 College of Policing 2015

5 1.4 Purpose of the Toolkit The toolkit aims to combine what is considered as good Human Resource / selection practices with the guiding principles of merit, fairness and openness detailed in Home Office Circular 20/ and provide useful advice about things to consider along with examples and templates that could be used to design a Chief Officer selection process It has also been developed to complement the College of Policing Guidance for the Appointment of Chief Officers and to assist those responsible for designing and managing effective Chief Officer selection processes It is intended to be used at the discretion of those responsible for designing and managing Chief Officer selection processes. It is not a legal requirement to use the toolkit nor is it exhaustive in terms of its content, examples or templates The toolkit does not contain any specific information or provide examples about how to manage the confirmation hearing and appointment process after the selection decisions have been made. Information about what needs to be done during these stages are clearly set out in Schedule 8 of the Police Reform and Social Responsibility Act and Regulations and the Guidance for the Appointment of Chief Officers. 1.5 Structure of the Toolkit Section 2 of the toolkit describes what would be considered as the eight key stages of an effective selection process Sections 3 10, describe each key stage in more detail, highlighting issues to consider, referencing examples and templates in the appendices that April Version NOT PROTECTIVELY MARKED

6 may prove useful in the design and management of a Chief Officer selection process Section 11 describes the appointment of the preferred candidate. 2. Selection Key Stages 2.1 The main objective of any selection system is to maximise the chances of systematically matching the appropriate people to specific jobs in order to create and maintain an effective and efficient work force. At no level in an organisation is this more important than the most senior leadership positions. 2.2 In an effort to achieve the over-riding objective of identifying the right Chief Officers, a variety of selection techniques can be adopted. Despite the different techniques available, the selection process should have a number of fundamental objectives and principles which underpin its design, delivery and management. 2.3 Good practice suggests that the objectives and principles including; merit, fairness and openness can be achieved by being systematic and structured about the development of each stage of the selection. In an effort to achieve more structure, a model spelling out each stage of the process should be put in place supported by specific policies and procedures. 2.4 A suggested model detailing the key stages of an effective selection process for Chief Officers is illustrated in Figure 1, on the next page. Each stage of the model will be described and considered in more detail in Sections 3-10 of this toolkit. The appointment itself will be considered in Section 11. Version 2.0 Page 6 of 94 College of Policing 2015

7 Figure 1: Effective Selection Model Appointment April Version NOT PROTECTIVELY MARKED

8 3. Stage One - Establish Role Requirements and Priorities 3.1 When it comes to a selection process it is important to consider how any existing job description / person specification / role profile 6 needs to be tailored to reflect the particular demands of the job or role being filled. Spending time to establish the right role requirements and priorities will make each of the subsequent stages of the selection process easier to design, manage, justify and defend if challenged. 3.2 It is vitally important to have a clear definition of what experience, activities, skills and behavioural qualities or competencies are needed to meet the demands of the role and required for effective performance in the post. This clear definition should reflect what the PCC and other stakeholders consider to be the priorities, local requirements and qualities needed for the role. This is achieved by analysing what key activities the new Chief Officer must have experience in and the types of qualities or behaviours that will be critical in them undertaking their duties effectively within the local context. If this clear definition of the post holder is tailored around local needs and priorities it will be more representative of the expectations of the different stakeholders and ultimately the specific needs of the role and force. 3.3 When the requirements are clear and unambiguous they greatly increase the prospect of attracting the right people, dissuading the wrong people, differentiating between applicants and maximising the chance of selecting the right person. It also enhances the possibility of choosing and designing appropriate selection techniques and adhering to the principles that underpin the design and management of a robust selection process. 3.4 However, there are some potential pitfalls when updating or creating a new role profile, it can simply become an overly ambitious wish list. In order to avoid this danger it is important to employ a systematic approach to gather 6 Organisations use different terminology to describe the document that details the main purpose, qualifications, responsibilities and qualities required to perform a job. The Police Service tends to use the term Role Profile, this is the Version term used 2.0throughout the rest of this document. Page 8 of 94 College of Policing 2015

9 and analyse the information to update or compile an appropriate role profile that accurately reflects local needs and priorities. 3.5 In gathering and analysing the information it is helpful to know the relative criticality of different activities and qualities / competencies in a role profile, as this will provide direction about what to measure and what not to measure during different stages of the selection. 3.6 Establishing Role Requirements and Priorities - Considerations Some useful considerations for informing the content of the role profile include: What is the vision for the Force? What are the main priorities for the Force? What are the main challenges over the next four years or remaining period of tenure, and / or beyond? What are the implications of the answers to the questions above to the new Chief Officer? In terms of: What specific areas of experience / ability / skill / knowledge does the role require? What behavioural qualities /competencies does the role require? What leadership style is needed? What aspects of the current Chief Officer role profile would you like to retain? In what ways would you like your next Chief Officer to differ from the current Chief Officer? What areas of experience / ability / skills must the new Chief Officer have? What areas of experience / ability / skills are not well represented within the remaining Chief Officer Team? What qualities / competencies are not well represented within the remaining Chief Officer Team? April Version NOT PROTECTIVELY MARKED

10 What areas of experience / ability / skills are well represented within the remaining Chief Officer Team? What qualities / competencies are well represented within the remaining Chief Officer Team? What consideration needs to be taken about the tenure of the remaining Chief Officer Team, in terms of succession planning? How will the Chief Officer role reflect the needs of Police and Crime Plan? How will the Chief Officer role give due regard to the Strategic Policing Requirement? How will the Chief Officer role reflect the needs of the Police Crime Panel? How will the Chief Officer role reflect the needs of neighbourhood policing and accountability? How will the Chief Officer role reflect the needs of local community safety partners and criminal justice bodies? How will the Chief Officer role reflect the needs of other key policing stakeholders / partners? On consideration of the above questions it is useful to focus on both current and expected needs of the role; the current and future needs of the Force, ongoing and planned initiatives within the organisation, as well as environmental scanning to ensure the selection process meets the short, medium and longer term demands of the Chief Officer role, PCC/CC, organisation and local community It is important that all those involved in the selection process have a common view of all the job requirements and priorities and their relative importance to performing the role effectively. To make sure all appropriate views are taken into account, it is useful to consider who should be involved in helping define the role requirements and priorities for inclusion in the role profile. Those consulted could include, but are not limited to; Police Crime Commissioner, Deputy Police and Crime Commissioner, outgoing Chief Officer, remaining Chief Officers, Chief Executive, Chief Finance Officer, Version 2.0 Page 10 of 94 College of Policing 2015

11 Police Crime Panel (PCP), Local Community Safety Partners, Criminal Justice Bodies, Community Interest Groups and other interested parties. 3.7 Establishing Role Requirements and Priorities - Useful Examples and Templates To help establish the priorities, experience, activities, ability, skills, qualities and competencies for the role, the College of Policing have developed and maintain descriptions of what are known as the Police Leadership Domains (Appendix A) that identify the interdependent areas of knowledge, skills and understanding needed to develop effective police leaders. In addition, the College in association with ACPO and Skills for Justice maintain the Policing Professional Framework (PPF) that includes a set of Executive Level (APCO / Force Command) Personal Qualities (Appendix B) that describe the behaviours and values needed to perform effectively in senior police leadership roles Both these documents spell out the areas of knowledge, understanding and qualities considered important for police leaders. These may provide a useful starting point. Alternatively, these could be used as a useful check and cross reference of what you and other stakeholders have already defined as being important While the Police Leadership Domains and PPF provide some useful information these do not identify the importance of these areas and qualities relative to the expectations of the PCC/CC or force needs, nor do these identify the key areas of responsibility specific to the role. To help identify these, one-to-one and group consultation pro-forma templates can be found in Appendix C Once the environmental scanning and any existing role related documents have been reviewed and stakeholder information has been gathered, there should be enough information to compile a draft role profile. The draft role profile should be shared with relevant parties for consideration and final April Version NOT PROTECTIVELY MARKED

12 approval. An example role profile for a Chief Constable can found in Appendix D The approved version of the role profile should then be used to help design and manage the subsequent stages of the selection process. Version 2.0 Page 12 of 94 College of Policing 2015

13 4. Stage Two - Attraction and Advertisement 4.1 The advertisement for a role is important, as it is the first contact between the PCC/CC/Commissioner and the potential applicant pool. Adverts aim to attract the right applicants for a vacancy. However, the advertisement should also have sufficient information to dissuade would be applicants who are not suited to the expectations and demands of the role. 4.2 The advertisement can go some way to showing the transparency of the process by clearly stating the eligibility criteria and the key areas of experience and qualities required for effective performance in the role. The content of advert should be informed by the role profile and other information identified during Stage One - Establish the Requirements and Priorities (see Section 3). 4.3 The advertisement also aims to provide key information about the conditions associated with the role including; the length of the fixed term contract, the salary and any other attracting / dissuading factors. 4.4 Time and money can be wasted in advertisements when areas of experience and personal qualities that are not derived from the role related requirements are included. This can be easily avoided by ensuring the language used in the advertisement is taken directly from the contents of the role profile. 4.5 In accordance with the Home Office Circular 20/2012 7, the vacancy must be advertised for at least three weeks through a public website or some other form of publication that deals with policing matters. 4.6 Useful Examples and Templates 7 April Version NOT PROTECTIVELY MARKED

14 4.6.1 An example advert can be found in Appendix E. 5. Stage Three - Written Application 5.1 Written applications can take various formats including, Curriculum Vitaes (CVs), written personal statements or application forms. 5.2 Whatever the approach used, an application should aim to obtain as much relevant information about candidates as possible relative to the key requirements of the role. The relevance of the information requested is determined by how useful it will be in helping identify those that meet the key requirements and subsequently differentiate between candidates on the agreed job related criteria. 5.3 The key requirements are those eligibility criteria, activities, experience, skills, abilities, qualities and or competencies described in the role profile. This information should be used to inform the content, structure and format of the written application and complementary short listing pro-forma. 5.4 Designing an Application Form - Considerations The questions used in an application form can be a mix seeking information about relevant personal details, eligibility criteria, personal qualities and job related experience identified for the role. The make up of the application form should be influenced and relevant to the role profile along with requirements and priorities established during Stage One (see Section 3) The questions included in an application form should be designed so these: represent the relevant personal details / eligibility criteria / personal qualities / job related experience allow the applicant an appropriate opportunity to demonstrate or evidence the eligibility criteria / personal qualities / job related experience being assessed Version 2.0 Page 14 of 94 College of Policing 2015

15 are not personally intrusive or inappropriate are clear and unambiguous. 5.5 Distributing an Application Form - Considerations When an application form is requested, it can be useful to support it through the provision of information relevant to the role and organisation, such as: role profile eligibility criteria key deliverables key skills / competencies length of fixed term appointment full details of salary and any benefits details of the location of the post full details of the selection process including dates, timings and location for each stage full details about the appointment process and confirmation hearing, feedback arrangements and appeals process This type of information may be compiled into a Job Pack and distributed along with a hard copy of the application form, alternatively the application form and Job Pack could be made available electronically It is also good practice to include or make available other relevant information about the job and organisation, including: force strategic vision and values Police and Crime Plan Police and Crime Commissioner s Annual Report Chief Constable s end of year Annual Report information about the local area (e.g. places to stay if visiting, travelling times to places from headquarters etc). April Version NOT PROTECTIVELY MARKED

16 5.5 Application Form - Useful Examples and Templates An example application form designed around the Police Professional Framework Executive level can be found in Appendix F. 5.6 Curriculum Vitae / Personal Statement - Considerations It may be the case that a decision is made to request a CV or personal statement rather than designing and using an application form. If this course of action is taken is it very important the candidates are still provided with the Job Pack to ensure that they have a clear understanding of the role requirements and priorities so they can include relevant information about these their applications. As the information provided by CVs or personal statement is presented in a much less standardised way than the information presented in an application form it is also important that those involved in assessing the CVs or personal statements during the shortlisting have a shared and well defined understanding of what they are being asked to assess and shortlist against. Version 2.0 Page 16 of 94 College of Policing 2015

17 6. Stage Four - Shortlisting 6.1 It is vitally important that those involved in the shortlisting stage remain focussed and use the criteria established during Stage One (see Section 3) and subsequently set out and defined in the published role profile. 6.2 Shortlisting - Considerations It is recommended that a panel is used to undertake the shortlisting; the benefit of a panel is that they have different perspectives. To ensure the value of all perspectives is considered in the shortlisting it is important to manage the process in a structured manner. This can be done by providing all members on the panel with their own copies of all applicants forms along with the shortlisting pro-formas for recording individual independent assessment of suitability against the specified criteria When all members of the panel have completed their independent assessments using an agreed rating scale the individual assessments should be collated to inform an overall decision. All candidates should be informed of the shortlisting outcome. 6.3 Shortlisting - Useful Examples and Templates Examples of short listing pro-formas and a shortlisting rating scale can be found in Appendix G. April Version NOT PROTECTIVELY MARKED

18 7. Stage Five Selection Technique Choice and Design 7.1 No selection technique is perfect, there are advantages and disadvantages to them all. It is therefore essential to choose the most appropriate selection technique as informed by what needs to measured and assessed. 7.2 The selection techniques used should be chosen because of the ability to measure the critical aspects of the job as identified during Stage One - Establish the Requirements and Priorities (see Section 3) and detailed in the role profile. 7.3 The role profile and information gathered during Stage One make it clear what should be measured it is also important to consider what has been measured previously and can reasonably be assumed that candidates have already demonstrated to some extent. By re-assessing aspects of suitability that have already been tested and measured (e.g. Senior Police National Assessment Centre or Strategic Command Course) then it is unlikely to produce much more information about the different ability between applicants. Therefore, the more focus there is on the unique aspects of priorities set by the PCC or challenges for the particular force the better the selection process will be in identifying the right person and maximising the person job fit. 7.4 When choosing the selection technique, it can be tempting to use a method just because it is popular and widely used (e.g. interviews) or because it appears to be new, innovative or different. However, this does not necessarily mean that it will measure the requirements, priorities and qualities needed for the role in a valid manner or differentiate fairly and effectively between candidates. Version 2.0 Page 18 of 94 College of Policing 2015

19 7.5 Selection Technique Choice - Considerations When choosing a selection technique it is beneficial to try and make sure that the activities the candidates are required to complete are, as close as possible, or similar to, some activities that are critical to an activity or performance in the role you are trying to fill There are an abundance of selection techniques available to use, some of the most common are: presentations interviews stakeholder panels interactive exercises media exercises chairing meetings briefing / meeting exercises written exercises psychometric ability testing personality questionnaires group discussions The relative merits of the different techniques should be considered at the outset so a decision is made about the most appropriate technique(s) to use. Once decided, information about the chosen technique(s) should be included in the Job Pack and all candidates informed. April Version NOT PROTECTIVELY MARKED

20 7.6 Selection Technique Design - Considerations Once the selection technique has been chosen, consideration needs to be given to how it is designed and how it: reflects the role profile and requirements provides an opportunity to demonstrate the personal qualities and requirements which have been identified as important for the role provides new information provides all candidates equality of opportunity to perform produces observed behaviour that is attributable to the candidate is not vulnerable to subjective bias It is recommended that a fewer number of well designed and conducted selection techniques is more likely to lead to more effective selection decisions compared to a high number of poorly considered, designed and delivered techniques. 7.7 Selection Technique - Useful Examples and Templates It can be useful to produce an Exercise by Competency Matrix (an example can be can be found in Appendix H) to ensure that all the qualities which have been identified as important for the role are being assessed through the selection technique(s) chosen In helping to decide the most appropriate selection techniques to use and how these should be designed, it is recommended that professional Human Resource advice, guidance and support is sought. Alternatively, the College of Policing would be happy to assist - see Section 11 for contact details. Version 2.0 Page 20 of 94 College of Policing 2015

21 8. Stage Six - Assessment Process 8.1 Once the appropriate selection technique(s) has been chosen and designed, it needs to be supported by a structured process that is underpinned by standardised assessment practices. The success of the selection is dependent upon knowing what is being measured and having this tightly aligned to what is critical for effective performance. 8.2 This can be achieved by designing assessment / question content to elicit information about effective behaviours i.e. competencies in the context of issues pertinent to the specific PCC s priorities / local / force needs e.g. anti-social behaviour, neighbourhood policing etc. 8.3 In addition, there are other factors that should be considered to maximise the success of the process that include; choosing the panel members, training / briefing the panel members, assessment documentation and rating scales, each of these are briefing covered below: 8.4 Panel Member - Considerations The ultimate success of the process depends largely on those chosen to undertake the role of assessor on the panel. It is human nature to believe that we are all effective in making judgements about others behaviour, performance and suitability for a job. However, there is a large body of evidence to suggest that these beliefs are not well founded In an effort to enhance the objectivity of the assessment process it important that the panel members involved have a full understanding of their role and responsibility: Observe, Record, Classify and Evaluate (ORCE) candidate performance It is important that panel members follow the principles and processes underpinning this ORCE model (or a similar model) of assessment and decisions are not made about an individual s performance and suitability April Version NOT PROTECTIVELY MARKED

22 until all the evidence provided by candidates has been Observed, Recorded, Classified and Evaluated If necessary, support in training / briefing panel members in objective assessment can be provided by contacting the College of Policing - see Section 12 for contact details. 8.5 Assessment Documentation - Considerations The assessment of candidates can be aided through the use of assessment specific pro-formas that guide panel members through the process. The standardisation of pro-formas assist all panel members in remaining faithful to the structure put in place, increases the likelihood that the objectives of the selection process will be met. Pro-formas are also useful in assisting all panel members to have their viewpoint taken into consideration. 8.6 Assessment Documentation - Useful Examples and Templates Example assessment pro-formas for presentations and interviews and can be found in Appendix I. 8.7 Rating Scales - Considerations The aim of a rating scale is to provide a means by which evidence that has been Observed, Recorded and Classified can be Evaluated objectively. The aim is to create a consistent and therefore fair, transparent and merit based means of differentiating between candidate performances When evaluating performance continuous reference to a rating scale ensures (as much as possible) that performance of different candidates is assessed against the same criteria, standards and that these are applied consistently across candidates. Version 2.0 Page 22 of 94 College of Policing 2015

23 8.7.3 Rating scales that have greater clarity in terms of what is required by a candidate to receive a certain rating have been shown to be more reliable. However, these tend to be more complex and have more information that needs to be taken into consideration to differentiate between performances. Whilst these are better in terms of accurate measurement, these can be considered by the user to be overly complex and somewhat restrictive Rating scales containing less detail are more readily accepted by users. However, because these are less complex, they tend to be less accurate and open to more subjective bias. In essence, there is a balance that needs to be struck depending on the priorities of those responsible for designing and managing the process 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 differentiation possible. The converse is also true, if there are too many rating points, it is difficult to meaningfully describe the difference 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 sufficient to allow for fair and reliable differentiation Irrespective of the rating scale used it is good practice for those doing the assessment to Observe, Record, Classify the evidence to Evaluate and award ratings independently. Once each assessor has awarded their own rating these should be shared and a discussion should take place to come to a decision-making about the final rating to award. 8.8 Rating Scales - Useful Examples and Templates An example rating scale can be found in Appendix J. 9. Stage Seven - Decision Making April Version NOT PROTECTIVELY MARKED

24 9.1 Once the ratings have been agreed and the evaluation complete, the panel should be in a position to consider all the evidence and identify which candidate most closely meets the requirements of the post, which in turn should assist the PCC/CC make the final decision about which candidate to select for appointment. 9.2 It is clear from the legislation that the appointment decision is for the PCC/CC to make. However, they may wish to draw on the views, recommendations and assessments of those who have been part of the panel. There are different methods for doing this, it is recommended that professional Human Resource advice is sought before deciding on the best approach to use. Version 2.0 Page 24 of 94 College of Policing 2015

25 10. Stage Eight - Feedback 10.1 Feedback should be provided where it is requested by the candidate. The purpose of the feedback is: to provide evidence of the candidate s performance and explain the outcome, so that a candidate can clearly see how they performed and understand the selection decision the feedback should also provide the candidate advice on their potential development needs, which benefits both the individual and the organisation The feedback should be a full and accurate record of the candidate s performance during each part of the selection process Bearing in mind the purposes of feedback, and because the candidate can request copies of their completed assessment, it is extremely important that the assessments are well written, detailed and factually correct. It is particularly important that any written reports provide evidence and justification for the ratings awarded to a candidate. The goal of a good feedback report is to inform the candidate how they performed, to be fair, transparent and based on observed evidence against the specified criteria for the role. 11. Appointment April Version NOT PROTECTIVELY MARKED

26 11.1 Police and Crime Panel Hearing In accordance with Schedule 1 of the Police Reform and Social Responsibility Act 2011, the appointment of a successful candidate is subject to a confirmation hearing by the relevant Force Police and Crime Panel. A hearing must take place when the Police and Crime Panel recommend to the Police & Crime Commissioner the appointment of the preferred candidate. The Independent Panel Member will produce a written report on the appointment process which is to be submitted to the PCP at the same time as the name of the preferred appointee. The Office of the PCC will also report to the PCP including the criteria used to assess the suitability of the candidate for the appointment, why the candidate satisfies those criteria and the terms and conditions on which the candidate is to be appointed Appointing the successful candidate 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. The post is then offered in accordance with the Police Regulations 1995 and is subject to the Police Reform and Social Responsibility Act It may be useful for the panel to consider the dates of upcoming Panel meetings when planning the timescales of the process, in particular the decision making stage. This may help to reduce potential delays in making the final appointment and notifying other interested parties Medical checks It would be possible for an appointment to be made without a medical having been completed, however there are some risks with this. It would be beneficial to have had all the checks (medical & otherwise) prior to interview, so an announcement can be made as soon as a decision has been reached If the medical has not been carried out in advance, the PCC/CC could wait to announce the appointment once the medicals have been done & reports Version 2.0 Page 26 of 94 College of Policing 2015

27 received. Alternatively they could announce the appointment before the medical is done, appreciating there may be a risk that the medical could raise health concerns that they would then have to accept Regulations for pay, allowances and expenses The provisions for police pay, allowances and expenses are set out in the Police Regulations 2003 and determinations made by the Home Secretary under them. The Regulations are legislation, and have the same legal effect as an Act of Parliament. Where they are expressed in terms of requiring something to be done or prohibiting something from being done, any failure by a Police and Crime Commissioner to comply will be susceptible to legal challenge A comprehensive summary of pay and allowances 8 relevant to chief officers is set out in attached Appendix K A sample offer letter with examples of relevant terms and conditions is included in Appendix L Regarding the power of PCCs in relation to pay and allowances While a PCC can only lawfully do the things that they are empowered to do by legislation, they have a general statutory power to do anything calculated to facilitate, or conducive to the exercise of, their functions. This general power is subject to the specific provision in the Regulations to the effect that allowances cannot be paid except as provided for in the Regulations or determinations themselves, or as approved by the Home Secretary. This does not prevent the reimbursement of expenses incurred in the execution of duty which would not otherwise be covered by the regulations and determinations Extension of fixed-term appointments 8 This information is taken from a position paper on Chief Officer Pay and conditions to outlining what is and is not covered by Regulations. April Version NOT PROTECTIVELY MARKED

28 It is for the PCC to extend chief constable fixed term appointments. There is no role for the PCP in the extension of a fixed term appointment Regulation 11 of the Police Regulations 2003 (and subsequent amendments) makes provision for fixed term appointments and extensions for senior officers. This states that a fixed term may be extended for a CC by the PCC (previously by the PA) for a further period of a maximum of 3 years after the initial appointment, and for subsequent terms each of a maximum of one year Notice periods for requesting an extension would be a matter for the PCC to consider at the time, as this is not set out in regulations/legislation A re-appointment for 5 years (as opposed to an extension according to the terms set out above) would involve the CC applying for their own post in an open competition. Version 2.0 Page 28 of 94 College of Policing 2015

29 12. Further Advice, Guidance and Support 12.1 Should you require any advice or support in the process of defining the role requirements and priorities or to design your selection process, including the provision of Microsoft Word versions of any of the templates included in this toolkit, please contact the Selection and Assessment Chief Officer team: College of Policing Central House Beckwith Knowle Otley Road Harrogate North Yorkshire HG3 1UF April Version NOT PROTECTIVELY MARKED

30 Appendices - Useful Examples and Templates For advice, guidance or support in the use of the examples and templates or to request Microsoft Word versions of the templates please see Section 12 for contact details Version 2.0 Page 30 of 94 College of Policing 2015

31 Appendix A Police Leadership Domains April Version NOT PROTECTIVELY MARKED

32 POLICE LEADERSHIP DOMAINS 1. Professional Policing Skills Incident Command Firearms Public order at major sporting events Civil contingencies Strategic management of intelligence Doctrine & history of UK policing Criminology Sociology and socio economics Operational risk Management and health & safety International policing 2. Business Policing Skills Managing and using resources Financial management Business planning Strategic people management Demand management Utilising ICT Science & technology Programme management (OGC) Marketing, communication & influencing Performance management & continuous improvement Equality & diversity 3. Executive Policing Skills Personal leadership and emotional intelligence Governance Government strategic working Partnership working Political acumen Stakeholder management Ethical Policing Doctrine of leadership Version 2.0 Page 32 of 94 College of Policing 2015

33 Appendix B Policing Professional Framework (PPF) Executive Level (APCO/Force Command) Personal Qualities April Version NOT PROTECTIVELY MARKED

34 Serving the public POLICE PROFESSIONAL FRAMEWORK EXECUTIVE LEVEL PERSONAL QUALITIES Promotes a real belief in public service, focusing on what matters to the public and will best serve their interests. Ensures that all staff understand the expectations, changing needs and concerns of different communities, and strive to address them. Builds public confidence by actively engaging with different communities, agencies and strategic stakeholders, developing effective partnerships at a local and national level. Understands partners' perspectives and priorities, working co-operatively with them to develop future public services within budget constraints, and deliver the best possible overall service to the public. Leading strategic change Thinks in the long term, establishing a compelling vision based on the values of the Police Service, and a clear direction for the force. Instigates and delivers structural and cultural change, thinking beyond the constraints of current ways of working, and is prepared to make radical change when required. Identifies better ways to deliver value for money services that meet both local and national needs, encouraging creativity and innovation within the force and partner organisations. Leading the workforce Inspires people to meet challenging organisational goals, creating and maintaining the momentum for change. Gives direction and states expectations clearly. Talks positively about policing and what it can achieve, building pride and self-esteem. Creates enthusiasm and commitment throughout the force by rewarding good performance, and giving genuine recognition and praise. Promotes learning and development within the force, giving honest and constructive feedback to colleagues and investing time in coaching and mentoring staff. Managing Performance Translates the vision into action by establishing a clear strategy and ensuring appropriate structures are in place to deliver it. Sets ambitious but achievable timescales and deliverables, and monitors progress to ensure strategic objectives are met. Identifies and removes blockages to performance, managing the workforce and resources to deliver maximum value for money. Defines what good performance looks like, highlighting good practice. Confronts underperformance and ensures it is addressed. Delegates responsibilities appropriately and empowers people to make decisions, holding them to account for delivery. Professionalism Acts with integrity, in line with the values and ethical standards of the Police Service. Delivers on promises, demonstrating personal commitment, energy and drive to get things done. Defines and reinforces standards, demonstrating these personally and fostering a culture of personal responsibility throughout the force. Asks for and acts on feedback on own approach, continuing to learn and adapt to new circumstances. Takes responsibility for making tough or unpopular decisions, demonstrating courage and resilience in difficult situations. Remains calm and professional under pressure and in conditions of uncertainty. Openly acknowledges shortcomings in service and commits to putting them right. Decision making Assimilates complex information quickly, weighing up alternatives and making sound, timely decisions. Gathers and considers all relevant and available information, seeking out and listening to advice from specialists. Asks incisive questions to test facts and assumptions, and gain a full understanding of the situation. Identifies the key issues clearly, and the inter-relationship between different factors. Considers the wider impact and implications of different options at a local and national level, assessing the costs, risks and benefits of each. Prepared to make the ultimate decision, even in conditions of ambiguity and uncertainty. Makes clear, proportionate and justifiable decisions, reviewing these as necessary. Working with others Builds effective working relationships through clear communication and a collaborative approach. Maintains visibility and ensures communication processes work effectively throughout the force and with external bodies. Consults widely and involves people in decision-making, speaking in a way they understand and can engage with. Treats people with respect and dignity regardless of their background or circumstances, promoting equality and the elimination of discrimination. Treats people as individuals, showing tact, empathy and compassion. Negotiates effectively with local and national bodies, representing the interests of the Police Service. Sells ideas convincingly, setting out the benefits of a particular approach, and striving to reach mutually beneficial solutions. Expresses own views positively and constructively. Fully commits to team decisions. Version 2.0 Page 34 of 94 College of Policing 2015

35 Appendix C Establish Role Requirements and Priorities Pro-formas April Version NOT PROTECTIVELY MARKED

36 ESTABLISH ROLE REQUIEREMENTS AND PRIORITIES ONE-TO-ONE / GROUP CONSULTATION PARTICIPANT DETAILS This sheet should be completed by the person facilitating the one-to-one or group consultation. The facilitator should provide the appropriate sheets for each participant to complete and return before or at the end of the consultation. Facilitator Details Name: Role Title: Interview / Group Participant Details Date: Location: i. Participant Details Name: Organisation: Role/rank: Time in current role: Sex: Ethnic Origin: Age: Version 2.0 Page 36 of 94 College of Policing 2015

37 1. Summary of Role ESTABLISH ROLE REQUIEREMENTS AND PRIORITIES ONE-TO-ONE / GROUP CONSULTATION ROLE PROFILE RECORDING SHEET What do believe is the main purpose of the Chief Officer role? 2. Experience Describe what previous experience you believe is required to perform the Chief Officer role effectively? 3. Priorities What do you believe are the main priorities for the force and Chief Officer role? 4. Challenges April Version NOT PROTECTIVELY MARKED

38 What do you believe are the main short, medium and long term challenges for the force and Chief Officer role? 5. Working Relationships What do you believe are the most important relationships for the Chief Officer in performing their role effectively? 6. Responsibilities (those being consulted could be given a copy of the responsibilities from the current Role Profile (Example in Appendix C) and asked which specific activities and responsibilities they believe are most important for the Chief Officer role. In addition, they should be asked to describe the main activities and responsibilities for the Chief Officer role.) What do you believe are main responsibilities of Chief Officer role? Version 2.0 Page 38 of 94 College of Policing 2015

39 7. Leadership Domains (those being consulted could be given a copy of the Police Leadership Domains (Appendix A) and asked about which areas of knowledge, skills and understanding are the most important for the Chief Officer role. They should consider the full list and asked to describe any other areas of knowledge and understanding not already described that they believe are relevant and important to the role.) What do you believe are the most important areas of knowledge, understanding and skills for the Chief Officer role? 8. Personal Qualities / Competencies (those being consulted could be given a copy of the Police Professional Framework Executive Level Personal Qualities (Appendix B) and asked about which qualities / competencies are the most important for the Chief Officer role. They should consider the full list of qualities / competencies before being asked to describe any other qualities / competencies they believe are important for the role.) What do you believe are the most important personal qualities / competencies for the Chief Officer role? April Version NOT PROTECTIVELY MARKED

40 Alternatively, those being consulted could be asked to rank order the personal qualities / competencies they consider to be the most important to the Chief Officer role and to identify other qualities or competencies they believe are important to perform the role effectively: Personal Quality / Competency Areas Rank Order 1. Serving the Public 2. Leading Strategic Change 3. Leading the Workforce 4. Managing Performance 5. Professionalism 6. Decision Making 7. Working with Others NB: Prior to adding any specific behaviours below please check that these are not already included in the personal qualities listed above 10. Other Important Quality / Competency 11. Other Important Quality / Competency 12. Other Important Quality / Competency 13. Other Important Quality / Competency 9. Additional Notes or Comments (specific to the post) Is there any other information that needs to be taken into consideration that is relevant to the Chief Officer role? Version 2.0 Page 40 of 94 College of Policing 2015

41 10. Selection Techniques and Assessment Based on what you have described above, what types of selection technique do you believe would be most appropriate to use? Depending on the answers provided to the question above, it would be worthwhile seeking views and getting examples of what they consider the content of the selection techniques should be, for example: 10.1 Interview Please provide some questions you believe should be used as part of the interview Presentation Please provide examples of subject areas or topics you believe should be considered for the presentation Media Please provide examples of subject areas or topics you believe could be used as part of a media interview. 1. April Version NOT PROTECTIVELY MARKED

42 ESTABLISH ROLE REQUIEREMENTS AND PRIORITIES GROUP CONSULTATION ROLE PROFILE QUESTIONNAIRE It is not always possible to meet with stakeholders to discuss the role requirements and priorities in person. A useful alternative is a questionnaire that can completed independnetly and returned for consideration. An example questionnaire is detailed below : Example Questionnaire Introduction In order to maximise the opportunity to gain the best possible candidate in the forthcoming Chief Police Officer selection process it is essential that the role is thoroughly researched. In order to ensure the selection process accurately reflects local needs and priorities it is paramount that all stakeholders have an input to this process. This first stage in the selection of a new Chief Police Officer will be used to inform every subsequent stage of the selection process. Therefore, your full co-operation and consideration are highly important. You may wonder why this questionnaire is necessary when generic chief police officer profiles already exist. Unfortunately, the generic profiles do not reflect local needs and priorities. This questionnaire will ensure all stakeholders have an input into the selection process and will help prioritise what is more and less critical to performance of this particular Chief Officer vacancy. Question Completion Instructions As you complete this questionnaire it is important to refer to the activities / responsibilities and competencies / behaviours attached. This will provide a fuller explanation of what each activity / responsibility or competency involves. In order to complete the questionnaire please work through each section and rate each activity / responsibility or competency area. Each one should be rated twice, firstly on Version 2.0 Page 42 of 94 College of Policing 2015

43 how important you think it is in relation to the role and secondly on how frequent you think this is likely to be required in the role. A suggested scale for rating the responsibilities and competencies are detailed below: Importance Very Important Important Neither Important nor Unimportant Unimportant Very Unimportant Frequency Very Frequent Frequent Neither Frequent nor Infrequent Infrequent Very Infrequent The completion of each activity or behaviour should be done by writing the appropriate rating in the appropriate column as shown in the example below: ii. Responsibilities Importance Frequency 1 Create a shared vision, mission and set of values to give purpose to the force Develop, implement and review force diversity strategies Develop and implement force policy Monitor and review organisational performance 5 Promote and develop quality within the force 6 Lead organisational change 7 Formulate organisational objectives and standards of performance 8 Co-ordinate multiple projects 9 Etc. 10 Etc. The example above shows that the respondent considers responsibility 1 Create a shares vision, mission and set of values to give purpose to the force to be Very Important but Infrequent. Similarly, they consider responsibility 2 Develop, implement and review force diversity strategies to be Important and Frequent. April Version NOT PROTECTIVELY MARKED

44 It is important that participants do not simply rate every activity / responsibility or competency area as Highly Important and Very Frequent. Participants should respond to every item listed in the questionnaire. The questionnaire should take approximately 20 minutes to complete. Once completed the questionnaires should be returned. The returned questionnaires should be collated and the different importance and frequency ratings will be averaged to give an indication of the most important and frequent responsibilities, personal qualities / competencies. Those with the highest ratings will provide an indication of the most important areas to include in the Chief Officer Role Profile that is bespoke to local needs and priorities. Version 2.0 Page 44 of 94 College of Policing 2015

45 RESPONSIBILITIES This template should be populated with a range of different responsibilities Importance Frequency To work with the Police and Crime Commissioner and the Force to set the strategic direction for policing in the Westshire area April Version NOT PROTECTIVELY MARKED

46 Additional Responsibilities The responsibilities presented above do not represent an exhaustive list. It is therefore important to also consider any local priorities and needs that are not captured above. Please outline up to eight additional responsibilities that you consider to be important to the Chief Officer role. Please write these as specific responsibilities rather than broad concepts Version 2.0 Page 46 of 94 College of Policing 2015

47 Personal Qualities / Competencies You will require copies of the appropriate Policing Professional Framework (PPF) Executive Level (APCO/Force Command) Personal Qualities prior to completing this following activity. You should read the full list of personal qualities / competencies before rating each of the personal qualities / competencies on importance and frequency. Importance Frequency 1 Serving the Public 2 Leading Strategic Change 3 Leading the Workforce 4 Managing Performance 5 Professionalism 6 Decision Making 7 Working with Others 8 Other Important Quality / Competency 9 Other Important Quality / Competency Additional Personal Qualities / Competencies The personal qualities / competencies presented above do not represent an exhaustive list. It is therefore important for us to also consider any additional qualities / competencies that you believe are pertinent to the Chief Officer role. It is important to write these as specific qualities / behaviours rather than broad concepts. Prior to adding any specific qualities below please check that they are not already included in the personal qualities competencies already identified as Important and / or Frequent above Thank you for taking the time to complete this questionnaire April Version NOT PROTECTIVELY MARKED

48 Appendix D Example Chief Constable Role Profile Version 2.0 Page 48 of 94 College of Policing 2015

49 ROLE PROFILE POST TITLE: ACCOUNTABLE TO: RESPONSIBLE FOR: CHIEF CONSTABLE WESTSHIRE POLICE AND CRIME COMMISSIONER The direction and control of the Westshire Police Force in accordance with the Police Act 1996, in order to provide Westshire with an effective and efficient police service, and the fulfilment of all the statutory and legal obligations of the office of Chief Constable AIMS OF THE JOB: 1. To work with the Police and Crime Commissioner and the Force to set the strategic direction for policing in the Westshire area. 2. To give high profile leadership to the force by communicating a consistent vision of what must be achieved. 3. To ensure the high performance of the Force, in particular by: (a) (b) (c) (d) (e) Having regard to the Police and Crime Commissioner s strategic and local police and crime plan. Responding to and influencing the changing external and internal environments affecting the Force. Developing and implementing strategies to further the policing of Westshire. Ensuring continuous improvement in the effective and efficient use of all the resources of the Force. Harnessing the full potential of staff towards the aims of the Force by creating an environment in which people are enabled to give of their best. 4. To encourage, support and participate in partnerships with other agencies and the public in order to fulfil the aims of the policing plan. 5. To ensure the provision of professional advice to the Police and Crime Commissioner to support them in fulfilling their functions. April Version NOT PROTECTIVELY MARKED

50 Conditions: 1. The salary for this post will be 142,143 per annum. 2. Allowances appropriate to the post will be paid in accordance with the agreed package. Version 2.0 Page 50 of 94 College of Policing 2015

51 Serving the Public CHIEF CONSTABLE OF WESTSHIRE PERSONAL QUALITIES Promotes a real belief in public service, focusing on what matters to the public and will best serve their interests. Ensures that all staff understand the expectations, changing needs and concerns of different communities, and strive to address them. Builds public confidence by actively engaging with different communities, agencies and strategic stakeholders, developing effective partnerships at a local and national level. Understands partners' perspectives and priorities, working co-operatively with them to develop future public services within budget constraints, and deliver the best possible overall service to the public. Leading Strategic Change Thinks in the long term, establishing a compelling vision based on the values of the Police Service, and a clear direction for the force. Instigates and delivers structural and cultural change, thinking beyond the constraints of current ways of working, and is prepared to make radical change when required. Identifies better ways to deliver value for money services that meet both local and national needs, encouraging creativity and innovation within the force and partner organisations. Leading the Workforce Inspires people to meet challenging organisational goals, creating and maintaining the momentum for change. Gives direction and states expectations clearly. Talks positively about policing and what it can achieve, building pride and selfesteem. Creates enthusiasm and commitment throughout the force by rewarding good performance, and giving genuine recognition and praise. Promotes learning and development within the force, giving honest and constructive feedback to colleagues and investing time in coaching and mentoring staff. Managing Performance Translates the vision into action by establishing a clear strategy and ensuring appropriate structures are in place to deliver it. Sets ambitious but achievable timescales and deliverables, and monitors progress to ensure strategic objectives are met. Identifies and removes blockages to performance, managing the workforce and resources to deliver maximum value for money. Defines what good performance looks like, highlighting good practice. Confronts underperformance and ensures it is addressed. Delegates responsibilities appropriately and empowers people to make decisions, holding them to account for delivery. April Version NOT PROTECTIVELY MARKED

52 Professionalism Acts with integrity, in line with the values and ethical standards of the Police Service. Delivers on promises, demonstrating personal commitment, energy and drive to get things done. Defines and reinforces standards, demonstrating these personally and fostering a culture of personal responsibility throughout the force. Asks for and acts on feedback on own approach, continuing to learn and adapt to new circumstances. Takes responsibility for making tough or unpopular decisions, demonstrating courage and resilience in difficult situations. Remains calm and professional under pressure and in conditions of uncertainty. Openly acknowledges shortcomings in service and commits to putting them right. Decision Making Assimilates complex information quickly, weighing up alternatives and making sound, timely decisions. Gathers and considers all relevant and available information, seeking out and listening to advice from specialists. Asks incisive questions to test facts and assumptions, and gain a full understanding of the situation. Identifies the key issues clearly, and the inter-relationship between different factors. Considers the wider impact and implications of different options at a local and national level, assessing the costs, risks and benefits of each. Prepared to make the ultimate decision, even in conditions of ambiguity and uncertainty. Makes clear, proportionate and justifiable decisions, reviewing these as necessary. Working with Others Builds effective working relationships through clear communication and a collaborative approach. Maintains visibility and ensures communication processes work effectively throughout the force and with external bodies. Consults widely and involves people in decision-making, speaking in a way they understand and can engage with. Treats people with respect and dignity regardless of their background or circumstances, promoting equality and the elimination of discrimination. Treats people as individuals, showing tact, empathy and compassion. Negotiates effectively with local and national bodies, representing the interests of the Police Service. Sells ideas convincingly, setting out the benefits of a particular approach, and striving to reach mutually beneficial solutions. Expresses own views positively and constructively. Fully commits to team decisions. Version 2.0 Page 52 of 94 College of Policing 2015

53 Appendix E Example Advertisement April Version NOT PROTECTIVELY MARKED

54 CHIEF CONSTABLE Westshire s Police and Crime Commissioner invites applications for the post of Chief Constable. The successful candidate will support the vision of the Police and Crime Commissioner to deliver a customer focused style of policing based on: Increasing the visibility and accessibility of policing services Embracing diversity, equality and respect for Human Rights Acting responsively to the public, their priorities and interests Reducing disorder, crime and fear of crime Improving performance in particular areas of concern to the public Maintaining and improving resilience and performance in relation to level 2 crime Developing and maintaining the very highest standards of communication with the Police and Crime Commissioner, Westshire Police s partners and the wider community. We are looking for a motivated and experienced senior officer to be part of our successful team and to play a leading role in the drive to maintain and improve performance by effective management and by working with other partner agencies to deliver strong collaboration. Westshire faces challenging times and we seek an individual who will embrace change and the opportunities it brings. Above all we seek leadership which will enthuse and motivate those around them. Applicants must have passed the Senior Police National Assessment Centre and successfully completed the Strategic Command Course. The appointment will be offered for a fixed term of up to 4 years at an annual salary of 142,143. The appointment will be subject to relevant legislation and to such other conditions as may be agreed by the Police and Crime Commissioner in relation to the appointment. Completed applications must be submitted by noon on Day/Month/Year Applications packs can be obtained by contacting Debbie Hutch, Office for the Police and Crime Commissioner: The Maltings, City Road, Sandford, Westferry, SD1 7PK (telephone: debbie.hutch@westshire.pnn.police.uk) The closing date for receipt of applications is Day/Month/Year. Westshire is committed to Equal Opportunities and would particularly welcome applications from members of minority ethnic groups, female applicants and people who consider themselves to be disabled. All applicants will be selected on an equal basis that determines their suitability to the post applied for. Version 2.0 Page 54 of 94 College of Policing 2015

55 Appendix F Example Application Cover Letter and Application Form April Version NOT PROTECTIVELY MARKED

56 Day/Month/Year Dear Appointment for Chief Constable, Westshire Police Thank you for your interest in our recent announcement that we are seeking a new Chief Constable for Westshire Police. Hopefully you are already aware that Westshire Police has made significant progress in recent months: crime is down, detections have increased and HMIC has acknowledged the improvements that have been made. Now, we are seeking an inspirational leader capable of building on these achievements to deliver further improvements. In order to assist you with your application we have enclosed a Job Pack that includes: Role Profile (Job Description and Person Specification) Competency Based Application Form* Equality and Diversity Monitoring Form* Management Vetting Form* Relocation and Benefits Package List of Key Contacts *To be returned as part of your application. We have also included: Police and Crime Commissioner s strategic vision and values Police and Crime Commissioner s Local Police and Crime Plan Annual Policing Report You should note the following key dates: The closing date for applications is noon, Day/Month/Year; the short listing will be complete by Day/Month/Year Those shortlisted will be invited to an interview on Day/Month/Year and the successful candidate will be required to attend a public confirmation hearing on Day/Month/Year. Completed applications should be marked Private and Confidential and sent by recorded delivery to: Debbie Hutch PCC s Office The Maltings City Road Sandford Westferry SD1 7PK Or ed to debbie.hutch@westshire.pnn.police.uk Version 2.0 Page 56 of 94 College of Policing 2015

57 If your appointment is confirmed the next stage in the process would be to seek medical clearance (which may include an examination) and security vetting. We look forward to receiving your application. Yours sincerely Police and Crime Commissioner Westshire etc. April Version NOT PROTECTIVELY MARKED

58 Application for the post of CHIEF CONSTABLE Westshire Police NAME OF APPLICANT: FOR OFFICE USE ONLY APPLICATION NO:... Date Received:... Version 2.0 Page 58 of 94 College of Policing 2015