Assessment Processes for the Strategic Command Course (AP for the SCC)

Transcription

1 Assessment Processes for the Strategic Command Course (AP for the SCC) Overview November 2018

2 College of Policing Limited Leamington Road Ryton-on-Dunsmore Coventry, CV8 3EN Publication date: September 2018 College of Policing Limited (2018) 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 or as expressly permitted by law. Anyone wishing to copy or re-use all or part of this publication for purposes other than expressly permitted by law will need a licence. Licence applications can be sent to SeniorSelection@college.pnn.police.uk Where we have identified any third-party copyright material you will need permission from the copyright holders concerned. Any other enquiries regarding this publication or to request copies in accessible formats please contact the Senior Selection team (SeniorSelection@college.pnn.police.uk) the College on or contactus@college.pnn.police.uk. The College of Policing Selection and Assessment business unit comply with the international standard ISO Assessment service delivery - procedures and methods to assess people in work and organisational settings - Part 2: Requirements for Service providers. Clients may wish to consider ISO Part 1: Requirements for the Client - as it may apply in their own organisation. Version 1.0 Page 2 of 23

3 Contents Overview... 4 Strategic Command Course (SCC)... 4 Overview of the AP for the SCC Exercise Design Process... 6 Context of the AP for the SCC Exercises... 6 Competencies and Values Assessed... 7 Application Form... 8 Overview of the AP for the SCC Exercises... 8 AP for the SCC Days Assessors Quality Assurance Director and Co-Directors Rating Scales Decision Making Results Feedback Information Sharing Candidate Information Letter Appendix A Appendix B Appendix C Version 1.0 Page 3 of 23

4 Overview The College of Policing, in partnership with NPCC (National Police Chiefs Council) and other key stakeholders, are playing an active role in helping the police service deliver its workforce and leadership strategies. This involves a range of activities to help identify and develop the future leaders of the Police Service. The Assessment Processes for the Strategic Command Course (AP for the SCC) include: Senior PNAC: For substantive Chief Superintendents or Superintendents who wish to attend the SCC and intend to go on to apply for Chief Officer level roles. Senior Police Staff Assessment Process: For police staff at the equivalent grade of Chief Superintendent or Superintendent who wish to attend the SCC and go on to apply for Chief Officer level roles. The AP for the SCC are designed to identify those who are capable of contributing to and benefitting from the SCC and being an effective chief officer. If you are successful at the AP for the SCC you secure a place on the Strategic Command Course (SCC). This course has been designed to develop the selected individuals to lead policing operations and organisations at chief officer level. This document is intended to assist your preparation, to inform you as to what will happen at the AP for the SCC and to outline what will be required of you. The AP for the SCC operates like an assessment centre; an assessment technique which employs multiple assessors and multiple assessment exercises in which you have opportunities to demonstrate the competencies and values deemed necessary for effective performance at chief officer level. When the final assessment is made, it is based on your performance over the whole of the AP for the SCC. Strategic Command Course (SCC) The SCC s overall aim is to develop senior leaders in law enforcement to lead policing operations and organisations locally, regionally and nationally, at chief officer level. The course provides a unique opportunity for senior police officers and staff and leaders from across the public sector to engage in a demanding and stretching leadership development programme. You will greatly benefit from the broad range of experience and perspectives shared by colleagues from within policing nationally and internationally and from partner organisations. The course is delivered through a combination of demanding strategic exercises, sessions led by inspirational speakers and support through student driven learning across the cohort. The inspirational speakers we use come from varied backgrounds internal and external to policing, who bring valuable personal experiences of leadership at the strategic level and academic expertise to help shape your development. Each element of the course is assessed, you will complete a range of assignments and tasks designed to expand your thinking and support the translation of learning back to the workplace. Version 1.0 Page 4 of 23

5 The SCC is one part of the overall leadership development of chief officers. All graduates of the course leave with a personal development plan to support your continuing professional development. Course Content The course is delivered in two modules Operational and Organisational Leadership. The key themes of Personal Leadership and Strategic Partnerships are explored throughout both modules. Dates The SCC will run from 14 th January to 22 nd March The SCC will start at 13:00hrs each Monday and will finish at 12:30hrs on a Friday. Time will be split between residential elements interspersed with assessed assignments and projects. A course briefing will be held on 26 th November In addition an Introduction to Command Skills briefing, for police staff and partners only, will be held on 27 th November Following the briefing, you will be allocated an executive coach who will work with you during the programme. There will also be a requirement to complete some self-study in preparation for the start of the programme. The course will be delivered in two residential (Monday to Friday) modules at the College of Policing, Ryton. The first module Operational Leadership will be delivered from 14 th Version 1.0 Page 5 of 23

6 January 8 th February The second module Organisational Leadership will be delivered from the 25 th February to the 21 st March 2019, with the Graduation taking place on the 22 nd March Police Officers from the UK also need to complete the Authorising Officer Course during the SCC period, this will be arranged for you and dates will be provided with the course joining instructions. Joining instructions will be sent shortly after the end of the AP for the SCC, please read these carefully and complete all requests as quickly as possible and by the deadlines to ensure we have everything in place for you at the start of the course. Specific questions relating to the course should be directed to the SCC team via scc@college.pnn.police.uk Overview of the AP for the SCC Exercise Design Process The Psychologists within the College of Policing team use a structured Exercise Design Model to develop the exercises for the AP for the SCC. The Exercise Design Model consists of a series of stages that each exercise goes through to result in a group of exercises that are reliable, valid, relevant and fair to all candidates. The design model starts with horizon scanning and progresses through a series of subsequent stages which include Subject Matter Expert interviews and shadowing, Stakeholder Consultation, Exercise Writing, Exercise Consultation, and a Pilot. Equality, Diversity and Inclusion advisors are involved during the development of the AP for the SCC. During the design process a range of senior police officers, police staff and key stakeholders from England, Northern Ireland, Scotland and Wales are consulted about the content of the exercises, and the marking guides, to ensure that the exercises are realistic and relevant to the target level. Context of the AP for the SCC Exercises When the exercises used at the AP for the SCC are developed, the College of Policing are conscious of differences across the policing landscape which mean that the environments and contexts of different police forces and jurisdictions across the UK are divergent. For example, the differences in accountability structures across the UK. To ensure that the exercises are applicable to all candidates, chief officers from across different jurisdictions and across a wide range of forces are involved in the development of the exercise content and assessor marking guide. However, the reality is that finding a common context for the exercises that fits everyone's exact experience is not possible. Version 1.0 Page 6 of 23

7 Feedback from chief officers across a number of different forces, including Police Scotland and PSNI was that in all of the exercises the content and issues that you are being asked to deal with are similar to issues you would be faced with in your day job as an ACC/Commander/ACO but that the context or environment is sometimes different. That said, the chief officers did not feel that this would be a disadvantage. It is important to note that whilst the context of the exercises may not reflect the context in your current role (eg, the size of the force may be different), they are realistic and could reflect the context in a role you may move to in the future. You are encouraged to focus on the content of what you are being asked to deal with in each exercise and think about where similar issues arise in a context you may be more familiar with, as well as the behaviours and values you might display to effectively address this. The guidance that assessors use is focused on the content of what you do and say rather than knowledge of the environmental context. An example to demonstrate equivalence and relevance of issues despite different terminology and context would be the differences in accountability structures. The accountability structures in each exercise are selected depending on what fits best with the context of the exercise material; this could be for example; a Police and Crime Commissioner (PCC), a Police Authority or Policing Board. It is important to note that in dealing with the tasks set in the exercise you are not required to demonstrate an understanding of the specific workings of these, but instead recognise the role of this person/group in holding the chief constable to account for the performance of the police force. Whilst references are made to organisations, functions or structures that vary between different jurisdictions/forces within the exercises, you can use whatever language/terminology you feel most comfortable with whilst in the exercises. Assessors have been made aware of this. For example, Basic Command Units (BCUs) or Divisions ; Crown Prosecution Service (CPS), Procurator Fiscal or Public Prosecution Service (PPS); and arrested or detained. A glossary of definitions of such terms has been collated for your reference (see Appendix A). Extracts of the glossary, determined by which definitions are relevant to the context, will also be included in the materials you receive during each exercise. Competencies and Values Assessed To ascertain if you meet the standards expected for the SCC at the assessment process you will be assessed against the Competency and Values Framework (CVF) for Policing. Within the CVF, each competency has three levels associated with it and at the assessment centre you will be assessed against level three. You will also be assessed against all four values. Version 1.0 Page 7 of 23

8 The competencies and values assessed are as follows: In order to ensure you are able to perform at your best at the AP for the SCC and more broadly in your policing career you are advised to use the CVF to prepare, alongside this overview document. Application Form Your application form will be made available to your assessors at the AP for the SCC to help them to understand your career history, qualifications, experience, strengths and development needs. Assessors will only see your application form after all the assessments have taken place. They are used to assist them in producing your feedback report. Overview of the AP for the SCC Exercises Using the CVF, a suite of exercises has been designed to assess your readiness to attend the SCC and progression into chief officer (or equivalent) roles. The exercises are carefully designed to reflect the responsibilities of chief officers and the types of skills needed to succeed on the SCC. The exercise design process considers the priority areas for policing (Appendix B) determined through the Stakeholder Consultation stage of the exercise design process. Police Officers will take part in five exercises and Police Staff will take part in three exercises Version 1.0 Page 8 of 23

9 The exercises are independently designed so that they measure a subset of the competencies and values in the CVF and that performance on any one exercise alone cannot dictate your success in the AP for the SCC. Consequently, it is important to try your best at every exercise as only when taken together will a full picture of your capability be understood and your suitability for the SCC at that particular moment in time be determined. For all the exercises (except for Presentation & Interview), you are assigned a role as an ACC/ACO set within a fictitious police force. General background information regarding the fictitious police force is provided in Appendix C. Further information regarding your role and the exercise setting will be provided in the candidate instructions in each exercise that you take part in. For all the exercises you will be provided with the material and stationery you need in that exercise so will not need to bring your own. In addition, for all the exercises clocks and/or timers will be provided for both the preparation and activity phases. The stop clocks in all exercises will be set to count down and the assessors/role actors for that activity will start the clocks. If you wear a smart watch you will be asked to turn it off and remove it for each exercise (preparation and activity). In order to aid your preparation for the AP for the SCC the table below outlines which areas of the CVF are assessed in each exercise at the AP for the SCC: Senior Police Staff Assessment Process Management Partnership Presentation & Interview Values: Impartiality Values: Integrity (Presentation) Values: Public Service Values: Transparency (Interview) Emotionally Aware Take Ownership (Interview) Collaborative Deliver, Support & Inspire (Presentation) Analyse Critically Innovative & Open-Minded Version 1.0 Page 9 of 23

10 Senior PNAC Chief Officer Briefing Management Media Partnership Presentation & Interview Values: Impartiality Values: Integrity (Presentation) Values: Public Service Values: Transparency Emotionally Aware Take Ownership (Interview) Collaborative Deliver, Support & Inspire (Presentation) Analyse Critically Innovative & Open-Minded (Interview) Version 1.0 Page 10 of 23

11 Chief Officer Briefing You will be given a pack of information from which to prepare for a 40 minute meeting (20 minute briefing and 20 minute Q&A) with two service assessors playing the role of chief officers. You will prepare in the same room as other candidates. During the preparation period, you will be asked to produce a typed two page briefing document as a summary of what you intend to say during your briefing. You will have 1 hour 30 minutes to prepare and produce the briefing document. After this time your briefing will be printed, a copy will be given to your assessors and you will also receive a copy. You will then have a further 20 minutes to prepare specifically for the briefing with your assessors. You will only complete this exercise if you are a police officer. You will be provided with a set of documents to work through in order to complete a number of written tasks. You will complete this exercise in the same room as all the other candidates on your intake. You will have 2 hours 30 minutes to complete a typed response to the tasks set. Your assessors will assess your response at a later time in a pairing of two external assessors. Management Media You will be provided with a pack of information from which to prepare for a live television interview with a professional journalist. You will have 20 minutes to prepare for the interview in the same room as other candidates. You will then be taken to the studio where you will be with the journalist for up to 10 minutes. You will be recorded for the whole time that you are in the studio. Your assessors will not be in the studio with you but will assess your recording at a later time in a pairing of one service and one external assessor. You will only complete this exercise if you are a police officer. You will be given a pack of information from which to prepare for a meeting with two individuals. The two individuals will be played by trained role actors. You will have 30 minutes to prepare in the same room as other candidates. You will then be taken to the meeting room where you will take part in the meeting for a maximum of 25 minutes. You will be assessed by one service and one external assessor who will be sat at the back of the room during the meeting. Partnership Presentation & Interview You will be given 30 minutes to prepare a presentation on a topic provided to you on the day. The presentation topic is on a contemporary policing subject and does not require detailed specialist knowledge. You will prepare in the same room as other candidates. You will then be taken to your assessors who assess you in a pairing of one service and one external assessor. You will have 10 minutes to deliver your presentation followed by a 10 minute Q&A about your presentation. The interview will last for 24 minutes with four interview questions (approximately 6 minutes per question) across two competencies/values. A combination of competencies and values will be assessed across each exercise and will be combined to award a single exercise mark. The matrix on the previous page shows the expected areas where competencies/values will be displayed, however you will be credited for demonstrating evidence of these competencies/values in any part of the exercise. Version 1.0 Page 11 of 23

12 AP for the SCC Days The following information provides an overview of the AP for the SCC day by day. Assessors Now you know what you re assessed in, the key question is who is assessing you? Your assessors are carefully trained by a group of Psychologists from the College of Policing before every intake of candidates. This training incorporates training on the principles and skills associated with the objective and fair assessment of others. Your assessors also receive training in the specific exercises used in the AP for the SCC, get to practice their marking on the exercises and agree the assessment standards for the exercises. This ensures that you receive a high quality experience when attending the AP for the SCC that is fair, objective and accurate to ensure all candidates receive equal opportunity and you can develop from the experience. For every exercise you will be assessed by two trained assessors. Your assessor team is made up of current serving chief officers (a reserve list of retired chief officers is held to assist where current serving officers may be unavailable in unforeseen circumstances) from forces throughout England, Wales, Scotland and Northern Ireland and people from outside of the police service that have worked at a senior level within the public, private or third sectors. Your team of assessors is allocated to your candidate group (usually up to 4 candidates), and they will be trained across all of the exercises; each assessor pairing assesses you on half of the exercises for your candidate group. That means when you attend the AP for the SCC you will be assessed by four specific assessors across everything. They are jointly involved in the decision making as to whether you are ready to attend the SCC. Additionally, irrespective of your specific marks your assessor group will complete feedback reports for you in each exercise to aid your personal development. In addition to the assessors there will be a number of other individuals on site when you attend the AP for the SCC. All of these individuals receive appropriate training in relation to Version 1.0 Page 12 of 23

13 the particular tasks and responsibilities they have at the AP for the SCC (eg, journalists, role actors, exercise coordinators, quality assurers and site coordinators). Quality Assurance The most important aspect of every AP for the SCC is the accuracy and consistency of assessment to ensure you are assessed fairly. To help achieve this, quality assurers review all elements of the assessment to monitor standards and to support assessors, ensuring the robustness of the process. You may see the quality assurers during your time at the assessment centre site as they will observe the exercises to ensure everyone is carrying out their role in line with their training. In addition, the overall management and administration of the AP for the SCC is overseen by the delivery team. Director and Co-Directors The role of the Directors at the AP for the SCC is primarily one of quality assurance, to ensure common standards are applied across all candidate groups, but also to ensure the process meets the requirements of the police service. The Service Director is Chief Constable Gareth Morgan. The Service Co-Directors are Chief Constable Anthony Bangham, Chief Constable Dee Collins, Chief Constable Craig Guilford, Chief Constable George Hamilton and Chief Constable Olivia Pinkney. The Directors attend the assessment processes to observe the exercises and ensure assessment standards are being applied appropriately, you may see them undertaking this role during your time on site. Rating Scales Assessors will use the ORCE (Observe, Record, Classify & Evaluate) model of assessment, which is a universally recognised and applied model for assessing. The model promotes objectivity and fairness in assessment. The assessors observe your performance and make a record of what you said and did; then they classify this evidence against the competency or value related criteria for the relevant exercise. Once assessors have done this they evaluate your performance in each competency or value area using an A to D Competency Grade scale (see overleaf). Assessors then award an overall exercise mark using a 1 6 Exercise Mark scale (see overleaf). Assessors initially decide upon grades and exercise marks for your performances independently of one another and then collectively agree final competency and value grades and an exercise mark for you for each exercise. Competency Grade Scale This scale requires assessors to evaluate both the quantity and quality (strength) of the evidence provided when awarding grades. Version 1.0 Page 13 of 23

14 A B C D Substantial positive evidence of the competency/value observed with regard to the quality and quantity of the evidence, and few or no areas for development observed. Positive evidence of the competency/value observed and some areas for development but on balance more positive evidence with regard to the quality and quantity of the evidence. Some positive evidence of the competency/value observed but on balance more areas for development with regard to the quality and quantity of the evidence. Substantial areas for development identified and little or no positive evidence of the competency/value observed, with regard to the quality and quantity of the evidence. Exercise Mark Scale The Exercise Mark Scale is used to award you an overall exercise mark for the exercise. The two statements at each point on the Exercise Mark Scale are intended to be considered together and not as separate statements Very Effective Task Performance The candidate performed the task very effectively and almost entirely achieved the aims of the exercise. Performance on competencies/values was exclusively high grades (eg, mostly As with some Bs). Effective Task Performance The candidate performed the task effectively and mostly achieved the aims of the exercise. Performance on the competencies/values was mostly high grades (eg, mostly Bs with some As, possible C). Satisfactory Task Performance The candidate performed the task to a satisfactory standard and met some of the aims of the exercise although some elements were not satisfactory. On balance performance on competencies/values was more high grades than low grades (eg, mostly Bs with some Cs). Just Below Satisfactory Task Performance The candidate performed the task to a below-satisfactory standard overall and did not quite meet the aims of the exercise, although there were some areas that were effectively handled. On balance performance on competencies/values was more low grades than high grades (eg, mostly Cs with some Bs). Ineffective Task Performance The candidate performed the task largely ineffectively and did not meet the aims of the exercise, although there were some areas that were acceptable. Performance on the competencies/values was mostly low grades (eg, mostly Cs and Ds, possible B). Very Ineffective Task Performance The candidate performed the task very ineffectively and did not meet the aims of the exercise, although there may have been some minor areas that were acceptable. Performance on the competencies/values was exclusively low grades (eg, mostly Ds with some Cs). Version 1.0 Page 14 of 23

15 Decision Making Once all assessments of your performances have been completed (this is after you have left the AP for the SCC) your performance is considered overall. This is done by collating all of the performance evaluations from all exercises completed during the AP for the SCC. The ratings obtained in the competency and values areas and exercises are considered by the four assessors that assessed you. This process is not purely a mechanical summing of marks; it aims to include all information available throughout all of the AP for the SCC, including performance on all exercises and competencies/values. No exercise or competency/value area carries more weighting than any other. You are not required to pass any one exercise or competency/value area; you are required to achieve satisfactory or above in the majority of exercises, competencies and values. You will not be competing against the other members of your group or intake, only against the set standard for the exercise (ie, if everyone in your group meets the standard then you all pass ). There are no quotas, so it is possible for all candidates to obtain a place on the SCC if they are successful. If you have previously attended an AP for the SCC you are required to follow the whole process; the assessors do not have access to any previous results or reports until after they have finalised the marking for each exercise you have undertaken. At this stage this information is provided to assist assessors in providing feedback and direction of possible future development you may consider. Results Whether you are successful or unsuccessful, the outcome of the AP for the SCC will be sent by in the evening the day after you finish the AP for the SCC. Once all candidate e- mails have been sent, other stakeholders including respective chief constables, force HR directors and SCC staff are notified of the results of all candidates. These s only contain information on whether the candidates were successful or unsuccessful overall not exercise specific results. Feedback You will receive a personalised written report on your performance at the AP for the SCC. This includes detailed feedback on your strength and development areas in each of the exercises that you undertake. This is produced by your assessing group. Once you have received your feedback report you will be given the opportunity to have a telephone feedback session with one of your service assessors to discuss your feedback report. Further information concerning the arrangement of this will be confirmed after the assessment centre. Version 1.0 Page 15 of 23

16 Information Sharing Whilst AP for the SCC feedback reports are owned by you, a summary of your overall performance and consequential development needs, produced by your assessors, is provided to your chief constable or equivalent. If you are successful, your application form, results and feedback will be made available to members of the Strategic Command Course (SCC) team to assist with your progress through the SCC. Previously the Application Form was also shared with the Senior Appointments Panel (SAP) and it is possible that this information may also be passed on to similar relevant audiences in the future, but only for the purpose of chief officer selection and where appropriate to do so. Candidate Information Letter Further details on all aspects of the AP for the SCC will be provided to you in your final letter which you will receive approximately four weeks prior to your attendance at the AP for the SCC. Version 1.0 Page 16 of 23

17 Appendix A Glossary of terms Some terms are referred to in this exercise that might have different titles or definitions across England and Wales, Scotland and Northern Ireland. Below is a definition of what is meant by these in this exercise. Care Act 2014 The Care Act 2014 sets out the statutory responsibility for the integration of care and support between health and local authorities within the United Kingdom. It outlines the way in which local authorities should carry out carer s assessments and needs assessments; how local authorities should determine who is eligible for support; how local authorities should charge for both residential care and community care; and places new obligations on local authorities. The Care Act is mainly for adults in need of care and support, and their adult carers. Clinical Commissioning Groups (CCGs) Code of Ethics Clinical Commissioning Groups (CCGs) were created following the Health and Social Care Act in 2012, and replaced Primary Care Trusts on 1 April CCGs are clinically-led statutory NHS bodies responsible for the planning and commissioning of health care services for their local area. They are a strategic group charged with health. In Wales and Scotland this would be similar to Health Boards. In Northern Ireland this would be similar to Health and Social Care Trusts. Commissioning is about getting the best possible health outcomes for the local population, by assessing local needs, deciding priorities and strategies, and then buying services on behalf of the population from providers such as hospitals, clinics, community health bodies etc. CCGs are responsible for the health of their entire population, and are measured by how much they improve health outcomes. Sets and defines the exemplary standards of behaviour for everyone who works in policing. It is used in the development of policies and procedures, making decisions and action planning within the police service. For England and Wales, this is the College of Policing s Code of Ethics. For serving PSNI Officers this is the PSNI Code of Ethics (2008) and for officers from Police Scotland is the Code of Ethics for Policing in Scotland. County Lines Cuckooing County Lines is a term used by government departments, law enforcement, local authorities and partner agencies to describe the use of mobile phone lines by gangs looking to extend their drug dealing activities into locations outside of their metropolitan home areas. The areas targeted for expansion are commonly more rural county towns. Cuckooing is the term used by government departments, law enforcement, local authorities and partner agencies to describe gangs using a local property, generally belonging to a vulnerable person as a base for their criminal activity. Acquiring of the property is usually by force or coercion. Health and The Health and Social Care Act 2012 puts clinicians at the centre of Social Care Act commissioning, aims to free up providers to innovate, aims to empower patients 2012 and gives a new focus to public health. Version 1.0 Page 17 of 23

18 Her Majesty s Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS) Independent Office for Police Conduct (IOPC) Her Majesty s Inspectorate of Constabulary and Fire and Rescue Service (HMICFRS) has a statutory responsibility to independently assess the effectiveness of police forces and policing activity in England and Wales and fire and rescue services in England. HMICFRS is independent of government, the police and fire and rescue authorities. The Independent Office for Police Conduct (IOPC) is the reformed police watchdog for England and Wales, previously known as the Independent Police Complaints Commission (IPCC). The IOPC investigates the most serious and sensitive matters involving the police, including deaths and serious injuries as well as matters such as allegations of corruption. It also oversees the complaints system in England and Wales and sets the standards by which complaints should be handled by the police. For Northern Ireland this is the Ombudsman and for Scotland this the Procurator Fiscal or Police Investigations and Review Commissioner (PIRC). PEEL Assessment Safeguarding Adults Board (SAB) PEEL is an annual assessment of police forces in England and Wales conducted by HMICFRS. Forces are assessed on their effectiveness, efficiency and legitimacy. They are judged as outstanding, good, requires improvement or inadequate on these categories (or pillars) based on inspection findings, analysis and Her Majesty s Inspectors (HMIs) professional judgment across the year. The pillars each comprise three or four questions that focus on core areas of the work of the police. Judgements are also applied to these questions. At the end of the PEEL year (in March), HMIs bring together all the judgements made throughout the year together with other findings and information to produce a rounded annual assessment of each force. The main objective of Safeguarding Adult Boards (SABs) as set out by the Care Act 2014 is to help and safeguard adults with care and support needs by leading adult safeguarding arrangements across its locality. SABs aim to make sure that all of the organisations involved have effective safeguarding policies and procedures and work together in the best way possible to protect adults at risks. In Scotland this would be similar to Adult Protection Committees. In Northern Ireland this would be similar to Safeguarding Partnerships. Version 1.0 Page 18 of 23

19 Appendix B Priority Areas Protecting vulnerable people from harm. 2. Tackling child sexual exploitation. 3. Countering terrorism. 4. Tackling sexual violence. 5. Tackling cybercrime. 6. Building, maintaining and expanding effective partnerships. 7. Upholding key policing principles, integrity and improving public confidence in policing. 8. Understanding and responding to increased demands. 9. Tackling serious organised crime. 10. Improving and expanding victim care. 11. Improving public confidence. 12. Increasing diversity and valuing difference. 13. Increasing the innovative use of technology. 14. Managing culture change. 15. Transforming and reforming services. Version 1.0 Page 19 of 23

20 Appendix C Background Westshire Police The information below is a reproduction of the Westshire Police Background Information contained in the Candidate Information Pack. It is provided here for reference but there is no requirement for you to read this again. WESTSHIRE POLICE Greater Strickfield Westshire Police Protecting Communities Westshire County covers an area of 425 square miles with a population of around 2.1 million. The county of Westshire is governed by Westshire Council. The county is then separated into three districts: Sandford, Fenley and Longheath. Carden Fenley Sandford Westshire Olton North Needleside Longheath Westshire is a largely rural county with the main towns of Sandford, Fenley and Longheath hosting the more densely populated communities. Sandford has a population of 916,000, the towns of Longheath has a population of 360,000 and Fenley has a population of 273,000. There are also two smaller towns of Olton and Carden. The county is served by Westshire Police with the policing areas split across authorities of Sandford, Fenley and Longheath. The county shares its borders with Greater Strickfield Police and North Needleside Constabulary. Our Vision Our vision is to prevent crime and protect people from harm. The vision is aligned to the National Policing Vision This sets out our plan for policing over the next ten years and has been agreed by PCCs and chief constables, as well other policing bodies, such as non-home Office forces, and sets out why and how the police service needs to transform by Our Values We use the College of Policing s Code of Ethics to affirm our commitment to delivering our services with the highest standards of integrity and professionalism. Version 1.0 Page 20 of 23

21 Our key values: Honesty and Integrity: we have an objective approach that is consistent and reflects the highest ethical standards. Professionalism: we consistently demonstrate the highest standards of occupational practice and behaviour. Fairness: we act impartially, treating all according to their needs. We treat all with dignity and value difference. Respect: we show consideration and courtesy to our community and our colleagues and respect for our Force. Our Strategic Objectives Putting the public first communicating with communities to build trust and confidence, increasing the visibility of the police and ensuring victims are given a quality service. Setting the example of honesty and integrity acting in line with the Code of Ethics, ensuring powers are used proportionately and effectively and being accountable for our actions. Protecting our communities from serious harm reducing crime by tackling the causes and protecting the people we serve. Personalising policing delivering a service which bests serves the needs of each community member we come into contact with. Improving our cost effectiveness reducing costs to protect valued services and keeping officers on the street, spending now to save in the future. Championing collaborative working continue working with local police forces and our partner agencies to provide the public with a cohesive effective response to their issues. Our Force The three local policing areas (Sandford, Fenley and Longheath) are divided into five Local Policing Units and 28 locally based Neighbourhood Teams that continue to serve our communities and work in local partnerships. We work with other criminal justice agencies and partners in the county to deliver the best possible service to the people of Westshire. The force employs 2134 police officers, 140 police community support officers, 1,600 police staff and 256 members of the Special Constabulary. The Chief Constable of Westshire Police is held to account for ensuring the best possible policing service delivery by the Westshire Police and Crime Commissioner (PCC). Westshire Police collaborates with, North Needleside Constabulary and Greater Strickfield Police on a range of policing areas to deliver capacity and capability in specialist and strategic areas of policing. We deal with more than 1700 incidents every day. Of all incidents reported to us: 40% relate to public safety and welfare (eg, civil disputes, concerns for safety, insecure premises) 27% relates to vulnerability (eg, missing persons, people who experience mental health problems or have learning difficulties) 13% relate to anti-social behaviour Version 1.0 Page 21 of 23

22 9% relate to crime (eg, sexual offences, theft, violence against the person, criminal damage) 9% relate to transport (eg, road related offences, road traffic collisions) 2% relate to other incidents or queries. Version 1.0 Page 22 of 23

23 Our Structure Version 1.0 Page 23 of 23