NOT PROTECTIVELY MARKED Specialist Police Post Recruitment V.4 May 2009 FORCE PROCEDURES. Specialist Police Post Recruitment Procedure

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1 FORCE PROCEDURES Specialist Police Post Recruitment Procedure Procedure Reference Number: Procedure Author: Diane Hall Procedure Review Date: May 2010 At the time of ratifying this procedure, the author is satisfied that this document complied with relevant legislation and Force requirements. Sign and date (Author(s)) Version 1 Not Protectively Marked 1

2 Procedure Index ELECTRONIC NAVIGATION: - move the cursor over the page number in the index or blue underlined text until a hand appears. Click the left mouse button once and it will jump to the specified part of the document. 1. Responsibilities The Recruitment Unit Areas / Departments Individuals Line Managers Guidance Advertising the Post Eligibility Applications Short listing... 6 Expressions of Interest... 6 Internal Application Forms Police Officers Interview Process Interview Questions Interview Scoring Appointments Procedure Aim Principles and Scope of the Procedure Aim of the Procedure Appeals Review Version 1 Not Protectively Marked 2

3 1. Responsibilities 1.1 The Recruitment Unit The Recruitment Unit will ensure that: All vacancies for specialist police posts are advertised in a fair and effective manner Short listing files are prepared and sent on a timely basis Personal information and documents are managed in a timely, professional and confidential manner 1.2 Areas / Departments Areas / Departments should: Effectively review vacancies as they arise and ensure the timely placement of advertisements Ensure the correct documentation is completed to advertise the vacancy Provide timely notice of interviews to allow candidates an adequate period to prepare themselves Notify the Recruitment Unit of the successful applicant once an appointment has been agreed Return all the completed recruitment paperwork to the Recruitment Unit for retention 1.3 Individuals Individuals should: Only submit an application for vacancies for which they are entitled to apply for, and hold the necessary qualifications and experience Submit application forms that are correctly completed with all the necessary information provided Provide early notification if they cannot attend for an interview or wish to withdraw their application at any stage Advise of any changes in circumstances that may affect their application 1.4 Line Managers Line Managers have a responsibility to: Endorse only applications for individuals that comply with the force s Attendance and Performance procedures and have completed any minimum tenure in their existing post Undertake all short listing activities and interviews in a professional and ethical manner Provide constructive feedback to candidates when requested to do so following interview panels Ensure that all recruitment paperwork is completed thoroughly and accurately Click Here to Return to Index Version 1 Not Protectively Marked 3

4 2. Guidance 2.1 Advertising the Post Cheshire Constabulary is committed to ensure that all vacancies for Specialist police posts are openly advertised except for those occasions where the force has a requirement to redeploy officers whose posts have become surplus OR who require medical redeployment A vacancy for the purposes of this procedure is defined as any substantive appointment or temporary posting of six months or longer duration For vacancies of less than six months the post can either be formally advertised and a temporary appointment made OR it can be filled locally using either: Acting up opportunities (for no more than 56 days or 2 calendar months) Use of additional hours or overtime Refer to appendix 1 that outlines the timescales and arrangements for Acting up and Temporary Promotions When appointing to acting or temporary positions in the first instance consideration should be given to those officers who are: Already through the corporate promotion process awaiting substantive promotion Formally registered their intention to seek promotion via the force s promotion policy Vacancies will only be advertised on receipt of a correctly completed Police Officer Vacancy Contract pro-forma (see Appendix 2) sent via the local Area / Department Human Resources Manager The Recruitment Unit commits to advertising any vacancy within 10 working days of receiving a correctly completed Vacancy Contract. (A service level of 10 working days ensures that all vacancies can be included on the weekly Authority to Advertise circular which is used to obtain advertising approval and to identify posts for the re-deployment of existing staff.) If the Vacancy Contract is received by the Recruitment Unit with incomplete information it WILL be returned, incurring delays in the advertising process The Vacancy Contract is a key document in the recruiting process as it contains the information necessary to produce and progress an advert including: Background to why the vacancy has arisen Employment terms for the post rank, permanent or temporary basis, full or part time hours and any allowances payable Confirmation that the role profile has been reviewed and is accurate to recruit against Short listing file contact and delivery information Contact point for candidates Post information number, budget and expenses codes Version 1 Not Protectively Marked 4

5 The Recruitment Unit will take responsibility for the wording of all adverts to ensure a corporate style is maintained and that all posts are advertised with the correct training and experience required for the role. 2.2 Eligibility All officers are eligible to apply for Specialist Police posts provided that they: Have been confirmed in the rank of constable Are of the rank for the post applied for, or are qualified to the rank by means of a promotion board Have completed any tenure period in their current post (exceptions to this are outlined in the Minimum Tenure Procedure). Candidates who will have completed their tenure within 3 months of the closing date of the post may apply but if successful must still serve the full tenure of their current post. Are not subject to any sanctions or actions under the Unsatisfactory Performance and or Attendance Procedures. Comply with the force criteria for sickness. 2.3 Applications Officers wishing to apply for a Specialist post vacancy should complete either the Internal Application Form Police Officer or the Expression of Interest form (200302b) as relevant to the vacancy being advertised. A completed form should be submitted with a copy of the latest appraisal to the applicant s line manager and Area / Departmental Leadership team for approval If an officer has not completed either the tenure period in their current post; or is subject to sanctions under the Unsatisfactory Performance Procedure; or they are outside of the Force attendance criteria their application should NOT be endorsed and the reasons for this explained to them by the line manager If the line manager or Area / Departmental Leadership team have any other reason not to endorse the application it should be clearly identified and explained on the application form and the officer informed Officers may still submit an application for a Specialist vacancy even if they are not supported by their line manager or Area / Departmental Leadership team however they should be aware that the application may not be sent for short listing dependant on the reason for non-endorsement It is the responsibility of the applicant to ensure that the relevant signatures are obtained with sufficient time to meet the vacancy closing date Each application is quality assured to ensure that the form is fully completed and has all the necessary approvals, if any information is outstanding a request is made for the relevant details Applications that are not endorsed by the Area / Department will not go forward to the short listing process unless the reason provided is that they cannot be released within a reasonable period of time. For these applicants their application will be short listed and if they are successful through the relevant stages the issues surrounding the release will be further reviewed. Version 1 Not Protectively Marked 5

6 2.3.8 Once the vacancy closing date has passed the Recruitment Unit will prepare the application forms received for short listing. 2.4 Short listing Expressions of Interest Expressions of Interest applications may be used for those vacancies where the full internal application form is not best suited, e.g. if the level of interest in the vacancy is expected to be low OR operational needs require an urgent temporary appointment etc For these vacancies all applicants will usually be considered for interview. In appropriate circumstances, selection may be made by using other objective method If there are too many applicants to interview they should be asked to complete an Internal Application form Police Officer and these then subjected to the normal short listing procedures. Internal Application Forms Police Officers The Recruitment Unit retains the personal information and equal opportunities monitoring forms to anonymise the application forms sent for short listing A short listing file is produced comprising of the anonymous application forms and a short listing matrix this file will then be sent to the named contact on the Advertising Contract using the method requested The short listing process MUST be completed by a minimum of TWO people from the interview panel (one of whom MUST be on the Staff Selection Register) It is important short listing is conducted fairly in a way that ensures the same selection criteria are applied to all applicants equally. It is at this stage of the process that the applicant pool is reduced to those candidates who are to be selected for interview The short listing criteria SHOULD be agreed prior to starting the process by considering what aspects of the role profile can be judged from the evidence submitted in the application form, without making assumptions The MINIMUM criteria to be used are the training / qualifications and experience from the role profile - this SHOULD NOT be weighted but assessed either as YES or NO If an applicant scores NO to the training / qualification or experience criteria they will automatically fail the short listing process and MUST NOT be invited for interview The behaviour areas can also be used to short list using up to a maximum of 6. If the behaviours are used as short listing criteria then Respect for Race and Diversity MUST be used If behaviours are used a weighting MUST be applied prior to the scoring process starting. The weighting does not have to reflect the behaviour letter on the role Version 1 Not Protectively Marked 6

7 profile (i.e A,B or C) but should reflect the importance of that behaviour to the role using: High - multiplies any score by 3 Medium - multiplies any score by 2 Low - multiplies any score by The short listing panel should review the evidence provided by each applicant for the behaviour area(s) identified for short listing. The evidence quality should be reviewed against the positive and negative indicators for the behaviour and a score allocated using: Very Good - score 4 Good - score 3 Acceptable - score 2 Some weaknesses - score 1 Unacceptable - score Applicant scores should be calculated by multiplying the evidence score by the weighting score to generate a score for each behaviour short listed against. A total score for each applicant should then be calculated by adding all the scores together A candidate that scores ANY area with a zero will automatically fail the short listing process and MUST NOT be invited for interview All candidates unsuccessful at short listing are entitled to ask for feedback on their application. 2.5 Interview Process On completion of short listing the appointing line manager MUST contact the Recruitment Unit to ascertain the names of the successful candidates to arrange the interviews For specialist police posts, the responsibility for arranging interviews belongs to the appointing Area / Department It is the responsibility of the Chair to ensure that the interview is conducted professionally and within force guidelines. The candidate should leave the interview believing that they have been assessed fairly, lawfully, efficiently and professionally The interview should be undertaken in an appropriate venue, free from noise and unwarranted interruption The panel MUST agree in advance of the interview the minimum acceptable scores against the criteria assessed - e.g. it may be appropriate that certain behaviours require a minimum score of 2 and a score of 1 or some weaknesses is not acceptable Panel members should take accurate and detailed notes of the answers given by each candidate to ensure that they have adequate information to effectively score the response. Version 1 Not Protectively Marked 7

8 2.5.7 A separate interview scoring matrix should be completed for each candidate to record summary evidence for each of the behaviour areas assessed during the interview. The matrix is an important document because it provides the basis for providing candidate feedback if requested It is important that all interview panel members sign the final interview scoring form confirming that they agree with the selection decision. If any panel member disagrees with the decision they SHOULD NOT sign the joint scoring matrix and a note made as to their reasons. 2.6 Interview Questions The purpose of interview questions is to provide a candidate with an opportunity to evidence their suitability and competence in undertaking the role It is important that all candidates are treated equally and that any questions asked can be asked equally of any applicant regardless of gender, ethnic origin, disability, religion, sexual orientation or age AND are specifically related to job requirements AND do not make use of assumptions based on the different strands of diversity The interview panel should meet prior to the interviews to discuss and agree the behaviour areas to be assessed and the questions that will be used to do this It is essential that all questions relating to the role profile are standard i.e. each candidate is asked the same question against the same criteria, however follow up questions will vary depending upon the initial responses given. 2.7 Interview Scoring The weighting and scoring of candidates at interview should be applied to each behaviour area in the same way as for short listing Each panel member should compare their scores and if there are any differences the evidence that led to the mark being given, discussed. The aim is that scores are agreed upon by the panel and recorded on a joint scoring matrix Where, an interviewer is unable to agree with the other panel members over a score a note of the reason should be recorded on the scoring matrix A candidate who scores "0" on any criterion will be regarded as unappointable The candidate with the highest score will be the successful applicant, assuming that they have scored at least the minimum acceptable score against each of the criteria If, at the end of the assessment process two or more appointable candidates have exactly the same score the panel MUST take the following steps: Review their scores again and confirm or otherwise that the scores are accurate. If, two or more candidates are still equal, the scores against the most heavily weighted items must be checked and if a particular candidate has scored higher on these then he/she is the candidate to be appointed. Version 1 Not Protectively Marked 8

9 2.8 Appointments It is the responsibility of the Appointing Manager to ensure that the successful candidate and also that the unsuccessful candidates are informed of the outcome All candidates are entitled to feedback following their interview and this should be raised with them when they are notified of their interview result, although the actual feedback can be given at a later date Release dates should be negotiated with the successful candidate s line manager. It is expected that the date of the effective move will not normally be more than 28 days from the successful applicant informing his/her line management Where successful candidates were not initially supported by their Area because they could not be released within a reasonable period, the issues should be reviewed to see if they are still applicable and alternative resourcing arrangements available Where candidates applied for the post within the last three months of a tenure period they must complete the full tenure of their current post before moving to the new role Once the candidates have been informed of their interview results the files should be returned to the Recruitment Unit where it will be retained for twelve months If, within six months the same post in the Area / Department becomes vacant the appointing line manager should contact the Recruitment Unit to review the applicants from the previous recruitment process If the qualification and experience of the role remain the same and the remaining next highest scoring candidate was appointable the line manager can appoint directly without re-advertising If the role has changed or the candidate remaining is not appointable then the line manager will be required to re-advertise the vacancy. 3. Procedure Aim 3.1 Principles and Scope of the Procedure Click Here to Return to Index This procedure applies to the recruitment of specialist police officer vacancies and is linked to the objective in the force s Human Resources Strategy, To recruit, promote, retain and deploy the right people in the right jobs at the right time, ensuring all legal, ethical, future planning and efficiency considerations are addressed Specialist police posts are defined for the purposes of this procedure as all posts other than; Neighbourhood Police Teams and Targeted Patrol Teams at the Constable rank Version 1 Not Protectively Marked 9

10 Targeted Patrol and Custody Unit teams at the Sergeant and Inspector ranks 3.2 Aim of the Procedure This procedure aims to enable the movement of police officers within the Force in a fair, robust and consistent manner, meeting both organisational needs as well as the individual aspirations of officers The procedure seeks to ensure that there are effective processes in place to prevent a particular Area/Department suffering unduly from excessive migration to other parts of the organisation This procedure aims to support line managers in selecting the most suitable person for the role by making recruitment and selection decisions based upon objective and defensible techniques, ensuring that the principles of Equality and Diversity are adhered to and that all appropriate legislation is reflected This procedure has links to other existing force procedures Working with Disability, Minimum Tenure Policy, Unsatisfactory Performance and Attendance and Managing Attendance The procedure is also written with an understanding of the requirement for recruitment and selection to be undertaken efficiently and effectively, delivering best value in terms of the people who are appointed and the processes which lead to their appointment. The selection and appointment of staff is a long-term investment and the associated policies and procedures should be viewed in that light. 4. Appeals Click Here to Return to Index 4.1 An applicant can appeal against a decision by their Area / Department not to support them if they feel the reason is not directly related to force policy and procedure. 4.2 If they wish to appeal they should submit their reasons for appeal in writing to the Head of Resourcing within seven days of the vacancy closing date, for the decision to be re-considered. 4.3 If this appeal is unsuccessful they can make a final appeal to the Director of Human Resources to review their case - the decision from this appeal is final. 4.4 The decision of the short listing and interview panels are final and there is no appeal process for candidates under this procedure. Click Here to Return to Index Version 1 Not Protectively Marked 10

11 5. Review 5.1 Reviews will be conducted annually for this procedure from the date of publication, with the first one been conducted as a desk top review and then in the second year as a full procedural review. 5.2 Each review will seek to consider: The procedure s effectiveness in the business area Changes to Legislation Challenges to the procedure Any identified inefficiencies in relation to implementation Impact on Diversity and Equality (High/Medium/Low on the Race Diversity Impact Assessment Template). Click Here to Return to Index Version 1 Not Protectively Marked 11

12 Appendix 1 Acting up and Temporary Arrangements Extract from PNB Circular 08/4 Advisory (June 2008) Acting up (temporary salary) 1. The provisions for compensating police officers who have performed the duties normally performed by a member of the force of a higher rank than his own are currently set out in the Police Regulations and determinations 2003, Regulation 27, Annex I. 2. The PNB considers that acting up arrangements are designed to meet short term needs. Periods of acting up should be used for covering a vacant higher rank and should not be viewed as a long term arrangement. 3. The PNB has agreed to amend the current qualifying periods for the federated and superintending ranks. Therefore with effect from the date of this circular all officers (federated ranks and superintending ranks) will have to perform the duties normally performed by a member of the force of a higher rank than his own for 10 complete days cumulative (in the case of a part-time officer 80 complete hours and an officer with variable shift arrangements qualifying shifts amounting in total to 80 hours) in a 12 month period before they can receive a temporary salary. A period of 12 months begins on 1 April - as currently detailed in Annex I. 4. As set out in Annex I: where a member of a police force on his last scheduled working day in any year is required to perform the duties normally performed by a member of the force of a higher rank than his own and is paid in respect of that day a temporary salary and on the first scheduled working day of the following year continues for the complete day to perform such duties he shall be paid, in respect of that day and any further complete days which together form a continuous period, as if that day or days had formed part of the previous year. 5. The PNB supports the use of acting up for short periods of time to cover for shortages within higher ranks. In accordance with this principle the PNB has agreed to introduce a 56 day maximum period (2 calendar months) for all federated and superintending rank officers performing the duties normally performed by a member of the force of a higher rank than his own. The 56 day maximum period is calculated in accordance with paragraph 7 of this agreement and should not be exceeded. The 56 day maximum should only be breached if the individual is not qualified for promotion and/or during a rare occasion a chief constable is required to respond to an overwhelming operational emergency that requires an immediate application. For an explanation of qualified see paragraphs 12 and 13. Forces should not artificially curtail a period of acting duties in order to avoid temporarily promoting an officer. 6. The 10 day qualifying period (whether or not continuous) set out in paragraph 4 above is included in the calculation of the 56 day maximum; (so that the remainder of the 56 day period must be continuous from day 11 to 56). For the purposes of calculating the 56 day period continuity is preserved in the circumstances where a member of a police force who is required to perform the duties normally performed by a member of the force of a higher rank than his own is not at work as a result of a routine short term absence i.e. no more than 10 working days, e.g. rest days, sickness absence, annual leave. Version 1 Not Protectively Marked 12

13 7. A chief superintendent can be temporarily promoted to ACC/commander regardless of whether or not they have attended the Strategic Command Course, as is currently the case. Therefore, after 56 days they should be moved from acting duties to temporary promotion. 8. The PNB is aware that some officers have been acting up for long periods of time. Authorities/forces need to ensure that a shortage of available officers to undertake temporary promotion does not result in the need to rely on long-term acting arrangements to provide cover for the higher ranks. Forces should not routinely breach this guidance and should look to find ways of resolving any shortages in available officers able to undertake temporary promotion wherever possible. 9. A period of acting up service at the higher rank counts towards the substantive rank but not the higher rank if promoted at a later date. Temporary promotion 10. Temporary promotion should be used when a shortfall has been identified in a particular rank which is likely to be for a lengthy period of time. e.g. maternity leave cover, ill health absence, new projects/workstreams etc. Temporary promotion does not have a defined cut off point and therefore can provide key experience of performing the duties of the higher rank over a longer time period than acting up. 11. The Police Promotion Regulations 1996 (as amended) cover arrangements for temporary promotion. Regulation 6 (as amended) states that a member of a police force who is required to perform the duties of a higher rank may, even if there is no vacancy for that rank, be promoted temporarily to it, but in the case of promotion to the rank of sergeant or inspector only if he or she has obtained both a pass in Part 1 of the qualifying assessment and either a pass in Part IIA of the qualifying assessment or have commenced the period of work based assessment under Part IIB. Temporary promotion arrangements for chief inspectors are covered at Regulation 27, Annex J of the Police Regulations and determinations Police Regulations and determinations 2003, Regulation 27 Annex J (and Scottish and Northern Ireland equivalents) will be amended to ensure that all federated and superintending rank officers who perform duties of a higher rank for 56 days will, subject to passing the qualifying assessments as stated in the Police Promotion Regulations 1996 (as amended), be temporarily promoted to the higher rank and paid on the point the individual would be entitled to if permanently promoted. Not withstanding, that if it is anticipated at the outset that the time spent in the higher rank will exceed 56 days the officer will be temporarily promoted at that time. Version 1 Not Protectively Marked 13

14 Appendix 2 - Police Officer Vacancy Contract Post title: Area or Department: Rank: Located at: Is the vacancy permanent or a secondment? (please select from the list). If a Secondment for how long: Is it full time or part time? (please select from the list). If part time on what basis (Days / hours): Number of posts to be advertised? Does the post involve shift working? (please select from the list) No Does the post involve week end working? (please select from the list) No Are there any allowances payable with this post? Reason for the vacancy: (please select from the list). If, Other please explain: Name of previous post holder: Date of leaving: Has the post(s) been advertised within the last six months? (please select from the list). If YES when: Version 1 Not Protectively Marked 14

15 Role Profile: The recruitment and selection process cannot begin without a current role profile. Please check that the role profile on Looking Glass is up to date and reflects your needs from a successful candidate. I can confirm that the role profile is correct: Yes No If no please state the changes required below to either the scope, training or qualifications, experience, activities or behaviours Advertising: The Recruitment Unit will advertise your vacancy within 10 working days of receiving the completed form. The closing date of the vacancy will be decided by the Resourcing Unit in consultation with the Human Resource Manager. Please indicate below any important points or wording which you feel should be emphasised in the advertisement that is not reflected in the role profile scope. What type of application form do you want to receive? Internal Application (Specialised Duties) If Other Please state what Vacancy File Contact: Contact Point for the vacancy file: How should the file be forwarded: (please select from the list) Internal Post Please state the address for the file to be sent to OR the name of the person who will be collecting the file: Version 1 Not Protectively Marked 15

16 Appointment: Will appointment be subject to any additional checks or tests? (please select from the list). If OTHER please provide further details: Please provide the name and extension number of a contact for queries regarding this vacancy: Name: Extension: Please provide a name and extension number if you are prepared to talk with potential applicants who may wish to discuss the post further: Name: Extension: This section to be completed by Area HR / Resource Manager Amendments to Line Manager Request: Please use this space to inform the Resourcing Unit of any changes you want to make to the instructions provided by the line manager. Post Details: Post Number: Cost Centre Code: Expense Code: Print name: This section MUST be completed to confirm authorisation has been given to advertise this post. Date: Please ensure all sections are completed before ing to the Adverts mailbox Version 1 Not Protectively Marked 16

17 Procedure Review Form Title: Specialist Police Post Recruitment Procedure Procedure Author: Diane Hall Tel. Ext.: 4025 Procedure approved by: Staff & Leadership Policy Board Linked to Policy: HR Management Recruitment, Selection & Promotion Date Approved: 23 rd April 2009 Procedure Review When was the procedure last reviewed? February 2006 Is this procedure still required? Yes If No, contact Business Management to Could this procedure be No consolidated with another? Does this procedure involve significant change to working practices that will have a resultant impact on service delivery, budget or operational risk? What forms are linked to this procedure? archive the document If Yes, contact Business Management to arrange a joint review No If Yes, inform Business Management Vacancy Contract Police this is not a force template and is controlled by the Recruitment Team no amendments needed Has the procedure considered the following? What evidence is in the procedure to support this? Resource implications YES Small resource implication in ensuring the applications are checked for approval, however this process should already have been done as part of the existing agreements. Finance implications YES Consideration has been given but there are no implications associated with this revised procedure IT Service implications YES Consideration has been given but there are no implications associated with this revised procedure Procedure Owner Sign Off I authorise this procedure for publication / I have forwarded the procedure to an ACPO member for consideration * Delete as appropriate Procedure Owner: Staff and Leadership Board Signed Date: 23 rd April 2009 ACPO Member Sign Off I authorise this procedure for publication / I do not authorise this procedure for publication * Delete as appropriate ACPO Member: Signed Date: Version 1 Not Protectively Marked 17

18 List legislation relevant to the procedure: Procedure Human Rights Review Human Rights Compliance Assessment Has any of the legislation / case law changed since the last review? Has procedure changed since last review? RIPA / PACE / CPIA Other: Sex Discrimination Act, Race Relations Act, Disability Discrimination Act, Employment Equality (Religion or Belief) Regulations, Employment Equality (Sex Discrimination) Regulations Employment Equality (Age) Regulations, Rehabilitation of Offenders Act, Asylum and Immigration Act YES NO If No to both questions then previous compliance test stands As a result of the application of the procedure, which Articles are likely to be infringed? 8 Respect for private and family life Yes 9 Freedom of thought, conscience and religion No 10 Freedom of expression No 11 Freedom of assembly and association No For each Article infringed, identify the legitimate aim(s) that justify the infringement: Legitimate Aim Article 8 Article 9 Article 10 Article 11 National Security N/A Public safety Economic wellbeing of country N/A N/A N/A Prevention of crime and disorder N/A Protection of public order N/A N/A N/A Territorial integrity N/A N/A N/A Protection of reputation and rights of others N/A N/A N/A Preventing disclosure of information received N/A N/A N/A in confidence Maintaining authority and impartiality of N/A N/A N/A judiciary Protection of health or morals Protection of rights and freedoms of others N/A Is the interference the least intrusive option to achieve the identified legitimate aim? Is the interference justified and proportionate with regard to the identified legitimate aim? Is the interference identified applied in a non-discriminatory manner? Are decision making processes and outcomes of actions documented? Yes Yes Yes Yes Version 1 Not Protectively Marked 18

19 Section A Procedure Race and Diversity Impact Assessment Title of Procedure: Specialist Police Post Recruitment Has a Diversity Impact Assessment been previously completed? If Yes, when and was it H/M/L? If No, go to Section B Has the procedure changed sufficiently to require a further impact assessment? If Yes, go to Section B. If No, go to Section C NO Not done before If no impact assessment has been completed or a further assessment is required, complete the following flowchart to identify whether the procedure has a potentially Low / Medium / High impact and bear in mind the recognised 6 strands of diversity: Minority Ethnic communities including asylum seekers and Gypsies Gay, Lesbian, Bisexual and Transgendered members of the community Age Religion Gender Disability Section B Please complete the following flowchart and put an X in the box next to the score you have assigned the procedure: YES Does the procedure only relate to an internal process? NO Does the procedure affect staff employment / development? YES NO LOW Could the procedure be applied with discretion that might discriminate against a minority group? Is data with minority indicators collected? YES NO Ensure monitoring procedures are in place and then re-answer the question NO YES YES Is data with minority indicators collected? NO Does the procedure show the potential for discrimination? YES YES Does the procedure show the potential for discrimination? Could application of the procedure affect community relations? NO Are all reasonable safeguards and processes in place to ensure any potential discrimination is minimised? NO YES NO YES NO MEDIUM X HIGH MEDIUM LOW Version 1 Not Protectively Marked 19

20 If on completion of the flowchart you consider that the initial impact assessment should be raised then please re-grade the impact as High or Medium. Initial Impact Assessment raised? No Section C - Race and Diversity Impact Assessment 1. Does this activity present an opportunity for improving race/community/disability/ age/gender or sexual orientation relations? If so, how? 2. Is there public/political concern in relation to race/disability/age/gender/ sexual orientation/community issues attached to this activity? If so, what are those concerns? 3. What other sources of information have been used in the development of this procedure i.e. HMIC Inspection Reports, Home Office Circulars? 4. Does the procedure relate to the use of a statutory power? If so, under what circumstance could discrimination be acceptable? 5. What data collection process exists for this procedure? How is the data monitored to ensure that the impact is not discriminatory or disproportionate? e.g. use of community intelligence. If reviewing the procedure what are the results of the monitoring? 6. What evidence is there that actions to address any negative effects in one area may affect other areas of equality? 7. When the Race and Diversity impact assessment has included consultation, who was consulted? (Include a summary of the key points) 8. Has the procedure been altered following the consultation? No Yes - we ensure we are compliant with employment legislation and home office guidelines when processing applications to ensure all applicants are treated fairly and equally. Force Human Resource strategies, Disability Equality Scheme and Employment legislation, Home Office circular 59/2004 and home Office guidance Disability and the Police No Data is collected at the application stage by asking individuals to self declare their ethnicity, gender, religion and age for monitoring purposes across the process The Diversity Advisory Unit had an opportunity to comment during the procedure consultation process and did not identify any negative effects Diversity Advisory Unit Yes minor changes only (Include a summary of the key changes) 9. Has feedback been given to the groups involved in the consultation? I confirm that this procedure is compliant with the Constabulary s commitment to Equality and Diversity. Approved by Diversity Advisory Unit Name: Debbie Ardern Date: Version 1 Not Protectively Marked 20

21 Procedure Health and Safety Health and Safety Assessment If required, guidance for this section should be sought from the Force Health and Safety Advisor. Who will be affected by this Procedure? Police Employees and Public Are any of the existing generic risk No Details if Yes assessments affected by this Procedure? Is a new risk assessment required by this No Details if Yes procedure? Does this procedure require revised No Details if Yes Health and Safety training for Staff? Does this procedure require revised equipment for Staff? No Details if Yes I confirm that this procedure is compliant with Health and Safety legislation and regulations. Approved by the Force Health and Safety Department Name: Date: Procedure Quality of Service Commitment Quality of Service Commitment The National Quality of Service Commitment sets out the standards and services the public can expect when they make contact with the police. Further information is available on Looking Glass by clicking here Is it possible that this procedure may impinge upon quality of service and specifically a National Quality of Service Commitment? Yes If YES answer the following questions, for each commitment affected state whether it is in a positive or negative way and give details Making it easy to contact us Yes Recruiting experienced officers to support the force achieving its priorities Providing a professional and high quality service Yes Recruiting experienced officers to support the force achieving its priorities Dealing with your initial contact No Keeping you informed Yes Recruiting experienced officers to support the force achieving its priorities Ensuring your voice counts No Victims of Crime No Other service commitments No Complaints No What changes, if any, have been made to the procedure to reduce an adverse impact on quality of service? If the procedure adversely affects quality of service, can it be justified because of the overall objectives? Not Applicable Version 1 Not Protectively Marked 21

22 Procedure Victims Code of Practice Victims Code of Practice The Code of Practice for Victims is a statutory requirement and establishes the minimum service levels to be given to any person who has made an allegation to be the victim of a crime to the police or has had such an allegation made on their behalf. Further information is available on Looking Glass by clicking here Is it possible that this procedure may impinge upon the service provided to No victims of crime and, specifically, compliance with the Victims Code? If YES answer the following questions, for each commitment affected state whether it is in a positive or negative way and give details Persons entitled to receive services Yes / No under the Code Vulnerable or Intimidated victims Yes / No Crime Reporting, Assessment and Yes / No Victim Support Investigation Yes / No Family Liaison Officers Yes / No Arrest and Bail Yes / No Decisions to bring Criminal Yes / No proceedings Bailing of Persons to Court Yes / No Other disposal methods Yes / No Youth Offending Teams Yes / No Requests from the Criminal Injuries Yes / No Compensation Authority and/or the Criminal Injuries Compensation Appeals Panel Information about the Criminal Cases Yes / No Review Commission What changes, if any, have been made to the procedure to reduce an adverse impact on the service given to victims of crime and to maintain compliance with the Code? If the procedure adversely affects the service given to victims of crime and compliance with the Code, can it be justified because of the overall objectives? Not Applicable Procedure Management of Police Information Management of Police Information (MoPI) The "Management of Police Information" (MoPI) Guidance follows the publication in July 2005 of a Code of Practice on the management of police information developed by the Home Secretary under the Police Act This Statutory Code was part of the government's response to the recommendations of the Bichard Inquiry into the circumstances surrounding the tragic murders in Soham and was designed to provide a common national framework for the management of police information, highlighting the importance of common standards in high risk areas of activity. The Force has a duty to be MoPI compliant in all business areas by 2010 and will be Version 1 Not Protectively Marked 22

23 subject to HMIC inspection thereafter. To support this, the procedure has been developed in accordance with the Force Information Management Strategy, MOPI Guidance and Codes of Practice. Further information is available on the Force Information Centre by clicking the above links. Does the procedure deal with the collecting, recording, evaluating, sharing, retaining or disposal of police information? If so, does it contain documented guidance covering roles and responsibilities? Yes, there is a detailed section on responsibility and the recording and disposal of information. I confirm that this procedure is compliant with the Management of Police Information Guidance 2006 Approved by Name: MOPI Mailbox Date: Procedure Freedom of Information Freedom of Information The Freedom of Information Act 2000 requires that all public authorities develop and maintain a publication scheme. Cheshire has adopted the ACPO publication scheme model. This requires that force policies and procedures are routinely made available to the public on the force website. Approved by Procedure Author (please complete one of the following statements) This document is considered by the Author to be suitable for publication Name: Diane Hall Date: Approved by Freedom of Information Officer I confirm that this procedure is compliant with the Freedom of Information Act Name: No Response Date: Procedure Data Protection Data Protection The Data Protection Act applies to personal data. This is defined as information relating to a living individual, who can be identified either from the information itself or indirectly by combining the information with other data available. All personal data must be dealt with in accordance with eight Data Protection Principles. I confirm that this procedure is compliant with the Data Protection Act Approved by Data Protection Officer Name: Data Protection mailbox Date: Procedure Force Solicitor s Office Vetting Force Solicitor s Office Procedure Vetting I am also satisfied that this procedure does not disadvantage the Force or place it in a position of legal vulnerability. I have reviewed this procedure and can confirm that in my opinion all engagement of articles from Human Rights Act are lawful, proportionate and necessary. Approved by the Force Solicitor s Office Name: Force Solicitors Mailbox Date Version 1 Not Protectively Marked 23

24 Procedure - Risk Management Risk Management Does the procedure have any impact on organisational risk? Organisational risk includes anything that has the potential to impact upon the Constabulary s assets, earnings, reputation, performance or personnel. An example of this could be where the Constabulary decides not to adopt national guidance in the application of its procedure. Assists with risk management in ensuring that all police officers entering the force are vetted and suitable for their role Procedure Values Check Values Checklist The force has developed a set of core values which should be reflected in all our policies and procedures so the values can be systematically embedded in our daily tasks and processes. A Values Checklist has been developed to assist staff who are writing a new or updating an old procedure to provoke ideas that may not have been previously considered. I confirm that this procedure is compliant with the Force Values. Name: Diane Hall Date: May 2009 Procedure Promotion and Distribution Promotion and Distribution How will staff be made aware of the procedure? Entry in Weekly Orders and on the intranet plus all vacancy packs will include an information leaflet making people aware of the new procedure and where it can be found for reference. For the first 3 months an extract will be included of the guidance section Version 1 Not Protectively Marked 24