NOT PROTECTIVELY MARKED FORCE PROCEDURES. Standards of Professional Behaviour Police Staff

FORCE PROCEDURES Standards of Professional Behaviour Police Staff Procedure Reference Number: 2009.36 Procedure Author: Joanne Jones, HR Manager Procedure Review Date: June 2011 At the time of ratifying this procedure, the author is satisfied that this document complied with relevant legislation and Force requirements. Sign and date J Jones, June 2009 (Author(s)) Police Staff Standards of Professional Behaviour NOT PROTECTIVELY MARKED 1

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... 3 1.1 Staff... 3 1.2 Line Managers... 3 1.3 Human Resources... 3 1.4 HR Managers... 3 1.5 Area Commander/Head of Department... 4 2. Guidance... 4 2.1 Introduction... 4 2.2 Standards of Professional Behaviour... 5 3. Procedure Aim... 10 4. Appeals... 10 5. Review... 10 Police Staff Standards of Professional Behaviour NOT PROTECTIVELY MARKED 2

1. Responsibilities 1.1 Staff NOT PROTECTIVELY MARKED Should ensure they comply with the Forces standards of professional behaviour. Understand and promote the Force s values, namely, Integrity, Professionalism, Service, Compassion and Fairness and Equality at all times. Take personal responsibility for their learning and development and work performance. 1.2 Line Managers Line Managers have a particular responsibility to maintain standards of professional behaviour by demonstrating strong leadership and by dealing with conduct which has fallen below these standards in an appropriate way, such as by management action or through the managing performance procedure. Above all else managers should lead by example. Ensure staff are aware of the force s values and standards of professional behaviour expected in accordance with code of conduct through for example induction programmes, Performance Appraisal and monthly one to one meetings. Undertake the day to day monitoring and management of their staff. This responsibility is key in the successful management of staff and in most cases, minor conduct or performance issues should always be dealt with by managers on an on-going basis rather than let issues escalate so formal action is needed. If the Managing Performance Procedure is being utilised, to ensure that staff are dealt with in a professional, fair and consistent manner. Ensure conduct issues are dealt with as expediently as possible. 1.3 Human Resources Through Human Resources the Force has a responsibility to keep police staff informed of changes to terms and conditions of employment, laws/legislation, local policies, and procedures also to provide training and familiarisation when such changes necessitate. Will review the procedure periodically to reflect any changes made by the Police Staff Council. Will record and monitor any cases of conduct dealt with through the Managing Performance Procedure. 1.4 HR Managers Professional guidance and advice is given to line managers dealing with a member of staff under the Managing Performance Procedure. Provide guidance on the standards of behaviour for police staff. Police Staff Standards of Professional Behaviour NOT PROTECTIVELY MARKED 3

1.5 Area Commander/Head of Department Promote the Force s values, namely, Integrity, Professionalism, Service, Compassion and Fairness and Equality at all times. Each Area Commander or Head of Department is responsible for the application of this procedure within his or her Area or Department and will authorise specific senior line managers to take action on his or her behalf. Throughout this process the advice and support of Area/HQ HR Managers should be taken. However they are not responsible for completing any part of the investigation. 2. Guidance 2.1 Introduction Click Here to Return to Index 2.1.1 Public confidence in the police depends on police staff demonstrating the highest level of personal professional standards of behaviour. The standards set out below reflect the expectations that the police service and the public have of how police staff should behave. They are not intended to describe every situation but rather to set a framework which everyone can easily understand. They enable everybody to know what type of conduct by a member of police staff is acceptable and what is unacceptable. The standards should be read and applied having regard to this guidance. 2.1.2 The standards of professional behaviour also reflect relevant principles enshrined in the European Convention on Human Rights and the Council of Europe Code of Police Ethics. They apply to all police staff and to those subject to suspension. 2.1.3 The standards set out below do not restrict the discretion police staff; rather they define the parameters of conduct within which that discretion should be exercised. A breach of these standards may damage confidence in the police service and could lead to disciplinary action, which in serious cases may result in dismissal. 2.1.4 The public have the right to expect the police service to protect them by upholding the law and providing a professional police service. Police staff have the right to a working environment free of harassment, inequality or discrimination from others within the service and members of the public. The police service will proactively support such a working environment. 2.1.5 In carrying out their work in accordance with these standards, police staff have the right to receive the full support of the police service. It is recognised that the ability of police staff to carry out their work to the highest professional standards depends on the provision of appropriate training, status, pay and reward, equipment and management support. 2.1.6 The police service has a responsibility to keep police staff informed of changes to terms and conditions of employment, laws/legislation, local policies and procedures also to provide training and familiarisation when such changes necessitate. Police Police Staff Standards of Professional Behaviour NOT PROTECTIVELY MARKED 4

staff have a duty to keep themselves up to date on the basis of the information provided by the employer, as far as it relates to them personally. 2.1.7 Where these Standards of Professional Behaviour are being applied in any decision or disciplinary process, they shall be applied in a reasonable, transparent, objective and proportionate manner. Due regard shall be paid to the nature and circumstances of the individuals conduct, including whether his or her actions or omissions were reasonable at the time of the conduct under scrutiny. 2.1.8 This guidance gives examples to help police staff interpret the standards expected in a consistent way. They are not intended to be an exclusive, prescriptive or exhaustive list. 2.1.9 Where the Managing Performance Procedure is being used, it is important to identify the actual behaviour that is alleged to have fallen below the standard expected of an individual, with clear particulars and evidence describing that behaviour. 2.1.10 This procedure should be read in conjunction with the Managing Performance Procedure. 2.2 Standards of Professional Behaviour 2.2.1 Honesty and Integrity Police staff are honest, act with integrity and do not compromise or abuse their position. Police staff act with integrity and are open and truthful in their dealings with the public and their colleagues, so that confidence in the police service is secured and maintained. Police staff do not knowingly make any false, misleading or inaccurate oral or written statements or entries in any record or document kept or made in connection with any police activity. Police staff never accept any gift or gratuity that could compromise their impartiality. During the course of their work police staff may be offered hospitality (e.g. refreshments) and this may be acceptable as part of their role. However, police staff always consider carefully the motivation of the person offering a gift or gratuity of any type and the risk of becoming improperly beholden to a person or organisation. It is not anticipated that inexpensive gifts would compromise the integrity of a member of police staff, such as those from conferences (e.g. promotional products) or discounts aimed at the entire police force (e.g. advertised discounts through police publications). However, all other gifts and gratuities must be declared in accordance with local force policy where authorisation may be required from a manager, Chief Officer or Police Authority to accept a gift or hospitality. If an individual is in any doubt then they should consult with their manager. Police Staff Standards of Professional Behaviour NOT PROTECTIVELY MARKED 5

Police staff never use their position or force identification card to gain an unauthorised advantage (financial or otherwise) that could give rise to the impression that the individual is abusing his or her position. An identification card is only for identification or to express authority. 2.2.2 Authority, Respect and Courtesy Police staff act with self-control and tolerance, treating members of the public and colleagues with dignity, respect and courtesy. Police staff do not abuse their powers or authority and respect the rights of all individuals. In carrying out their roles, police staff should never abuse their authority or the powers entrusted to them. They have been given specific powers and responsibilities due to the complex and difficult situations they deal with. The public have the right to expect that such powers are used professionally, impartially and with integrity, irrespective of an individual s status. Police staff do not harass or bully colleagues or members of the public. Police staff do not, under any circumstances inflict, instigate or tolerate any act of inhuman or degrading treatment. Police staff, recognise that some individuals who come into contact with the police, such as victims, witnesses or suspects, may be vulnerable and therefore may require additional support and assistance. Police staff use appropriate language and behaviour in their dealings with their colleagues and the public. They do not deliberately use any language or behave in a way that is offensive or is likely to cause offence. 2.2.3 Equality and Diversity Police staff act with fairness and impartiality. unlawfully or unfairly. They do not discriminate Police staff respect all individuals and their traditions, beliefs and lifestyles provided that such are compatible with the rule of law. In particular police staff do not discriminate unlawfully or unfairly when exercising any of their roles, discretion or authority. Police staff pay due regard to the need to eliminate unlawful discrimination and promote equality of opportunity and good relations between persons of different groups. Supervisors and managers have a particular responsibility to support the promotion of equality and by their actions to set a positive example. Police Staff Standards of Professional Behaviour NOT PROTECTIVELY MARKED 6

2.2.4 Use of Restraint NOT PROTECTIVELY MARKED Police staff only use restraint as part of their roles and responsibilities to the extent that it is necessary, proportionate and reasonable in all the circumstances. Police staff in specific designated roles may need to use restraint in carrying out their work. It is for the individual to justify his or her use of force but when assessing whether this was necessary, proportionate and reasonable, all of the circumstances should be taken into account and especially the situation which the individual faced at the time. Police staff use restraint only if other means remain ineffective or without any realistic prospect of achieving the intended result. As far as it is reasonable in the circumstances police staff act in accordance with their training in the use of restraint, i.e. by applying the management/conflict resolution model to decide what restraint may be necessary, proportionate and reasonable. Section 3 of the Criminal Law Act 1967 makes it clear that force may only be used when it is reasonable in the circumstances. Police staff respect everyone s right to life and do not, under any circumstances, inflict, instigate or tolerate any act of torture, inhuman or degrading treatment or punishment. 2.2.5 Instructions Police staff only give and carry out reasonable instructions. Police staff follow all reasonable instructions and abide by force policies. Police staff do not give or carry out instructions which an individual would conclude were unreasonable. Two factors should be considered when assessing if it was reasonable not to follow an instruction. First of all, was the instruction reasonable having regard to all the circumstances and secondly, did the individual have a good and sufficient reason not to comply having regard to all the circumstances and possible consequences. Police staff, to the best of their ability, support their colleagues in their work. Police staff abide by terms and conditions of employment. 2.2.6 Work and Responsibilities Police staff are diligent in the exercise of their work and responsibilities. Police staff do not knowingly neglect their work or responsibilities. When deciding if an individual has neglected his or her work or responsibilities, all of the circumstances should be taken into account. Police staff have discretion and Police Staff Standards of Professional Behaviour NOT PROTECTIVELY MARKED 7

may have to prioritise the demands on their time and resources. This may involve leaving a task to do a different one, which in their judgement is more important. This is accepted and in many cases essential for good working. Police staff ensure that accurate records are kept of the exercise of their work and powers as required by relevant legislation, force policies and procedures. In carrying out their work police staff have a responsibility to exercise reasonable care to prevent injury, loss of life or loss or damage to the property of others (including police property). 2.2.7 Confidentiality Police staff treat information with respect and access or disclose it only in the proper course of their work. The police service shares information with other agencies and the public as part of its legitimate policing business. Police staff never access or disclose any information that is not in the proper course of police work. Police staff who are unsure if they should access or disclose information always consult with their manager or department that deals with data protection or freedom of information before accessing or disclosing it. Police staff do not provide information to third parties who are not entitled to it. This includes for example, requests from family or friends, approaches by private investigators and unauthorised disclosure to the media. Certain disclosures may be covered by the Public Interest Disclosure Act. 2.2.8 Fitness for Work Police staff when at work are fit to carry out their duties Police staff do not make themselves unfit or impaired for work as a result of drinking alcohol, using a substance for non-medical purposes or intentionally misusing a prescription drug. Police staff with a drink or drugs misuse problem will be supported if they demonstrate an intention to address the problem and take steps to overcome it. However, the use of illegal drugs will not be condoned. Police staff who are aware of any health concerns that may impair their ability to perform their work should seek guidance from the occupational health department or line manager and if appropriate reasonable adjustments can be made. Police staff who are unexpectedly called to attend for work should be able to say that they are not fit to perform the required work as a result of having consumed alcohol without risk of bringing discredit on themselves or the police service or being subject to any disciplinary procedure. Police staff when absent from work, on account of sickness, do not knowingly engage in activities which could impair their return to work. Police staff will engage Police Staff Standards of Professional Behaviour NOT PROTECTIVELY MARKED 8

with the force medical officer or other member of the occupational health team if required. 2.2.9 Discreditable Conduct Police staff behave in a manner which does not discredit the police service or undermine public confidence in the police service. Police staff report any caution or conviction against them for a criminal offence. Discredit can be brought on the police service by an act itself or because public confidence in the police is undermined. In general, it should be the actual underlying conduct of the individual that is considered under the disciplinary procedure. However where a member of police staff has been convicted of a criminal offence that alone may lead to disciplinary action irrespective of the nature of the conduct itself. In all cases it must be clearly articulated and evidenced how the conduct or conviction has discredited the police service. In the interests of fairness, consistency and reasonableness the test is not solely about media coverage and perception but has regard to all the circumstances and evidence. Police staff do not purchase or consume alcohol when performing their duties, unless specifically authorised to do so or it becomes necessary for the proper discharge of a particular police function. Police staff when at work whether in uniform or not, display a positive image of the police service in the standard of their appearance which is appropriate to their individual role. Police staff attend punctually when rostered for work or other commitments (e.g. attendance at court). 2.2.10 Challenging and Reporting Improper Conduct Police staff report, challenge or take action against the conduct of colleagues which have fallen below the standards of professional behaviour expected. Police staff are expected to uphold the standards of professional behaviour in the police service by taking appropriate action if they come across the conduct of a colleague which has fallen below these standards. They never ignore such conduct. Police staff who in the circumstances feel they cannot challenge a colleague directly, for example if they are in a more junior role and are not confident, report their concerns, preferably to a line manager. If they do not feel able to approach a line manager with their concerns, they may report the matter through the force s confidential reporting mechanism, or to the Police Authority, Independent Police Complaints Commission (IPCC) or under the Public Interest Disclosure Act. Police Staff Standards of Professional Behaviour NOT PROTECTIVELY MARKED 9

Police staff will be supported by the police service if they report conduct by an individual which has fallen below the standards expected unless such a report is found to be malicious or otherwise made in bad faith. It is accepted that the circumstances may make immediate action difficult but managers are expected to challenge or take action as soon as possible. It is accepted however that it will not always be necessary to report an individuals conduct if the matter has been dealt with appropriately by a manager in the police service. 3. Procedure Aim Click Here to Return to Index 3.1 The procedure sets out the standards of professional behaviour determined by the Police Staff Council which came into effect from 1 st December 2008. 3.2 The procedure provides a framework which is easily understood by all staff and defines the standards of professional behaviour the police service expects of its police staff. 3.3 The procedure provides a framework to ensure that all members of police staff are treated fairly and equitably in any decisions where conduct could be open to allegation or where action needs to be taken where issues of conduct arise. 4. Appeals Click Here to Return to Index 4.1 All members of staff who have had formal disciplinary action taken against them are given the opportunity to appeal. Notice of the intention to appeal should be made in writing to the person chairing the panel, within 10 working days after being informed of the outcome of the meeting. The member of staff must set out the appeal providing the specific reasons on which their appeal is being lodged. 4.2 If an appeals meeting is to be held then the results of the meeting should be confirmed in writing to the member of staff. 5. Review Click Here to Return to Index 5.1 The procedure will be reviewed every two years from the date of approval and will formally review/consider the following: Its effectiveness in the business area concerned Any changes to legislation Challenges to the procedure Any identified inefficiencies in relation to implementation Police Staff Standards of Professional Behaviour NOT PROTECTIVELY MARKED 10

Impact on diversity and equality (Medium on the Race Diversity Impact Assessment Template) Click Here to Return to Index Police Staff Standards of Professional Behaviour NOT PROTECTIVELY MARKED 11

Procedure Review Form Title: Standards of Professional Behaviour Procedure Author: Joanne Jones Tel. Ext.: 4023 Procedure approved by: Staff & Leadership Policy Board Linked to Policy: Code of Conduct Policy Date Approved: March 09 Procedure Review When was the procedure last reviewed? 1997 Is this procedure still required? Yes If No, contact Business Management to archive 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? the document If Yes, contact Business Management to arrange a joint review No If Yes, inform Business Management Ensure all forms included in the procedure are reviewed. If amendments are required to any forms contact the Force Forms Administrator within Design and Print. Has the procedure considered the What evidence is in the procedure to support this? following? Resource implications Yes There are no additional resource implications. Finance implications Yes There are no financial implications the procedure has been written to incorporate national guidance. IT Service implications Yes There are no ITS resource implications. Policy Owner Sign Off I authorise this procedure for publication / I have forwarded the procedure to an ACPO member for consideration * Delete as appropriate Policy Owner: Director of HR Signed Christine Barton Date: March 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: Police Staff Standards of Professional Behaviour NOT PROTECTIVELY MARKED 12

Procedure Human Rights Review Human Rights Compliance Assessment List legislation relevant to the procedure: Other: Dispute Resolution, Police Staff Council Standards of Professional Behaviour Has any of the legislation / case law changed since the last review? Has procedure changed since last review? Yes Yes 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 No 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 in N/A N/A N/A 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? N/A N/A N/A Yes Article 8 Right to Respect for Private and Family Life Everyone has the right to respect for his private and family life, his home and his correspondence. Article 9 Freedom of Thought, Conscience and Religion Everyone has the right to freedom of thought, conscience and religion; this right includes freedom to change his religion or belief and freedom, either alone or in community with others and in public or private, to manifest his religion or belief, in worship, teaching, practice and observance. Article 10 Freedom of Expression Everyone has the right to freedom of expression. This right shall include freedom to hold opinions and to receive and impart information and ideas without interference by public authority and regardless of frontiers. This article shall not prevent States from requiring the licensing of broadcasting, television or cinema enterprises. Article 11 Freedom of Assembly Everyone has the right to freedom of peaceful assembly and to freedom of association with others, including the right to form and to join trade unions for the protection of his interests. Police Staff Standards of Professional Behaviour NOT PROTECTIVELY MARKED 13

Section A NOT PROTECTIVELY MARKED Procedure Race and Diversity Impact Assessment Title of Procedure: Standards of Professional Behaviour Police Staff Has a Diversity Impact Assessment been previously completed? No If Yes, when and was it H/M/L? If No, go to Section B N/A Has the procedure changed sufficiently to require a further impact N/A assessment? If Yes, go to Section B. If No, go to Section C 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 reanswer 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 NOS MEDIUM X HIGH MEDIUM LOW Police Staff Standards of Professional Behaviour NOT PROTECTIVELY MARKED 14

If on completion of the flowchart you consider that the initial impact assessment should be raised then please regrade the impact as High or Medium. Initial Impact Assessment raised? 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? (Include a summary of the key changes) 9. Has feedback been given to the groups If Yes then, was it raised to Medium / High Yes by dealing appropriately and effectively with issues of discipline and misconduct the constabulary is giving a positive message that issues will be dealt with appropriately. No Police Staff Council National document dated 11 th September 2008. Joint Circular 54. No If there is a breach of the standards and formal action is taken, data will be collected on a quarterly basis as part of the Managing Performance procedure (2008.35). The information is reported through to a number of sources including employment monitoring as part of the Race Equality Scheme and to the Police Authority as part of the general review of cases across the force None The procedure has been circulated internally to the established list of contacts No the main body of the procedure has been set nationally. The procedure was discussed at the March Staff and Leadership. 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: Jacki tinning Date: 16.04.09 Police Staff Standards of Professional Behaviour NOT PROTECTIVELY MARKED 15

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 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 Health No Details if Yes 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: Health & Safety Unit Date: 20.03.09 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? 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 Providing a professional and high quality service Dealing with your initial contact Keeping you informed Ensuring your voice counts Victims of Crime Other service commitments Complaints 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? If Yes, give details No Police Staff Standards of Professional Behaviour NOT PROTECTIVELY MARKED 16

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 victims of crime and, specifically, compliance with the Victims Code? No 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 under the Code Vulnerable or Intimidated victims Crime Reporting, Assessment and Victim Support Investigation Family Liaison Officers Arrest and Bail Decisions to bring Criminal proceedings Bailing of Persons to Court Other disposal methods Youth Offending Teams Requests from the Criminal Injuries Compensation Authority and/or the Criminal Injuries Compensation Appeals Panel Information about the Criminal Cases 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? If Yes, give details 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 1998. Approved by Data Protection Officer Name: Data Protection Mailbox Date: 25.03.09 Procedure Freedom of Information Police Staff Standards of Professional Behaviour NOT PROTECTIVELY MARKED 17

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: Joanne Jones Date: March 2009 Approved by Freedom of Information Officer I confirm that this procedure is compliant with the Freedom of Information Act 2000. Name: Date: 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 1996. 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 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? The Procedure does not contain police information. I confirm that this procedure is compliant with the Management of Police Information Guidance 2006 Approved by MoPI Officer Name: MoPI Mailbox Date: 23.03.09 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: Via Staff & Leadership Board Date: Risk Management Procedure Risk Management Police Staff Standards of Professional Behaviour NOT PROTECTIVELY MARKED 18

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. The procedure helps to reduce the risk to the organisation by ensuring that correct and fair decisions are taken in relation conduct, performance and capability hence reducing the treat of litigation to the force 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: Joanne Jones Date: 23.04.09 Procedure Promotion and Distribution Promotion and Distribution How will staff be made aware of the procedure? The procedure will be advertised through the usual channels including a Weekly Orders entry and advertising the procedure of the Force Information Centre and also through the Human Resources pages of the intranet. In addition to this further work is to be completed on developing bespoke training sessions which will be completed as part of the core leadership development programme. Standards of behaviour will be included in this training. A request has also been put forward for this area to be discussed in the police staff induction programme. Police Staff Standards of Professional Behaviour NOT PROTECTIVELY MARKED 19