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Senior Police National Assessment Centre (Senior PNAC) Overview

2014

RESTRICTED ASSESSMENT MATERIAL

Senior Police National Assessment Centre: Overview

© College of Policing Limited (2014) of 23 RESTRICTED – ASSESSMENT MATERIAL

© College of Policing Limited (2014) All rights reserved. No part of this publication may be reproduced,

modified, amended, stored in a retrieval system or transmitted, in any form or by any means, without the prior written permission of the College of Policing Limited or its representative.

For additional copies, or to enquire about the content of the document, please contact the College of Policing, Examinations and Assessment on

(01423) 876608 or email [email protected]. For copyright specific enquiries, please call the College of Policing Library

(01256) 602650.




CONTENTS

Overview ........................................................................................ 4

Eligibility for Senior PNAC .............................................................. 5

Widening Access to Senior PNAC and Retaining the Standard ................ 5

The Four Core Eligibility Criteria ......................................................... 6

Assessment Centre ........................................................................ 9

Competencies Assessed .................................................................... 9

Overview of Assessment Centre Exercise Design Process .................... 10

Assessment Centre Documentation .................................................. 10

Exercise by Competency Matrix........................................................ 10

Overview of the Assessment Centre Exercises ................................... 11

Overview of the Assessment Centre Days ......................................... 14

Overview of the Assessors ............................................................... 14

Rating Scales ................................................................................. 15

Decision Making ............................................................................. 17

Results .......................................................................................... 18

Feedback ....................................................................................... 18

Personality Questionnaires .............................................................. 19

Director and Co-Directors ................................................................ 20

Assessment Centre Quality Assurance .............................................. 20

Assessment Centre Details .............................................................. 20

Enquiries and Further Information .................................................... 20




Overview

College of Policing, in partnership with ACPO, Police Scotland Executive Officers

and other key stakeholders, are playing an active role in helping the Police service

deliver its People and Leadership Strategies. This involves a range of activities to

help identify the future leaders of the Police Service.

The Senior Police National Assessment Centre (Senior PNAC) is designed to identify

those who are capable of being an effective chief officer. Candidates who are

successful at Senior PNAC secure a place on the Strategic Command Course (SCC).

This course has been designed to prepare selected individuals to undertake the

most demanding senior roles in the Police Service.

The purpose of this document is to provide overview information relating to the

Senior PNAC assessment process. There are two elements that combine

together to form the overall assessment process. These are the Application

Form and the Assessment Centre.




Eligibility for Senior PNAC

The eligibility criteria for Senior PNAC were developed through wide consultation

with ACPO/Police Scotland Executive Officers and other key stakeholders who were

clear that applicants for Senior PNAC should be able to give explicit evidence that

they have a high level of underpinning policing and leadership experience as a

prerequisite to attending Senior PNAC. Subsequently, four core eligibility criteria

were developed which applicants must evidence.

Widening Access to Senior PNAC and Retaining the Standard

In the past, Chief Constables or nominated ACPO/Police Scotland Referees have

been asked to verify that the applicant has already demonstrated evidence to

meet the four core criteria, before endorsing their application for attendance at

Senior PNAC. It was thought that this approach may have discouraged some

highly talented individuals from initially applying or being supported in applying

for Senior PNAC.

Since 2012, by endorsing an application the ACPO/Police Scotland Referee is

declaring that they are convinced that the individual is capable of being an

effective chief officer. This may include individuals who have already

demonstrated evidence of all four criteria. However, ACPO/Police Scotland

Referees are now encouraged to support other highly talented individuals who

have significant potential even where they have some discreet areas for

development or less service.

ACPO/Police Scotland Referees who endorse an application from someone who

they believe to have discreet areas for development are encouraged to be open

about these areas within the appropriate part of the application.

ACPO/Police Scotland Referees should be reassured that they can support

individuals on this basis as it is now unusual that assessors at Senior PNAC are

not current serving ACPO/Police Scotland colleagues. They can also be

reassured that the standards required to be successful at the assessment centre

will remain the same.




The Four Core Eligibility Criteria

1. Substantial and Challenging Command in a Significant Role

Applicants need to demonstrate their ability to effectively lead and manage a

team in order to achieve and deliver results that benefit the Police Service and

the public they serve in a substantial and challenging role; this also includes

secondments. Applicants need to demonstrate how they take personal

responsibility for when things go wrong, their ability to cope and deal with the

ambiguity and tensions of the role and how they demonstrate effective decision-

making and judgement in difficult and challenging situations.

Applicants need to demonstrate substantial and challenging command

experience and behaviours, which could be achieved in a number of ways,

including but not exclusively solo/independent command of a territorial

command unit, head of a directorate/department/business unit, senior

investigative work (crime, professional standards) or through performing certain

unique and nationally significant roles. In addition, it would also be possible for

applicants to meet the criterion if they were able to demonstrate evidence of

leading, managing and implementing a major change project or programme.

This can also include significant secondments at regional, national or

international level.

2. Policing Operations

Under this criterion applicants need to demonstrate a breadth of operational

policing knowledge and leadership experience including successful delivery of

significant and challenging policing operations. These could include knowledge

and effective application of statutory duties, effective judgement, fast-time

planning/operations and management of resources taking account of best value.

It is important that applicants have a broad base and solid core of operational

policing knowledge and experience in a number of areas such as crime

management, community relations and ‘live’ real-time command (e.g. managing

serious crime investigations, firearms incidents, major sporting events or public

order). Applicants need to demonstrate evidence of a full operational cycle

where they saw a policing operation from planning, implementation, monitoring




and onto its evaluation of the outputs/outcomes. Although there might be

opportunities to operate at Gold Command level, subject to local force policy, it

is anticipated that evidence will predominantly be at Silver Command level.

3. Organisational Strategy

This evidence can be taken from work in a candidate’s own business unit,

directorate, department, or work they have undertaken at force level.

Applicants can demonstrate such evidence through experience of, and ability in,

balancing local and national priorities, undertaking effective partnership work,

project management activity, performance management activity,

corporate/organisational development, understanding and embracing police

reform and change management. Applicants have to consider their own policing

vision and how they have contributed to the development and implementation of

strategies to improve the service that they and their staff provide.

4. Promoting and Managing Equality, Diversity and Human Rights

Under this criterion applicants need to demonstrate effective leadership through

a personal contribution to promoting and managing equality, diversity and

human rights. This relates to inside and (where role permits) outside the Police

Service. In addition, it should extend to the community being served. Evidence

for this criterion is likely to show how an individual as a leader fosters and

promotes equality, diversity and human rights. This could include, for example,

how applicants have developed and led a strategy and plans for the promotion

and equality of opportunity and diversity in their force or in the community.

Applicants are also required to evidence effective leadership including a proven

track record of delivery in each of the four core criteria. In order that applicants

demonstrate satisfactorily their effectiveness as a leader, they need to evidence

how they have enabled, valued and developed staff and their commitment to

openness, honesty, transparency, inclusiveness and high standards.




Application Form

The main function of the Application Form is for applicants to set out evidence of

how they meet the four eligibility criteria. Everyone wishing to attend Senior

PNAC has to complete the Application Form.

The Application Form is then reviewed by the applicant’s line manager (or

previous line managers where necessary) for verification. The line manager is

also asked to provide their own assessment of the extent to which the applicant

meets the core eligibility criteria.

The Application Form is then forwarded to the Chief Constable, or nominated

Chief Officer for the completion of the Chief Officer’s Report and Declaration.

Applications that are endorsed by forces are sent to the College of Policing

Senior Selection Team who will invite the officer to attend Senior PNAC.

A secondary function of the Application Form is that it requires applicants to

consider, review and evidence their policing and leadership experience, which

has benefits both as a self-assessment process, and as preparation for Senior

PNAC. The Application Form is made available to the group of assessors at

Senior PNAC who will not mark or ‘assess’ the Application Form, but they will use

it to help them to understand the applicant’s career history, qualifications,

experience, strengths and development needs. This is also helpful for assessors

in preparing for the Presentation and Interview and for the production of the

Candidate Feedback Reports.

For successful candidates, the Application Form, results and feedback will be

made available to members of the Strategic Command Course (SCC) team to

assist with the candidate’s 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.




Assessment Centre

Following the applicant’s Application Form being reviewed by their Chief Constable

and them being assessed as capable of being an effective chief officer, the

applicant is invited to attend Senior PNAC.

Senior PNAC is an Assessment Centre; an assessment technique which employs

multiple assessors and multiple tests and exercises in which candidates have

opportunities to demonstrate the competencies deemed appropriate for effective

performance as a chief officer. When the final assessment is made, it is based on

the candidate’s performance over the whole Assessment Centre.

The aim of the Assessment Centre is to assess candidates with a series of

reliable, valid, relevant and realistic exercises against the competencies and

qualities to determine their ability to perform at chief officer level within the

Police Service.

Competencies Assessed

During Senior PNAC all candidates will be assessed against the seven ‘personal

qualities’ (referred to as ‘competencies’ in Senior PNAC related documentation)

outlined in the Policing Professional Framework (PPF) at the Executive level. The

PPF is published by Skills For Justice (www.skillsforjustice.com).

The seven competency areas are:

Serving The Public.

Leading Strategic Change.

Leading The Workforce.

Managing Performance.

Professionalism.

Decision Making.

Working With Others.

A copy of the relevant section of the PPF, as used for Senior PNAC, can be found

in Appendix A.




Overview of Assessment Centre Exercise Design Process

The psychologists within the College of Policing Senior Selection Team use a

structured Exercise Design Model as the basis of the development of the

Assessment Centre exercises.

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,

realistic and fair to all candidates.

The design model starts with ‘Stakeholder Consultation’ and progresses through

a series of subsequent stages which include ‘Critical Scenario Interviews’,

‘Exercise Writing’, ‘Exercise Consultation’, and ‘Pilot’. During the design process

a range of senior police officers from England, Northern Ireland, Scotland and

Wales are consulted about the content of the exercises, and their associated

marking guides, to ensure that the exercises are realistic and relevant to the

target level.

Equality, Diversity and Human Rights (EDHR) advisors are involved in the

Assessment Centre.

Assessment Centre Documentation

In advance of the Assessment Centre candidates are provided with information

and documentation. This documentation is intended to assist candidates’

preparation, to inform them as to what will happen at the Assessment Centre

and to outline what will be required of them.

Exercise by Competency Matrix

The table below outlines which competency areas are assessed in which

exercises during Senior PNAC.




Servin

g T

he

Pu

blic

Lead

ing

Str

ate

gic

Ch

an

ge

Lead

ing

Th

e

Wo

rkfo

rce

Man

ag

ing

Perfo

rm

an

ce

Pro

fessio

nalism

Decis

ion

Makin

g

Wo

rkin

g W

ith

Oth

ers

Chief Officer

Briefing

Management Exercise

Media

Exercise

Negotiating Exercise

Presentation and Interview

Overview of the Assessment Centre Exercises

In order to assess the competencies, five exercises have been specifically

designed. The exercises have primarily been designed around the priority areas

generated from the Stakeholder Consultation (see Appendix B).

The exercises are not linked and each exercise has been designed to be

independent of the others. For each exercise, you are assigned a role as an ACC/

Chief Officer set within a different fictitious police force. You will be provided with

background information regarding your role and each force as part of the

candidate materials.

The written exercise (Management) is marked without assessors knowing the

identity of the candidate; however, assessors will know the country (England,

Wales, Scotland or Northern Ireland) of the candidate’s force in order to

understand their responses in this context.




Chief Officer Briefing Exercise

Candidates are given a pack of information from which to prepare for a 40

minute meeting (20 minute presentation and 20 minute Q&A) with two service

assessors playing the role of chief officers. During the preparation period,

candidates are asked to produce a typed two page briefing document to act as a

summary of what they intend to say during their briefing. The candidates have

1½ hours to prepare and produce this briefing document. After 1½ hours a copy

of the briefing is given to the assessors so they can prepare for the meeting.

The candidates then have a further 20 minutes to prepare for specifically for the

briefing with the assessors. The exercise is designed to assess the following

competencies:

Serving The Public.


Decision Making.

Management Exercise

This is a written exercise which all candidates in each intake undertake at the

same time. Candidates have two hours and 30 minutes to complete this exercise

which involves producing a typed response. They are provided with a set of

documents which they are required to work through in order to complete a number

of tasks. It is set in a policing context and is marked by Non-Service Member

(NSM) Assessors. The exercise is designed to assess the following competencies:




Group Exercise

This is a group discussion exercise set in a fictitious police organisation. This

exercise will involve only 3 or 4 candidates in each group. Each candidate in the

group is given a set of identical preparation material. The group task is to work

through a number of agenda items.

Candidates have 30 minutes of individual preparation time and then a 40 or 45

minute meeting (depending on a group size of 3 or 4) in which to discuss the

agenda items. The exercise is designed to assess the following competencies:





Decision Making.

Working With Others.

Media Exercise

This exercise involves a live television interview with a professional journalist.

Candidates have 20 minutes to prepare for an interview which is set in a fictitious

policing context. Candidates are in the studio with the journalist for up to ten

minutes. The whole interaction is recorded and all assessors will assess this

recording at a later time. The exercise is designed to assess the following

competencies:

Serving The Public.

Professionalism.

Presentation and Interview

This is a combined exercise. Candidates are given 30 minutes to prepare a ten

minute presentation. The presentation topic is on a contemporary police related

topic and is sufficiently generic so as to avoid requiring specialist knowledge.

Candidates from Police Scotland will have a Scottish specific presentation topic.

After the candidate has delivered their presentation for 10 minutes, the assessors

have 10 minutes to ask questions about the content of their presentation before

moving on to a broader range of questions in the interview. The exercise lasts for

50 minutes in total (excluding the preparation time). The exercise is designed to

assess the following competencies:



Professionalism.

Working With Others

All four competencies will be assessed across the exercise and will be combined to

award a single Exercise Mark for the exercise however it is intended that the

'presentation' component of the exercise will mainly assesses the competency

area of Leading Strategic Change. Then the 'interview' component will mainly

assess Leading the Workforce, Professionalism and Working with Others.




It is important to note that candidates may demonstrate evidence of the

competency areas under different components of the exercise than those outlined

above and this would be assessed as part of the exercise overall although this

breakdown gives an indication of the main focus of each component.

Overview of the Assessment Centre Days

The following information provides an overview of the Assessment Centre day by

day.

Day One

Candidates arrive and register for Senior PNAC the evening before Day One. They

receive a briefing before beginning the Assessment Centre at the start of Day One.

Candidates begin with the Management Exercise in the morning and the Group

Exercise in the afternoon.

Day Two

All candidates complete the Chief Officer Briefing Exercise and the Media Exercise.

Day Three

Candidates complete the Presentation and Interview and then depart the site.

The timings will vary according to the individual’s timetable.

Overview of the Assessors

At the Assessment Centre candidates are assessed by a team of trained

assessors. Assessor teams are made up of current serving officers (a reserve

list of retired senior police officers is held to assist where current serving officers

may be away 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 and/or private

sector.




All assessors involved in the Assessment Centre are appropriately trained in the

generic principles and skills associated with the objective and fair assessment of

others. Assessors also receive training in the specific exercises used at the

Assessment Centre.

A team of assessors are allocated to a candidate group (4 or 5 candidates), and

are included in various elements of the assessment of the candidates within that

group. The assessor group complete the feedback reports for candidates and

are jointly involved in the decision making as to which candidates have met the

necessary standard at the Assessment Centre.

All other personnel involved in the Assessment Centre receive appropriate

training in relation to the particular tasks and responsibilities associated with

their role in the Assessment Centre (e.g. journalists, invigilators, quality

assurers).

Rating Scales

At the Assessment Centre the trained assessors use the ORCE (Observe, Record,

Classify & Evaluate) model of assessment, which is a universally recognised and

applied model for assessing.

The assessors observe candidates’ performance and make a record of what they

said and did; then they classify this evidence against the competency related

criteria. Once assessors have done this they evaluate candidates’ performance in

each competency 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

candidates’ performances independently of one another and then collectively

agree final competency grades and exercise mark for each candidate 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.




A Substantial positive evidence of the competency observed with regard to the quality and quantity of the evidence, and few or no areas for

development observed.

B Positive evidence of the competency observed and some areas for development but on balance more positive evidence with regard to the

quality and quantity of the evidence.

C Some positive evidence of the competency observed but on balance more areas for development with regard to the quality and quantity of the

evidence.

D Substantial areas for development identified and little or no positive evidence of the competency observed, with regard to the quality and quantity of the evidence.


Senior Police National Assessment Centre 2014: Overview Document


Exercise Mark Scale

The Exercise Mark Scale is used to award the candidate 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.

1

Very Effective Task Performance The candidate performed the task very effectively and almost entirely

achieved the aims of the exercise. Performance on competencies was exclusively high grades (e.g. mostly As with some Bs).

2

Effective Task Performance The candidate performed the task effectively and mostly achieved the

aims of the exercise. Performance on the competencies was mostly high grades (e.g. mostly Bs with some As, possible C).

3

Satisfactory Task Performance The candidate performed the task to a satisfactory standard and met

some of the aims of the exercise although some elements were not satisfactory. On balance performance on competencies was more high

grades than low grades (e.g. mostly Bs with some Cs).

4

Just Below Satisfactory Task Performance

The candidate performed the task to a below-satisfactory standard overall and did not quite meet the aims of the exercise, although there were

some areas that were effectively handled. On balance performance on competencies was more low grades than high grades (e.g. mostly Cs with some Bs).

5

Ineffective Task Performance

The candidate performed the task largely ineffectively and did not meet the aims of the exercise, although there were some areas that were acceptable. Performance on the competencies was mostly low grades

(e.g. mostly Cs and Ds, possible B).

6

Very Ineffective Task Performance The candidate performed the task very ineffectively and did not meet the aims of the exercise, although there may have been some minor areas

that were acceptable. Performance on the competencies was exclusively low grades (e.g. mostly Ds with some Cs).

Decision Making

Once all assessments of candidates’ performances have been completed (this is after

candidates have left the Assessment Centre) their performance is considered overall. This

is done by collating all of the performance evaluations from all exercises completed during

the Assessment Centre. The ratings obtained in competency areas and exercises are

considered by the group of assessors. This process is not purely a mechanical totalling of

marks; it aims to include all information available throughout all of the Assessment Centre,

including performance on all exercises and competencies. No exercise or competency area

carries more weighting than any other. Candidates are not required to ‘pass’ any one




exercise or competency area; they are required to achieve ‘satisfactory’ or above in the

majority of exercises and competencies.

Candidates do not compete against the other members of their group, only against the

set standard for the exercise. There are no quotas, so it is possible for all candidates in

the group to be successful.

Candidates who have previously attended an Assessment Centre are required to follow

the whole process; the assessors do not have access to any previous results or reports

until after they have reached their final decision. At this stage this information is

provided to assist assessors in providing feedback and direction of possible future

development candidates may consider.

Results

Whether candidates are successful or unsuccessful, the outcome of the Assessment Centre

will be sent by e-mail the day after they finish the Assessment Centre. Once all candidate

e-mails have been sent, other stakeholders including respective Chief Constables, Force HR

Directors, HMIC(S) and SCC staff are notified of the results of all candidates. These e-

mails only contain information on whether the candidates were successful or unsuccessful

overall.

Feedback

All candidates receive a personalised written report on their performance at Senior PNAC.

This includes detailed feedback on competency and exercise performance. Candidates are

also offered in-depth confidential personal feedback on their Senior PNAC feedback with an

appropriately qualified person (these are delivered over the telephone). Although personal

feedback is optional, candidates are encouraged to take up the offer, as the feedback gives

an opportunity to talk through the results. The feedback giver helps the candidate to

interpret the feedback in the context of their personal style and in the context of what they

already know about themselves from other sources of feedback. Personal feedback

sessions will be available week commencing 15th December for successful candidates and

week commencing 12th January 2015 for unsuccessful candidates. Further information

regarding the arrangements for the personal feedback sessions will be provided with

candidates’ results letters.




The Leadership and Talent Unit with Examinations and Assessment have also designed a

half day workshop for Senior PNAC candidates who are not successful at the Assessment

Centre to enable candidates to work with others to plan what steps they take next in

developing their leadership. The workshop will include an overview on the Selection

Process, a case study from a senior police leader and some professional development

drawing on the professional development plan workbook. The workshop will ensure that

talented leaders who have been through Senior PNAC explore their position and options

and then make informed decisions about their development. This workshop will be

delivered on Tuesday 9th December at Bramshill and candidates are encouraged to

provisionally book this date in their diary.

The Strategic Command Course (SCC) starts on Wednesday 17th and Thursday 18th

December, with the Introduction Module.

In addition a two day Gold Command Awareness course will be delivered for successful

candidates. This workshop is primarily for staff candidates although officers who would

like refresher training may also attend. This course will be delivered on 8th and 9th

January 2015 at Ryton and candidates are encouraged to also provisionally book these

dates in their diary.

Specific questions or bookings for both of these events should be directed to the SCC team

via [email protected] following the conclusion of Senior PNAC.

Candidates are encouraged to use their feedback from the above sources to inform their

Personal Development Plan (PDP), and in the case of successful candidates, it is a

requirement of the SCC to produce an SCC-specific PDP that reflects learning from the

feedback.

Please note that whilst the Senior PNAC feedback report is owned by the candidate, a

summary of their overall performance and their consequential development needs as

produced by the assessors is also provided to their Chief Constable.

Personality Questionnaires

Since 2012 the use of personality questionnaires, as a form of self development, has been

transferred from part of the Senior PNAC process to the pre-SCC development support

mailto:[email protected]




provided by the College of Policing. Information on access to, and the use of, personality

questionnaires for the SCC 2015 is not yet available.

Director and Co-Directors

The role of the Directors is primarily one of quality assurance, to ensure common standards

across all candidate groups, but also to assess the process on behalf of the Police Service.

The Service Director is Chief Constable Sara Thornton; the Service Co-Directors are Chief

Constable Jacqui Cheer, Chief Constable Stephen House and Chief Constable Mark Polin;

and the Non-Service Co-Directors are Gordon Ryan, Charles Eyre and Tom Garland. The

Directors will be supported in their role by a number of Co-Directors comprising of

Associate Directors from the Association of Police and Crime Commissioners (APCC) across

England & Wales, Scotland (Scottish Police Authority) and Northern Ireland (NI Policing

Board).

Assessment Centre Quality Assurance

The most important aspect of any assessment centre is the accuracy and consistency of

assessment. All assessors will be trained in the exercises they will use. Quality assurers

will review assessments to monitor standards and to support assessors, thereby adding

value to the confidence that assessors, candidates and the Police Service can have in the

robustness of the process. In addition, the overall management and administration of

the Assessment Centre is overseen by an on-site management team.

Assessment Centre Details

Supported applicants will be invited to attend a three-day Assessment Centre at the

College of Policing, Bramshill, Hook, Hampshire RG27 0JW, from 14 November to 26

November 2014.

Further details on all aspects of the Assessment Centre will be provided to candidates in

their final candidate letter which they will receive in advance of the Assessment Centre.

Enquiries and Further Information

Enquiries and further information should be directed to:

Senior Selection Team




College of Policing

Central House, Beckwith Knowle, Otley Road, Harrogate, North Yorkshire, HG3 1UF

Email: [email protected]

mailto:[email protected]


Appendix A – PPF competency areas for Senior PNAC

Executive (ACPO / Force Command Team)

Serving the public

Promotes a real belief in public service, focusing on what matters to the public and will best serve their interests. Ensures that all staff understand the expectations, changing needs and concerns of different communities, and strive

to address them. Builds public confidence by actively engaging with different communities, agencies and strategic stakeholders, developing effective partnerships at a local and national level. Understands partners' perspectives and priorities, working co-operatively with them to develop future public services within budget constraints, and deliver the best possible overall service to the public.

Leading strategic change

Thinks in the long term, establishing a compelling vision based on the values of the Police Service, and a clear

direction for the force. Instigates and delivers structural and cultural change, thinking beyond the constraints of current ways of working, and is prepared to make radical change when required. Identifies better ways to deliver value for money services that meet both local and national needs, encouraging creativity and innovation within the force and partner organisations.

Leading the workforce

Inspires people to meet challenging organisational goals, creating and maintaining the momentum for change. Gives direction and states expectations clearly. Talks positively about policing and what it can achieve, building pride and self-esteem. Creates enthusiasm and commitment throughout the force by rewarding good performance, and giving genuine recognition and praise. Promotes learning and development within the force, giving honest and constructive feedback to colleagues and investing time in coaching and mentoring staff.

Managing Performance

Translates the vision into action by establishing a clear strategy and ensuring appropriate structures are in place to deliver it. Sets ambitious but achievable timescales and deliverables, and monitors progress to ensure strategic

objectives are met. Identifies and removes blockages to performance, managing the workforce and resources to deliver maximum value for money. Defines what good performance looks like, highlighting good practice. Confronts underperformance and ensures it is addressed. Delegates responsibilities appropriately and empowers people to make decisions, holding them to account for delivery.

Professionalism

Acts with integrity, in line with the values and ethical standards of the Police Service. Delivers on promises, demonstrating personal commitment, energy and drive to get things done. Defines and reinforces standards, demonstrating these personally and fostering a culture of personal responsibility throughout the force. Asks for and acts on feedback on own approach, continuing to learn and adapt to new circumstances. Takes responsibility for making tough or unpopular decisions, demonstrating courage and resilience in difficult situations. Remains calm and professional under pressure and in conditions of uncertainty. Openly acknowledges shortcomings in service and

commits to putting them right.

Decision making

Assimilates complex information quickly, weighing up alternatives and making sound, timely decisions. Gathers and considers all relevant and available information, seeking out and listening to advice from specialists. Asks incisive questions to test facts and assumptions, and gain a full understanding of the situation. Identifies the key issues clearly, and the inter-relationship between different factors. Considers the wider impact and implications of different

options at a local and national level, assessing the costs, risks and benefits of each. Prepared to make the ultimate decision, even in conditions of ambiguity and uncertainty. Makes clear, proportionate and justifiable decisions, reviewing these as necessary.

Working with others

Builds effective working relationships through clear communication and a collaborative approach. Maintains visibility and ensures communication processes work effectively throughout the force and with external bodies. Consults widely and involves people in decision-making, speaking in a way they understand and can engage with. Treats

people with respect and dignity regardless of their background or circumstances, promoting equality and the elimination of discrimination. Treats people as individuals, showing tact, empathy and compassion. Negotiates effectively with local and national bodies, representing the interests of the Police Service. Sells ideas convincingly, setting out the benefits of a particular approach, and striving to reach mutually beneficial solutions. Expresses own views positively and constructively. Fully commits to team decisions.


Appendix B

Stakeholder Consultation 2014 Summary Results of Priority Areas

Top 10 Priority Areas 1. Maintaining service delivery during on-going austerity.

2. Changing types of crime (e.g. cyber, cross border, population demographics).

3. Internal organisational change needed (e.g. structure, service length, low morale, CPD culture).

4. Need for wider and deeper collaboration (e.g. new partners, mergers).

5. Effective use of new technologies by the Police. 6. Responding to increased scrutiny, accountability, and demands for transparency.

7. Increasing influence of the political environment.

8. Maintaining public confidence.

9. The need to redefine success (e.g. incentive based Govt funding, increased victim focus).

10. Increasing demand beyond just 'cutting crime'.

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