1 NOT PROTECTIVELY MARKED

Size: px
Start display at page:

Download "1 NOT PROTECTIVELY MARKED"

Transcription

1 Policy Title Promotion Police Officers CCMT Sponsor Director of People Department/Area People Directorate Section/Sector People Services CONTENTS: 1.0 Rationale 2.0 Intention 3.0 General Principles 4.0 Guidance, Procedures & Tactics 5.0 Challenges & Representations 6.0 Communication 6.1 Links to Police National Legal Database/Other 6.2 Implementation Strategy (Policy Impact Assessment) 7.0 Compliance and Certification 7.1 Human Rights Audit 7.2 Equality Impact Assessment 7.3 Management of Police Information (MoPI) 7.4 Data Protection 7.5 Freedom of Information Act 7.6 Protective Markings 7.7 Health & Safety at Work 8.0 Monitoring and Review 1

2 1.0 Rationale 1.1 Thames Valley Police is committed to developing a progressive and diverse workforce: where the right people are in the right roles at the right time, and that they feel valued, trusted and enabled to give the best service. 2.0 Intention 2.1 The intention of this policy is to provide a fair and effective framework for managing the police promotion process in Thames Valley Police in accordance with employment and equality legislation, and with the requirements of the Police Promotion Examinations Board (PPEB) and Police Regulations. 3.0 General Principles 3.1 Equality This policy seeks to ensure that all officers seeking promotion are treated fairly, that the best officer(s) are selected for promotion and that no officer is disadvantaged due to: Age Disability Gender reassignment Marital and civil partnership Pregnancy and maternity Race Religion or belief Sex Sexual orientation Part-time status or will be disadvantaged by promotion decisions that cannot be justified as necessary on operational grounds. 3.2 Scope The policy covers promotion to the rank of Sergeant, Inspector, Chief Inspector, Superintendent and Chief Superintendent, and applies to officers seeking promotion in Thames Valley Police. It also applies to individuals involved in the design, delivery, assessment and evaluation of police promotions. 3.3 Organisational Context The Head of People Services is responsible for ensuring appropriate management systems and procedures are in place to deliver a quality value for money promotion system, in accordance with the principles set out in this policy and The Police (Promotion) (Amendment) Regulations 1996, as amended. For promotion to the rank of Sergeant and Inspector, this includes compliance with the Operating Manual for the National Police Promotion Framework or such requirements as the College of Policing / PPEB may stipulate nationally TVP has been awarded a Confirmed Licence to deliver the National Police Promotion Framework (NPPF) and will work with the College of Policing to ensure continued compliance to maintain a mandate to promote officers through this framework. 2

3 3.3.3 The Head of People Services 1 will determine the need to run promotion assessments and the number of vacancies to be appointed to, based on the resourcing needs at that time. It should be made clear to all prospective candidates that promotion opportunities are limited, that the process is competitive and that ultimately not all candidates will succeed in gaining a promotion - so that they have a realistic understanding of what is required of them throughout the process Accurate and relevant information on the assessment process will be made available to all staff on the Intranet. Applicants and assessors will be provided with further information, normally electronically, as part of the assessment process. 3.4 The Steps to Promotion The promotion model used in TVP is designed on the National Police Promotion Framework (NPPF) for Sergeant and Inspectors incorporating work-based assessment (WBA). The model has 4 steps: these 4 steps are a continuous process and candidates must undertake each step with the intention of completing the whole process as soon as possible. However, allowances can be made for circumstances such as maternity and paternity leave, workforce planning requirements, availability of vacancies and reasonable adjustments for disabled officers. At each step it is possible for a candidate to attain, exceed or fall short of the required standard. The four steps of the process are: Step One Suitability / Competence in Current Rank (applicable only to officers seeking promotion to the rank of Sergeant and Inspector): The purpose of this step is to ensure candidates are eligible 2 to enter the promotion process. This means establishing a candidate is competent in their current rank and has: completed their probation period in their current rank; demonstrated competence in that rank through their Performance and Development Review (PDR), or Student Officer Learning and Development Review, or acceptable equivalent ; no live written improvement notices issued under the Police (Performance) Regulations 2012 or reduction in rank under those procedures in the previous 18 months; no live written warning, final written warning or extended final written warning issued under Police (Conduct) Regulations (NB; a finding of misconduct where no separate penalty is applied (Reg 35(i)(b)) does not debar an officer from proceeding to Step Two); Adherence to the Attendance Management policy, taking account of the Police Advisory Board guidance on attendance management At Step One the candidate must complete the NPPF Candidate Registration Form and submit it direct to the Force Examinations Officer. Then the candidate must send the Line Manager Endorsement Form to their line manager. The Line Manager must meet with the candidate to discuss the candidate s promotion aspirations with them. The Line 1 Or the Chief Constable / DCC for chief inspectors and above. 2 As set out in the Operating Manual for NPPF & subsequent amendments to national requirements. 3

4 Manager should explain that if they pass the exam they have to achieve promotion within the period their exam pass is valid (see below) or they will have to pass the exam again before seeking promotion. The Line Manager must take a decision and explain whether they have / have not been endorsed to progress to Step Two If a candidate is unsuccessful at Step One, the reason should be recorded and detailed in the candidate s PDR and Line Manager Endorsement Form. All Candidate Registration Forms, whether they have been endorsed or not, must be sent to the College of Policing Examinations and Assessment Business Unit via the Force Examinations Officer Special rules also apply to officers who are on the High Potential Development Scheme or are part of the Fast Track Scheme Where a substantive Sergeant or Inspector is subsequently demoted in rank, they may after any period of disqualification reapply for promotion. In such cases, officers will commence the process at Step One but will not be required to undertake Step Two. If selected at Step Three, they will follow the promotion process under which they were originally successful. NPPF officers will move to Step Four. OSPRE qualified officers will be substantively promoted and subject to a 12 month probationary period (sergeants only). However, the Head of People Services (in consultation with the relevant Business Partner (People)) may determine, on behalf of the Chief Constable, that they undertake work based assessment as part of a development programme Candidates who are successful at Step One will automatically be entered for the next step Two (OSPRE Part One Legal Examination) unless section above applies. Step Two Legal Examination (applicable only to officers seeking promotion to the rank of Sergeant and Inspector): The purpose of this step is to ensure candidates have the appropriate legal knowledge relevant to the rank of sergeant or inspector. The College of Policing manage and administer this step of the process on behalf of police forces in accordance with the OSPRE Rules and Syllabus All candidates who are unsuccessful at Step Two must return to Step One if they still wish to seek promotion A successful outcome at Step Two is valid for 5 years from the date of taking the examination. For a candidate to be eligible to complete Step Three, the final date of the candidate s Step Three assessment process must fall within this five year period. If a candidate has not reached this point at Step Three within five years from the date of taking the Step Two examination, they must return to Step One. However, time taken for maternity or paternity leave, maternity or paternity support, adoption leave, or a career break for the purposes of care does not count towards a reduction of the relevant NPPF Step Two validity period 3. Long term sickness related to a disability should also be discounted. 3 For example, where an officer has three years NPPF Step Two validity (having passed the exam two years previously) and takes maternity leave for one year, the remaining validity upon return will be three years. 4

5 Candidates in the final year of their Step Two pass may choose to enter the OSPRE Part 1exam which falls on the final anniversary of their previous attempt. If they decide to do this they lose any remaining validity period of their previous pass between the closing date for entries to the exam and the exam itself 4. If they decide to retain their full five year validity period (and do not pass Step Three) before it expires, they must wait until the following year to re-enter for the OSPRE Part 1 exam. Step Three Assessment against role specific competencies and matching to vacancies: The purpose of this step is to assess candidates potential to perform at the next rank and to provide a robust and fair mechanism to broadly match the number of successful candidates to the number of expected vacancies The assessment process will be determined by the Head of People Services or Director of People and clearly communicated to staff. It will include the submission of an evidenced based application with supporting PDR via the officer s LPA / OCU Commander / Department Head to a short-listing panel. Applications that are not supported by LPA / OCU Commander / Department Head will not proceed to the short listing panel Additional assessment and selection techniques may also be used to help identify and evidence abilities to perform effectively in the next rank or a specific role, such as presentations, in-tray exercises and psychometric tests The short-listing process is a competitive process; therefore the number of officers short-listed to attend a promotion interview will be determined by the Head of People Services or Director of People taking into account the number of vacancies and the standard of applications For Sergeant and Inspector promotion processes the considerations at above will also be applied to determine the number of officers progressing to Step Four following the promotion interview. Where the number of officers meeting the standard exceeds the number of vacancies only the highest scoring officers will progress to Step Four The competencies assessed will be taken from the Policing Professional Framework (PPF) used to describe the competencies required of each rank and will be appropriate to the rank and (where applicable the role) officers are seeking promotion to For Sergeant and Inspector promotion processes the promotion process and the standard of assessment will be monitored through the use of standardisation meetings and externally through the licensing system Unsuccessful candidates who wish to re-apply for promotion must agree a development action plan with their line manager which must form part of their PDR. Matching to vacancies: 4 I.e. Candidates cannot be entered for the exam and apply for a promotion board (Step Three) simultaneously. 5

6 For Sergeant and Inspector promotion processes at the end of Step Three candidates will be classified as either suitable or unsuitable to progress to Step Four For Sergeant and Inspector promotion processes a candidate who is unsuccessful at Step Three can remain within the NPPF and retake Step Three as long as their Step Two pass remains valid Candidates selected as suitable for promotion will be matched to suitable vacancies (see the Career Pathways and Posting - Police Officers Policy Posting on Promotion Standard Operating Procedure). If there are no available vacancies, individuals will be placed in a pool of candidates to await placement when a suitable vacancy arises this period should not normally exceed 12 months In exceptional cases it may not be possible to place a pooled candidate within 12 months. The Head of People Services will make every effort to place the individual within an additional maximum of 24 months. If no suitable vacancy is found within this extended period (i.e. a maximum of 36 months wait until promotion in total), the candidate must reapply at Step Three. In considering whether or not to extend a candidate s 12 month pool period, the Head of People Services will distinguish between candidates who have not previously been offered temporary promotion at Step Four and those that have, but have declined the posting due to personal preferences (as opposed to reasons that impact on equality); the reason for that choice must be considered taking account of all the circumstances. In some cases it may be more appropriate for the candidate to return to Step Three than to extend their time in the pool. Officers who decline two offered postings due to personal preferences will return to Step Three The Head of People Services will ensure that the management of candidates in the promotion pool is consistent and fair. The additional 24 pooled months is not a default position, but is available for partial or full use only in exceptional circumstances. The Head of People Services will decide what constitutes an exceptional circumstance in the case of promotions to sergeant and inspector The Senior Appointment Board (SAB) will determine postings for Chief Inspectors and above. Step Four Promotion / Temporary Promotion and Work Based Assessment (WBA) (applicable only to officers seeking promotion to the rank of Sergeant and Inspector): The purpose of this step is to provide candidates with an opportunity to demonstrate competence in the rank promoted into and for officers undertaking WBA, to assess them against the Qualification and Credit Framework (QCF) units, with a view to them achieving substantive promotion at the end of the assessment time frame Officers seeking promotion to the rank of Sergeant and Inspector under the WBA route will be temporarily promoted into the aspired rank for 12 months and assessed against the appropriate QCF units as determined by the Skills for Justice Assessment strategy. The expectation is that candidates will achieve certification by the end of the 12 month period. Candidates need to pass both the academic assessment and evidence satisfactory performance in the rank. Whilst the assessment units may be undertaken and passed in a shorter period, the performance at the temporary rank will be over a minimum 6

7 12 month period. In extenuating circumstances the assessment period can be extended to a maximum of 24 months (see section Extending the Length of Work-based Assessment) Candidates who have successfully completed the 12 month period of temporary promotion and work-based assessment, must be considered for promotion to the substantive rank, subject to their continued overall performance (as evidenced in the PDR), attendance management record, conduct record 5 and recommendation from the candidate s LPA / OCU Commander / Department Head (or nominated delegate). If a candidate who has successfully completed work-based assessment is not given substantive promotion, the reason for this decision must be evidence-based, justifiable and documented. The process must be fair, consistent and capable of withstanding scrutiny If, during Step Four, it appears that a candidate may not reach the required standard they must be informed of the reasons and an action plan put in place A candidate that fails to achieve a satisfactory assessment in all the units during the assessment period (including any extension) must return to Step Three. The candidate must wait for 12 months before they can make a further attempt at Step Three, for which a new application will be required: the exception to this rule is if a candidate leaves Step Four on a temporary basis due to ill health or voluntarily for other welfare reasons which results in the 12 month period being suspended Officers seeking promotion to the rank of Sergeant with a valid OSPRE Part 2 pass will be promoted into a vacant post and will have a 12 month probationary period. They will be confirmed in rank at the 12 month period subject to satisfactory performance, conduct 3, attendance and recommendation from the candidate s LPA / OCU Commander / Department Head (or nominated delegate). The PDR process will be used to evidence and review performance in the newly promoted role during the probationary period High Potential Development Scheme: Candidates aspiring to the ranks of Sergeant or Inspector on the HPDS must go through all the steps of the NPPF with the exception of Step Three. On completing Step Two, HPDS candidates deemed ready for promotion to sergeant or inspector must be prioritised where a suitable promotion vacancy arises. An HPDS candidate can submit a Promotion Assessment form at any stage when they feel ready, but only after they are successful at Step Two. In effect this process replaces Step Three for HPDS candidates. The line manager can recommend promotion based on this evidence and their knowledge of the candidate. If agreed by the ACPO level officer in-force, the candidate can be temporarily promoted and undertake Step Four. As with non-hpds candidates, HPDS candidates will be temporarily promoted to the aspired rank for a period of 12 months and assessed against PPF for that rank. Apart from the exemption from Step Three of the NPPF, HPDS candidates should be treated the same as other candidates that is, with no guarantee of substantive promotion and subject to the same assessment methods Fast Track Scheme: Candidates on the Fast Track Scheme seeking promotion will follow the rules laid down for that scheme. 5 See paragraphs &

8 3.5 Delivery Principles Procedures: The Director of People is responsible for ensuring sufficient resources and suitably skilled staff are available to support the promotion process and standard operating procedures Equality and Diversity: Any qualifications or requirements applied to a rank/post that have or may have the effect of inhibiting applications from certain groups of the population will only be retained if they can be justified in terms of the job to be done Reasonable adjustments will be made for disabled officers to ensure, so far as it is possible, that they are not placed at a disadvantage compared with non-disabled candidates. If reasonable adjustments are required the candidate must inform the force and College of Policing in good time, so that appropriate adjustments can be made at each of the four steps Communication and awareness sessions: Staff will be provided with timely information on: the promotion process, assessment dates, assessment requirements, awareness sessions and learning opportunities in order to allow them to plan and manage their personal development and career plans Decisions: Promotion decisions must be evidenced based, justified and documented. The process must be fair and consistent Development Feedback and ongoing support: Line Managers will provide support to individuals seeking promotion through providing balanced evidenced based promotion assessments and through the PDR process. Officers will be provided with feedback at Steps Three and Four of the promotion process and offered assistance to support them in developing a personal development plan Monitoring and Evaluation: Comments from applicants and assessors are welcomed and will be used combined with quantitative and qualitative data about: number of applicants entering Steps 1-4, the results at each Step, Diversity Data, Appeal Data and information from the environmental scanning process. This information will be used internally to identify areas for improvement and to evidence performance through internal and external inspection requirements Monitoring and evaluation at Step 4 will be completed in line with QCF requirements. Internal verification will be completed where feedback is sought from the officer during the process and evaluated. Officers are invited to complete a questionnaire when they complete Step 4; the results are evaluated and monitored Confidentiality: Applicants, assessors and staff involved in the promotion process are required to maintain the integrity of the process and information obtained as part of that process Data and Documentation: Data obtained in connection with the promotion process will only be used for the purpose for which the information has been collected. 8

9 Information on race, sex, sexual orientation, religion or belief, disability and age will be collected in order to monitor the numbers of applications from different groups. This information will not be used in the selection process or for any other use other than this purpose, excepting where information has been disclosed about a disability with the intention of seeking reasonable adjustments (in which case, that information will only be used or disclosed to the extent that it is necessary to do so to enable reasonable adjustments to be put in place) Under the rules set out in the Operating Manual for NPFF forces are required to collect and monitor biographical information for officers seeking promotion to the ranks of Sergeant and Inspector. This data is shared with PPEB for the purposes of monitoring the number of successful and unsuccessful officers at each stage of the process, to determine if any groups are advantaged / disadvantaged by particular steps of the process, so that improvements can be made. Data is also shared with the Awarding Body used by TVP for the purposes of maintaining Centre approval. The Awarding Body requires the Centre to evaluate in the areas of fairness, age, gender and disability Written records of interviews, reasons for decisions made at each stage of the process and reasons for appointment or non-appointment will be kept by People Services for 18 months following the conclusion of the promotion process, unless a longer period can be justified by the Head of People Services (and then only to the extent that is permitted by the Data Protection Act, 1998). Records will be stored in a locked cupboard and only those that require access for specific and authorised purposes will be able to access this information. Records will be disposed of confidentially Assessment records from Step 4 are kept for a period of 3 years as laid down in the Awarding Body Centre requirements. Physical records are kept in a locked, fireproof cabinet and confidentially disposed of. Electronic records are kept in a secure file area and are deleted after retention for 3 years. 3.6 Assessment Assessors: The role of the assessor is key to the promotion process. Assessors must follow the assessment process, ensure fairness, impartiality and consistency of assessment Assessments: Applicant and Assessor assessments must be evidence based, justified and documented. 3.7 Conduct When an officer passes a promotion board the Head of the Professional Standards Department (PSD) is consulted to check if there are any outstanding issues. If there are, promotion (substantive or temporary) will not take place until the issue(s) has been resolved without the approval of the Head of PSD. In rare cases the Head of PSD may highlight to the Head of People Services that, although there is no current conduct issue, the candidate has intelligence / historic issues that warrant further consideration prior to promoting the officer. If the Head of People Services believes as a result of this information / intelligence that it may be appropriate to delay promotion, the individual will be notified and given the opportunity to make representation themselves or via a police 9

10 friend. If a decision is taken to delay promotion, the officer must be set an action plan and a period of time for it to be completed. It is very unlikely that a delay to promotion of more than 12 months (if the action plan is adhered to) will be appropriate In exceptional cases, the Head of Professional Standards may determine that the conduct matter is so serious that the officer must re-apply for promotion so that their suitability for promotion can be re-assessed in the light of their development after the outcome of the conduct case. 3.8 Extenuating Circumstances and Appeals Procedure The PPEB has an overall responsibility to manage the national promotion process to the ranks of Sergeant and Inspector. The PPEB does not, with the exception of Step Two, have a remit to deal with appeals at an individual level. Additionally the PPEB has no remit to review or overturn a decision by a Chief Officer in the selection of an officer at any of the relevant steps within NPPF or comment on the quality of evidence submitted in support of an officer s application or work based assessment Candidates for promotion to Sergeant and inspector may appeal in force, with the exception of Step Two, against a decision at each step of the promotion process. There may also be extenuating circumstances affecting the candidate s ability to successfully complete certain steps. Extenuating circumstances could be a serious event or series of events, such as death or serious illness of a family member, illness, accident or serious injury to the candidate. Each case will be assessed on its merits Candidates for promotion to Sergeant and Inspector should set out their reason and grounds for appeal in writing 6 and submit to Head of People Services 7 within a reasonable time 8 following the incident or being notified of a promotion decision. Appeals will not be permitted on the grounds of a promotion panel s decision alone. Within a reasonable time following the receipt of the written appeal, the Head of People Services 9 (or delegate) will consider the appeal issues and findings and advise the candidate of the appeal decision in writing. This finalises the force promotion appeal procedure. At Step Four, if the in-force appeals procedure is exhausted and the candidate wishes to take their appeal further, the matter may be reported to the awarding body for consideration The appeal policy at Step Two (Legal Examination) is as determined and set out in Rules and Syllabus OSPRE Part 1 Examination, National Police Promotion Framework Step Two Examination and National Investigators Examination. If a candidate is aware of extenuating circumstances before or on the day of the examination, they should decide whether to sign the declaration notice and attempt the exam or not attend Appeals when the Head of Professional Standards has determined a conduct matter is so serious that the officer must re-apply for promotion, should be submitted in writing to the Head of People Services. The decision on these appeals will be taken by the 6 Candidates can request a staff association representative to submit an appeal on their behalf. 7 Excludes Step 2 8 A reasonable time would normally be 14 working days. 9 Appeals on the promotion process from candidates for promotion to Chief Inspector, Superintendent and Chief Superintendent will be considered by a member of the Chief Constable s Management Team. 10

11 Deputy Chief Constable for officers up to the rank of Inspector and by the Chief Constable for Chief Inspector and above. 3.9 Extending the Length of Work Based Assessment (WBA): TVP will consider extension requests in line with the criteria set down by PPEB in the Operating Manual for the NPPF. It is highly unlikely that the period will be extended due to operational commitments The Head of People Services (or delegate) will consider extension requests and take into account any extenuating circumstances, the Assessor s judgement, line manager s recommendation and relevant employment law. It is not necessary to automatically extend a temporary promotion for a further 12 month period in every case, where a shorter period would be appropriate e.g. 2 months may be appropriate. The overall maximum time limit for completion of WBA assessment is 24 months If the candidate still does not succeed in reaching the appropriate standard, they must be removed from Step Four, informed of the reasons for removal and supported by a development action plan. The candidate must wait 12 months from the date they revert to their substantive rank before they can make a further attempt at Step Three Part-Time Candidates in Step Four: The period of time allocated to achieve the PPF must be offered on a pro-rata basis e.g. someone who works exactly 50% of full time hours would have exactly 24 months in which to complete accreditation and achievement of the QCF units. However, part-time candidates may be substantively promoted once they have completed 12 calendar months of temporary promotion, during which time they have demonstrated the required competence and achieved all of the QCF units. Any extension to the temporary promotion, must also be granted on a pro-rata basis commensurate with the part-time hours worked Quality Assurance Standard Operating Procedures have been developed to ensure consistency of delivery and to reflect the policy requirements set out in this document and the NPPF. Staff involved in the promotion process are suitably skilled and their performance is assessed through the PDR process Quality will be maintained in our procedures and systems and validated through periodic internal audits and the Compliance Procedure for the NPPF. In addition Step 4 is quality assured through internal verification and certification by awarding bodies The force is required to demonstrate compliance with the Licensing Criteria specified by the PPEB in order to be able to promote candidates to the ranks of Sergeant and Inspector. Failure to retain the license could result in the force being unable to promote officers to these ranks. 11

12 4.0 Guidance, Procedures & Tactics 4.1 The process for posting officers on promotion is dealt with in the Career Pathways and Posting Police Officer policy and the Standing Operating Procedure Posting on Promotion within that policy. 5.0 Challenges & Representations 5.1 Any challenges to this policy or recommendations for amendment should be addressed to: Head of People Services TVP Headquarters North Fountain Court Oxford Spires Business Park Kidlington OX5 1NZ 6.0 Communication 6.1 Links to Police National Legal Database Other Skills for Justice Policing Professional Framework used to describe the competencies required of each rank Rules and Syllabus OSPRE Part 1 Examination, National Police Promotion Framework Step Two Examination and National Investigators Examination Police (Promotion) Regulations 1996 and subsequent amendments Career Posting & Pathways Policy 6.2 Implementation Strategy This policy will be published on the Policy and Procedures intranet and internet site. The Staff Portal also describes the steps candidates must undertake. An entry will also be made in Managers Briefing to advise all staff of the new policy and direct them to policy on the intranet site. 7.0 Compliance and Certification 7.1 Human Rights Certification (i) Legal Basis Police (Promotion) Regulations 1996, as amended (ii) Human Rights Articles Engaged This policy has been audited for compliance with the Human Rights Act and does not have the potential to engage any articles. (iii) Prohibition of Discrimination 12

13 Application of this policy could discriminate against individuals either directly or indirectly. Article 14 states the enjoyment of the Rights and Freedoms set forth in the European Convention of Human Rights shall be secured without discrimination on any grounds, such as sex, race, colour, language, religion, political or other opinion, nation or social origin, association with a national minority, property, birth or other status. 7.2 Equality Impact Assessment This policy has been assessed for its impact on protected characteristics. 7.3 Management of Police Information (MoPI) Compliance The information captured on electronic or manual systems does not fall within the five key business areas as identified by the Management of Police Information (MoPI). 7.4 Data Protection Personal information processed in compliance with this policy will be managed in accordance with the provisions of the Data Protection Act Freedom of Information Act This policy can be made available to the general public and will be published on the Policy and Procedures Freedom of Information internet site. 7.6 Protective Markings This policy has been assessed for its correct level of protective marking and is classified as. 7.7 Health & Safety at Work This policy is to be read in conjunction with the Force Health and Safety Management Policy and Health & Safety Manual, which set out the requirements for managing health and safety in TVP. There are no specific Health, Safety and Welfare issues connected with this policy. 8.0 Monitoring and Review This policy document will be reviewed every two years. The review will take into account the following criteria:- Changes in legislation Court rulings Domestic, European and Human Rights Examples of good practice from other Forces or other organisations Changes in Home Office Circulars Developments with ACPO Policy Unit Representations made by individuals and relevant organisations Relevant Equality data This policy will next be reviewed in September

14 Policy signed off by: FOR USE BY THE POLICY MANAGEMENT UNIT ONLY Chief Officer Policy Authorisation Director of People: Date: Version Date Reviewed Author Reason V1 October 2014 Jill Simpson To reflect changes in national policy and departmental changes. The fast track promotion process (where officers achieve promotion to Inspector within three years of joining the police has been added. If a promotion application is not supported by the officer s Commander or Head of Department, it will not be considered by the promotion panel (and this decision can be appealed) 14

Career Break Policy - Police Officers

Career Break Policy - Police Officers Policy Title CCMT Sponsor Department/Area Section/Sector Career Break Policy - Police Officers Director of People People Directorate People Services CONTENTS: 1.0 Rationale 2.0 Intention 3.0 General Principles

More information

The lawful monitoring and recording of communications conveyed on the Thames Valley Police telecommunications systems.

The lawful monitoring and recording of communications conveyed on the Thames Valley Police telecommunications systems. Title Lawful Business Practice (Interception of Communications) Regulations CCMT Sponsor Deputy Chief Constable Department/Area Professional Standards Section/Sector Headquarters 1.0 Rationale This policy

More information

Gifts, Hospitality, Discounts, Travel, Concessions and Other Potential Conflicts of Interest

Gifts, Hospitality, Discounts, Travel, Concessions and Other Potential Conflicts of Interest Policy Title CCMT Sponsor Department/Area Section / Sector Gifts, Hospitality, Discounts, Travel, Concessions and Other Potential Conflicts of Interest Deputy Chief Constable Professional Standards Headquarters

More information

NOT PROTECTIVELY MARKED. Business Continuity Management Policy. Risk and Business Continuity Management

NOT PROTECTIVELY MARKED. Business Continuity Management Policy. Risk and Business Continuity Management Policy Title CCMT Sponsor Department/Area Section/Sector Business Continuity Management Policy Deputy Chief Constable Strategic Development Risk and Business Continuity Management 1.0 Rationale Thames

More information

CCMT Sponsor ACC Neighbourhood Policing & Partnerships Department/Area Headquarters Section/Sector Neighbourhood Policing & Partnerships

CCMT Sponsor ACC Neighbourhood Policing & Partnerships Department/Area Headquarters Section/Sector Neighbourhood Policing & Partnerships Policy Title Ride-Along/Walk-Along CCMT Sponsor ACC Neighbourhood Policing & Partnerships Department/Area Headquarters Section/Sector Neighbourhood Policing & Partnerships CONTENTS: 1.0 Rationale 2.0 Intention

More information

Working in partnership for a safer Glasgow. Recruitment and Selection Charter

Working in partnership for a safer Glasgow. Recruitment and Selection Charter Working in partnership for a safer Glasgow Recruitment and Selection Charter Version 5 Effective 12 October 2015 CONTENTS 1. INTRODUCTION 2 2. ADVERTISING PROCESS 2 3. DOUBLE TICK POSITIVE ABOUT DISABILITY

More information

Recruitment and Selection Policy. Liverpool Community Health NHS Trust. Recruitment & Selection Policy

Recruitment and Selection Policy. Liverpool Community Health NHS Trust. Recruitment & Selection Policy Liverpool Community Health NHS Trust Recruitment & Selection Policy Version Number: Ratified by: V1 HR & OD Committee Date of Approval: November 2010 Name of originator/author: Approving Body / Committee:

More information

Management of Excess Teaching Service

Management of Excess Teaching Service Management of Excess Teaching Service Last updated 6 August 2015 MANAGEMENT OF EXCESS TEACHING SERVICE CONTENTS PAGE OVERVIEW... 2 CONSULTATION... 3 IDENTIFICATION... 5 REDEPLOYMENT/CAREER TRANSITION SUPPORT...

More information

Appendix D. Reference to days in Appendix D is to be taken to mean calendar days unless otherwise indicated.

Appendix D. Reference to days in Appendix D is to be taken to mean calendar days unless otherwise indicated. Appendix D Teacher and Principal Appointment Procedures The procedures set out in this appendix are designed to provide fair and impartial procedures for candidates for appointment and a Board of Management

More information

EQUALITY AND DIVERSITY POLICY & PROCEDURE MICHAEL W HALSALL (SOLICITORS)

EQUALITY AND DIVERSITY POLICY & PROCEDURE MICHAEL W HALSALL (SOLICITORS) EQUALITY AND DIVERSITY POLICY & PROCEDURE MICHAEL W HALSALL (SOLICITORS) JANUARY 2010 Michael W Halsall Anti-Discrimination Policy Introduction Michael W. Halsall Solicitors serves a diverse client base.

More information

Code of Practice for Ministerial Appointments to Public Bodies

Code of Practice for Ministerial Appointments to Public Bodies This Code of Practice is published by the Commissioner for Public Appointments in fulfilment of his duties as set out in the Order in Council for Public Appointments 2002 (as amended). This Code is effective

More information

Recruitment and Selection Policy

Recruitment and Selection Policy Recruitment and Selection Policy Recruitment and Selection Policy 1. Purpose The purpose of this recruitment and selection policy is to ensure: a professional and consistent approach to recruitment and

More information

NOT PROTECTIVELY MARKED

NOT PROTECTIVELY MARKED November 3 rd 2015 (V1) NOT PROTECTIVELY MARKED Policy Title VOICE RECORDING CCMT Sponsor ACC OPERATIONAL SUPPORT Department/Area CONTROL ROOM & ENQUIRIES DEPARTMENT Section/Sector HEADQUARTERS 1 Rationale

More information

TEACHERS JOB SHARE SCHEME

TEACHERS JOB SHARE SCHEME I.N.T.O. Serving Education 14 TEACHERS JOB SHARE SCHEME 1. INTRODUCTION This scheme has been agreed between the Management and Teachers' Side of the Northern Ireland Teachers' Negotiating committee and

More information

Workforce Performance Management Policy and Procedure

Workforce Performance Management Policy and Procedure Workforce Performance Management Policy and Procedure Workforce Performance Management Policy and Procedure Page: Page 1 of 19 Recommended by Approved by Executive Management Team Workforce Committee Approval

More information

Wiltshire Council Human Resources. Improving Work Performance Policy and Procedure

Wiltshire Council Human Resources. Improving Work Performance Policy and Procedure Wiltshire Council Human Resources Improving Work Performance Policy and Procedure This policy can be made available in other languages and formats such as large print and audio on request. What is it?

More information

Recruitment & Selection Policy

Recruitment & Selection Policy Recruitment & Selection Policy Version: 2 Status: Title of originator/author: Name of responsible director: Developed/revised by group/committee and Date: Approved by group/committee and Date: Effective

More information

NOT PROTECTIVELY MARKED

NOT PROTECTIVELY MARKED Force Template NOT PROTECTIVELY MARKED Title Policing Cannabis Possession CCMT Sponsor ACC Local Policing Department/Area Local Policing Section/Sector Drugs Co-ordination 1.0 Rationale 1.1 The purpose

More information

RECRUITMENT AND SELECTION CHARTER

RECRUITMENT AND SELECTION CHARTER RECRUITMENT AND SELECTION CHARTER Effective from: 17 January 2012 Review date: March 2014 Version/Reference: Document owner: Version 2 (HR12/03) Human Resources Section RECRUITMENT AND SELECTION CHARTER

More information

Can I ask for a complete copy of the MPS Policy/Procedure for Contractors and Representatives working on behalf of the Police.

Can I ask for a complete copy of the MPS Policy/Procedure for Contractors and Representatives working on behalf of the Police. Freedom of Information Request Reference No: I note you seek access to the following information: Can I ask for a complete copy of the MPS Policy/Procedure for Contractors and Representatives working on

More information

Derbyshire Constabulary REORGANISATION, REDUNDANCY AND REDEPLOYMENT POLICY POLICY REFERENCE 05/001. This policy is suitable for Public Disclosure

Derbyshire Constabulary REORGANISATION, REDUNDANCY AND REDEPLOYMENT POLICY POLICY REFERENCE 05/001. This policy is suitable for Public Disclosure Derbyshire Constabulary REORGANISATION, REDUNDANCY AND REDEPLOYMENT POLICY POLICY REFERENCE 05/001 This policy is suitable for Public Disclosure Owner of Doc: Head of Department, Human Resources Date Approved:

More information

Contents. 1.0 Scope of this Policy. 2.0 Introduction. 3.0 Equal Opportunities. 4.0 Job Description and Selection Criteria. 5.0 Approval to Recruit

Contents. 1.0 Scope of this Policy. 2.0 Introduction. 3.0 Equal Opportunities. 4.0 Job Description and Selection Criteria. 5.0 Approval to Recruit Page 2 Contents 1.0 Scope of this Policy 2.0 Introduction 3.0 Equal Opportunities 4.0 Job Description and Selection Criteria 5.0 Approval to Recruit 6.0 Advertising Internally 7.0 Recruiting Externally

More information

JOB SHARING POLICY AND PROCEDURE

JOB SHARING POLICY AND PROCEDURE JOB SHARING POLICY AND PROCEDURE INTRODUCTION 1. Carmarthenshire County Council is fully committed to equality of opportunity in employment. The aim of the Job Share Policy is to provide opportunities

More information

NHS North Somerset Clinical Commissioning Group

NHS North Somerset Clinical Commissioning Group NHS North Somerset Clinical Commissioning Group HR Policies Managing Sickness Absence Approved by: Quality and Assurance Group Ratification date: September 2013 Review date: September 2016 Elaine Edwards

More information

Exit Questionnaire and Exit Interview Procedure

Exit Questionnaire and Exit Interview Procedure Exit Questionnaire and Exit Interview Procedure Procedure Reference Number: 2009.51 Approved: Name Date Author: Susan Poole 12/02/13 HR Advisor, Policy and Development Produced: 12/02/13 Review due: 3

More information

Not Protectively Marked

Not Protectively Marked TITLE CCMT Sponsor Department/Area Section/Sector VETTING POLICY Deputy Chief Constable Professional Standards Department Force Security 1.0 Rationale 1.1 This policy adopts the requirements of the ACPO

More information

NHS Business Services Authority HR Policies Recruitment and Selection

NHS Business Services Authority HR Policies Recruitment and Selection 1. POLICY STATEMENT 1.1 The Policy is designed to support managers in providing a fair, consistent and effective approach to the recruitment of all employees and to help managers deal with recruitment

More information

DISCLOSURE & BARRING SERVICE (DBS) POLICY

DISCLOSURE & BARRING SERVICE (DBS) POLICY DISCLOSURE & BARRING SERVICE (DBS) POLICY Human Resources and Organisational Development Changes February 2009: Policy introduced April 2010: Styling revised in line with corporate guidelines September

More information

NHS North Somerset Clinical Commissioning Group. HR Policies Managing Discipline

NHS North Somerset Clinical Commissioning Group. HR Policies Managing Discipline NHS North Somerset Clinical Commissioning Group HR Policies Managing Discipline Approved by: Quality and Assurance Group Ratification date: May 2013 Review date: May 2016 1 Contents 1 Policy Statement...

More information

HARP (Horton Addiction Recovery Programme) 14 Edmund Street Bradford BD5 0BH. Selection and Allocation Policy

HARP (Horton Addiction Recovery Programme) 14 Edmund Street Bradford BD5 0BH. Selection and Allocation Policy HARP (Horton Addiction Recovery Programme) 14 Edmund Street Bradford BD5 0BH Selection and Allocation Policy HARP (Horton Addiction Recovery Programme) will endeavour to ensure that its services are allocated

More information

Recruitment, Selection & Disclosure Policy and Procedure

Recruitment, Selection & Disclosure Policy and Procedure Recruitment, Selection & Disclosure Policy and Procedure 1. Introduction Stonyhurst [Stonyhurst College, Saint Mary s Hall] ("Stonyhurst") is committed to providing the best possible care and education

More information

BUCKINGHAMSHIRE COUNTY COUNCIL SCHOOLS GRIEVANCE POLICY AND PROCEDURE

BUCKINGHAMSHIRE COUNTY COUNCIL SCHOOLS GRIEVANCE POLICY AND PROCEDURE BUCKINGHAMSHIRE COUNTY COUNCIL SCHOOLS GRIEVANCE POLICY AND PROCEDURE Version 2 Page 1 of 16 Revised June 2012 BUCKINGHAMSHIRE COUNTY COUNCIL GRIEVANCE POLICY AND PROCEDURE FOR SCHOOLS 1. Introduction

More information

WALMER ROAD SCHOOL RECRUITMENT AND SELECTION POLICY. April 2014

WALMER ROAD SCHOOL RECRUITMENT AND SELECTION POLICY. April 2014 WALMER ROAD SCHOOL RECRUITMENT AND SELECTION POLICY April 2014 This policy is coherent with DfE guidance Keeping Children Safe in Education (April 2014) and the Equality Act (2010) The school follows P3

More information

Police Service of Northern Ireland

Police Service of Northern Ireland Police Service of Northern Ireland HQ Ref: HR/PD/05/07 Service Procedure No: 44/2007 File Box: B Date: 20 June 2007 Sub Head: (a) POLICE STAFF UNSATISFACTORY ATTENDANCE PROCEDURE 1. INTRODUCTION (1) All

More information

SELECTION PANEL PROCEDURES FOR SCHOOL TEACHERS 2013

SELECTION PANEL PROCEDURES FOR SCHOOL TEACHERS 2013 SELECTION PANEL PROCEDURES FOR SCHOOL TEACHERS 2013 Selection Panel Procedures for School Teachers 2013, which is located on the Department s website at http://www.teach.nsw.edu.au/documents/sel_panelproc.pdf,

More information

Recruitment and Selection Procedure

Recruitment and Selection Procedure Recruitment and Selection Procedure INTRODUCTION The College aims to attract, select and retain the best candidate to any given vacancy within the college. The College is committed to safeguarding and

More information

Mobile Telephony & Voicemail CCMT Sponsor ACC Operational Support Department/Area Control Rooms & Enquiries Department Section/Sector

Mobile Telephony & Voicemail CCMT Sponsor ACC Operational Support Department/Area Control Rooms & Enquiries Department Section/Sector 07-01-2007 Policy Title Mobile Telephony & Voicemail CCMT Sponsor ACC Operational Support Department/Area Control Rooms & Enquiries Department Section/Sector 1.0 Rationale 1.1 CR&ED is the operational

More information

CODE OF PRACTICE APPOINTMENT TO POSITIONS IN THE CIVIL SERVICE AND PUBLIC SERVICE MERIT PROBITY ACCOUNTABILITY

CODE OF PRACTICE APPOINTMENT TO POSITIONS IN THE CIVIL SERVICE AND PUBLIC SERVICE MERIT PROBITY ACCOUNTABILITY CODE OF PRACTICE APPOINTMENT TO POSITIONS IN THE CIVIL SERVICE AND PUBLIC SERVICE MERIT PROBITY BEST PRACTICE ACCOUNTABILITY CONSISTENCY Published in 2007 by the Commission for Public Service Appointments

More information

PROCEDURE Police Staff Discipline. Number: C 0901 Date Published: 9 May 2013

PROCEDURE Police Staff Discipline. Number: C 0901 Date Published: 9 May 2013 1.0 Summary of Changes Amendments to the 1 st bullet point of section 4.5 and the 3 rd, 4 th, 6 th and 7 th bullet point in section 4.8 have been made. Section 4.9 has been removed as the content is now

More information

SICKNESS ABSENCE POLICY. Version:

SICKNESS ABSENCE POLICY. Version: SICKNESS ABSENCE POLICY Version: V4 Policy Author: Shajeda Ahmed Designation: Senior Human Resources Manager Responsible Director of Strategy and Business Support Director: EIA Assessed: 22 November 2012

More information

Procedure. Development. Joint Consultative Committee, College Management Team. Status: FINAL Approved by: Finance and General Purposes Committee

Procedure. Development. Joint Consultative Committee, College Management Team. Status: FINAL Approved by: Finance and General Purposes Committee GUILDFORD COLLEGE GROUP POLICY ACADEMIC/NON ACADEMIC: Non-Academic FRAMEWORK AREA: Human Resources POLICY TITLE: Recruitment and Selection Policy and Procedure LEAD COLLEGE MANAGER: Executive Director

More information

Disciplinary Policy and Procedure

Disciplinary Policy and Procedure Disciplinary Policy and Procedure Policy The success of the University is dependent on its most important resource, its staff. It is therefore vital that all employees are encouraged to work to the best

More information

Assistant Chief Officer (ACO) Application to Attend the Strategic Command Course (SCC)

Assistant Chief Officer (ACO) Application to Attend the Strategic Command Course (SCC) Assistant Chief Officer (ACO) Application to Attend the Strategic Command Course (SCC) Guidance Notes for Applications 2014 Limited (2014) All rights reserved. No part of this publication may be reproduced,

More information

Succession Planning Policy and Procedure

Succession Planning Policy and Procedure Succession Planning Policy and Procedure Reference No. P08:2012 Implementation date 07022013 Version Number V1.0 Reference No: Name. Linked documents P14:2002 Police Staff Recruitment and Selection Policy

More information

----------\~J----------

----------\~J---------- Cour Penale Internationale International Criminal Court (1\T7\~ ----------\~J---------- ~~ ICC RECRUITMENT GUIDELINES FOR ESTABLISHED POSTS Professional and higher and General Service categories TABLE

More information

Performance and Development Review and Pay Progression Policy

Performance and Development Review and Pay Progression Policy Performance and Development Review and Pay Progression Policy To receive this document in large print, Braille, audio or a language other than English, please contact the Corporate Diversity Team on 01375

More information

WEST MIDLANDS POLICE Force Policy Document

WEST MIDLANDS POLICE Force Policy Document WEST MIDLANDS POLICE Force Policy Document POLICY TITLE: POLICY REFERENCE NO: POLICE STAFF DISCIPLINARY PROCEDURE HR/06 Executive Summary The Force expects certain standards of conduct to be maintained

More information

Grievance and Disputes Policy and Procedure. Document Title. Date Issued/Approved: 10 August 2010. Date Valid From: 21 December 2015

Grievance and Disputes Policy and Procedure. Document Title. Date Issued/Approved: 10 August 2010. Date Valid From: 21 December 2015 POLICY UNDER REVIEW Please note that this policy is under review. It does, however, remain current Trust policy subject to any recent legislative changes, national policy instruction (NHS or Department

More information

MANAGING ATTENDANCE POLICY

MANAGING ATTENDANCE POLICY 1 The Royal Liberty School Where boys are ambitious, where boys succeed MANAGING ATTENDANCE POLICY Reviewed by: Finance and Personnel Committee Review Date: June 2015 Next Review: June 2016 2 CONTENTS

More information

Sickness Absence Management Policy

Sickness Absence Management Policy Bolsover District Council Sickness Absence Management Policy (July 2015) 26 CONTROL SHEET FOR SICKNESS ABSENCE MANAGEMENT POLICY Policy Details Comments / Confirmation (To be updated as the document progresses)

More information

NOT PROTECTIVELY MARKED. Local (LPA) Independent Advisory Group Policy. Neighbourhood Policing & Partnerships

NOT PROTECTIVELY MARKED. Local (LPA) Independent Advisory Group Policy. Neighbourhood Policing & Partnerships November 2013 NOT PROTECTIVELY MARKED Policy Title: CCMT Sponsor: Department/Area: Section/Sector: Local (LPA) Independent Advisory Group Policy ACC Neighbourhood Policing & Partnerships Equality & Diversity

More information

Sickness Management Policy

Sickness Management Policy Sickness Management Policy Human Resources UpdatedSept 2012 AJR/HR/Sickness Management Policy 1.0 PURPOSE 1.1 The University is committed to promoting the health, safety and welfare of its employees. The

More information

Ratified by: Fully ratified via committee 2008

Ratified by: Fully ratified via committee 2008 Reference: Author & Title: Responsible Director: Performance Review and Development Policy Andy Catterall HR Director HRD Review Date: March 2015 Ratified by: Fully ratified via committee 2008 Date Ratified:

More information

Managing Change HR Policy and Procedures

Managing Change HR Policy and Procedures Managing Change HR Policy and Procedures Incorporating changes following the review process in September 2012 Issued October 2012 2 Contents Page 1. Scope 3 2. Managing Organisational Change Key Principles

More information

RECRUITMENT & SELECTION

RECRUITMENT & SELECTION RECRUITMENT & SELECTION POLICY NUMBER & CATEGORY HR 26 Human Resources VERSION NO & DATE 3 16 August 2012 RATIFYING COMMITTEE DATE RATIFIED February 2013 ANTICIPATED REVIEW DATE February 2016 EXECUTIVE

More information

Collaborative Provision Exit Phase: Assessment Protocols for Taught Master s Degrees

Collaborative Provision Exit Phase: Assessment Protocols for Taught Master s Degrees Collaborative Provision Exit Phase: Assessment Protocols for Taught Master s Degrees Academic Year 2013-2014 University of Wales Assessment Protocols for Taught Master s Degrees The University of Wales

More information

The deadline for receipt of applications is 4pm on Monday 2 December 2013. Interviews will take place week commencing 9 December 2013.

The deadline for receipt of applications is 4pm on Monday 2 December 2013. Interviews will take place week commencing 9 December 2013. INFORMATION PACK FOR APPLICANTS INVESTIGATOR (FIXED TERM TO MARCH 2016) Salary grade: B2 25,417-30,570 p.a. CONTENTS 1. Advertisement Page 1 2. Background note on the Police Investigations & Review Commissioner

More information

Not Protectively Marked

Not Protectively Marked TITLE CCMT Sponsor Department/Area Section/Sector INFORMATION SECURITY POLICY Deputy Chief Constable Professional Standards Department Force Security 1.0 Rationale 1.1 This policy sets out the approach

More information

Recruitment and Selection Guidance for Schools

Recruitment and Selection Guidance for Schools Recruitment and Selection Guidance for Schools (For appendices see printable documents page on web guidance) Recruitment and Selection 1. PURPOSE Recruitment of staff is one of the School s most critical

More information

(g) the Employment Equality (Sexual Orientation) Regulations 2003,

(g) the Employment Equality (Sexual Orientation) Regulations 2003, Linked Law Solicitors Equality and Diversity Policy (based on the Law Society s model policy issued under Rules 3 and 4 of the Solicitors Anti- Discrimination Rules 2004 and amended in the light of the

More information

NOTTINGHAM UNIVERSITY HOSPITALS NHS TRUST POLICIES AND PROCEDURES MANAGEMENT OF ATTENDANCE AND SICKNESS ABSENCE POLICY. Documentation Control

NOTTINGHAM UNIVERSITY HOSPITALS NHS TRUST POLICIES AND PROCEDURES MANAGEMENT OF ATTENDANCE AND SICKNESS ABSENCE POLICY. Documentation Control NOTTINGHAM UNIVERSITY HOSPITALS NHS TRUST POLICIES AND PROCEDURES MANAGEMENT OF ATTENDANCE AND SICKNESS ABSENCE POLICY Documentation Control Reference HR/P&C/003 Date approved 4 Approving Body Trust Board

More information

NOT PROTECTIVELY MARKED

NOT PROTECTIVELY MARKED Policy Title: CCMT Sponsor: Smoking in Custody Suites ACC Specialist Operations Department/Area: Criminal Justice Section/Sector: Headquarters 1.0 Rationale: Thames Valley Police has a duty of care towards

More information

www.gdc-uk.org Standards for Education Standards and requirements for providers of education and training programmes

www.gdc-uk.org Standards for Education Standards and requirements for providers of education and training programmes www.gdc-uk.org Standards for Education Standards and requirements for providers of education and training programmes November 2012 GDC Standards for Education The Standards for Education and the requirements

More information

IFRS FOUNDATION DOCUMENT RETENTION AND DESTRUCTION POLICY

IFRS FOUNDATION DOCUMENT RETENTION AND DESTRUCTION POLICY IFRS FOUNDATION DOCUMENT RETENTION AND DESTRUCTION POLICY Purpose The purpose of this policy is to provide the IFRS Foundation with a framework to govern management decisions on whether particular documents

More information

Relief (Casual) Workers Policy and Procedure

Relief (Casual) Workers Policy and Procedure Relief (Casual) Workers Policy and Procedure Reference No. P13:2009 Implementation date 22112012 Version Number V1.2 Reference No: Name. Linked documents P14:2002 Police Staff Recruitment and Selection

More information

CONDUCT & DISCIPLINE POLICY & PROCEDURE

CONDUCT & DISCIPLINE POLICY & PROCEDURE CONDUCT & DISCIPLINE POLICY & PROCEDURE This policy and procedure is a copy of BCC s Conduct and Discipline (3 rd May 2014). Audience All Staff & Governors Date for renewal/updates/review May 2017 Named

More information

www.portsmouth.gov.uk Part 3D - Officers' Employment Procedure Rules 1

www.portsmouth.gov.uk Part 3D - Officers' Employment Procedure Rules 1 Part 3D - Officers' Employment Procedure Rules 1 These rules determine procedures to be followed in the recruitment of senior officers of the council and in any disciplinary action which may become necessary

More information

CCG: IG06: Records Management Policy and Strategy

CCG: IG06: Records Management Policy and Strategy Corporate CCG: IG06: Records Management Policy and Strategy Version Number Date Issued Review Date V3 08/01/2016 01/01/2018 Prepared By: Consultation Process: Senior Governance Manager, NECS CCG Head of

More information

PUBLIC SERVICE COMMISSION

PUBLIC SERVICE COMMISSION ANNEX A PUBLIC SERVICE COMMISSION Open Merit Based Recruitment and Selection Guideline 1 1.0 OBJECTIVES 1.1 The objectives of this guideline are to: Define Merit and provide the policy basis for Permanent

More information

3. This policy applies to all taught programmes of study offered by the College.

3. This policy applies to all taught programmes of study offered by the College. Admissions Policy Aims 1. The College aims, as defined in its Mission Statement, include: Providing part-time higher education courses which meet the changing educational, cultural, personal and career

More information

INTRODUCTION 1 STRUCTURE AND APPROACH 1 CONTEXT AND PURPOSE 2 STATEMENT OF PURPOSE 3

INTRODUCTION 1 STRUCTURE AND APPROACH 1 CONTEXT AND PURPOSE 2 STATEMENT OF PURPOSE 3 June 2007 Table of Contents INTRODUCTION 1 STRUCTURE AND APPROACH 1 CONTEXT AND PURPOSE 2 STATEMENT OF PURPOSE 3 3 Standard 1: Statement of purpose 3 Standard 2: Written guide to the adoption service for

More information

PARTNERSHIP AGREEMENT

PARTNERSHIP AGREEMENT PARTNERSHIP AGREEMENT Department for Teacher Development The Partnership Agreement is a working document that can be used to guide and inform the contributions of each partner, and help to support coherent

More information

NHS Grampian Equality, Diversity and Human Rights Policy for Staff

NHS Grampian Equality, Diversity and Human Rights Policy for Staff NHS Grampian Equality, Diversity and Human Rights Policy for Staff Co-ordinator: Equality and Diversity Manager Reviewer: GAPF Policies Subgroup Approver: Grampian Area Partnership Forum (GAPF) Date approved

More information

Inspector Manager (Healthcare) Health Information and Quality Authority

Inspector Manager (Healthcare) Health Information and Quality Authority CANDIDATES INFORMATION BOOKLET PLEASE READ CAREFULLY The Health Information and Quality Authority (HIQA) is undertaking a competition for the purpose of identifying suitable candidates for appointment

More information

Quality Handbook. Part D: Regulations. Section 16c: Taught postgraduate courses. Section16c. Nottingham Trent University

Quality Handbook. Part D: Regulations. Section 16c: Taught postgraduate courses. Section16c. Nottingham Trent University Nottingham Trent University Quality Handbook Part D: Regulations Section 16c: Taught postgraduate courses Contents Preface... 4 1. Scope of the regulations... 5 2. Changes to the regulations... 5 3. Consultation...

More information

A Good Practice Toolkit on Equality and Diversity when contracting with the Royal Borough

A Good Practice Toolkit on Equality and Diversity when contracting with the Royal Borough A Good Practice Toolkit on Equality and Diversity when contracting with the Royal Borough For Small and Medium Sized Enterprises September 2011 DRAFT Page 1 of 8 Introduction The Royal Borough of Windsor

More information

THE WESTGATE SCHOOL SAFER RECRUITMENT AND SELECTION POLICY

THE WESTGATE SCHOOL SAFER RECRUITMENT AND SELECTION POLICY THE WESTGATE SCHOOL SAFER RECRUITMENT AND SELECTION POLICY SDHR Ltd September 2015 Table of Contents 1. POLICY STATEMENT... 3 2. DEFINITIONS... 4 3. PRE RECRUITMENT PLANNING... 4 4. ADVERTISING... 5 5.

More information

SCOTLAND S COMMISSIONER FOR CHILDREN AND YOUNG PEOPLE STANDARD CONDITIONS OF CONTRACT FOR SERVICES

SCOTLAND S COMMISSIONER FOR CHILDREN AND YOUNG PEOPLE STANDARD CONDITIONS OF CONTRACT FOR SERVICES SCOTLAND S COMMISSIONER FOR CHILDREN AND YOUNG PEOPLE STANDARD CONDITIONS OF CONTRACT FOR SERVICES 1 1 Definitions In these conditions:- We means Scotland s Commissioner for Children and Young People,

More information

Quality Handbook. Part D: Regulations. Section 16E: Professional Doctorate Degrees. Section16E. Nottingham Trent University

Quality Handbook. Part D: Regulations. Section 16E: Professional Doctorate Degrees. Section16E. Nottingham Trent University Nottingham Trent University Quality Handbook Part D: Regulations Section 16E: Professional Doctorate Degrees Contents Preface... 3 Scope of the regulations... 3 Changes to the regulations... 3 Consultation...

More information

Purpose of the circular: To provide updated guidance on Chief Officer Appointments in the Scottish Police Service

Purpose of the circular: To provide updated guidance on Chief Officer Appointments in the Scottish Police Service Justice & Communities Directorate Police Powers, Performance & Resources Identity No: Police Circular No: 7/2007 Title: CHIEF OFFICER APPOINTMENTS IN THE SCOTTISH POLICE SERVICE Guidelines on Selection

More information

Admissions Policy. 1 Introduction

Admissions Policy. 1 Introduction Admissions Policy 1 Introduction 1.1 The School is committed to delivering excellence in the quality of both its research and teaching at all levels and maintaining its high standards. It is firmly committed

More information

HE Admissions Policy. Integrity, Valuing Others, Teamwork, Supportiveness

HE Admissions Policy. Integrity, Valuing Others, Teamwork, Supportiveness HE Admissions Policy Integrity, Valuing Others, Teamwork, Supportiveness Our Mission To inspire learners to recognise and achieve their full potential Our Values Excellence, Passion, Team Work, Integrity,

More information

POLICE STAFF DISCIPLINARY POLICY DIRECTOR OF HUMAN RESOURCES

POLICE STAFF DISCIPLINARY POLICY DIRECTOR OF HUMAN RESOURCES 18.09.12 Classification NOT PROTECTIVELY MARKED Title CCMT Sponsor Department/Area Section/Sector POLICE STAFF DISCIPLINARY POLICY DIRECTOR OF HUMAN RESOURCES HUMAN RESOURCES HR EMPLOYMENT RELATIONS Contents

More information

EAST SURREY COLLEGE EQUALITY SCHEME

EAST SURREY COLLEGE EQUALITY SCHEME EAST SURREY COLLEGE EQUALITY SCHEME EQUALITY OUR COMMITMENT East Surrey College is committed to ensuring the fair treatment of all its staff, established and sessional, support and care workers, volunteers,

More information

Subject Access Request (SAR) Procedure

Subject Access Request (SAR) Procedure Subject Access Request (SAR) Procedure East and North Hertfordshire Clinical Commissioning Group Page 1 of 16 DOCUMENT CONTROL SHEET Document Owner: Chief Finance Officer Document Author(s): Anne Ephgrave

More information

INFORMATION ADVICE AND GUIDANCE (IAG) POLICY

INFORMATION ADVICE AND GUIDANCE (IAG) POLICY INFORMATION ADVICE AND GUIDANCE (IAG) POLICY This document will be made available in other languages and formats upon request from employees of Reaseheath College Version: 1 Date of Issue: February 2012

More information

Guidance for job applicants

Guidance for job applicants Guidance for job applicants jobs.york.nhs.uk York Teaching Hospital NHS Foundation Trust York Teaching Hospital NHSFT @yorkteachingnhs @yorkteaching NHS York Teaching Hospital NHS Foundation Trust Version

More information

Information Governance Strategy

Information Governance Strategy Information Governance Strategy Document Status Draft Version: V2.1 DOCUMENT CHANGE HISTORY Initiated by Date Author Information Governance Requirements September 2007 Information Governance Group Version

More information

Equality and Diversity Policy

Equality and Diversity Policy Equality and Diversity Policy Agreed: November 2014 To be reviewed: November 2015 1 Contents Page 1. Scope and Purpose 3 1.1 Policy Statement 3 1.2 Principles 3 2. Accountability 4 3. Monitoring 7 4. Stakeholders

More information

Audit of Recruitment by the Public Appointments Service (PAS) to Senior Professional Positions in Local Authorities

Audit of Recruitment by the Public Appointments Service (PAS) to Senior Professional Positions in Local Authorities Audit of Recruitment by the Public Appointments Service (PAS) to Senior Professional Positions in Local Authorities AUDIT REPORT October 2012 Contents Chapter 1 - Introduction and Background... 3 1.1 Introduction...

More information

NOT PROTECTVELY MARKED

NOT PROTECTVELY MARKED Force Template NOT PROTECTIVELY MARKED Policy Title: DNA Policy, Procedure and Guidance CCMT Sponsor ACC Specialist Operations Department/Area: Crime Support Section/Sector: Forensic Investigations Unit

More information

Recruitment in Schools

Recruitment in Schools Recruitment in Schools Last updated 6 August 2015 RECRUITMENT IN SCHOOLS CONTENTS PAGE OVERVIEW 2 PREFERRED STAFFING PROFILE 3 VACANCY MANAGEMENT 4 ADVERTISING VACANCIES 9 EMPLOYEES WITH PRIORITY/REDEPLOYMENT

More information

Managers How to Guide.. Redundancy Policy

Managers How to Guide.. Redundancy Policy Managers How to Guide.. Redundancy Policy Policy statement Scope How to use this document Hampshire County Council seeks to maintain security of employment as far as possible. However circumstances may

More information

Publication Scheme Y/N Yes Annual Job Related Fitness Test Version 1 Summary

Publication Scheme Y/N Yes Annual Job Related Fitness Test Version 1 Summary Freedom of Information Act Publication Scheme Protective Marking Not Protectively Marked Publication Scheme Y/N Yes Title Annual Job Related Fitness Test Version 1 Summary The MPS is committed to providing

More information

Statutory guidance for appropriate bodies, local authorities, head teachers, school staff and governing bodies

Statutory guidance for appropriate bodies, local authorities, head teachers, school staff and governing bodies Statutory guidance for appropriate bodies, local authorities, head teachers, school staff and governing bodies Contents GUIDANCE FOR APPROPRIATE BODIES, LOCAL AUTHORITIES, HEAD TEACHERS, SCHOOL STAFF AND

More information

Sharpe Pritchard Non-discrimination, Equality and Diversity Policy with Regard to Services and Personnel

Sharpe Pritchard Non-discrimination, Equality and Diversity Policy with Regard to Services and Personnel Sharpe Pritchard Non-discrimination, Equality and Diversity Policy with Regard to Services and Personnel 1. The firm s general commitment 1.1. The firm is committed to avoiding discrimination, harassment

More information

FAIR EMPLOYMENT STATEMENT

FAIR EMPLOYMENT STATEMENT Human Resources FAIR EMPLOYMENT STATEMENT 1. Aim... 2 2. Overarching Principles... 2 3. Rights and Responsibilities... 3 4. Definitions of Discrimination and Victimisation... 3 5. Protected Characteristics...

More information

Introduction. Thank you for your interest in working with the Queensland Ambulance Service.

Introduction. Thank you for your interest in working with the Queensland Ambulance Service. Introduction Thank you for your interest in working with the Queensland Ambulance Service. This information package has been developed to inform potential applicants about the recruitment and selection

More information

LIBRARIES NI EQUAL OPPORTUNITIES POLICY

LIBRARIES NI EQUAL OPPORTUNITIES POLICY LIBRARIES NI EQUAL OPPORTUNITIES POLICY THE NORTHERN IRELAND LIBRARY AUTHORITY 1 1. General 2. Legal Framework 1 3. Implementation 3.1 Management Arrangement 3.2 Communicating the Equal Opportunities Policy

More information

CONTENTS. What is long term sickness? Page 2. Keeping in Contact during Absence Page 2. Medical Certificates Page 2

CONTENTS. What is long term sickness? Page 2. Keeping in Contact during Absence Page 2. Medical Certificates Page 2 CONTENTS What is long term sickness? Page 2 Keeping in Contact during Absence Page 2 Medical Certificates Page 2 The Role of the Occupational Health Service Page 2 Access to Health Records Act (1990) Page

More information