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

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1 Assistant Chief Officer (ACO) Application to Attend the Strategic Command Course (SCC) Guidance Notes for Applications 2014

2 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 Limited or its representative. For additional copies, or to enquire about the content of the document, please contact the, Examinations and Assessment on (01423) or For copyright specific enquiries, please call the Library (01256)

3 CONTENTS PAGE 1. GUIDANCE NOTES FOR APPLICATIONS LEARNING OBJECTIVES SCC GUIDANCE NOTES FOR APPLICANTS SECTION 1 - PERSONAL AND CONTACT DETAILS SECTION 2 - CAREER HISTORY, QUALIFICATIONS AND TRAINING SECTION 3 - SELF-ASSESSMENT OF THE FOUR CORE CRITERIA SECTION 4 APPLICANT DECLARATION SECTION 6 - BIOGRAPHICAL DATA MONITORING QUESTIONNAIRE SECTION 8 - APPLICATION PROCESS CHECKLIST GUIDANCE NOTES FOR CHIEF CONSTABLES SECTION 5 - CHIEF CONSTABLE S ASSESSMENT AND DECLARATION SECTION 9 - APPLICATION PROCESS CHECKLIST SUBMISSION OF APPLICATION FORM...17 Limited (2014) Page 3 of 17

4 1. GUIDANCE NOTES FOR APPLICATIONS This general guidance is intended to assist with the completion of the Application Form for Assistant Chief Officers (ACOs) to attend the Strategic Command Course (SCC). The main function of the Application Form is for applicants to set out evidence of how they meet the four core eligibility criteria which need to be satisfied in order to attend the SCC. Everyone wishing to attend the SCC has to complete the Application Form. The Application Form is then reviewed by the applicant s Chief Constable for verification and support. Please note, the information on the Application Form may be shared with Leadership and Talent to assist with development activities (this applies to applicants from England, Wales and PSNI only). There are up to three places reserved on the next SCC for ACOs. Should there be more applicants than places, there may be a need to put applicants through a selection process; details of which will be communicated to applicants at a later date, if applicable. The Application Form will then be made available to the SCC staff to assist with the candidate s progress through the SCC. It is possible that this information may also be passed on to other relevant audiences who are involved in the future assessment of individuals for senior police staff positions. The Application Form has been designed to be completed in full electronically. Applicants must complete the form electronically and all other contributors are advised to do so. Should a Chief Constable choose to complete the form in hard copy, this is also acceptable, but the hard copy must then be scanned in and sent back to the in PDF format via . All declarations, including the Chief Constable s final declaration are done electronically by placing a cross in the appropriate box in the relevant section of the Application Form. Limited (2014) Page 4 of 17

5 The Application Form is divided into 8 sections: Section 1 Section 2 Section 3 Section 4 Section 5 Section 6 Section 7 Section 8 Personal and Contact Details Career History, Qualifications and Training Self-Assessment of the Four Core Criteria Applicant Declaration Chief Constable s Assessment and Declaration Biographical Data Monitoring Questionnaire Submission of Application Form Application Process Checklist Applicants should complete: Section 1 Section 2 Section 3 Section 4 Section 6 Section 8 (Applicant Checklist) Chief Constables should complete Section 5 Section 8 (Chief Constable Checklist) Only in instances where the Chief Constable is unable to personally complete the declaration, should it be delegated to the Deputy Chief Constable or another Chief Officer, nominated by the Chief Constable. However, in any such circumstances the nominated individual completing the sign off must have been given authority by the Chief Constable to endorse the candidate on his/her behalf. Limited (2014) Page 5 of 17

6 2. LEARNING OBJECTIVES SCC 2015 The objectives and learning outcomes below are included to provide applicants with an overview of the course in order to assess the benefits that attending the course may have for individuals. Overall Aim of the Course: To produce operationally credible, professionally competent potential ACCs ready for appointment to the most demanding executive roles in the Police Service. Learning Outcomes At the end of the course the delegates will be better able to:- Professional Policing: Identify the core principles of command and control for a chief officer. Demonstrate the ability to take command of an incident/operation at chief officer level. Explain the duties, roles and responsibilities of the police, relevant interdependencies and relationships with partners and other stakeholders. Describe the structure and components of the National Decision Making Model (NDM) and how to apply it to the strategic command of incidents/operations Identify and manage the needs of the media during an incident/operation. Outline the role of the Cabinet Office Briefing Room (COBR) in an emergency. Explain the need to assess and review threats and risk, mitigate risk and develop a working strategy when dealing with an incident/operation at chief officer level. Explain the importance of having systems and processes for gathering information and intelligence about an incident/operation at chief officer level Ensure the strategic aims and objectives are pursued and co-ordinated at chief officer level. Limited (2014) Page 6 of 17

7 Identify options and contingencies when dealing with an incident/operation at chief officer level. Describe the requirements and considerations associated with being subject to case review or other enquiry at chief officer level. Explain the links between policing by consent and covert operations. Explain how to manage the threats and risks associated with covert operations. Explain the moral and ethical issues raised by covert policing operations. Define the recommendations and implications of the Home Affairs Select Committee Report and ongoing Operation Herne Report. Analyse and question undercover police authorisation applications. Identify the relevant legislation, case law and Authorised Professional Practice for covert deployments. Explain how the police, at chief officer level, can work best with the other security agencies. Review actions and provide post event strategic direction when dealing with high risk operations at chief officer level. Business Public Sector Business & Partnership: Explain the roles & responsibilities of directors as the senior responsible officer and the governance required across organisations. Explore the financial challenge facing public services and the financial roles and responsibilities of chief officers. Lead and implement strategic transformational organisational change to deliver ethical, value for money service which meets local and national needs. Develop and implement a fair, accountable and transparent workforce strategy which meets stakeholder needs and promotes the values of their service. Enable performance management which encourages workforce engagement and achieves improved performance. Manage discipline and other performance hearings at an organisational level which complies with legislation and good practice. Limited (2014) Page 7 of 17

8 Implement best practice in commissioning and overcome common challenges in procurement and outsourcing to deliver services which meet local and national needs. Manage strategic risk to achieve organisational aims and provide stakeholder value. Apply the techniques and frameworks of effective consultancy to improve organisational performance. Explain the Political landscape and act with integrity and legitimacy to influence public sector policy at the local and national level. Explain the need to develop effective collaborative working with a range of partners and meet the challenge of differing governance systems. Develop, evaluate and sustain ethical collaborative partnerships which achieve joint priorities and develop improved future services. Establish and sustain effective engagement across a range of stakeholders including ethical relations with the media and the use of social media. Executive Leadership and Ethics: Explore current and future strategic police leadership challenges and the chief officer role in leading in this demanding environment. Explain the critical importance of developing a culture of integrity and ethical decision-making throughout the organisation and evaluate ways in which this can be achieved. Develop self-awareness, flexibility of leadership style and personal resilience in order to lead successfully Display personal political awareness with integrity. Describe a credible and ethical strategy for achieving their future vision of the Police Service and how this links to their personal values. Promote effective team working at the executive level to develop an ethical culture of organisational learning, engagement and inclusivity. Promotes a culture which values evidence-based practice and uses valid and reliable research to guide everyday policing practice and decision making. Critically evaluate different leadership approaches and explore areas of good practice both internal and external to the Police Service. Limited (2014) Page 8 of 17

9 Promote a culture of equality of opportunity, respect for race, diversity and human rights throughout their organisation, the wider Police Service and organisations they work with. Limited (2014) Page 9 of 17

10 3. GUIDANCE NOTES FOR APPLICANTS 3.1 SECTION 1 - PERSONAL AND CONTACT DETAILS Please complete this section to provide all the necessary personal and contact details. 3.2 SECTION 2 - CAREER HISTORY, QUALIFICATIONS AND TRAINING Career History Please complete this section to provide full details of your employment and career history. Qualifications and Training Please complete this section to provide full details of your academic attainments, associated qualifications and training. You should only include details of courses/qualifications that you believe are relevant to your development as a senior police leader and therefore your application. It is not necessary to provide details of all your academic qualifications or training undertaken within the Police Service. 3.3 SECTION 3 - SELF-ASSESSMENT OF THE FOUR CORE CRITERIA The Police Service s Leadership Strategy (England and Wales) and the Leadership Development Framework for the Scottish Police Service both identify three Leadership Domains which are broadly comparable; these are Business Policing or Business/Management Principles, Executive Policing or Effective Leadership and Professional Policing or Operational Command. Each of the four core criteria for the process has been linked to one of these three Leadership Domains. In Section 3 the Chief Constable will be looking for evidence that you: have shown significant knowledge and understanding of policies governing policing Limited (2014) Page 10 of 17

11 have implemented organisational strategy at a local, regional or national level which takes a corporate overview of the force s development promote and manage equality, diversity and human rights have demonstrated a proven track record of delivery in substantial and challenging leadership You are required to evidence effective leadership including a proven track record of delivery in your current role in each of the four core criterion areas set out in Section 3. For the examples to be considered a satisfactory demonstration of each of the core criteria, your Chief Constable will be looking for evidence that they are relevant, contemporary and up to date. Determining how you can most effectively demonstrate evidence of the four core criteria and completing the self-assessment in Section 3 will help you in deciding for yourself whether you are suitable to participate in the SCC. It will also help you in preparing for any future selection processes should your application be supported by your Chief Constable. Please restrict your answers to no more than 300 words PROFESSIONAL POLICING OR OPERATIONAL COMMAND Core Criterion 1: Policy Governing Policing Under this criterion you need to demonstrate an in depth knowledge of the work of central government and its decisions that affect the Police Service as well as the work of external organisations that inform government decision making. You will need to demonstrate an awareness of how the Police Reform Agenda is impacting upon new policies that are governing policing BUSINESS POLICING OR BUSINESS/MANAGEMENT PRINCIPLES Core Criterion 2: Organisational Strategy This evidence can be taken from work in your own business unit, directorate, department, or work you have undertaken at force level. Such evidence could Limited (2014) Page 11 of 17

12 be demonstrated 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. It may be useful to consider your own policing vision, how you have contributed to the development and implementation of strategies to improve the service you and your staff provide. To reflect the importance of financial understanding and management in the Police Service, a question has been added under the heading of Business Policing or Business/Management Principles to enable you to give evidence of your skills and experience in this area. In relation to Question 3.2.2, you will be expected to provide evidence demonstrating your financial awareness and ability to manage finances. This may be evidenced through work you have undertaken at business unit, directorate, department or force level and may consist of a range of activities including, but not restricted to, managing budgets, securing financial resources, audit activities and making financial savings and efficiencies, including partnership and collaboration activities. Core Criterion 3: Promoting and Managing Equality, Diversity and Human Rights Under this criterion you need to demonstrate effective leadership through a personal contribution to promoting and managing equality, diversity and human rights inside the Police Service, as part of your work. Evidence for this criterion is likely to show how you as a leader have fostered and promoted peoples equality, race, diversity and human rights. This could include, for example, how you have developed and led a strategy and plan for the promotion and equality of opportunity and diversity in your force or business unit. Limited (2014) Page 12 of 17

13 3.3.3 EXECUTIVE POLICING OR EFFECTIVE LEADERSHIP Core Criterion 4: Substantial and Challenging Leadership in a Significant Role For this criterion, the behaviour and skills you need to demonstrate in your response is your ability to effectively lead and manage a team in order to achieve and deliver results that benefit the Police Service and the public you serve in a substantial and challenging role. You need to demonstrate how you take personal responsibility for when things go wrong. You also need to demonstrate your ability to cope and deal with the ambiguity and tensions of the role and how you demonstrate effective decision making and judgement in difficult and challenging situations. If you are not currently in a position that readily allows you to demonstrate the necessary evidence, previous experience from another post in which you have been able to demonstrate substantial and challenging behaviours where you have been the most senior person with sole responsibilities, can apply. Whilst this criterion focuses upon leadership and other significant roles, it is not intended to exclude you if you have not held such positions, but have nevertheless been able to demonstrate the necessary competencies. 3.4 SECTION 4 APPLICANT DECLARATION Please read the declaration carefully before placing a cross in the box. Remember to complete this section of the Application Form before you forward it to your line manager for verification and comment. 3.5 SECTION 6 - BIOGRAPHICAL DATA MONITORING QUESTIONNAIRE This questionnaire should be downloaded as a separate document from the website. Please complete the form electronically and it to or print the form and return it to the address provided on the form itself. This form should be sent directly to the Limited (2014) Page 13 of 17

14 Senior Selection Team in the Examinations and Assessment Unit, College of Policing and should not be forwarded to your line manager. 3.6 SECTION 8 - APPLICATION PROCESS CHECKLIST Please read through and complete the Applicant Checklist before you forward your Application Form to your line manager. Limited (2014) Page 14 of 17

15 4. GUIDANCE NOTES FOR CHIEF CONSTABLES 4.1 SECTION 5 - CHIEF CONSTABLE S ASSESSMENT AND DECLARATION As Chief Constable, you are asked to review the Application Form and state whether or not you endorse the application. In completing this section, think carefully about the applicant s strengths and potential areas for development. All applicants will have some development needs. You should also refer to the applicant's current PDR or other appraisal system if PDRs are not in use, to help you complete this section fully. Applicants need to have an up to date Personal Development Plan to take to the SCC so it is important to recognise early on where these developments areas lie. On pages 6 and 7 of this document are the learning objectives of the SCC Whilst these may change slightly for the SCC 2015, you should base your assessment of the applicant on these as to whether the candidate s learning objectives are likely to be met and whether they will derive substantial benefit from attendance on the course. You should also consider the applicant s length of service to determine whether they are new enough at the ACO level so that the SCC is relevant and whether the Police Service are likely to achieve a return on investment. In Section 5.1, please comment on the applicant s strengths, weaknesses and suitability to participate in the SCC in the Chief Constable s Report before then completing the declaration in Section 5.2. After considering all of the above, if you wish to endorse the application, you should place a cross in the final yellow box at the end of section SECTION 9 - APPLICATION PROCESS CHECKLIST Please read through and complete the Chief Constable Checklist before you send all applications to the Examinations and Assessment Unit. Limited (2014) Page 15 of 17

16 Once the Application Form has been completed and endorsed please submit the Application Form following the instructions outlined on the page overleaf. Limited (2014) Page 16 of 17

17 5. SUBMISSION OF APPLICATION FORM The Chief Constable will be responsible for submitting the Application Form as detailed below. The Application Form has been designed to complete electronically in full. All declarations, including the Chief Constable s final declaration are done electronically by placing a cross in the appropriate box in the relevant section of the Application Form. Applicants must complete the form electronically and all other contributors are advised to do so. Should a contributor choose to complete the form in hard copy, this is also acceptable, but the hard copy must then be scanned in and sent back to the in PDF format via . It is recommended that the references provided are shared with the applicant prior to being submitted; however, this will be at the Chief Constable s discretion. The deadline for applications to be received at the is midnight on 31 July All candidates should receive an confirming successful receipt of their application form within 48 hours. Submitting the electronic copies The document must be saved as a PDF, attached to an and sent to The subject header should be Protected - Personal: Senior Police Staff Application. Deadline for applications Please ensure that all application documents arrive no later than midnight on 5 July If you have any queries regarding completion and submission of the Application Form, please Limited (2014) Page 17 of 17

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