direct entry - police...
TRANSCRIPT
college.police.uk
Direct Entry (Superintendent) Programme Handbook
For Police Forces and Direct Entry (Superintendent) Programme Members in the Policing Profession of England and Wales.
PG Cert Strategic Police Leadership with Teesside University (subject to approval)
College of Policing
ii Direct Entry (Superintendent) Programme Handbook
College of Policing Limited Leamington Road Ryton-on-Dunsmore Coventry, CV8 3EN
Publication date: August 2015
© College of Policing Limited (2015)
All rights reserved. No part of this publication may be reproduced, modified, amended, stored in any retrieval system or transmitted, in any form or by any means, without the prior written permission of the College or as expressly permitted by law.
Anyone wishing to copy or re-use all or part of this document for purposes other than expressly permitted by law will need a licence. Licence applications can be sent to the College of Policing lead for IPR/licensing.
Where we have identified any third-party copyright information you will need to obtain permission from the copyright holders concerned.
Any enquiries regarding this publication or to request copies in accessible formats please contact the Fast Track (PC-Inspector), Direct Entry (Superintendent) and HPDS Programme Business Manager ([email protected]) or the College of Policing on 0800 496 3322 ([email protected]).
1Direct Entry (Superintendent) Programme Handbook
College of Policing
Contents1 Aims of the Direct Entry (Superintendent) programme 032 Quality assurance 043 Governance roles and responsibilities 05
3.1 The Consolidated Governance Board 053.2 The College of Policing 053.3 Forces 05
4 Monitoring and evaluation 065 Eligibility 07
5.1 Forces 075.2 Applicants 07
6 Attraction 077 The application process 088 The national assessment centre 109 Final candidate selection 1110 Status on appointment and during the programme 1111 Programme structure 12
11.1 Core learning outcomes 1211.2 Programme content and delivery 1311.3 The assessment strategy 14
12 Managing and supporting programme members 1812.1 Progress reviews 1812.2 Line management 1812.3 Performance management 1812.4 Personal development plan 1912.5 Coaching support 1912.6 Mentoring support 2012.7 Post-programme career management and promotion 20
13 Deferral from the programme 2114 Exit from the programme 22
14.1 Programme member requests 2214.2 Force requests 2214.3 College of Policing requests 2214.4 Exit interviews 22
15 Appeals 2315.1 National and local recruitment window opens 2315.2 In-force sifting and selection processes 2315.3 Candidate attends the National Assessment Centre 23
15.3.1 Procedural flaw 2315.3.2 Extenuating circumstances 24
15.4 Work-based assessment (WBA) 24
College of Policing
2 Direct Entry (Superintendent) Programme Handbook
15.4.1 Bases for an appeal during WBA 2415.4.2 WBA appeals procedure 25
15.5 Knowledge examination 2715.6 Action Research Projects 2715.7 Sign-off by Chief Constable or Assistant Commissioner 2815.8 In-force appeals procedures 29
16 Personnel arrangements 2916.1 Annual leave 2916.2 Force transfers while on the programme 2916.3 Fairness at work or grievance 2916.4 Officer welfare and support 3016.5 Flexible and part-time working 30
17 Financial arrangements 3117.1 Programme members’ expenses 3117.2 Home Office funding 3117.3 Pay 31
18 Contact information 31Appendix A – National minimum requirements 32Appendix B – Assessment centre results and clearing process 35Appendix C – Programme structure 36
3Direct Entry (Superintendent) Programme Handbook
College of Policing
1
Aims of the Direct Entry (Superintendentprogramme The Direct Entry (Superintendent) programme, enabled by The Police (Amendment) Regulations 20141, supports the National Policing Vision2 in helping to bring existing, exceptional leaders into the police service to make an immediate impact on culture, efficiency and effectiveness by:
■ opening up entry to the service to individuals who will bring new perspectives and diverse backgrounds to support the continuous development of policing
■ providing a development programme that will ensure that direct entry superintendents are competent in the superintendent role and inspire confidence in officers, staff and the public
■ creating a cohort that has the potential to further develop and acquire the skills and experience to progress to the chief officer ranks.
1http://www.legislation.gov.uk/uksi/2014/2372/pdfs/uksi_20142372_en.pdf 2http://www.college.police.uk/About/Pages/National-policing-vision-2016.aspx
College of Policing
4 Direct Entry (Superintendent) Programme Handbook
As the body responsible for setting professional standards for policing, the College of Policing (the College) has set minimum national requirements that forces must adhere to in the implementation and delivery of the programme. These requirements have been agreed by the Fast Track and Direct Entry (FTDE) Quality Assurance and Evaluation Steering Group, a sub-group of the Consolidated Governance Board. The minimum national requirements are an integral part of the programme and are incorporated throughout this document. The requirements are listed in full in Appendix A for ease of reference.
The College’s regional SPOCs provide guidance on the minimum national requirements and can explain why they are seen as critical. The SPOCs can also offer suggestions on how forces might evidence their implementation of the standards. They monitor adherence to the requirements as part of their discussions with the force SPOC and programme members.
Forces must use the College Quality Assurance Management Systems3 (QAMS) to complete an online self-assessment of adherence to the standards. QAMS can also be used to capture and share examples of good practice. To set up a QAMS account and gain access to the Direct Entry framework, forces should email [email protected]
Quality assurance2
3http://www.college.police.uk/What-we-do/Support/Pages/QAMS.aspx
5Direct Entry (Superintendent) Programme Handbook
College of Policing
3.1 The Consolidated Governance BoardThe Direct Entry (Superintendent) programme is one of four programmes managed by a Consolidated Governance Board (CGB). The other three are the High Potential Development Scheme (HPDS), the Fast Track (Constable to Inspector) programme and the Direct Entry (Chief Constable) programme. More information on these programmes can be found on the College’s HPDS4 and Fast Track and Direct Entry5 web pages and its LeadBeyond6 microsite .
3.2 The College of Policing The College of Policing (the College) has appointed an FTDE programme lead who is responsible for the national implementation of the four FTDE programmes. This responsibility includes acting as a link between the CGB and forces and liaising with all other national senior stakeholders for the programmes on behalf of the College. To assist in this, the FTDE programme lead has appointed a direct entry project lead who acts as the overall College national single point of contact (SPOC) for participating forces and programme members. The national SPOC coordinates a network of regional SPOCs who work with nominated force SPOCs to successfully implement the Direct Entry programme within forces.
3.3 Forces Participating forces are required to nominate a member of the chief officer/executive team to have overall responsibility for the successful implementation of the programme in force and for ensuring compliance with any national regulations, policies and guidance (national minimum requirement A1). Forces are also required to designate a senior member of staff as a SPOC to work closely with the College SPOC and to have primary responsibility for managing the implementation, delivery and end-to-end quality assurance of the programme, ensuring the currency of the programme management in force on a day-to-day basis (national minimum requirement A2).
The force SPOC is also responsible for ensuring that an approach to communication exists that informs all relevant stakeholders of the programme regulations, policies, procedures and guidance, as well as other relevant national and local regulations, policies, procedures and guidance (national minimum requirement A3). Although not an exhaustive list, relevant stakeholders include programme members, line managers, trainers, assessors, mentors, workplace coaches and local staff associations (notably, the Police Superintendents’ Association of England and Wales).
3Governance roles and responsibilities
4http://www.college.police.uk/What-we-do/Development/Promotion/High-potential/Pages/HPDS-Programme-Details.aspx 5http://recruit.college.police.uk/Officer/fast-track-programme/direct-entry/Pages/Direct-Entry.aspx6http://www.leadbeyond.police.uk/
College of Policing
6 Direct Entry (Superintendent) Programme Handbook
The police service is committed to attracting, developing, progressing and retaining highly talented officers who are members of underrepresented groups so that the service can reflect the community it serves. In implementing the programme, forces and the College have a statutory duty to comply with the provisions of the Equality Act 2010 and must, in particular, give due regard to the public sector equality duty which came into force on 5 April 2011 (national minimum requirement B1). They must also ensure compliance with the Data Protection Act 1998 regarding information gathered, stored or used in the programme. To do this and to assist with the national monitoring and evaluation of the programme, forces are expected to set out a monitoring and evaluation strategy that corresponds to that being led by the College (national minimum requirement C1). This is necessary to support the College in meeting the requirement placed upon it in the FTDE commission from the Home Secretary to submit an evaluation report to Parliament in five years’ time (2019). It is also necessary for the College to meet its annual reporting requirements to its stakeholders on how well the programme has been implemented and for it to begin establishing an evidence base on what the programmes have delivered.
4Monitoring and evaluation
7Direct Entry (Superintendent) Programme Handbook
College of Policing
5.1 ForcesAll Home Office forces in England and Wales are eligible to take part in the Direct Entry (Superintendent) programme. Other recognised forces7 can also take part in the programme. This is subject to agreement with the College about the service to be provided, College capacity and payment in line with the arrangements determined under the College policy on charging. All forces which have indicated they would like to participate in the programme must confirm the number of places they would like on the programme within the timescales set by the College.
5.2 ApplicantsApplicants must meet the police recruitment eligibility requirements criteria8 for entry to their host force. An exception to this is passing the unaided eyesight standards for police recruitment which are not applicable to officers entering the service through the Direct Entry (Superintendent) programme route. There is currently no national requirement for applicants to complete the Certificate of Knowledge in Policing (CKP) or to hold a degree qualification.
5 Eligibility
Forces must be able to participate in local and, where appropriate, national recruitment advertising campaigns which they may choose to do individually or collaboratively with other forces. In marketing the programme, each force should use the College marketing and attraction guidance. They should use strategies to attract candidates from academic and/or professional backgrounds to deliver against any future force business and leadership requirements, and to attract candidates from groups who are disproportionately underrepresented within the force and by rank (national minimum requirements D1, D2 and D3).
6 Attraction
7Non-Home Office forces should contact the FTDE team at [email protected] if they would like to participate in the programmes.8http://www.policecouldyou.co.uk/police-officer/am-i-eligible/detailed-eligibility-req/index.html
College of Policing
8 Direct Entry (Superintendent) Programme Handbook
The College can provide guidance and support regarding the application and selection process. Relevant documents are available through the Direct Entry (Superintendent) Programme9 web pages. It is, however, the responsibility of forces to ensure that they have the necessary recruitment resources in place to manage candidate applications locally. It is expected that potential applicants for the Direct Entry (Superintendent) programme review the information in the About the Role section on the Direct Entry (Superintendent) programme web pages and the competencies set out in the Direct Entry Selection Process Policing Professional Framework10 document to determine their suitability for the programme before they apply. They should also complete the Interactive Self Selection Questionnaire11 which contains pre-application questions for Direct Entry Superintendents.
Suitable applicants are directed to apply for the programme using the national application form available either via the FTDE web pages or from local force websites. All applicants should check their force website for local criteria and direction. The national application form is provided via an online system and completed forms are directed to the specific police force that the applicant indicates they wish to join. Candidates may only apply to one force for the Direct Entry (Superintendent) programme per annual selection process.
Forces select which candidates to put forward to the national assessment centre from the applications received. This must be done in line with the timescales set by the College. Forces must ensure that any sifting process put in place as part of the initial recruitment of candidates (eg, application form sift, interview, assessment centre) is objective, fair, valid and reliable. The force approach should ensure that specific consideration is given to how the sifting process appropriately reflects the programme’s aims of identifying individuals from diverse backgrounds and with new ways of thinking. The College provides a guidance pack to support good practice in this respect, which forces should adhere to as a minimum (national minimum requirement E1).
7 The application process
9http://www.leadbeyond.police.uk/direct-entry/ 10http://recruit.college.police.uk/Officer/fast-track-programme/direct-entry/Documents/Direct_Entry_Competencies.pdf 11http://www.ncalt.com/pre-join_direct_entry/index.html
9Direct Entry (Superintendent) Programme Handbook
College of Policing
The number of candidates a force may put forward to the assessment centre is based on a ratio set by the College against the number of vacancies the force has stated it needs to fill. Forces are advised of this at the start of each year’s application process. If a force wishes to put forward further candidates, it may do so in agreement with the College subject to capacity.
At this stage, forces should begin the vetting procedure for the candidates they are nominating for the national assessment centre.
The Direct Entry programme initially allows candidates to attend the assessment centre twice. Should the candidate fail at the assessment centre on two occasions, they will be barred from attending the assessment centre for a period of five years in order to develop themselves professionally. After a period of five years, the candidate may re-apply to the programme. If successful at the application stage, the candidate may re-attend the assessment centre.
College of Policing
10 Direct Entry (Superintendent) Programme Handbook
The College delivers the national assessment centre, which, where sufficient demand exists, is held annually. It is administered in line with the specific policies and processes set out in the Direct Entry National Assessment Centre Rules and Procedures document. This and any other details and guidance related to the assessment centre, including the College policy on Accommodations and Reasonable Adjustments for Candidates12 for candidates with particular requirements, are available through the College’s Direct Entry National Assessment Centre13 web page. The selection process may vary from year to year and is based on three specific criteria:
■ the ability to perform competently in the rank of superintendent following an eighteen month development programme
■ the potential and motivation to reach the chief officer ranks during their service
■ the ability to bring new ways of thinking and different perspectives into the police service and to effectively influence the way that policing operates.
The College will notify forces of the assessment centre results within the predefined timescales.
Only candidates who meet the standard at the assessment centre are eligible to join the programme. A successful result at the assessment centre is valid only for the programme starting that year and only two unsuccessful attempts at the assessment centre are permitted for each candidate. If a candidate is unable to complete the assessment centre due to unforeseen and exceptional circumstances, such as serious illness, their application may be carried forward to the assessment centre in the following year without it counting as one of their two attempts. This is subject to the decision made by the Reports and Disqualification Panel outlined in the rules and procedures, further vacancies within their chosen force, and ongoing support from their sponsoring force, which is required to resubmit their application.
Candidates will receive feedback on their performance to help them better understand their performance at the assessment centre and begin to identify their strengths and areas for development. Successful candidates who will be joining the programme are encouraged to reflect on this feedback and incorporate the results into their personal development plan, see 12.4. Forces are encouraged to also use this feedback to better place the candidate within roles and to support the candidate’s specific development.
The national assessment centre 8
12http://www.college.police.uk/SiteAssets/Downloads/RAC_Reasonable_Adjustment__Accommodation_Policy_002v1.pdf#search=reasonable%20adjustment 13http://recruit.college.police.uk/Officer/after-I-apply/Pages/Direct-Entry.aspx
11Direct Entry (Superintendent) Programme Handbook
College of Policing
Final candidate selection 9Once the College has advised forces which of their candidates have met the required national standards and are, therefore, eligible to join the programme, forces select who they want to enter the programme. Forces make their final selection in line with local workforce requirements. Providing candidates meet the national standard, forces are expected to take their pre-specified required number. If a force finds it has more candidates who met the standard than the number of vacancies it nominated, it may request additional places on the programme. The College may allow this, subject to overall cohort numbers and capacity to service the programme.
If a force does not gain its required number of candidates, it may take candidates who meet the national standard but are surplus to another force’s requirements, through a clearing process. The College will design and assist with any clearing mechanism between forces, but this is subject to College agreement in view of overall cohort numbers and capacity to service the programme. The size of a cohort needs to have a degree of flexibility as it will be determined in line with local workforce requirements and College capacity. It is, however, anticipated that each cohort will offer a minimum of twenty places per year. See Appendix B for the assessment centre results and clearing process.
For the purpose of promotion regulations and other policies, Direct Entry superintendents are considered to be programme members upon appointment and until they complete, defer or exit from, the programme. They are warranted police officers and hold the rank and powers of a superintendent from day one of the programme. For the duration of the programme, however, these officers are on a period of probation and will only be made substantive in the rank upon successful completion of the eighteen month development programme.
There are some police powers that make reference to ‘the senior officer present’. On some occasions while in their probationary period, Direct Entry superintendents may find themselves in situations where they are the ‘senior officer present’ by virtue of their rank. In these circumstances, they should, at all times, take sound advice from their workplace coach or seek assistance from a more senior ranking officer before exercising such powers.
Status on appointment and during the programme 10
College of Policing
12 Direct Entry (Superintendent) Programme Handbook
11.1 Core learning outcomesThe learning outcomes reflect the skills, knowledge, attitudes and behaviours that a Direct Entry superintendent must have in order to operate safely, professionally, ethically and effectively in both operational and non-operational environments giving confidence to the workforce and the public. The programme aims to develop a highly competent uniform superintendent who will bring new and fresh perspectives into policing, demonstrating innovative practice and insight, and who, after successful completion of the eighteen month development programme, will be able to operate independently across a wide range of deployments. The learning outcomes are as follows:
Knowledge and understanding
Programme members should be able to demonstrate:
■ a systematic knowledge and understanding of the broad policing and public policy challenges and contending perspectives, discourses and conceptual debates within policing, law enforcement and criminal justice
■ a detailed knowledge and understanding of strategic leadership and management theory within a policing context
■ a critical awareness of new insights and an evolving, evidence-based approach to policing to inform future professional practice within policing
■ a comprehensive knowledge of the regulations, procedures and legislation relevant to the rank of uniformed police superintendent.
Skills application
Programme members should be able to:
■ communicate effectively and persuasively to both specialist and non-specialist audiences, both verbally and in writing (including clarity of argument, capacity to analyse, and critical interpretation of information)
■ plan, lead and execute complex projects requiring cross-disciplinary communications, partnership working and high-level resource management skills
■ critically evaluate current research and advanced scholarship (from a broad range of disciplines) to inform decisions and to develop and advance the boundaries of professional policing knowledge
11 Programme structure
13Direct Entry (Superintendent) Programme Handbook
College of Policing
■ utilise established techniques of research, enquiry and evaluation to create and support evidence-based policing
■ apply the regulations, procedures and legislation relevant to the rank of uniformed police superintendent sensitively in complex, unpredictable and diverse situations.
Attitudes and behaviours
Programme members will:
■ have the personal qualities and attributes required to lead a modern, values-based professional police service such as high ethical standards, professionalism, integrity, sound moral judgement, emotional intelligence, initiative and personal resilience
■ have a self-awareness of their leadership style and implement effective leadership strategies to create a motivated, empowered and high-performing workforce
■ consistently assess and evaluate the key ethical considerations underpinning policy formulation and strategic decision-making in policing
■ possess an independent learning ability and a commitment to continuing professional development.
11.2 Programme content and deliveryThe programme follows a core curriculum, the content of which is set by the College. See Appendix C for the programme content and delivery timetable. Delivery follows a blended learning approach of classroom inputs by the College during residential modules, reinforced by extensive operational exposure and experiential learning on an incremental journey through the ranks by forces during rotations at every level from constable to superintendent. Where a force provides elements of the programme, it must ensure that they reflect the national core curriculum (national minimum requirement F1).
It is the responsibility of the force chief officer lead to ensure that programme members are released as required to attend mandatory parts of the College programme. They should help facilitate the opportunity for programme members to gain skills and abilities in an operational context, as specified by the College, protecting them from unnecessary or unproductive abstraction from operational exposure.
College of Policing
14 Direct Entry (Superintendent) Programme Handbook
Although the College sets out specific roles that must be included in the force rotation period, such as custody sergeant and duty inspector placements, there is flexibility within the programme for forces to include development opportunities or training not specified by the College. In doing so, however, the force must ensure that this is clearly supported by identified, specific requirements of the force or programme member’s personal development plan (PDP) (national minimum requirement F2). Forces are advised to discuss any specific needs with the College. There is no current plan to include any specialist detective training and accreditation into the core development programme.
Action research projectsProgramme members are required to complete two action research projects during the programme. The College provides programme members with a ‘Planning for Action Research Projects – Guidance for Superintendents’ document. The first is a community partnership project and the second a business improvement project.
A focus on the communities served by the police is a thread that runs throughout the programme. The community partnership project will enable the programme member to see policing through the eyes of the local community. The project should be negotiated between the programme member, the force and the local community to reflect the needs of the local community and the force (national minimum requirement F3).
The business improvement project should encapsulate the essence of local and national drivers for change and the benefits to be realised as a result of that change. It should be designed to develop understanding of strategic priorities and act as a source of direction for both strategic and cultural change. The project should be negotiated between the programme member, the force and the College to focus on a specific need of the force (national minimum requirement F4).
11.3 The assessment strategyThe purpose of the assessment strategy is to ensure that programme members are assessed in a fair, valid and transparent manner. Direct Entry superintendents will be continually assessed to ensure that they have embedded the knowledge, understanding, skills, abilities and behaviours to achieve the high standards of performance expected of a competent superintendent and in order to progress through and remain on the programme.
The assessment strategy is led by the College but the assessments are carried out by both the College and the relevant forces. The standards for in-force assessments are set and quality assured by the College. With regard to the programme delivery and assessment, force staff undertaking the roles of trainer, assessor and verifier must be skilled to the level of the College standards for these roles (national minimum requirement G1). Those standards are as follows:
15Direct Entry (Superintendent) Programme Handbook
College of Policing
■ Police Sector Standard for the Training of Trainers14
■ Police Sector Standard for Training of Assessors15
■ Police Sector Standard for the Training of Internal Verifiers16
In relation to all assessments, the force must also implement an approach to standardising and internally verifying all assessment practice in accordance with the national assessment strategy (national minimum requirements H1 and H2).
The assessment strategy consists of three methodologies: work-based assessment, action research project assignment, and a knowledge-based examination.
Work-based assessment
In order to ensure that they are on track to become a fully competent superintendent within the eighteen month programme, programme members are expected to provide evidence of competence against set criteria which have been identified in the following nine assessment units:
■ Unit 1 Apply professional standards in policing
■ Unit 2 Providing an initial police response
■ Unit 3 Investigation and interviewing
■ Unit 4 Provide protection to the public
■ Unit 5 Criminal law and offences
■ Unit 6 Apply a preventative policing approach
■ Unit 7 Managing information and intelligence
■ Unit 8 Policing management and operations
■ Unit 9 Leadership in policing.
14http://www.college.police.uk/What-we-do/Standards/Documents/Trainer_Standard.pdf 15http://www.college.police.uk/What-we-do/Development/Documents/DAC%20Police%20Sector%20Standard%20for%20the%20Training%20of%20Assessors%20v3%201.pdf 16http://www.college.police.uk/What-we-do/Standards/Documents/Internal_Verifier_Standard.pdf
College of Policing
16 Direct Entry (Superintendent) Programme Handbook
The criteria encompass knowledge, understanding and application of learning and are directly linked to the curriculum for the programme and the role profile, national occupational standards and personal qualities associated with the role of superintendent, as defined in the policing professional framework.17 To support programme members in this, the College provides a detailed ’Direct Entry (Superintendent) Work-based Assessment Candidate Handbook’ and supporting documentation before the constable rotation commences. Upon successful completion of the constable rotation of the work-based assessment, programme members are deemed fit for independent patrol and have achieved independent patrol status.
The standards for the assessments are set and quality assured by the College. The College provides training and support to all in-force assessors, including a comprehensive ‘Direct Entry (Superintendent) Work-based Assessment Assessor Handbook’ and supporting documentation. It is, however, the responsibility of each participating force to assess and record the programme member’s achievement against the criteria. Knowledge and understanding may be assessed in a classroom setting, but the application elements must be assessed in the workplace (ie, operational placements). Simulation may be used for some of the assessment requirements if there are difficulties in finding suitable opportunities for direct observation, or if it is able to provide a more consistent demonstration of competence. Given the timeframe of the programme, it is recommended that, wherever possible, units are assessed holistically, enabling more than one unit to be accredited by a single assessment event.
There is no minimum percentage pass mark. It is essential that a programme member evidences competence against all assessment criteria. It may be possible that in completing the action research projects, programme members generate evidence that can be used for the work-based assessment so assessors and programme members should discuss the action research projects to identify any crossover.
17https://www.skillsforjustice-ppf.com/
17Direct Entry (Superintendent) Programme Handbook
College of Policing
Action research project assignments
A pass mark must be achieved in the community partnership project and the business improvement project. One project is assessed on a written report of approximately 6,000 words; the other is assessed on a presentation of approximately thirty minutes followed by questions and answers from a College of Policing and Teesside University designed panel lasting for about fifteen minutes. Programme members can choose which project to present as a written report and which one is presented verbally. Instructions, assessment criteria, pass/fail thresholds and completion/resit dates are included in the ‘Planning for Action Research Projects – Guidance for Superintendents’ document.
Knowledge-based examination
The knowledge-based examination is managed and facilitated by the College and is scheduled to take place in November 2015 for cohort one and November 2016 for cohort two. Programme members are required to pass a multiple-choice examination that assess their knowledge and understanding of relevant law and procedure in relation to the role of a superintendent. The pass mark is an absolute standard of 65% (52 correct answers out of 80 questions). Candidates who achieve a score equal to or above the pass mark are awarded a pass. Unsuccessful candidates will have one opportunity to resit the examination approximately four months after the original examination date on a date to be determined by the College.
Programme members are required to successfully complete all three assessment components, which are equally weighted, to meet the required standard for the programme. Failure in any one component will result in them exiting the programme, although the opportunity to lengthen the probation period may be considered if a programme member has failed to meet all assessment requirements within the designated eighteen month period.
College of Policing
18 Direct Entry (Superintendent) Programme Handbook
12.1 Progress reviewsTo ensure that programme members are on track to achieve successful completion of all assessment components, a series of progress reviews will be scheduled throughout the programme (envisaged to take place after the first six months, post-examination and post-assessment completion). The reviews will focus on the programme member’s performance and progress on the learning and development programme, operational placements and assessment components. These sessions will be attended by the programme member, their line manager and the College programme lead. Any concerns regarding their performance or progress will be addressed as part of their personal development plan, but consistent failure to meet the required standard will result in the programme member exiting the programme.
12.2 Line management Each programme member should be line managed by an officer of the next rank of seniority to them during the development programme. The line manager should work with the force SPOC to facilitate a network of force contacts at the strategic level to assist with the development of the programme member (national minimum requirement I1). If deemed appropriate, force staff undertaking the role of line manager must refer to any guidance and/or complete any training required by the College in relation to this programme (national minimum requirement I2).
12.3 Performance management All programme members are expected to have a quarterly performance review using the national performance development review (PDR) system or force equivalent (national minimum requirement I3). It is essential that Direct Entry superintendents demonstrate appropriate levels of performance and ongoing potential to reach chief officer rank throughout the programme. To assist with this, line managers should use the programme assessments, PDRs and PDPs to inform more frequent performance reviews with the programme member, as well as the principles and standards set out in the Code of Ethics18.
The College SPOC also supports this process by providing:
■ ongoing support to programme members through periodic meetings while they are on force rotations and when they are attending the College modules
■ feedback from any psychometric tools that may be used during the programme.
12Managing and supporting programme members
18http://www.college.police.uk/What-we-do/Ethics/Pages/Code-of-Ethics.aspx
19Direct Entry (Superintendent) Programme Handbook
College of Policing
Programme members must be given early notification of any concerns about their performance or behaviour, given a fair and reasonable opportunity to rectify the matter, and be permitted to make representations as part of any process. Where evidence indicates that a programme member is not likely to become an efficient and well conducted officer, a chief officer has the ability to dispense with the officer in accordance with regulation 13 of the Police Regulations 2003. This has an in-built appeals process to be administered within forces; this means that programme members cannot appeal to the College against any regulation 13 decisions.
12.4 Personal development plan It is essential that programme members produce and maintain a personal development plan (PDP) with the appropriate person in force as part of their continuous professional development. Their PDP should be based on their feedback from the national assessment centre, their performance in the programme assessments, and their individual experience. This should also be agreed by the force chief officer lead and College SPOC.
The PDP should cover the period of the programme and their post-programme intentions, reflect their current development needs, set specific development goals, define the level of support required and be reviewed regularly or at least at the beginning of each rank rotation (national minimum requirement I4). The line manager should ensure that the PDP is used to place the programme member in roles that will directly support their specific development goals (national minimum requirement I5). The College PDP template should be used for this; it is issued to programme members as part of their induction pack.
12.5 Coaching supportFor each of the force rotations (constable, sergeant, inspector and superintendent), the force SPOC assigns programme members a workplace coach who is an officer at the rotation rank and who is skilled and competent at that rank (national minimum requirement I6). They are responsible for the training and development of the programme member and for ensuring that they receive the necessary level of operational exposure to maximise varied experience in order to meet the aims of the programme within the specified timescale (national minimum requirement I7). The role of a workplace coach should be seen as a positive one and also as a part of that officer’s own development.
College of Policing
20 Direct Entry (Superintendent) Programme Handbook
12.6 Mentoring supportMentors play an important role in supporting Direct Entry superintendents while they are on the programme and beyond. To help sustain the different perspectives the programme members bring with them and to ensure that a broad base of experiences and diverse perspectives are engaged with, it is suggested that the force mentors should come both from outside the force and externally to policing as well as from within the service.
At the start of the programme, the force SPOC should provide the programme member with two mentors. One of these should be at superintendent rank and one at chief officer/executive team rank (national minimum requirement I8). The College SPOC provides the programme member with a superintendent from another force and a mentor from a partnership agency at a relevant point in the programme delivery. The College also provides guidance to all those mentoring a Direct Entry superintendent to ensure that they and the programme member both embark on a mentoring relationship with an understanding of the expectations of them and that they are equipped with the required tools and techniques. Additionally, and if deemed appropriate, force staff undertaking the role of mentor must refer to any guidance and/or complete any training required by the College in relation to this programme (national minimum requirement I2).
12.7 Post-programme career management and promotionThe programme aims to ensure that its members have the capacity and capability to manage their own professional development successfully as they move beyond the programme and into more senior roles in the future. This involves further development of the career management skills and self-awareness established earlier in the programme, and linking programme members with other appropriate development and training opportunities provided by the College, forces and other partners. As part of the final College module, the College will work with the programme member and the force on a career development plan following graduation from the programme. This will be bespoke to them and the needs of the force, and may include specialist training not in the core curriculum. It is for the individual and the force to ensure that this is followed and facilitated. The College will, however, continue to monitor the progression of the programme member throughout their career. This will be recorded on the College Fast Track and Direct Entry database and be part of the periodic programme evaluation reporting to stakeholders interested in the longer-term success of the programme.
Direct Entry superintendents are only eligible to apply for promotion following successful completion of the programme and confirmation of their substantive rank of superintendent.
21Direct Entry (Superintendent) Programme Handbook
College of Policing
13Deferral from the programmeIf there are unforeseen and exceptional personal circumstances in which a programme member wishes to defer from the programme, a decision will be made on a case-by-case basis and in agreement with the force chief officer lead and the College FTDE programme lead. Exceptional personal circumstances may include, but are not limited to, the ill-health of the officer or a family member, maternity, paternity/maternity support or adoption leave, or other significant personal matters.
College of Policing
22 Direct Entry (Superintendent) Programme Handbook
14.1 Programme member requestsWhere a Direct Entry superintendent is considering leaving the programme they should inform their line manager, chief officer lead and the College FTDE programme lead of their intention and discuss it with them. This is to ensure that any decision to withdraw is in their best interests, that they are fully aware of the consequences of withdrawal, and that alternatives, including a period of deferral, have been considered. Should they still wish to proceed with withdrawal from the programme they should tender their resignation to their force.
14.2 Force requestsAny decision to remove a member from the programme is the responsibility of the force chief officer lead, but the College SPOC and other programme staff will be available to offer advice and guidance. Due to the entry process and structure of the programme, there is no option to consider any reduction in rank. Therefore, the consequence of removal from the programme will be termination of service and so any removal from the programme should be under either regulation 13 or due to dismissal following force misconduct procedures. The College must be informed in writing of any decision and the reasons for any removal from the programme which must be evidenced and recorded (national minimum requirement I9).
14.3 College of Policing requestsIf programme members do not participate in any part of the programme or fail to meet the standards set by the College, the College will raise these matters with the force chief officer lead for consideration of addressing the failings or, ultimately, of removal of the member from the programme and the service via regulation 13.
14.4 Exit interviews An exit interview is mandatory for anyone leaving the programme. The College is responsible for conducting the exit interview, using the College exit interview template. This is to support the implementation of the national monitoring and evaluation strategy. This does not, however, preclude forces from conducting their own exit interview.
14 Exit from the programme
23Direct Entry (Superintendent) Programme Handbook
College of Policing
Appeals15This guidance is intended to chronologically encompass all stages of the formal appeals process available to a candidate applying to join the Direct Entry Superintendent Programme or a member of the programme.
15.1 National and local recruitment window opensNational eligibility criteria apply to this process, but forces may set their own criteria depending on local requirements including residency or other regional force eligibility requirements.
Should an applicant be barred from application, they may appeal to the in-force HR department taking into account the criteria specified by the Home Office and the College of Policing regarding the criteria for eligibility to apply for the programme or employment, and the Equality Act 2010.
15.2 In-force sifting and selection processesDiffering sifting and selection methods have been adopted by regional forces. This usually comprises a two stage process: sifting of application forms followed by an in-force assessment process. There are, therefore, two stages where a candidate could be sifted: at the application form stage and following the in-force assessment processes (see below).
The appeal route for these two stages sits with the force’s HR department as in 15.1 above.
15.3 Candidate attends the National Assessment CentreIf the candidate is successful at the assessment centre, they move to the next stage of the application process. If the candidate does not pass the assessment centre phase, they may appeal on two grounds: procedural flaw or extenuating circumstances. An appeal is only considered further if a candidate is ‘not recommended’ at the assessment centre.
15.3.1 Procedural flaw
A candidate may report an incident if they feel that their performance has been adversely affected by a procedural flaw (eg, incorrect timings of an exercise). If there is supporting evidence of a procedural flaw, a candidate’s performance across the exercises will be analysed alongside the relative supporting evidence. Unscheduled incidents during the assessment centre, such as a fire alarm activation, are reported as a matter of course to the debrief panel. If there is supporting evidence, the candidate’s performance will be checked before and after the incident.
College of Policing
24 Direct Entry (Superintendent) Programme Handbook
If a candidate submits a report based upon their own assessment of their performance, it is unlikely to be considered an adequate basis for review of their result.
15.3.2 Extenuating circumstances
These are likely to be a serious event or series of events, such as the death or serious illness of a family member. Lack of preparation and/or a heavy workload prior to attendance at the assessment centre are not considered to be extenuating circumstances.
A candidate who is aware of extenuating circumstances prior to the assessment must advise the senior selection team in advance and decide whether or not to sit the assessment in line with the candidate declaration notice.
The results of the assessment centre are overseen by the Director for Senior Selection Assessment Centres. Forces are notified of the candidates who either met or did not meet the required standard and were therefore recommended or not recommended for a place on the programme. There is no appeal at this stage.
Candidates should refer to the Fast Track and Direct Entry National Assessment Centre Rules and Procedures for further information on submitting a report and the assessment centre appeals processes.
15.4 Work-based assessment (WBA)
15.4.1 Bases for an appeal during WBA
The bases upon which a programme member may instigate the appeals procedure include the following:
1. The programme member is dissatisfied with an assessment outcome and does not understand why they are not yet regarded as competent. This may be due to a lack of, or unclear, feedback from the assessor.
2. There are extenuating circumstances affecting the programme member’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 programme member. This list is not exhaustive and circumstances could be work- or home-related. Each case should be assessed on its individual merits. Please note, lack of preparation or a heavy workload does not count as extenuating circumstances.
25Direct Entry (Superintendent) Programme Handbook
College of Policing
A programme member may launch an appeal should they fail to complete all elements of WBA by the submission date. In this instance, the programme member will appeal to the Direct Entry programme lead requesting additional time for completion.
3. The programme member has not been assessed in a consistent, fair, valid and transparent manner, or the programme member is dissatisfied with an assessment outcome and believes they are competent and that the assessor has misjudged them, or has missed/misinterpreted some vital evidence. This must be evidence that has already been brought to the assessor’s attention and been disregarded for a reason the programme member perceives to be unfair. All programme members’ complaints will be acknowledged and investigated to establish the facts and evidence supporting the appeal. If a complaint is considered justified, remedial action will be taken. All programme members who register an appeal will receive a final decision within eight weeks. It is intended that the response will be to the mutual satisfaction of the programme member, the force and the College. The operation of the appeals procedure, and results arising from it, are monitored to help determine future policy.
15.4.2 WBA appeals procedure
Please note that this procedure is in addition to any in-force fairness at work or grievance procedure which may also be invoked.
There are three stages within the WBA appeals procedure and each stage must be exhausted before proceeding to the next.
Stage one:
Programme members must firstly complete an informal appeal directly to the assessor who carried out the assessment. This must be in writing (which includes email) and completed within seven working days of being notified of the assessment decision.
The programme member must participate in a discussion with their assessor about points of disagreement with their assessment or any concerns they have about the fairness or validity of the assessment. There may be circumstances where the member feels there has been discrimination or unfairness which they may not wish to discuss directly with the assessor.
College of Policing
26 Direct Entry (Superintendent) Programme Handbook
Under these circumstances, there must still be a conversation about the work that has been submitted and observed, and the member’s concerns regards their assessment. The two parties must clarify understanding of why the assessment decision has been reached and present any additional evidence.
The appeal must clearly indicate the points of disagreement, giving reasons, and the evidence in the portfolio which the programme member believes meets the requirements of the assessment criteria for claiming competence.
Stage two:
If a programme member is not satisfied with the outcome at stage one then they may appeal to a force internal verifier. This must be completed within seven working days of being notified of the assessor’s decision at stage one. This must be in writing (which includes email) and include all the documentation used at stage one.
The internal verifier informs the programme member of their decision in writing (which includes email) and within seven working days of receiving the appeal documentation.
Stage three:
If a programme member is not satisfied with the outcome at stage two, they may escalate their complaint to the final stage of appeal. This stage consists of a review by a second independent College-appointed verifier. The programme member has ten working days following the decision made at stage two to instigate this final stage. Within ten working days of receiving the stage three complaint, the verifier will produce a written report. The report is sent to the Chief Officer of the relevant regional force, the College Direct Entry programme lead and the programme member outlining their findings and recommendations for a final decision to be made by the local chief officers and programme lead.
The stage three appeals process may be undertaken at each stage of the programme member’s WBA after each regional force rotation (constable, sergeant, inspector and superintendent). By completing the process expeditiously at each stage there will be minimal delay, ensuring where appropriate, the candidate moves forward with the programme with no unnecessary delay. Both the programme member and the verifier must conduct all correspondence in writing (which includes email).
27Direct Entry (Superintendent) Programme Handbook
College of Policing
15.5 Knowledge examinationProgramme members will undertake the knowledge examination. This will consist of eighty multiple-choice questions over a two hour period.
Programme members must obtain a pass mark of 65% to remain within the programme. If the member does not obtain 65% in the examination, there are two points of appeal, in addition to the programme member’s automatic re-entry for the resit the following March. If a member feels their performance in the knowledge examination has been adversely affected by procedural flaws, unscheduled incidents or exceptional circumstances, they are to refer to the National Assessment Centre Rules and Procedures Document for guidance. Note: Neither a lack of preparation nor a heavy workload before taking the knowledge examination counts as extenuating circumstances.
If a programme member is aware of extenuating circumstances before or on the day of the examination, they should decide whether they should sign the ‘declaration notice’ and attempt the knowledge examination or not attend.
15.6 Action Research ProjectsProgramme members are required to complete two Action Research Projects during the programme: A Community Partnership Project and a Business Improvement Project. The minimum pass mark required for the programme is 50%. Assessment marks are approved by the Teesside University Board of Examiners. After the Board has taken place, programme members will receive details of the specific marks attained in the assessment exercises. These will be made available through Teesside University.
Officers not achieving a 50% pass mark may appeal via the University of Teesside Assessment Review Committee to request an Assessment Board to review any marking decision.
Programme members are advised to keep their own copies of all the documents used in any part of the Appeals Procedure. The WBA appeals process is intended as an appeal against failure to pass WBA in its entirety (or each rotation’s entirety) and no single criteria contained within the process can be repeated while probationary officers are within their regional area.
College of Policing
28 Direct Entry (Superintendent) Programme Handbook
There are three grounds for a review:
1. Incapacity: academic achievement or progression was affected by an incapacity which clearly prevented an officer from submitting a ‘Mitigating Circumstances Application’ in time for due consideration by the relevant Mitigating Circumstances Panel, or where officers were genuinely unable to divulge information before the Assessment Board reached its decision.
2. Maladministration: performance in the assessment was adversely affected by a material administrative error attributable to the University, or an agent acting on behalf of the University or the College of Policing.
3. Breach of Regulations: performance was adversely affected because an assessment was not conducted in accordance with the current published University Regulations or the regulations for the academic programme.
Should the University agree to review its decision, an Assessment Review Meeting is held. This is a meeting between the Director of Quality and Governance (or nominee), a member of Academic Staff appointed by the Vice-Chancellor, and a representative from the Students’ Union. The assessment review meeting is to establish if an application meets the necessary criteria for Assessment Review and decides if the application should be considered by an Assessment Review Committee or rejected. If an application is considered to have merit by the Assessment Review Meeting panel, the programme member is invited to attend an Assessment Review Committee. If accepted a Reconvened Assessment Board will take place. The programme member will be notified of the outcome in writing within five working days of the Board.
For further guidance on appeals of this nature please refer to Teesside University Student Regulations19.
15.7 Sign-off by Chief Constable or Assistant Commissioner This will take place at the end of the 18 month probationary period subject to officers passing all elements of the Direct Entry programme assessment process. During month 16 or before, the College will inform forces that the assessment processes have been passed or will report on progress as relevant, to enable Chief Constables (or Assistant Chief Constable in the MPS) to consider any other local issues and sign-off of the probationary period or extension of probation. The sign-off involves a record on the programme member’s HR record documenting they have successfully completed all elements for the Direct Entry programme. Should a programme member not successfully complete the probationary period, the provisions of regulation 12 or 13 will apply.
19http://www.tees.ac.uk/docs/index.cfm?folder=Student%20Regulations
29Direct Entry (Superintendent) Programme Handbook
College of Policing
If members are successful in passing the programme, the sign-off can be completed by the local Chief Officer. Once signed off, officers graduate from the programme, pass their probationary period and take up a post in force.
15.8 In-force appeals proceduresForces must have an appropriate in-force appeals procedure as outlined above for programme members at each in-force step of the Direct Entry programme for those who wish to appeal against a decision. This must be shared with programme members and the College on request. This is in addition to any in-force fairness at work or grievance procedure. This appeals procedure must be delivered centrally within the force and be independent of the candidate’s line management to ensure that impartiality and create confidence in the process. It is recommended that staff associations and diversity staff support associations are involved in the design, management and implementation of the appeals procedure but they should not be asked to adjudicate on an appeal.
Personnel arrangements16.1 Annual leaveAnnual leave entitlement is be the same as for all other superintendents, 31 days per year. This must be taken during the force rotation periods and agreed with the home force, not during the College modules or assessments which are timetabled in advance to allow for planning.
16.2 Force transfers while on the programmeIf a programme member wishes to transfer between forces while on the programme, it will be at the discretion of the receiving force which, if not already doing so, must agree to participate in the Direct Entry (Superintendent) programme and the provisions set out in this handbook.
16.3 Fairness at work or grievanceForces are responsible for handling any fairness at work or grievance raised by programme members in accordance with their local force policy and procedures. This includes any appeals related to the grievance.
16
College of Policing
30 Direct Entry (Superintendent) Programme Handbook
16.4 Officer welfare and supportForces have overall responsibility for the welfare of their officers and Direct Entry superintendents should receive appropriate welfare support from their force in accordance with local policies.
16.5 Flexible and part-time working The College will consider requests for flexible working from programme members in conjunction with their home force. Requests are assessed on a case-by-case basis with due regard for the relevant legislation. The College aims to support officers in their request where possible.
Flexible working may take the following forms:
■ part-time working – fewer hours than the standard working week
■ job sharing – one full-time job divided between two or more workers
■ term time working – set periods away from work in school holidays
■ working from home – completing work from home or elsewhere other than the normal place of work
■ variable shift arrangements
■ staggered hours – normal hours with a range of starting and ending times.(https://www.gov.uk/flexible-working/types-of-flexible-working)
There are a number of existing provisions under the Police Regulations that support programme members to work flexibly. These include Regulation 5 (part-time service) and Regulation 22 (duties/rosters). In addition to the Police Regulations, there is further legislation that applies to police officers which includes (but is not limited to):
■ The Part-time Workers (Prevention of Less Favourable Treatment) Regulations 2000
■ Equality Act 2010
■ Health and Safety at Work etc. Act 1974
■ The Working Time Regulations 1998
If programme members are considering making a request for flexible working, they should first contact their Leadership Development adviser to discuss the process.
31Direct Entry (Superintendent) Programme Handbook
College of Policing
17.1 Programme members’ expensesProgramme members’ expenses are the responsibility of their local force.
17.2 Home Office fundingDirect Entry superintendent salaries are funded centrally by the Home Office for the duration of the eighteen month programme and for a further two years following successful completion of the programme. This currently applies only to cohorts one and two and will be revisited for subsequent cohorts. The College funds all College-delivered elements, including residential modules, psychometric assessments and training of mentors and line managers where required.
17.3 PayDirect Entry superintendents are salaried from the first day of appointment to the programme and start at pay point one of the superintendent pay scale. They will progress through the pay scale by annual increments in accordance with the agreement set out in the Police Negotiating Board Circular 2014/320 for all superintendent ranked officers.
Contact informationIf the Direct Entry (Superintendent) Programme21 web pages or the FAQ22 page cannot answer your query then please contact the Direct Entry (Superintendent) programme team by email to [email protected]
17 Financial arrangements
18
20http://www.policesupers.com/wp–content/uploads/2014/04/2014-3-amendment-no-2-new-superintendents-pay-scales.docx 21http://www.leadbeyond.police.uk/direct-entry/ 22http://www.leadbeyond.police.uk/direct-entry/faqs/
College of Policing
32 Direct Entry (Superintendent) Programme Handbook
A. Governance and communication
1. A member of the force chief officer/executive team holds responsibility for the successful implementation of the programme in force and is also responsible for ensuring compliance with any national regulations, policies and guidance.
2. A senior member of staff is designated as the force single point of contact (SPOC) for managing the implementation, delivery and end-to-end quality assurance of the programme, ensuring the currency of the programme management in force on a day-to-day basis.
3. The force SPOC ensures that an approach to communication exists that informs all relevant stakeholders (programme members, line managers, trainers, assessors, mentors or workplace coaches and local staff associations) of the programme regulations, policies, processes and guidance, as well as other relevant national and local regulations, policies, processes and guidance.
B. Diversity
1. The force in implementing the programme has given due regard to the public sector equality duty under the Equality Act of 2010.
C. Monitoring and evaluation
1. The force in implementing the programme sets out a monitoring and evaluation strategy that corresponds to the national monitoring and evaluation strategy being led by the College of Policing.
D. Attraction
1. In marketing the programme, each force includes using strategies to attract candidates from academic and/or professional backgrounds to deliver against any future force business and leadership requirements.
2. In marketing the programme, each force includes strategies to attract candidates from groups who are disproportionately underrepresented within the force make-up and by rank.
3. In marketing the programme each force uses the College marketing and attraction guidance.
Appendix A National minimum requirements
33Direct Entry (Superintendent) Programme Handbook
College of Policing
E. Application and selection
1. Forces must ensure that any sifting process put in place as part of the initial recruitment of candidates (eg, application form sift, interview, assessment centre) is objective, fair, valid and reliable. The force approach should ensure that specific consideration is given to how the sifting process appropriately reflects the programme aims of identifying individuals from diverse backgrounds and with new ways of thinking. The College will provide a guidance pack to support good practice in this respect, which forces should adhere to as a minimum.
F. Programme delivery
1. Where a force provides elements of the programme, it must ensure that they reflect the national core curriculum.
2. In providing any development opportunities, training or operational roles not specified by the College in the programme, the force will ensure that those decisions are clearly supported by identified, specific requirements of the force or programme member’s PDP.
3. The community partnership project is negotiated between the programme member, the force and the local community to reflect the needs of the local community and the force.
4. The business improvement project is negotiated between the programme member, the force and the College to focus on a specific need of the force.
G. Programme delivery staff
1. Force staff undertaking the roles of trainer, assessor and verifier are skilled to the level of the College standards for these roles.
H. Assessment practice
1. In relation to all assessments on the programme, the force implements an approach to standardising assessment practice in accordance with the national assessment strategy.
2. In relation to all assessments on the programme, the force implements an approach to internally verifying all assessment practice in accordance with the national assessment strategy.
College of Policing
34 Direct Entry (Superintendent) Programme Handbook
I. Managing and supporting programme members
1. The force facilitates a network of force contacts at the strategic level to assist with the development of the programme member.
2. If deemed appropriate, force staff undertaking the role of mentor or line manager must refer to any guidance and/or complete any training required by the College in relation to this programme.
3. Each programme member is subject to a regular performance review using the national system or force equivalent.
4. Each programme member produces and maintains a personal development plan with the appropriate person in force, covering the period of the programme and post-programme intentions, which reflects their current development needs, sets specific development goals, defines the level of support required and is reviewed regularly.
5. The force uses the personal development plan to place the programme member in roles that will directly support their specific development goals.
6. In relation to all rotations (constable, sergeant, inspector, and superintendent), programme members are assigned a workplace coach who is an officer at the rotation rank and who is skilled and competent at that rank.
7. The force enables programme members to gain the necessary level of operational exposure to maximise varied experience in order to meet the aims of the programme within programme timeframes as specified by the College.
8. The force appoints two mentors for each programme member: one at superintendent rank and one at chief officer/executive team rank.
9. If a force removes an officer from the programme, the removal must be evidenced and recorded.
35Direct Entry (Superintendent) Programme Handbook
College of Policing
Appendix B Assessment centre results and clearing process
Candidate provided with joining information for the programme
Assessment centre marking complete
Results paper produced for debrief panel
Debrief panel meet
Debrief panel ratify results
Results released to candidates and forces(stating assessment centre result only)
Force confirms:a) names, numbers joining programme b) numbers wanted through clearing
Force responses collated
(If results not ratified, work with director/national lead)
Candidate selected? Yes No
Yes
No
Force contacts candidate to inform of this and refer to clearing process and any other
recruitment opportunities
Candidates informed of forces seeking candidates via clearing
Candidate contacts College to progress
College contacts force to progress
Candidate selected?
Candidate informed
Force contacts chosen candidate to offer job/ outline next stage of recruitment
College of Policing
Forces
Candidate Debrief panel
College of Policing
36 Direct Entry (Superintendent) Programme Handbook
Appendix C Programme structure
Dates Activity Content Overview
Pre-join College
■ Assessment Centre feedback
■ Psychometric assessments and 1:1 feedback session
■ ‘Meet the College’ evening.
In your forceForces may offer activities such as:
■ Meeting a chief officer and superintendents
■ Shadowing opportunities
■ Completion of vetting. and medical and fitness testing.
Cohort 212/10/15 – 30/10/15
Cohort 110/11/14 – 05/12/14
Force induction ■ To set the context for the programme
■ Opportunity to begin integration into force and exposure to role of superintendent
■ Gain an understanding of force structure, vision and values
■ You will spend time with a superintendent and get exposure to all ranks.
■ Introduction to professional network in force, eg, Finance, HR
■ Undertake officer safety training, first aid and any other force specific training required.
■ Collect uniform
■ Access and induction to IT systems.
37Direct Entry (Superintendent) Programme Handbook
College of Policing
The timetable is set by the force, but the following will be covered:
■ Introduction to mentors
■ Constable shadowing, including observation of arrest, custody process and statement taking
■ Access to PNLD & NCALT
■ Comms Control room visit
■ Attendance at Tactical Tasking Co-ordinating Group Meeting (TTCG).
Cohort 226/10/15 – 28/10/15
Cohort 124/11/14 – 26/11/14
College leadership activities
Three day leadership programme with the Royal Mil-itary Police. This begins to build the cohort and gives you an understanding of your leadership style and behaviours when outside your comfort zone.
Cohort 202/11/15 – 23/12/15
Cohort 108/12/14 – 23/12/14
College induction Part 1
This first module includes the skills and knowledge input required prior to the constable rotation.There is also input on ‘Leadership in a Policing Context’ – this will include personal leadership, Code of Ethics, integrity, equality, diversity and human rights. During this module, there is an emphasis on building the cohort; this is an important support network throughout the 18 months and beyond. There will also be an opportunity to work on your personal development plans which will guide your progress through the programme and beyond.
Cohort 224/12/15 – 03/01/16
Cohort 123/12/14 – 01/01/15
Christmas period Annual leave or private study – to be arranged with your force
In-force New Year’s Eve Operation by force agreement
Cohort 204/01/16 – 15/01/16
Cohort 102/01/15 – 30/01/15
College induction Part 2
Continuation of part 1 above
College of Policing
38 Direct Entry (Superintendent) Programme Handbook
Cohort 215/01/16
Cohort 130/01/15
Action Research Projects induction
As part of your ongoing assessment you are required to complete two action research projects: a Community Partnership project which enables you to see policing through the eyes of the local community, and a Business Improvement project which is designed to develop understanding of strategic priorities and act as a source of direction for both strategic and cultural change.This session provides you with further information and instructions, including assessment criteria and pass/fail thresholds. Both projects are due for completion by the end of February 2017 for cohort one and February 2018 for cohort two.
Cohort 218/01/16 – 01/04/16
Cohort 102/02/15 – 17/04/15
Force constable rotationWork-based assessment
During this period in force you work with a constable who is your workplace coach/tutor. You will carry out the role of a constable and gain exposure to neighbourhood and response policing.
Cohort 229/02/16 – 04/03/16
Cohort 123/03/15 – 27/03/15
Community partnership Module One
Throughout the programme you are provided with opportunities to work with the local communities you serve. This includes input from key stakeholders and community contacts. These may be provided centrally by the College or locally in force and may support your work on the Community Partnership Project.
Cohort 204/04/16 – 29/04/16
Cohort 120/04/15 – 08/05/1515/05/15 – 21/05/15
College module This module includes the skills and knowledge input required before the sergeant/inspector rotation.There is also input on ‘Leadership in a Policing Context’, focusing on business skills.
Cohort 229/04/16
Cohort 108/05/15
Agree Action Research Project proposals.
Cohort 201/05/16 – 19/08/16
Cohort 111/05/15 – 28/08/15
Force sergeant / in-spector rotationWork-based assessment
During this period in force you work with a sergeant who is your workplace coach/tutor. You will carry out the role of a sergeant.You then move on to the role of an inspector and work with an inspector workplace coach/tutor.
39Direct Entry (Superintendent) Programme Handbook
College of Policing
Cohort 215/08/16 – 19/08/16
Cohort 117/08/15 – 21/08/15
Community partnership Module Two
Cohort 222/08/16 – 16/09/16
Cohort 101/09/15 – 23/09/15
College module This module includes the skills and knowledge input required before the superintendent rotation.Superintendents’ Association Annual Conference Cohort 2 – dates TBC Cohort 1 – 7–9/09/15 There is also input on ‘Leadership in a Policing Context’, focusing on professional policing skills and media training.
Cohort 219/09/16 – 16/12/16
Cohort 121/09/15 – 08/01/16
Force superintendent rotationWork-based assessment
During this period in force you work with a superintendent who is your workplace coach/tutor.
Cohort 2Nov 2016 – date TBC
Cohort 1Nov 2015 – date TBC
Knowledge examination You are required to pass a multiple-choice examination to assess your knowledge and understanding of relevant law and procedure in relation to the role of a superintendent.
Cohort 216/12/16 – 19/12/16
Cohort 111/01/16 – 15/01/16
Community partnership Module Three
Cohort 219/12/17 – 13/01/17
Cohort 118/01/16 – 19/02/16
College module This module includes a further skills and knowledge input.There is also input on ‘Leadership in a Policing Context’, focusing on partnership working. This includes an attachment to a partner agency appropriate for your force.
College of Policing
40 Direct Entry (Superintendent) Programme Handbook
Cohort 2Feb 2017 – date TBC
Cohort 1Feb 2016 – date TBC
Submission of Action Research Projects
Cohort 216/01/17 – 07/04/17
Cohort 122/02/16 – 13/05/16
Force – Superintendent command with supportWork-based assessment
During this final period of the programme in force you will take a superintendent command with the support of a workplace superintendent coach.
Cohort 203/04/17 – 07/04/17
Cohort 116/05/16 – 20/05/16
Community partnership Module Four
Cohort 210/04/17 – 13/04/17
Cohort 123/05/16 – 27/05/16
College module Final module to consolidate learning and programme.
Cohort 217/04/17 – 21/04/17
Cohort 131/05/16 – 03/06/16
Sign-off by Chief or Commissioner and the CollegeCareer development plan
At the end of the programme, a review is conducted of all elements of the programme member’s formal assessment results before final sign-off is given by your chief constable or commissioner. This is done in agreement with the College. Once signed off, you graduate from the programme, pass your probation period and take up post in force. Any feedback received from this review forms part of your future career development plan.
41Direct Entry (Superintendent) Programme Handbook
College of Policing
© College of Policing C209I0815
Protecting the publicSupporting the fight against crime
As the professional body for policing, the College of Policing sets high professional standards to help forces cut crime and protect the public. We are here to give everyone in policing the tools, skills and knowledge they need to succeed. We will provide practical and common-sense approaches based on evidence of what works.
college.police.uk