Sergeant Promotion Process

Message from the Chief Constable

The force is committed to protecting people from harm and preventing and reducing crime, and we work closely with our partners to fulfil our ambition of improving the service we offer for Staffordshire and Stoke’s residents, businesses and visitors. We continue to make good progress in delivering on the priorities set out in the Policing Plan which has four operational strategies: a focus on early intervention; improving services to victims and witnesses; better management of offenders and the prevention of reoffending; and increasing public confidence. Underpinning these is a fifth strategy: to modernise the force, which is delivered through the People First strategy which sets out how we will make the organisation a great place to work with a culture that attracts and retains the best people and enables them to flourish.

Against each of these priorities the force has clear strategies in place, with robust action plans to drive change and improved outcomes. Everyone who works for the force, whatever their role, has an important part to play in delivering against these priorities and helping to achieve the force's ambition of continuing to improve our service to the people of Staffordshire.

In 2018, to tackle high levels of demand, growing complexity and vulnerability and increases in serious violent crime, the force implemented a new operating model. This included investment in neighbourhood policing, prioritising prevention and early intervention, increased capacity in investigations and a modernised response service.

The force also invested last year in developing a missing persons investigation team, enhanced roads policing capability, digital investigations, disruption capability and forensic triage which are now starting to deliver a better service and outcomes for local communities.

The latest HMICFRS inspection report, published in February 2020, rated Staffordshire Police good across all areas inspected and found that the force is good at reducing crime and keeping people safe with a focus on preventing crime, rather than just reacting to it. Inspectors also found that most investigations were conducted effectively, particularly for more serious crimes, and it highlighted that the force has increased the number of officers in the investigations teams and created a specialist child protection and exploitation team.

As we move into the next phase of the change programme at Staffordshire Police, we need to improve outcomes in every part of the force but this means that we must also change how we work. Efficiency and effectiveness will be underpinned and delivered by a major technology refresh programme and a new approach to how we all lead and work which we have called Trust Driven Policing because trust is key to how we work.

Sergeants are key to delivering successful outcomes, leading people and supporting culture and behaviours.

You will demonstrate a strong commitment to serving the communities, putting the needs of victims and witnesses first and developing staff to provide a first class service.

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An authentic leaders who understands it's not simply about numbers and targets; it's about continuous improvement at every level to drive down crime, protect the vulnerable, improve public confidence, and deliver high levels of victim satisfaction.

There will be a familiarisation event on 8 September to answer any questions and assist you with your application. Written assessments will need to be returned by 17 September, with interviews and an exercise taking place in early October 2020.

I wish you every success with your application.

Gareth Morgan

Chief Constable

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Policing in Staffordshire

Staffordshire Police covers an area of approximately 1,047 square miles and serves a population of around 1.1 million.

Staffordshire

Moorlands

Newcastle

Stoke

Stafford

Cannock

South

Staffordshire

East

Staffordshire

Lichfield

Tamworth

The force is divided into 10 Neighbourhood

Policing Teams (NPTs). Each NPT is headed

by a Chief Inspector and includes police

officers, police community support officers,

special constables and police staff who

work closely with partners and local

communities.

We have three response hubs, one based

in the north at Hanley in Stoke-on-Trent,

one in Cannock and one based at Burton

covering the East Staffordshire area.

Staffordshire Police is currently undergoing

the largest IT project inthe organisation’s

history which is now well underway. This

includes the implementation of Niche as the

new records management system for the

force.

The force has also launched its new

Knowledge Hub. This is transforming the

force’s analytical capability, enabling it to

recognise crime trends and patterns more

swiftly, bringing together intelligence and

information that supports officers and staff

across the organisation. This facilitates

greater self-service, enabling officers to

access information more quickly, requiring

fewer resources than before.

Both NICHE and the Knowledge Hub are

central to the wider cultural change that is

underpinning the modernisation of the

force, and is being implemented through its

‘People First’ strategy. The strategy has

eight interconnected themes and is now

providing the framework against which

Staffordshire can develop its organisational

culture and drive more modern andefficient

ways of working.

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A great :Mitt place

to work

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2

3

4

People First Strategy

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The eight interconnected themes to modernise policing and its 7 culture within Staffordshire.

To be recognised as a place that attracts and retains the best calibre of people from across Staffordshire and beyond, where diversity and 8 difference are valued.

An efficient and effective organisation, that delivers for the people of Staffordshire and is a great place to work. A community of leaders at all levels, with the confidence and capability to build and maintain a modern and transformed police service.

To celebrate the achievements and contributions that people make, recognising and rewarding their success, whatever role they fulfil.

Our workplace is positive and healthy, people take ownership of their own health and wellbeing, and wellbeing is at the heart of people’s experiences of working at Staffordshire Police.

To create a first class workplace with a vibrant and diverse workforce that better reflects our communities, and therefore where the services we deliver better meet the needs of the people of Staffordshire.

Create the capability needed for future success by motivating and engaging people to take responsibility and accountability for their own performance and development, and adapt to continuous change.

A working environment where people across the force are inspired to give their best every day and are motivated to improve the service we provide to the people of Staffordshire.

A force where people have the opportunity to have their say, where constructive dialogue and challenge is welcomed, and where honesty and transparency is recognised and valued.

Staffordshire Police also has several staff association groups such as the Multi-cultural Association, Staffordshire Association for Women in Policing, Staffordshire LGBT and the Disability and Carers network. Employees can apply to be part of

the Positive Action group within

the force.

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Policing Plan

Central to the delivery of the Policing Plan is the force’s operating model which it introduced successfully in 2018 with a significant investment in neighbourhood policing and investigations, and the modernisation of its approach to response policing, amongst other significant changes.

The plan builds on the five priorities set out in the Police, Fire & Rescue and Crime Commissioner’s Safer, Fairer, United Communities strategy. These are:

1. Modern Policing

A modern and transformed police service for a changing future, able to address existing and new issues and the threat and harm that impact from local, regional, national and international activity.

2. Early Intervention

Preventing crime and anti-social behaviour and providing early help to individuals, families and communities before problems become entrenched, more complex and costly to resolve.

3. Supporting Victims and Witnesses

Ensuring that victims, witnesses and their families are supported in a way that recognises their individual circumstances and places them at the very heart of all criminal justice processes.

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4. Managing Offenders

Being able to reduce offending and reoffending in Staffordshire and Stoke-on-Trent.

5. Public Confidence

Ensuring that the people of Staffordshire are better informed and involved in how policing and community safety arrangements are delivered, helping thereby to increase public confidence and reduce the fear of crime.

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The Executive Team

Chief Constable Gareth Morgan

Gareth Morgan joined Staffordshire Police as Chief Constable in June 2017. He has

worked across forces such as West Midlands, Avon and Somerset and Warwickshire

and West Mercia.

Deputy Chief Constable Emma Barnett

Emma Barnett started her career in 1993 with West Midlands Police and joined Staffordshire Police as Assistant Chief Constable in August 2016. She leads the

Deputy Chief Constable Directorate which includes: Corporate Communications, Professional Standards Department, Corporate Planning and Business Change and

Information Assurance. Emma is also the NPCC lead for Victims and Witnesses, writing the national strategy in 2019.

Assistant Chief Constable Justin Bibby

Justin Bibby started his career in 1992 with Cumbria Police and joined Staffordshire Police as Assistant Chief Constable in August 2020. He leads two Directorates -

Investigations which includes CID, Specialist Investigations, Major and Organised Crime, and Forensics; and Operational Support which includes Justice Services,

Intelligence and Operations, including being the portfolio holder for armed policing.

Assistant Chief Constable Scott Green

Scott Green served in South Yorkshire Police for over 20 years, starting his career as a Police Constable and joined Staffordshire Police as Assistant Chief Constable in

August 2020. He leads two Directorates - Contact and Response and Neighbourhood and Partnerships.

Director of People and Resources Justine Kenny

Justine Kenny joined the force in 2017 and leads on the enabling services. These

include People Services, Finance, ICT, Estates, and Transport. Justine has worked across a number of organisations in senior HR roles such as the NHS, Department of

Health, Human Rights Commission and the Big Lottery Fund.

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Role Profile

Accountable to: Sergeant

Main purpose of the role:

Sergeants are the first level of line management in policing and as such carry an important role in ensuring effective daily supervision, guidance and support of officers and staff. They are responsible for enabling the development of competence within their team whilst ensuring that organisational standards are met and objectives achieved.

This role will co-ordinate, monitor and respond where necessary, to front line policing activity to uphold the law, enable public safety and build public confidence in policing in line with legal frameworks and policy guidelines.

Sergeants are also likely to take on an operational specialist role requiring specialist technical knowledge and skills.

Main responsibilities:

Supervise a team, managing their wellbeing and welfare, development and ensuring high levels of motivation to enable an effective front line policing service.

Provide specialist advice and guidance to team members to ensure that responses are delivered within appropriate policies and legislation and achieve the best possible outcomes.

Support the assessment of individuals, assessing capabilities and development needs and devising appropriate development plans to enable high performance and potential progression.

Monitor and manage the performance of the team, devising and implementing effective strategies to identify issues and improve team/ individual performance to ensure adherence to professional standards and contribute to the achievement of unit/Force objectives.

Co-ordinate and control appropriate front line responses and investigations, allocating resources, directing activities, managing risks and reviewing progress to deliver an effective response which supports law enforcement and enables public safety.

Supervise and monitor the handling of information, intelligence and evidence and record keeping ensuring alignment with legislation, policies and guidance which enables effective law enforcement and the initiation of criminal justice proceedings.

Contribute to the identification of appropriate internal and external local partners in line with the Force’s planned approach, co-ordinating and monitoring the establishment of effective partnerships to enable progress against community policing objectives.

Support the review and reporting on team expenditure to ensure the efficient use of available budgets and maximise value for money.

Identify opportunities for and co-ordinate the exploration of new ways of working and innovation in policing, applying critical thinking to identify solutions to problems in line with evidence based practice within own area of responsibility.

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Person specification:

Have operational experience at a Police Constable level and met all the necessary local and national promotion requirements as defined in the National Police Promotion Framework (NPFF) or previous OSPRE process.

Strong communication skills with the ability to set out logical arguments clearly, adapting language, form and message to meet the needs of different people/audiences.

Able to develop and motivate a team and create strong engagement of individuals with their personal and team objectives and with Force values, behaviours and strategic priorities.

Able to review and assess own, individual and team performance against expected standards, providing objective and effective feedback and ensuring corrective actions are taken where necessary.

Able to coach and mentor colleagues to enable appropriate career and professional development.

Able to plan ahead and allocate work appropriately within the team.

Able to identify key stakeholders, understand potential roles and to take appropriate steps to understand their needs and concerns and develop excellent working relationships.

Problem solving skills with the ability to identify cause and effect and develop a course of action, drawing on evidence base, designed to target root causes, mitigate risks and manage impacts.

Able to critically question and identify potential opportunities to enhance efficiency and/or effectiveness across own team.

Able to identify, analyse, and manage risk to inform balanced, proportionate evidenced-based decisions.

Able to manage the introduction of new processes or ways of working at team level.

Skilled in using specialised software related to own area of work to extract, analyse, plan and report on data.

Able to develop and maintain professional resilience and wellbeing in oneself and others in dealing with complex and challenging situations.

Sergeant Information Pack 10

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Weare innovative and

open-m inded

Weare emotionally aware

lntegr\t'I

We deliver, support and

Weare collaborat ive

We take ownership

Behaviours: expected in each competency area can be found via the following link:

The competencies which will be assessed during the selection process are those LINK TO CVF ON WEB

contained in the Competency and Values Framework for policing. The CVF has six competencies that are clustered into three groups:

Resolute, compassionate and committed; Inclusive, enabling and visionary leadership; Intelligent, creative and informed policing.

Under each competency are three levels that show what behaviours will look like in practice.

This role requires the post holder to be operating at or working towards Level 2 of the CVF.

A description and a list of examples of the types of behaviours that are

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- EMPLOYER -

Selection process

We will make adjustments throughout the

process to adhere to social distancing

guidelines.

Documents and guidance notes can be found here.

Applications need to be marked for the attention of Helen Brunjes by 12 noon on 11 September and sent to:

application.pack@staffordshire.pnn. police.uk

Candidates’ applications will be acknowledged by email.

On 15 September candidates will receive a written assessment via email, which will need to be completed and returned by 5pm on 17 September.

Successful candidates will be invited to attend the assessment and interview process taking place between the 5-15 October 2020. A detailed interview schedule will be provided but candidates should expect this to include an interview and assessment designed to explore the Competency and Values Framework for policing as well as candidates’ strengths in relation to the job description and person specification set out in this pack. External candidates invited for interview will be asked to complete a medical questionnaire and security questionnaire.

Staffordshire Police is committed to being an equal opportunities and disability confident employer. We value the difference a diverse workforce can make and welcome applications from all suitably qualified candidates, particularly from under represented groups.

We are happy to consider any reasonable adjustments that would assist you with your application or if you are selected for interview.

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