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Role Explorer Home  > Level 4

Policing Professional Framework (PPF) Roles

Community Partnership
Community Partnership
Officers / Staff whose primary responsibility is dedicated or directed towards establishing and maintaining effective partnerships with the public and partner agencies in order to make policing more responsive in tackling local, force wide, regional or national priorities and increasing public confidence in the police.
Key Activities may include developing cohesive community engagement strategies and delivering strategic, multi-agency approaches designed to address community safety issues.
Intelligence
Intelligence
Officers / Staff whose primary responsibility is dedicated or directed towards gathering, using, analysing or disseminating intelligence at a local, force wide, regional or national level to meet a range of operational policing requirements.
Key Activities may include developing overt and covert intelligence strategies in order to produce a range of intelligence products which support the requirements of a range of police operations.
Investigation
Investigation
Officers / Staff whose primary responsibility is dedicated or directed towards the ongoing investigation and reduction of crime at a local, force wide, regional, or national level requiring enhanced knowledge, expertise and training.
Key Activities may include developing investigative strategies for gathering recording and retaining the material needed to establish whether a crime has been committed and who is responsible in order to bring offenders to justice.
Organisational/Operational Support
Organisational/Operational Support
Officers / Staff whose primary responsibility strategically supports the day to day running of the organisation, its strategic infrastructure or who are responsible for delivering or converting products and processes into something that will be used by those delivering a frontline service.
Key Activities may be delivered through staff working within ICT, HR, Finance, Procurement, Transport Professional Standards and Corporate Development functions.
Response
Response
Officers / Staff whose primary responsibility is dedicated or directed towards the first police response to an incident or crime. Undertaking the initial assessment and required police follow actions in order to resolve incidents, investigate crime or pursue and prosecute offenders.
Key Activities may include the initial interview of witnesses and arrest of suspects, the search of people and premises, the preparation of plans and the instigation of actions in response to emerging critical incidents.
 
Chief Constable
Chief Constable
Deputy Chief Constable
Deputy Chief Constable
Assistant Chief Constable
Assistant Chief Constable
Chief Superintendent
Chief Superintendent
The most senior operational police manager responsible for commanding larger departments, multiple functions or larger geographical areas on a day to day basis. Responsibilities include setting strategy and operational policy and authorising operational activity in line with legislative powers accorded to the rank.
Superintendent
Superintendent
A senior manager responsible for the setting of strategy and day to day operational policy across a single department or a range of policing responsibilities and authorising operational activity in line with legislative powers accorded to the rank.
Chief Inspector
Chief Inspector
A senior middle manager responsible for co-ordinating the work of teams of sworn constables, sergeants inspectors and civilian police personnel or managing a department with specific geographical or functional responsibility for a variety of law enforcement and related tasks.
Inspector
Inspector
A middle manager responsible for supervising the ranks of constable and sergeant. Responsible for controlling, planning, organising and authorising the work of a range of sworn and civilian police personnel in a variety of law enforcement and related tasks and for managing an assigned specialist function.
Sergeant
Sergeant
The first level of supervision in police law enforcement. Responsible for exercising day to day, general and technical supervision to sworn and civilian personnel involved in a variety of law enforcement and related tasks and to perform or supervise specialised work assignments.
Constable
Constable
The frontline of the criminal justice system. Under general supervision, but often operating independently. Serves as a peace officer performing a wide range of duties to enforce the law through a range of sworn powers including arrest, search, detention and interview.
Level 1
Level 1
Level 2
Level 2
Level 3
Level 3
Level 4
Level 4
Level 5
Level 5
Secondary Roles

Policing Professional Framework (PPF)

Level 4


National Occupational Standards (NOS)

A Level 4 must be able to

Put the strategic business plan into action
Plan the workforce
Assess, negotiate and secure sources of funding
Manage a budget

Personal Qualities

Decision making
Assimilates complex information quickly, weighing up alternatives and making sound, timely decisions. Gathers and considers all relevant and available information, seeking out and listening to advice from specialists. Asks incisive questions to test facts and assumptions, and gain a full understanding of the situation. Identifies the key issues clearly, and the inter-relationship between different factors. Considers the wider implications of different options, assessing the costs, risks and benefits of each. Makes clear, proportionate and justifiable decisions, reviewing these as necessary.

Leadership
Leading change
Establishes a clear future picture and direction for the operational unit, focused on delivering the force vision and strategy. Identifies and implements change needed to meet force objectives, thinking beyond the constraints of current ways of working, and is prepared to make radical change when required. Thinks in the long-term, identifying better ways to deliver value for money services that meet both local and force needs. Encourages creativity and innovation within the operating unit.
Leading people
Inspires people to meet challenging organisational goals, creating and maintaining the momentum for change. Gives direction and states expectations clearly. Talks positively about policing and what it can achieve, building pride and self-esteem. Creates enthusiasm and commitment by rewarding good performance, and giving genuine recognition and praise. Promotes learning and development, giving honest and constructive feedback to help people understand their strengths and weaknesses, and invests time in coaching and mentoring staff.
Managing performance
Creates a clear plan to deliver operational unit performance in line with force strategy and objectives. Agrees demanding but achievable objectives and priorities for the operational unit, and assigns resources to deliver them as effectively as possible. Identifies opportunities to reduce costs and ensure maximum value for money is achieved. Highlights good practice and uses it to address underperformance. Delegates responsibilities appropriately and empowers others to make decisions. Monitors progress and holds people to account for delivery.

Professionalism
Acts with integrity, in line with the values and ethical standards of the Police Service. Delivers on promises, demonstrating personal commitment, energy and drive to get things done. Defines and reinforces standards, demonstrating these personally and fostering a culture of personal responsibility within the operational unit. Asks for and acts on feedback on own approach, continuing to learn and adapt to new circumstances. Takes responsibility for making tough or unpopular decisions. Demonstrates courage and resilience in difficult situations, defusing conflict and remaining calm and professional under pressure.

Public service
Promotes a real belief in public service, focusing on what matters to the public and will best serve their interests. Ensures that all staff understand the expectations, changing needs and concerns of different communities, and strive to address them. Builds public confidence by actively engaging with different communities, agencies and strategic stakeholders, developing partnerships and ensuring people can engage with the police at all levels. Understands partners' perspectives and priorities, and works co-operatively with them to deliver the best possible overall service to the public.

Working with others
Builds effective working relationships with people through clear communication and a collaborative approach. Maintains visibility to staff and ensures communication processes work effectively throughout the operational unit. Consults widely and involves people in decision-making, speaking to people in a way they understand and can engage with. Treats people with respect and dignity regardless of their background or circumstances, promoting equality and the elimination of discrimination. Treats people as individuals, showing tact, empathy and compassion. Sells ideas convincingly, setting out benefits of a particular approach, and striving to reach mutually beneficial solutions. Expresses own views positively and constructively, and fully commits to team decisions.