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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)

Chief Inspector

To carry out this role you must be a competent Inspector.

A senior middle manager responsible for co-ordinating the work of teams of sworn constables, sergeants, inspectors and police staff or managing a department with specific geographical or functional responsibility for the delivery of a range of diverse policing services, ensuring organisational standards are upheld.

National Occupational Standards (NOS)

A Chief Inspector must be able to

Develop and implement operational plans for your area of responsibility
Map the environment in which your organisation operates
Assess, negotiate and secure sources of funding
Formulate, monitor and review tactics to achieve strategic objectives for law enforcement operations
Identify and manage operational threats and risks
Respond to emergencies at the tactical (silver) level
Plan, implement and manage systems for the exchange of sensitive information, data and intelligence
Develop and manage multi-agency partnerships
Support others to make best use of the media

Personal Qualities

Decision making
Gathers, verifies and assesses all appropriate and available information to gain an accurate understanding of situations. Considers a range of possible options, evaluating evidence and seeking advice where appropriate. Makes clear, timely, justifiable decisions, reviewing these as necessary. Balances risks, costs and benefits, thinking about the wider impact of decisions. Exercises discretion and applies professional judgement, ensuring actions and decisions are proportionate and in the public interest.

Leadership
Leading change
Positive about change, adapting rapidly to changing circumstances and encouraging flexibility in others. Identifies and implements improvements to service delivery, engaging people in the change process and encouraging them to contribute ideas. Finds more cost-effective ways to do things, taking an innovative approach to solving problems and considers radical alternatives.
Leading people
Inspires people to meet challenging goals, maintaining the momentum of change. Gives direction and states expectations clearly. Talks positively about policing, creating enthusiasm and commitment. Motivates staff by giving genuine praise, highlighting success and recognising good performance. Gives honest and constructive feedback to help people understand their strengths and weaknesses. Invests time in developing people by coaching and mentoring them, providing developmental opportunities and encouraging staff to take on new responsibilities.
Managing performance
Translates strategy into specific plans and actions, effectively managing competing priorities with available resources. Takes a planned and organised approach to achieving objectives, defining clear timescales and outcomes. Identifies opportunities to reduce costs and ensure maximum value for money is achieved. Demonstrates forward thinking, anticipating and dealing with issues before they occur. Delegates responsibilities appropriately and empowers others to make decisions. Monitors progress and holds people to account for delivery, highlighting good practice and effectively addressing underperformance.

Professionalism
Acts with integrity, in line with the values and ethical standards of the Police Service. Acts on own initiative to address issues, showing energy and determination to get things done. Takes ownership for resolving problems, demonstrating courage and resilience in dealing with difficult and challenging situations. Upholds professional standards, acting as a role model to others and challenging unprofessional conduct or discriminatory behaviour. Asks for and acts on feedback, learning from experience and continuing to develop own professional skills and knowledge. Remains calm and professional under pressure, defusing conflict and being prepared to make unpopular decisions or take control when required.

Public service
Demonstrates 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, partners and stakeholders. Identifies the best way to deliver services to different communities. 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 by regularly interacting and talking with people. 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 the benefits of a particular approach, and striving to reach mutually beneficial solutions. Expresses own views positively and constructively, and fully commits to team decisions.