Competency Framework for Members

 
Produced by the Association of Police Authorities
April 2005
This competency framework sets out the skills, abilities and personal qualities expected of a police authority member. It includes introductory information about the role of police authorities and the expectations of police authority members.
 
The framework contains the following sections:
 
 

Section A: Introduction

 

Each police authority is an independent, corporate body. Although membership is drawn from three different groups – councillors, magistrates and independent members – all members are collectively responsible for discharging a range of statutory duties and require similar skills and qualities.
 
In keeping with the corporate status of police authorities, all members are expected to represent the whole police area and the diverse local communities within it, not particular localities or political/sectional interests (although individual members of the authority may be asked to develop particular roles or take lead responsibility for a specific aspect of policing or area of the force).
 
A primary role for police authorities is to represent the interests of people who live in, work in, or visit the police authority area. It is therefore critically important that the membership of each authority should be drawn from as wide a range of backgrounds as possible and reflects the diversity of the communities within the area. Both the Association of Police Authorities (APA) nationally and police authorities locally have worked hard in recent years to improve the number of police authority members from under-represented groups, including women, black and minority ethnic communities and young people.
 

Section B: Key Police Authority Relationships

 

To be effective, police authorities must retain their independence while engaging in constructive partnerships to secure the effective and efficient delivery of the right police service for their area. These partnerships are with:
 
- local communities – through a range of consultation processes, to engage with local communities and ensure that the diverse needs of all groups are properly reflected in local strategies and policing plans and that decisions reached on policing priorities are reported back to the communities.
 
- the police themselves – to develop police authority members’ awareness and understanding of the pressures and challenges they face, without compromising the authority’s statutory duty to maintain effective, independent scrutiny and oversight.
 
- the Secretary of State – the Home Secretary together with police authorities and chief officers of police forms the tripartite relationship responsible for the governance of policing in England and Wales. Much of the interface with the Home Office on issues facing police authorities will be mediated through the APA, but the Home Secretary’s statutory responsibilities do impact directly on individual police authorities through for example, the national policing plan; allocation of police grant; the crime fighting fund and approval of the appointment of senior officers. Police authorities provide the Home Office with information, advice and views on issues that impact upon their locality as well as through their national association.
 
- local authorities and health authorities – particularly in relation to local crime and disorder reduction partnerships and the development of strategies and audits to reduce crime and fear of crime.
 
- criminal justice agencies, such as the courts, probation service and Crown Prosecution Service (CPS) – to ensure that the police play an effective role in bringing offenders to justice and protecting the rights of suspects, victims and witnesses.
 
- Her Majesty’s Inspectorate of Constabulary – which provides professional advice and support not only to the Home Secretary and police forces but to police authorities as well, by promoting good practice and offering advice on the appointment of chief officers.
 
- The Audit Commission and local auditors – who promote good practice in policing by encouraging economy, efficiency and effectiveness in both the management and delivery of services.
 

Section C: Key Requirements

 

Given the diverse range and complexity of police authorities’ functions, newly appointed members are not expected to have all the requisite skills from the outset. But there are three essential requirements:
 
- A commitment to policing and to the delivery of a fair and non-discriminatory police service to all members of local communities – this involves an ability to engage with a wide range of people by seeking out and listening to their views. Members have to demonstrate integrity and objectivity and be committed to upholding human rights and promoting equality of opportunity and good race relations.
 
- Availability - members must be prepared to devote 6 days a month to police authority work. They will be expected to attend all meetings of the police authority and to participate effectively as a member of any committee, panel or other forum to which they are appointed, as well as undertaking preparatory work and attending appropriate training courses and seminars. Police authority members are entitled to reasonable time off work to carry out their duties.
 
- A balanced approach – to promote good policing, authority members need to establish and maintain constructive partnerships with their police force and other organisations, without compromising their core responsibility of providing effective, independent oversight and scrutiny.
 

Section D: Skills, Abilities and Personal Qualities

 
This section sets out the skills, abilities and personal qualities which are particularly relevant to the work undertaken by police authority members.
 
There is no expectation that all police authority members will be able to be fully effective immediately. All police authority members should be able to make a valuable contribution to the work of the authority from the start, drawing on their background and expertise gained in their working life, their involvement in the community, voluntary work or other experiences. However, they must be willing to extend their knowledge and skills in order to play a full part in the wide range of duties for which police authorities are responsible.
 
Skills
 
- analytical skills - the ability to interpret and question complex written material – including financial information and other data such as performance measures – and identify the salient points
 
- scrutiny skills - be able to rigorously scrutinise and exercise effective oversight of all aspects of force performance, using appropriate data and resources
 
- strategic thinking - breadth of vision - the ability to rise above detail and to see problems and issues from a wider, forward-looking perspective
 
- judgement - to take a balanced, open-minded and objective approach for example, in evaluating policing priorities, assessing candidates for top level appointments or considering complaints against officers – and to develop an understanding of the challenges officers face in their day-to-day work
 
- communication - to explain policing issues clearly – sometimes in public meetings with the media present – and to engage in constructive dialogue with local communities, the police (including representatives of their staff associations) and other key partners and agencies
 
- time management - be able to identify priorities and make the most productive use of own and other’s time
 
Personal Qualities
 
- team working - plays an effective role in the authority, committees and other partnerships through listening, persuading and showing respect for the views of others
 
- self confidence - challenges accepted views constructively, without becoming confrontational
 
- enthusiasm/drive - is pro-active in seeking out learning and developmental opportunities to enhance knowledge and understanding – for example on financial matters and statutory requirements
 
- respect for others - treats all people fairly and with respect; values diversity and responds sensitively to differences
 
- integrity - embraces high standards of conduct and ethics and is committed to upholding human rights and equality of opportunity for all
 
- leadership - leads by example, establishes clear goals and objectives and builds support and commitment within the authority and force as well as the wider community and with partner agencies
 
- community engagement - actively engages and participates in local community activities.
 

Section E: Standard Job Profile for a Police Authority Member

 
Role 
 
- To ensure that there is an effective and efficient police force for the area
 
- To ensure that local communities receive best value in local policing services
 
- To set the strategic direction for the force and exercise effective oversight of force performance
 
- To secure continuous improvements in force performance and ensure delivery of the highest standards of policing. To represent the interests of all those who live in, work in, or visit the police authority area and to ensure that the views of local people are reflected in the nature and style of local policing
 
- To ensure that policing services are provided fairly and in a way which does not discriminate against any group or individual
 
- To participate constructively in the good governance of both the authority and the force
 
Responsibilities 
 
- to carry out collectively all statutory and locally determined requirements of a police authority member, including participation in the formulation of policy, decision-making and other activities of the full authority (such as determining the budget and precept, determining local policing priorities, agreeing the annual policing/best value performance plan and other strategies).
 
- to participate effectively as a member of any committee, panel, task group or other authority forum to which the member is appointed
 
- to participate in best value reviews, as nominated by the authority
 
- to comply with all relevant codes of conduct and maintain the highest standards of conduct and ethics
 
- to maintain an up-to-date knowledge and awareness of national and local policing issues
 
- to maintain a good working knowledge of force policies and practices and to establish good working relationships with officers of both the authority and the force
 
- to scrutinise, rigorously challenge and monitor all aspects of force performance
 
- to participate fully in local consultative arrangements and actively engage in communication and dialogue with local people about local policing services
 
- to represent the views of the police authority within local communities and the views of local communities to the authority
 
- to participate actively in any outside body or forum on which the member is appointed to represent the authority
 
- to be involved in the appointment, discipline or dismissal of senior officers, as appropriate
 
- to monitor the way in which complaints are dealt with by the force and deal with complaints against chief officers
 
- to promote equality of opportunity and work to eliminate unlawful discrimination both internally within the authority and force and in the provision of policing services
 
- to attend local, regional and national conference/seminars/briefings, if nominated by the authority
 
- to answer questions at council meetings, if nominated to do so by the authority
 
- to ensure that an effective Independent Custody Visiting Scheme is maintained
 
- to participate in inspections and audits of the force and authority

 

 
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