Date: 10/12/2018
Our Reference: FOIA-2018-0089
Your Reference: N/A
(Via email to Patrick Breathen <xxxxxxxxxxxxxxxxxxxxxxx@xxxxxxxxxxxxxx.xxx>)
Dear Mr. Breathen,
RE: Freedom of Information Act 2000 Request
I write in response to your Freedom of Information Act 2000 (FoIA) request submitted to the College
of Policing on 6/11/2018. You have requested that you be provided with ‘the full training curriculum
and/or training guidelines/handbook used to train senior members of the Constabulary’. On our
further enquiry dated 8/11/2018, you confirmed on 15/11/2018, you had intended by ‘senior officers’,
officers at assistant chief constable rank and over.
After conducting careful searches, I can confirm that information is held by the College to answer
your request. However, we have determined that some of this information is commercially sensitive
and subsequently, section 43(2) of FoIA (commercial interests) applies. For further information
please refer to the refusal notice in Appendix A. We are able to disclose to you the ‘Course Overview’
for the Strategic Command Course 2019, which we do not believe will prejudice the commercial
interests of any party. This can be found in Appendix B. The information supplied to you is and
continues to be protected by Copyright law. Unless expressly permitted by law, any reproduction of
College information, in whole or in part, requires permission from the College of Policing. To request
permission
please
contact
the
College’s
IPR
and
Licensing
Manager
at
xxxxx.xxxxxxx@xxxxxxx.xxx.xxxxxx.xx. If you have any queries or concerns, please do not hesitate to contact us. Your rights are detailed in
Appendix C.
Yours sincerely,
Diane Winnett | Legal Researcher Legal Services
College of Policing
Email:
xxx@xxxxxxx.xxx.xxxxxx.xx
Website:
www.college.police.uk
Appendix A
Refusal Notice
Section 43 (Commercial Interests)
Section 43 provides –
(2) Information is exempt information if its disclosure under this Act would, or would be
likely to, prejudice the commercial interests of any person (including the public
authority holding it).
The College has applied this exemption because of:
a high possibility of a request for open tender being issued for accreditation of the Strategic
Command course (the course) in 2019
a request for open tender is just about to be issued for the Business Skills component of
the course
existing components of the course being delivered by other organisations and the
possibility of requests for open tender being submitted for these components in the future.
Section 43(2) allows for circumstances when it is reasonable and correct for public authorities to
withhold information where release would be likely to damage commercial interests, be it those of the
authority itself or a third party. A commercial interest relates to a party’s ability to participate
competitively in a commercial activity. As a public authority there is a clear balance to be struck
between balancing commercial interests and ensuring that we are as open, transparent and
accountable as possible about what we do. Section 43(2) provides for this, being a ‘qualified
exemption’. Under this section, the College is required to consider the prejudice and harm to
commercial interests as well as applying the public interest test to determine whether the public
interest in disclosure outweighs that of non-disclosure.
Factors favouring disclosure:
To allow the College to act on its commitment to transparency and openness.
The opportunity for scrutiny of the quality and content of the training offered to senior
members of the constabulary, contributing to public confidence in the capabilities of our
senior officers.
To facilitate accountability and transparency in the spending of public money.
Factors against disclosure:
Releasing the material in question may distort competition in future procurement exercises.
The open tender process only works where there is fairness in the process and a trust that
the instructing organisation will not release information which may give one bidding party an
advantage over another, for this and any future negotiations.
Releasing the information may affect the quality of the bids received by the College in that
it may direct the way a tenderer should choose to present material to answer the bid or
answer evaluation criteria.
Releasing the information may cause prejudice to the best value which could be achieved
by the College from the tender process.
Conclusion
The College considers that there is a public interest in disclosing the information requested but as
above, section 43(2) of FoIA makes provision for those circumstances where disclosure may
prejudice commercial interests. Given that disclosure may compromise an efficient and viable
tender process and limits the College’s ability to attain best value for the public, the public interest
in withholding the information outweighs the public interest in disclosing it. Information will be
disclosed if it does not prejudice the College’s or any other party’s commercial interests.
APPENDIX B
College of Policing
college.police.uk
Strategic Command Course 2019
Course Overview
Developing senior leaders in law enforcement to
lead policing operations and organisations local y,
regional y and national y, at chief officer level.
Strategic Command Course 2019
1
College of Policing
Course structure
Module
Dates
Start time
Finish time
Course briefing
26 November
10:30
15:30
2018
Introduction to gold
27 November
09:00
17:00
command (for police
2018
staff, partner and
international
students only)
Operational
14 January to
Monday:
Friday:
leadership module
8 February 2019
Wk 1 – 13:00
Wk 1 – 12:30
Wk 2 – 13:00
Wk 2 – 12:30
Wk 3 – 12:00
Wk 3 – 12:30
Wk 4 – 13:00
Wk 4 – 12:30
Organisational
25 February to
Monday:
Friday:
leadership module
21 March 2019
Wk 1 – 13:00
Wk 1 – 12:30
Wk 2 – 13:00
Wk 2 – 12:30
Wk 3 – 13:00
Wk 3 – 12:30
Wk 4 – 13:00
Wk 4 – 17:00
Graduation and
22 March 2019
To be confirmed
final dinner
during the course
UK police officer students also complete the Authorising Officer Course
during the SCC.
Strategic Command Course 2019
3
College of Policing
College of Policing
Welcome to the Strategic Command Course
What is covered in the course?
The Strategic Command Course (SCC) is the most senior leadership
The course is structured into two modules, operational and organisational leadership.
development programme in policing in the United Kingdom. To gain entry to
Personal leadership and strategic partnerships are addressed throughout both modules.
the course, you will have been through and passed an intensive, competitive
three day assessment centre. The SCC is a mandatory requirement for al
police officers in England and Wales seeking to gain promotion to Assistant
Chief Constable/Assistant Chief Officer and beyond. It marks the start of your
Module 1
Module 2
continuous professional development at Chief Officer/Executive level.
Operational leadership
Organisational leadership
(14 January to 8 February 2019) (25 February to 21 March 2019)
We are also pleased to welcome senior leaders from across the public sector
along with students from overseas law enforcement agencies, all of whom will
have been assessed as suitable for progression to executive level. The course
Aims to provide the skills and knowledge
will present you with a unique opportunity to engage in a demanding and
Focuses on the high risk areas of
to create an environment and culture
stretching programme in preparation for transition to executive level posts.
operational command. The module
will equip you to become qualified
where there is a diverse workforce. You will
develop the strategic skills necessary to
The SCC is a significant element of the overall development for executive
operational police commanders and staff,
develop and lead an organisation where
leadership, which will continue as your career through continuous professional
ready to be appointed to Chief Officer
staff are motivated, engaged, healthy,
development.
roles across the UK.
high performing, behave ethical y and are
committed to serving the present and
future needs of the public. You will develop
the skills needed to become accountable
public sector leaders who are equipped
with the business skills required to lead
and transform high profile multi-million
pound public sector organisations.
Personal leadership
You will find yourself chal enged and stretched as you develop your resilience, confidence
and emotional intelligence; you will tackle ethical issues as the themes aim to develop
you into a political y astute leader with clear values, integrity and the ability to create
and communicate organisational and personal vision.
Strategic partnerships
You will be able to identify and maximise the opportunities and benefits of working
collaboratively both in public and private sector partnerships and alliances.
4
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5
College of Policing
College of Policing
Delivery
Operational leadership module overview
The SCC uses a blended approach to delivery. Some elements will require
The first module focuses on the high risk areas of operational policing, aiming
reading and reflective study, others will be taught by experts from within
to develop you to become a qualified operational police commander ready to
policing along with a wide range of other sectors and academia.
be appointed to Chief Officer roles across the UK.
We provide engaging immersive learning sessions along with lectures from
You will examine the principles and responsibilities of strategic command,
leading experts from the world of policing and beyond. Our aim is to look both
including:
outwards and inwards to provide you with the very best on your journey to
become our future senior leaders.
An examination of the role of a strategic commander and how the
National Decision Making Model (NDM) supports the decision making
The wide and hugely diverse background of every student on the SCC means
process. The decision making process will also include consideration
that much of the learning will come from you and your colleagues. There will
of the application of the Code of Ethics, NPCC Risk Principles, and
be rich and varied experience which you will be able to use to develop your
decisions made in a multi-agency strategic partnership context.
own skills.
Students will engage with strategic partners which will include the
Government, devolved governments, National Crime Agency, security
We create an environment that is high chal enge and low threat with an adult–
services, local authorities, ambulance and fire services to explore the
adult approach to learning, coaching, peer development and assessment. All
identification and management of threat and risk.
syndicate directors and speakers accept the use of first names to encourage
The module will allow students to examine both the requirement and
interaction and debate.
the responsibilities of a Strategic Co-ordinating Group (SCG).
Your cohort will be arranged into syndicates at the commencement of the
Honing and refining your skills for developing strategies for maintaining
course, which will change both members and syndicate director at the start
public confidence in policing delivery and engagement. Central to this
of the second module, to broaden both your learning experience and your
approach will be the policing purpose of preventing and detecting crime
opportunity to develop your own networks.
and other serious incidents. This will include an examination of the
importance and relevance of community impact and equality impact
assessments. Fundamental to this module will be the consideration of
legitimacy and proportionality and the relationship with human rights
and coronial processes.
6
Strategic Command Course 2019
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7
College of Policing
College of Policing
Working collaboratively with other forces, police and crime
Organisational leadership module overview
commissioners and other agencies, including the Home Office. You will
be given the skills and knowledge to equip you to work effectively and
The organisational leadership module will equip you with the skills and
in partnership at the highest levels, often making pan-organisational
knowledge to create and sustain a culture where there is a diverse workforce
decisions. You will consider the political landscape and environment
who are motivated, engaged, healthy and high performing. There will be a
policing operates in and broaden your knowledge to enable you to
definite focus upon ethical decision making and leading an organisation which
navigate successfully and effectively, improving the level of service to
is dedicated to serving the present and future needs of the public.
the community. You will receive input from the Home Secretary and the
Policing Minister, along with other notable speakers.
As in the operational leadership module you will cover a broad range of topics,
including business skills, which will develop your thinking and knowledge to
You will be given a range of inputs, reading and assessments to enable
enable you to build a healthy and successful organisation. The module will
you to manage effectively in difficult and pressurised operational
focus on areas such as:
environments. You will cover a wide variety of topics all relevant to
operational command, such as:
the roles and responsibilities of directors and senior responsible officers
• vulnerability
leading strategic transformational change to deliver an ethical and
•
value-for-money service to meet current and future needs
media and communication
•
how to embed accountable and transparent workforce strategies,
major investigations
including effective performance management, staff wellbeing and
• Multi Agency Gold Incident Command (MAGIC)
managing professional standards and discipline throughout the
organisation, including working with the IOPC
• counter-terrorism
to meet the chal enges of a modern public sector business, you will
• working with the security services
deepen your understanding of business knowledge, to enable you to
manage the complex commercial environment at command level.
• community policing issues
Subject matter experts and business partners will cover areas such as
finance & procurement, strategic HR and workforce transformation,
• organised crime
enabling you to gain a deeper understanding of organisations and how
•
they work using techniques of effective consultancy.
evidence-based policing
• complexity
The module is designed to stretch and chal enge your thinking, ensuring that
with each policing chal enge you are able to consider the development of
effective strategy, communication along with resource and staff wellbeing.
It is deliberately designed to maximise your exposure to operational policing
complexity at the highest levels. After successful assessment, you will feel
confident in undertaking operational management at executive level.
8
Strategic Command Course 2019
Strategic Command Course 2019
9
College of Policing
College of Policing
Strategic partnerships content overview
Review of the SCC
Public services do not exist in isolation. The leaders of the future will be
In April 2017 a review of the SCC (along with the assessment process to it)
working together to deliver services. You will examine the changing political
commenced. The first phase of the review focused on improving the numbers
environment of public services. You will explore the importance of developing
and diversity of those progressing through the SCC to Chief Officer level.
collaborative and productive working partnerships, leading across boundaries
A number of changes have been implemented, the most significant of these
involving a variety of governance systems. You will also look at ways of building
for the delivery of the course was the restructure to two modules as outlined
effective ethical relationships with the media.
above.
The second phase of review commenced with a consultation about the purpose
of the course and whether further changes were required. It was agreed that
Personal leadership content overview
the purpose of the SCC is to develop senior leaders in law enforcement to lead
policing operations and organisations local y, regional y and national y, at Chief
Alongside the above, you will have the opportunity to develop your thinking
Officer level. The results of the consultation also found that the current content,
and knowledge of current and future strategic leadership chal enges at the
structure and style of delivery are fit for purpose.
executive level. Throughout the course you will develop a more detailed
understanding of integrity issues as they affect you personal y and the
organisations you will lead.
Key themes of the SCC
You will also spend some time focusing upon the importance of developing
cultures that value difference and inclusion, ethical decision-making, learning
The 2019 SCC has been designed building on the experience and subsequent
and practice that is based on valid and reliable evidence. You will have the
evaluation of the 2017 and 2018 courses, and incorporating the latest
opportunity to evaluate different approaches to leadership critical y, raise your
developments and priorities in policing.
levels of self-awareness and develop your leadership style.
Managing risk, developing a culture of enquiry, candour and chal enge,
You will have the opportunity to develop a personal vision for leadership of your
embedding integrity, the valuing of difference and inclusion, and evidenced-
own organisations, promote effective team working at the executive level and
based practice are integrated throughout the course.
enhance your personal political awareness to be able to negotiate, influence
and lead with integrity in a complex environment.
The wide ranging consultation to identify the future challenges for policing
identified a number of priority areas. These have been used in the design of
the exercises for senior PNAC/police staff assessment process in 2018 and as
a foundation in the design of the SCC. It is the intention that these topics are
not only covered with a specific input during a module/session but are to be
picked up throughout by the directing team during facilitated discussions and
by the coaches.
10 Strategic Command Course 2019
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11
College of Policing
College of Policing
The priority areas identified by the future chal enges for policing consultation
The abilities, skills and characteristics needed by
exercise are as follows:
future leaders to deal with the chal enges the police
1.
protecting vulnerable people from harm
service will face.
2.
tackling child sexual exploitation
In 2014 the College of Policing carried out research to identify the skills,
3.
countering terrorism
abilities and characteristics needed from future leaders. This was one of the
sources used in the 2015 leadership review. The below shows how the findings
4.
tackling sexual violence
of the 2014 research link to the overall findings of the leadership review. These
5.
tackling cybercrime
findings have also informed the design of the course, as have the guiding
6.
building, maintaining and expanding effective partnerships
principles for organisational leadership.
7.
upholding key policing principles, integrity and improving
1.
personal integrity and commitment to public transparency
public confidence in policing
(e.g. exemplary personal integrity and actions, able
8.
understanding and responding to increased demands
to communicate and set standards for others, greater
demonstration of transparency)
9.
tackling serious organised crime
2.
flexible transformational leadership skills (e.g. move beyond
10.
improving and expanding victim care
command and control, trusting staff to get on with their jobs
11.
improving public confidence
and applying discretion, empower and engage staff, leading
12.
increasing diversity and valuing difference
a corporate organisation over operational management,
able to create effective senior teams and manage greater
13.
increasing the innovative use of technology
accountability)
14.
managing culture change
3.
resilience and positivity (e.g. a positive attitude to making
15.
transforming and reforming services
things work, able to work under pressure and with
uncertainty, staying calm under pressure and stick by
decisions)
4.
internal business and financial skills (e.g. business acumen,
deal with the challenge of on-going budget reductions,
able to hold deliverables to account, understanding
commissioning and procurement)
5.
building integrated strategic partnerships (e.g. develop
partnership working on a strategic level outside policing,
more radical and integrated collaboration, sharing power and
autonomy with others, utilise a collective leadership style to
build alliances, engaging partners in solving problems)
6.
able to lead effective organisational change (e.g. positive
to create momentum for change, able to ‘pitch’ new
ideas convincingly and sell the benefits, comfortable with
facilitating organisational change, leading and motivating
staff through change, using continuous improvement)
12 Strategic Command Course 2019
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13
College of Policing
College of Policing
7.
holding a long term, strategic vision (e.g. thinking about the
The guiding principles for organisational leadership
longer term benefits for the organisation/service beyond
personal tenure, a strong vision with the ability to translate
this, consider alternative strategic visions and how they may
be achieved)
Future leadership
8.
creativity and innovation (e.g. demonstrate agility and
capabilities:
flexible thinking to identify new ways of doing things, create
Forces should plan for future needs
new opportunities)
9.
open-minded and willing to challenge existing culture and
Current leadership capabilities:
Setting direction:
practice (e.g. look beyond what has always been done,
Forces should have comprehensive
Forces should set a positive,
and up-to-date knowledge
ambitious and realistic future
creating opportunity rather than waiting for it, open to
of leadership capability within
direction that is supported by
new perspectives and diversity of thoughts, adapt quickly
the organisation
a clearly defined vision and
to new circumstances, challenge the status-quo, learning
underpinned by the Code of Ethics
from mistakes rather than seeking to apportion blame, a
willingness to challenge authority)
10.
humility and self-professional development (e.g. reflective
Understanding
Morale and wellbeing:
Performance:
of own practice and influence from others, learning from
Forces should have a
leadership
Forces should have a
mistakes rather than seeking to apportion blame,
strong commitment to
strong ethos of personal
a willingness to compromise)
morale and wellbeing at
improvement, with individuals
taking responsibility for their
all levels in the workforce
11.
political astuteness (e.g. greater political awareness at
Displaying
Developing
own continuing professional
local and national level, a more outward facing approach
development and senior
politically, how to influence and persuade political leaders,
leadership
leadership
leaders acting as role models
Innovation:
working together with political leaders to build relationships,
Forces should be open to
Learning and development:
understand and engage with the relationship between
adopting new ideas and
Leadership development is
policing and politics).
practice from within the police
a collective responsibility
service and further afield
across the police service and should
make a visible difference to achieving
future capability requirements
Diverse leadership teams:
Talent:
Leadership teams should
Forces should have effective
be divers, with individuals who
programmes to identify and
have different experiences
develop talent and access to
and backgrounds and
these programmes should
complementary skill sets
be fair and transparent
14 Strategic Command Course 2019
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15
About the College
We’re the professional body for everyone
who works for the police service in England
and Wales. Our purpose is to provide those
working in policing with the skills and
knowledge necessary to prevent crime,
protect the public and secure public trust.
college.police.uk
Follow us
@CollegeofPolice
C1037I1118
Appendix C
Your Rights
If you are dissatisfied with the handling procedures or our decision made under the
Freedom of Information Act 2000 (the Act) regarding access to information you have a
right to request an internal review by the College of Policing.
Internal review requests should be made in writing, within
forty (40) working days from
the date of the refusal notice and should be addressed to: FOI team, Central House,
Beckwith Knowle, Otley Road, Harrogate, North Yorkshire, HG3 1UF or via email:
xxx@xxxxxxx.xxx.xxxxxx.xx
The College of Policing will aim to respond to your request for internal review within
20
working days.
The Information Commissioner
If, after lodging a review request you are still dissatisfied with the decision you may make
an application to the Information Commissioner’s Office (ICO) for a decision on whether
the request for information has been dealt with in accordance with the requirements of
the Act.
For information on how to make application to the Information Commissioner please visit
their website at
https://ico.org.uk/for-the-public/official-information/.
Alternatively you can write to the ICO:
Information Commissioner's Office
Wycliffe House
Water Lane
Wilmslow
Cheshire
SK9 5AF
Phone: +44 (0)1625 545 700
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