This is an HTML version of an attachment to the Freedom of Information request 'Strategic Command Course'.


 
 
 
 
 
 
 
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
Strategic Command Course 2019
Strategic Command Course 2019
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
Strategic Command Course 2019
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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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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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
Strategic Command Course 2019 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
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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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