Information about the role of a response inspector, including the role purpose, key responsibilities and the skills required.
About the role
A response inspector is a response position within the community policing sector. It's a manager role in the policing professional profiles.
Role purpose
Response inspectors manage and support teams of sergeants and constables, plan, manage and monitor response policing activity, and direct the deployment of resources to incidents.
Key responsibilities
Key responsibility statements show the accountabilities for someone in this role. They focus on what is done, not how it is done.
- Planning, managing and monitoring response teams, managing competing demands and priorities to make informed deployment decisions and ensure best use of available resources.
- Contributing to the setting, monitoring and assessment of team and individual key performance indicators in alignment with wider objectives, taking corrective action as necessary to ensure that the response team effectively contributes towards the achievement of service goals.
- Supervising a team of sergeants and their direct reports, managing their welfare, and ensuring appropriate wellbeing support is in place to enable an effective response policing service.
- Managing the initial response to critical incidents, in alignment with relevant frameworks and guidance, ensuring appropriate resource or partner agency allocation and risk management to enable effective service delivery.
- Taking tactical control of an incident in support of the response sergeant and teams, and where appropriate liaise with Silver Command, partners and other agencies to develop initial and dynamic working strategies.
- Analysing performance data and information against team objectives to effectively inform workforce planning, and the measurement of department and force goals.
- Identifying, managing and mitigating operational real-time risks in line with Code of Ethics, national guidance and operational policing plans to ensure the safety of the public, officers, and staff.
- Developing and maintaining relationships with colleagues, communities and partners to drive collaboration across policing and wider public services provision.
- Employing and communicating effective processes to interpret and convert strategic objectives into tactical options and capabilities.
Competencies, values and core skills
The competency and values framework (CVF) provides clear expectations for everyone working in policing. It describes the behaviours required by police officers and staff to be effective in their roles and uphold the Code of Ethics for policing.
Competencies
The CVF has six competencies, which are split into levels. These levels can be used flexibly to allow for a better fit with frontline and non-frontline policing roles, and at different levels of seniority. This ensures that there is consistency throughout all the policing professional profiles. Some roles may contain different CVF levels due to the specialist nature of the role. Those working at higher levels should also fulfil the requirements of the lower levels.
This role should be operating at or working towards the following competencies.
- We are emotionally aware – Level 2: supervisor or middle manager
- We take ownership – Level 2: supervisor or middle manager
- We collaborate – Level 2: supervisor or middle manager
- We support and inspire – Level 2: supervisor or middle manager
- We analyse critically – Level 2: supervisor or middle manager
- We are innovative and open-minded – Level 2: supervisor or middle manager
Values
The CVF has three values that apply to everyone in policing, regardless of their role or seniority.
Core skills
All roles in policing have nine core skills in common. These are split into levels that represent the different levels of policing. This role should be operating at or working towards the following core skills.
- Communicating and influencing – Level 3
- Problem solving – Level 3
- Performance management – Level 3
- Relationship management – Level 3
- Change management – Level 3
- Managing people – Level 3
- Managing resources – Level 3
- Planning – Level 3
- Use of IT – Level 3
Education, qualifications and experience
Previous education, qualifications and experience
- Met all necessary local and national promotion requirements (or direct entry selection criteria where applicable).
In-role education, qualifications and experience
- None specified.
Continuing professional development
Continuing professional development (CPD) enables everyone in policing to develop and gain recognition for their professional skills, knowledge and competence. CPD ensures that we continue to provide high-quality policing to keep the public safe and help to drive career aspirations. Discussion of CPD is usually included as part of professional development review (PDR) conversations.
Learning and accreditation
To achieve effective performance in the role, the following training should be met.
- Annual taser, public order public safety (POPS) and public and police safety training (PPST).
- Complete all core training and learning as required by the force.
- Any exemptions to learning and accreditation requirements are at chief constable discretion, in line with the local force policy.
Professional development
This role should consider the following CPD:
- maintaining knowledge and understanding of police regulations, legislation and College of Policing guidance, good practice and any local policy applicable to the operational police context and leading and managing teams
- maintaining and updating knowledge, understanding and skills relating to legislation policy and practice across all functional policing areas of operational responsibility
- maintaining knowledge and understanding of new approaches identified by evidence based policing research and problem solving, test and synthesise these into working practice, championing innovation and changes to practice
- maintaining a working knowledge and understanding of new and evolving crime threats and priorities and current good practice to tackle these to enable a pro-active and preventative approach
- maintaining personal resilience through understanding the health and wellbeing of yourself and supporting others to do the same
- identifying and sharing ways to enable continuous and public-focused improvement to the service
- maintaining knowledge and understanding of performance management process and ensure they are implemented effectively when managing teams
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