Information about the role of a communications tactical adviser, including the role purpose, key responsibilities and the skills required.
About the role
A communications tactical adviser is a control room position within the operational support sector of policing. It's a service deliverer role in the policing professional profiles.
Role purpose
The communications tactical adviser acts as a strategic, tactical or operational resource to be deployed at pre-planned or spontaneous events and incidents. They are responsible for the provision of appropriate, valid and reasonable advice in relation to radio communications.
This role is aimed at police, fire and ambulance services, as well as responder services such as Highways Agency and defence organisations.
This role is suitable for those working in a control room environment where they may be called upon to give spontaneous communications advice or during the pre- planning of events.
Key responsibilities
Key responsibility statements show the accountabilities for someone in this role. They focus on what is done, not how it is done.
- Providing advice, guidance and information on the effectiveness and limitations of various operational communication options to support commanders’ aims and objectives.
- Providing commanders and control room operators with timely, accurate and relevant advice when radio communications problems arise during live incidents to promptly provide alternative and mitigating options.
- Providing advice for fall-back or contingency arrangements to sustain effective radio communications in the event of communication issues to promptly provide alternative and mitigating options.
- Evaluating the provisions in place for the use of operational communications, including any restrictions that may be in place or likely to arise, to support command decision making and the effective policing of pre-planned and spontaneous events and incidents.
- Supporting the development of robust joint operating rules and working practices to contribute to organisational learning.
- Providing communications input into reviews of major incident and contingency plans to achieve strategic, tactical and operational objectives.
- Maintaining full knowledge of all relevant national guidance and policies surrounding operational communications to provide advice that is lawful and proportionate to the situation.
- Maintaining records of all advice provided and the subsequent decisions made and actions taken to ensure there is an accurate audit trail.
- Demonstrating and championing interoperability by working with relevant colleagues, stakeholders and partners to better understand differing organisational approaches and factor them into the development of communication plans for pre-planned and spontaneous events and incidents.
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 1: practitioner
- We take ownership – Level 1: practitioner
- We collaborate – Level 1: practitioner
- We support and inspire – Level 1: practitioner
- We analyse critically – Level 1: Practitioner
- We are innovative and open-minded – Level 1: practitioner
Values
The CVF has three values. These values apply to everyone in policing, regardless of their role or seniority.
Core Skills
All roles in policing have nine core skills in common. Skills 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 1
- Problem solving – Level 1
- Performance management – Level 1
- Relationship management – Level 1
- Change management – Level 1
- Managing people – Level 1
- Managing resources – Level 1
- Planning – Level 1
- Use of IT – Level 1
Education, qualifications and experience
To achieve effective performance in the role, the following standards, training and qualifications should be met.
Previous education, qualifications and experience
- Prior experience of using the Airwave network as an end user or from an operational planning perspective.
- Must have successfully completed the College of Policing communication tactical advisor course.
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
- Undertake Airwave update day refresher training every 12 months.
- Must complete refresher every 12 months and provide a portfolio of evidence to maintain qualification for the role.
- 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 an up-to-date understanding of regulations, guidance, knowledge and good practice and any local policy applicable to the operational service context
- maintaining knowledge and understanding of new approaches identified by evidence-based service research and problem solving and testing and synthesising these into working practice
- regularly sharing good practice and innovation with colleagues
- understanding and developing knowledge of other roles and departments
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