Information about the role of an operational security adviser, including the role purpose, key responsibilities and the skills required.
About the role
An operational security adviser is a specialist operations position within the operational support sector of policing. It's a manager or expert adviser role in the policing professional profiles.
Role purpose
The operational security adviser (OpSy) is an independent adviser with the strategic objective to address and reduce the law enforcement agency’s (LEA) operational security threats, risk and vulnerabilities. They advise on the security, integrity and ethical conduct of all law enforcement assets, capabilities and techniques, particularly in relation to covert activity.
The OpSy seeks to implement and maintain consistency in standards of security and practice in accordance with legislation, national policy, local policy and guidelines.
Key responsibilities
Key responsibility statements show the accountabilities for someone in this role. They focus on what is done, not how it is done.
- Delivering effective operational security support by advising and influencing senior investigators, stakeholders and senior decision makers to enable fully informed operational decision-making.
- Advising on vulnerability, threat, risk and harm mitigation and control measures to ensure they are sufficient to protect covert methodology and assets.
- Proactively delivering strategic and tactical operational support and promotion of a security culture and reporting to senior leader's incidents to provide strategic assurance that risk is identified and managed.
- Undertaking relevant operational security activities to ensure OpSy functions are discharged.
- Providing operational security advice and guidance to multiple stakeholders to identify threat, risk and vulnerability, and supporting mitigation through recommendations, improvements or remedial actions.
- Advising on vulnerability, threat risk and harm treatment by using appropriate mitigation and control measures to ensure robust security incident management on behalf of security governance (used as guidance only) and management groups or boards.
- Advising and guiding the development of relevant policies and drafting of standard operating procedures (SOPs), processes and guidance. Undertaking reviews where required in respect of covert and overt strategies and tactical plans to support operational security compliance.
- Assisting and advising on risk mitigation to counter the risk of corruption from internal and external threat actors by using counter-corruption capabilities to reduce the potential risk scale and impact.
- Delivering operational security liaison officer (OSLO) training, providing relevant CPD for OSLO, maintaining OSLO register and coordinating OSLO activities within own sphere of influence to support consistent delivery of OSLO services.
- Providing links with and advising on matters of operational security to force, regional and national personnel and other agencies to support consistency of operational security approach.
- Participating in covert and overt strategic and tactical debriefs to identify and cascade operational security learning and good practice.
- Participating in and undertaking operational security projects as directed by senior leadership teams to support continuous improvement in operational security.
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 3: Senior manager or executive
- We collaborate – Level 2: supervisor or middle manager
- We support and inspire – Level 2: supervisor or middle manager
- We analyse critically – Level 3: Senior manager or executive
- 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 4
- Problem solving – Level 3
- Performance management – Level 3
- Relationship management – Level 4
- Change management – Level 3
- Managing people – Level 2
- Managing resources – Level 2
- Planning – Level 3
- Use of IT – Level 3
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
- Training and/or experience in operational security techniques and approaches, or specialist training in managing risk.
- Experience of attending incidents and problem solving, particularly in difficult circumstances, including major and critical incidents.
In-role education, qualifications and experience
- Training and experience as outlined in the covert capabilities accreditation pathways and inspections.
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
- Compliance with operation security inspections and reviews undertaken as outlined in standard operating procedures for covert capabilities accreditation pathways and inspections.
- 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:
- keeping up-to-date knowledge of all current and relevant legislation and government guidance
- taking personal responsibility to identify training needs and maintain CPD
- attending interagency training sessions to maintain understanding of other agency working practices and enhance the application of JESIP principles
- using and referring to all relevant authorised professional practice (APP)
Related roles
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