Application and Deadlines
Not publishedof exam
Work-based Scenarios
Not publishedof exam
Case Study Assessment
Not publishedof exam
Later Virtual FSAC
Not publishedof exam
Public Service Context
Not publishedof exam
Quick Facts
- Recruitment cycle
- 2026 applications; 2027 entry
- Application closing
- 5 November 2026; noon UK
- Initial online tests
- Work-based scenarios; Case study assessment
- Online timing
- Untimed; seven-day availability window
- Work-based scenarios
- 12 video workplace scenarios
- Case study
- 7 background pieces; 24 situations
- Universal pass mark
- Not published by Fast Stream
- Later FSAC
- Half-day virtual; three exercises
- FSAC framework
- Think; Relate; Adapt; Strive
Follow the Current Instruction
- Tests not yet available→Watch for access email(Availability starts completion window)
- Tests available→Record homepage deadline(Seven days from availability)
- Task asks effectiveness ratings→Rate each proposed action(Do not force rank ordering)
- Task asks most and least→Choose both requested responses(Compare against scenario facts)
- Information materially changes→Reassess affected options(Do not defend obsolete assumptions)
- Adjustment or access problem→Contact official support promptly(Describe specific needs)
Current Cycle
- 2027 entry
- Apply during October–November 2026
- Closing date
- 5 November 2026, noon UK
- Scheme choices
- Up to three schemes
- Eligibility
- Check each selected scheme
- Registration
- One personal-email account
- Adjustments
- Describe needs in initial application
- Test access
- Email announces test availability
Test Access
- Online tests
- Two current initial assessments
- Both tests
- Untimed
- Completion window
- Seven days from availability
- Exact deadline
- Check applicant homepage
- Feedback
- Performance and development information
- Progression
- Separate decision from feedback
- Additional information
- Scheme-dependent; seven-day deadline
Counterproductive versus Ineffective
Counterproductive
- Worsens the situation
- Unacceptable negative consequences
Ineffective
- Does not help
- Leaves the issue unresolved
Active harm differs from no help
Distinguish the Four Ratings
- Action would worsen the problem→Consider Counterproductive(Unacceptable additional harm)
- Action would not help→Consider Ineffective(No useful resolution)
- Action offers some useful help→Consider Partially effective(Important issue remains)
- Action helps resolve the situation→Consider Effective(Apply stated context)
- Risk is urgent or serious→Use appropriate escalation route(Safety can require prompt action)
- Consultation adds relevant evidence→Consult proportionately(Check authority and deadline)
Effectiveness Scale
- Work-based format
- 12 workplace video scenarios
- Counterproductive
- Unacceptable; makes situation worse
- Ineffective
- Does not help
- Partially effective
- Useful; helps to some extent
- Effective
- Helps resolve the situation
- Rating task
- Assess each action independently
- Response instructions
- Read before selecting answers
Partially Effective versus Effective
Partially effective
- Offers useful but limited help
- Important aspect remains unresolved
Effective
- Helps resolve the situation
- Fits responsibilities and constraints
Some help differs from resolving help
Workplace Judgement
- Urgency
- Match response to seriousness
- Escalation
- Use appropriate authority and route
- Ownership
- Act within role and remit
- Consultation
- Relevant people; proportionate timescale
- Confidentiality
- Authorised sharing; genuine need
- Inclusion
- Consider affected people's needs
- Errors
- Raise and correct promptly
- Options
- Assess consequences in context
Ratings versus Most and Least
Ratings
- Evaluate each action on merits
- Use four effectiveness categories
Most and Least
- Compare the proposed responses
- Select both requested extremes
Use the requested response format
Case Format
- Imaginary role
- Use supplied workplace context
- Background material
- Seven information pieces
- Evolving assessment
- Twenty-four situations
- Some situations
- Select most and least effective
- Other situations
- Use four-point effectiveness ratings
- New information
- Update assumptions and judgement
- Preparation boundary
- Practice skills; follow live instructions
Evidence Checks
- Fact versus attribution
- Reported opinion needs supporting evidence
- Many
- Does not establish all
- Some
- At least one; possibly all
- Correlation
- Does not establish causation
- Necessary condition
- Required; not automatically sufficient
- Uncertain forecast
- State assumptions and limitations
- Conflicting sources
- Check scope, definitions and dates
- Changed evidence
- Reconsider affected conclusions
Data Interpretation
- Percentage change
- Difference ÷ original baseline ×100%
- Percentage points
- Subtract the two percentage values
- Weighted average
- Use relevant group sizes
- Budget variance
- Compare actual against stated budget
- Dual-axis charts
- Match series, units and scale
- Rounding
- Keep precision until final answer
- Value for money
- Benefits relative to costs and risks
- Deliverability
- Resources, capacity and time
Remember the Four Dimensions
Think, Relate, Adapt, Strive
Think: evidence and judgementRelate: people and inclusionAdapt: flexibility and learningStrive: drive and values
Online Tests versus Later FSAC
Online tests
- Work-based scenarios and case study
- Untimed; seven-day completion window
Later FSAC
- Three virtual exercises
- Half-day assessment event
Different stages require different preparation
Evidence and Briefing Decisions
- Brief requests a specific decision→Address that decision first(Use relevant supplied evidence)
- Data uses different denominators→Reconcile definitions before comparing(Avoid misleading percentage contrasts)
- Evidence leaves material uncertainty→State limitation and consequences(Recommend proportionate checks)
- Director challenges your reasoning→Explain evidence and trade-offs(Listen before responding)
- New facts weaken the recommendation→Adapt the recommendation(Show learning and judgement)
- Conversation asks about development→Use a real example(Reflect on contribution and learning)
FSAC Exercises
- Assessment event
- Half-day online assessment
- Written Exercise
- Review project information; complete tasks
- Oral Briefing Exercise
- Analyse findings; brief a director
- Director role
- Portrayed by an assessor
- Personal Development Conversation
- Strengths, motivation and Civil Service interest
- Exercise marking
- Different assessor for each exercise
- Final Selection Board
- Later stage for specified schemes
STAR for Real Examples
Situation, Task, Action, Result; include learning
Situation: brief contextTask: your responsibilityAction: your contributionResult: outcome and learning
FSAC Framework versus Wider Context
Current FSAC
- Think, Relate, Adapt and Strive
- Demonstrate potential in exercises
Wider Civil Service Context
- Code values and Nolan principles
- Success Profiles behaviour examples
Use the specific assessment criteria
Four Dimensions
- Think
- Analyse information; exercise critical judgement
- Relate
- Engage others with emotional intelligence
- Adapt
- Learn flexibly; respond to change
- Strive
- Motivation, resilience and ethical commitment
- Assessment evidence
- What you demonstrate during exercises
- Real examples
- Explain contribution, outcome and learning
- STAR
- Optional structure; no fixed percentages
Civil Service Code Values
IHOP: Integrity, Honesty, Objectivity, Impartiality
Integrity: public obligations firstHonesty: truth and opennessObjectivity: evidence-based adviceImpartiality: decisions on merit
Objectivity versus Impartiality
Objectivity
- Analyse relevant evidence
- Present inconvenient facts honestly
Impartiality
- Decide on case merits
- Serve successive governments fairly
Evidence and fair service both matter
Code Values
- Integrity
- Put public obligations before self-interest
- Honesty
- Be truthful; correct errors promptly
- Objectivity
- Base advice on sound evidence
- Impartiality
- Act on merit; serve governments fairly
- Gifts
- Reject benefits compromising judgement
- Official information
- Disclose only with proper authority
- Political activity
- Observe restrictions applicable to role
Seven Principles, Seven Checks
Selflessness, Integrity, Objectivity, Accountability, Openness, Honesty, Leadership
Selflessness: public interestIntegrity: resolve conflictsObjectivity: evidence and fairnessAccountability: accept scrutinyOpenness: lawful transparencyHonesty: truthfulnessLeadership: model the principles
Nolan Principles
- Selflessness
- Public interest guides decisions
- Integrity
- Declare and resolve conflicting interests
- Objectivity
- Fair decisions using best evidence
- Accountability
- Accept scrutiny of decisions
- Openness
- Transparency subject to lawful restrictions
- Honesty
- Be truthful
- Leadership
- Model and uphold these principles
Wider Behaviours
- Seeing the Big Picture
- Connect work with wider objectives
- Changing and Improving
- Seek better ways of working
- Making Effective Decisions
- Weigh evidence, options and risks
- Leadership
- Share purpose; value diversity
- Communicating and Influencing
- Communicate clearly; respect others
- Working Together
- Build partnerships and share support
- Developing Self and Others
- Seek feedback and continuous learning
- Managing a Quality Service
- Deliver effectively for diverse customers
- Delivering at Pace
- Own timely and quality results
Common Traps
Untimed Does Not Remove Deadlines
Work at your own pace ≠ Still finish within seven days
Feedback Is Not a Progression Decision
Feedback describes personal performance ≠ Progression is a separate decision
Use the Actual Four-point Scale
Effective is the highest published category ≠ Very Effective is not a category
Many Does Not Resolve Universality
Many does not establish all ≠ Many does not prove exceptions
Escalation Depends on the Situation
Routine disagreement may permit discussion ≠ Urgent harm may require immediate escalation
Context Is Not an Exam Weight
Ethical frameworks support sound judgement ≠ Their names do not imply weights
Last Minute
- 1.Check your applicant-homepage test deadline
- 2.Use the four published effectiveness ratings
- 3.Read rating or most/least instructions
- 4.Update judgement when case information changes
- 5.Distinguish evidence from attributed opinion
- 6.Check denominators, chart scales and units
- 7.Think, Relate, Adapt, Strive guide FSAC
- 8.Prepare real contribution and learning examples
- 9.Include Honesty among seven Nolan principles
- 10.Treat wider behaviours as supporting context
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