Chief constable

A chief constable is a core rank position within policing. It's a force leader role in the policing professional profiles. 

Role purpose

The chief constable has overall responsibility for leading the force, creating a vision and setting direction and culture that:

• builds public and organisational confidence and trust
• enables the delivery of a professional, effective and efficient policing service

The chief constable holds direct accountability for the independent operational delivery of policing services and the effective command and leadership of the policing response to crime, and major and critical incidents. 

The chief constable is responsible for influencing the development of regional and national policing and may be accountable for national operations or standard setting. As a corporation role, the chief constable is responsible for fulfilling all statutory and legal obligations of the office of chief constable and complying with any schemes of governance or consent that exist, which determine force governance arrangements. 

The chief constable ensures the operational independence of the police, which is a fundamental principle of British policing. It is expected by the Home Secretary that the professional discretion of the police service and oath of office give surety to the public that this shall not be compromised.

Key responsibilities

Key responsibility statements show the accountabilities for someone in this role. They focus on what is done, not how it is done.

• Fulfilling the authorising responsibilities of a chief constable, maintaining accountability for effective compliant policing responses to protect the public and further develop the force’s operational strategies.
• Advising national bodies such as Cabinet Office Briefing Rooms (COBR) on matters of public safety and national security to contribute to effective decision making that protects the public from serious threat and upholds the law.
• Leading and commanding the operational policing responses on occasion, in the most high-risk and high-profile instances, in order to protect the public and ensure an appropriate and effective response.
• Representing the force at a local, regional and national level to the public, media and other external stakeholders to promote visibility, connect with the public and build confidence in policing.
• Developing and maintaining strategic partnerships and relationships with local, regional and national partners, influencing across the diverse stakeholder landscape to generate consensus on how best to collaborate and work together on shared outcomes, and make a leading contribution to improvements and change in the broader operating context to enable the achievement of the force objectives.
• Developing a mutually productive strategic relationship with the police and crime commissioner (PCC) in line with the requirements of the policing protocol, whilst fulfilling all statutory and legal obligations as corporation sole.
• Championing and leading the creation of an organisational climate that is inclusive, builds confidence in doing the right thing, promoting ethical behaviour, and maximising the value brought by different perspectives and experiences, by role modelling the right behaviours and ensuring the right systems and processes are in place so that the force is designed and operates in line with its values and ethics to enable successful policing.
• Leading, inspiring and engaging the force, communicating a clear direction, and setting and role modelling approaches to a workforce culture that promotes wellbeing, facilitates impactful continuing professional development, regular review conversations and performance management to create empowered teams that effectively deliver the force vision and goals.
• Holding accountability for managing their allocated budgets after they have been approved by the PCC. Ensuring that the financial management of their allocated budget remains consistent with the objectives and conditions set by the PCC and effective use of public spending. 
• Playing an active role in national decision making on the development of the police service to enable the effective co-ordination of operations, reform and improvements in policing and the provision of value for money.
• Setting and ensuring the implementation of organisational and operational strategy for the force, having regard to the Police and Crime Plan and Strategic Policing Requirement and any wider plans and objectives to provide an effective and efficient policing service that meets current and future policing demands.
• Creating and driving a culture of development, change and innovation to ensure enhanced productivity, value for money and continuous improvement in evidence-based policing.
• Developing and maintaining governance arrangements and processes within the force, to ensure effective decision making and appropriate action at all levels or tiers of the organisation.
• Leading national thinking, policy and guidance within an area of specialism to enable the continuous improvement of effective policing practice.
• Creating an environment that nurtures open communication, workforce development and accountability. Adopting a people-centred approach to enabling professional development; including effective regular review conversations, promoting and role modelling a culture of care and continuing development, where individuals are supported, their contributions are recognised, and the organisation demonstrates connection with its people leading to enhanced individual, team and organisational success.