Deputy chief constable

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

Role purpose

The deputy chief constable supports the chief constable to lead the force. They assist in creating a vision, direction and culture for the force that builds public and organisational confidence and trust and enables the delivery of an effective policing service. They hold direct independent operational accountability for the policing response to crime and major and critical incidents and its effective command and leadership. 

The deputy chief constable is responsible for the implementation and delivery of the force’s delivery plan and the day to day running of the force in line with the agreed direction and vision, to provide a professional, effective and efficient policing service. The deputy chief constable contributes to the development of regional and national policing within a specific area of expertise and may be accountable for national operations or standard setting.

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 deputy chief constable, holding responsibility for compliance to protect the public and ensure effective policing responses.
• Developing guidance and providing strategic direction on identifying and managing threat, risk and harm within the policing area and in the force’s policing responses in order to protect the public and develop operational strategies.
• 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 support the chief constable to improve visibility, connect with the public and build confidence in policing.
• Developing and maintaining strategic partnerships and relationships with local and regional partners, enabling alignment on how best to collaborate and work together and deliver on shared outcomes.
• Supporting and maintaining an effective strategic relationship with the police and crime commissioner (PCC) and the Office of the PCC, maintaining the chief constables’ operational independence.
• Supporting the chief constable to create and embed an organisational climate that is inclusive, builds confidence in doing the right thing, promotes ethical behaviour, and maximises the value brought by different perspectives and experiences by role modelling the right behaviours, remaining impartial 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.
• Supporting the chief constable to lead, inspire and engage the force, helping communicate 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.
• Supporting the financial management of the force, driving efficiency and productivity within the budget framework to maximise the use of resources, ensure the effective use of public spending and maximise value for money.
• Leading the implementation of the force delivery plan, ensuring that performance is monitored and evaluated with findings utilised to drive improvements in service delivery and the achievement of force objectives.
• Contributing to organisational and operational strategy development for the force, with regard to wider plans and objectives such as the Police and Crime Plan and Strategic Policing Requirement to provide an effective and efficient policing service that meets current and future policing demands.
• Embedding a culture of organisational development, change and innovation, ensuring enhanced productivity, value for money and continuous improvement in evidence-based policing.
• Developing and maintaining a meaningful operational performance framework and governance structure, in line with force strategy to hold the senior leadership of the organisation to account for operational delivery and outcomes to enable effective law enforcement and public protection.
• Developing national thinking, policy and guidance within an area of specialism to enable the continuous improvement of effective policing practice.
• Discharging the powers and duties of the chief constable as required in their absence.
• Enabling an environment that nurtures open communication, growth and accountability. Adopting a people-centred approach to enabling professional development, promoting a culture of care and continuing development, where contributions are recognised, and the organisation demonstrates connection with its people leading to individual and organisational success.