Information about the role of a special chief officer, including the role purpose, key responsibilities and the skills required.
About the role
A special chief officer is a core rank position within policing. It's a force leader role in the policing professional profiles.
Role purpose
The special chief officer acts as the strategic lead and head of the special constabulary (SC) in the respective force. They lead and advise on all SC-related matters. They represent the SC at a local, regional and national level, championing the SC whilst promoting and driving change to further develop it within force.
The special chief officer is responsible for reviewing and driving performance and culture within their designated area of responsibility. They help to provide a professional, effective and efficient policing service in line with the direction and vision of the force.
Key responsibilities
Key responsibility statements show the accountabilities for someone in this role. They focus on what is done, not how it is done.
- Working with the assistant chief constable and relevant others to establish and monitor the strategic direction of the SC. This is in line with relevant force and national strategies to provide an effective and efficient SC policing service that meets current and future policing demands.
- Fostering, developing and supporting a SC leadership team to enable the effective management of performance, conduct, welfare and attendance.
- Ensuring the appropriate use of SC officers and their contribution to proactive and reactive policing, including major events.
- Collaborating with relevant areas of the organisation to oversee the implementation of an effective and inclusive recruitment and retention strategy providing long-term resourcing solutions.
- Role modelling continuing professional development, coaching and/or mentoring colleagues. Leading by example by sharing learning and reflections to support the professionalisation of the police service.
- Reviewing and assessing the training needs and requirements of the SC on a regular basis. Making recommendations to ensure enhanced productivity and continuous improvement.
- Developing and sustaining executive-level stakeholder relationships, promoting the work of the SC, and providing advice and feedback on strategic priorities to the force executive to increase the use of the SC as a resource.
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 3: senior manager or executive
- We take ownership – Level 3: senior manager or executive
- We collaborate – Level 3: senior manager or executive
- We support and inspire – Level 3: senior manager or executive
- We analyse critically – Level 3: senior manager or executive
- We are innovative and open-minded – Level 3: senior manager or executive
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.
Education, qualifications and experience
To achieve effective performance in the role, the following standards, training, learning and qualifications should be met.
Previous education, qualifications and experience
- Prior experience in managing and supervising teams of volunteers.
- Prior experience in policing.
- Experience of implementing successful organisational development, change and innovation.
In-role education, qualifications and experience
- Complete the Joint Emergency Services Interoperability Principles (JESIP) commanders course and be an experienced and credible tactical and operational commander as required by the force.
- Complete the College of Policing senior leaders programme as required by the force.
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
- Complete all core training and learning 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 knowledge and understanding of new approaches to evidence-based policing research and analysis to support new initiatives and horizon scanning across the portfolio
- maintaining knowledge of College of Policing guidance, good practice and national and local initiatives and policies applicable to the strategic policing context
- maintaining knowledge of strategic leadership and management theory and continually reflect on practical application in the operational policing context
- maintaining knowledge and understanding of the College of Policing leadership development learning content that is relevant to the role and rank
- participating in coaching and/or mentoring opportunities for self and others to use and share the learning to inform own and others’ approach to leadership, management and policing
- engaging in regular reflection on personal performance and associated impact with particular reference to the competency and values framework
Related roles
You can find other force leader roles in the: