Head of crime

Information about the role of head of crime, including the role purpose, key responsibilities and the skills required.

About the role

Head of crime sits within the investigative sector of policing. It's a service function leader role in the policing professional profiles.

Role purpose

The head of crime strategically leads, develops, and delivers investigative capability at professionalising investigations programme (PIP) level 2, 3 and 4. They ensure that the quality of investigation consistently meets or exceeds national standards, to deliver the organisational priorities, to meet professional competence and support public confidence.

Key responsibilities

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

Monitoring and reviewing competence, identifying and developing workforce structure improvements to facilitate the delivery of effective services and position resources to support the organisation in fulfilling objectives.
Leading projects and managing the delivery of change to ensure efficiencies are realised and change is effectively embedded and contributes to organisational development.
Leading, managing, and developing staff and team effectiveness, driving achievement of organisational objectives. Monitoring and evaluating team capacity, capability, confidence and wellbeing to ensure resilience and support as well as advanced investigative skills and promote the highest levels of professional conduct.
Developing and maintaining strategic and operational links with local policing and protective services to assist effective dialogue on all aspects of crime and forensics.
Developing strategies and tactics for a function area to manage threat and risk and identify gaps in response or knowledge to ensure that effective mitigation plans are put in place.
Developing investigative policy, quality assurance, and audit measures to promote and develop the quality of crime investigation and ensure that policy is being consistently applied and learning identified and embedded.
Overseeing and providing strategic leadership on the investigation of crime. Ensuring there is capability and capacity to deliver the organisational objectives in respect of investigation.
Developing a co-ordinated media strategy, representing the force externally where required, to ensure that all media contact is effective and supports the investigation, detection and reduction of crime and disorder, and shares information that promotes a positive image of policing.
Identifying, developing, and maintaining partnerships with key external partners and stakeholders to understand emerging threat, risk, harm, vulnerability and safeguarding to ensure the effective delivery of and operational response to crime and scientific services.
Managing resources and budgets under area of responsibility to ensure the effective and efficient delivery of crime investigations against the objectives set by the chief officer team.
Ensuring that supervisory officers are aware of their responsibilities for the health, welfare, wellbeing and development of police and police staff within their command.

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.

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 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.

Communicating and influencing – Level 4
Problem solving – Level 4
Performance management – Level 4
Relationship management – Level 4
Change management – Level 4
Managing people – Level 4
Managing resources – Level 4
Planning – Level 4
Use of IT – Level 4

Education, qualifications and experience

To achieve effective performance in the role, the following standards, training, registration, accreditation and qualifications should be met.

Previous education, qualifications and experience

Experience and knowledge in their relevant field.
Significant experience in, and understanding of, investigation, intelligence and associated practices.
Broad operational command experience, with the ability to plan for and improve performance for victims of crime.
Experience of national and local partnership working.
Experience in financial management, promoting continuous improvement and efficiency whilst maintaining or improving quality of service.
Registered (or previously registered) to a minimum of PIP 3 either major crime or serious and organised crime.
Experience of project/change management.
Knowledge and understanding of College of Policing guidance.

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.