Special Constabulary National Strategy

2018-2023

Connecting communities to policing and policing to communities

National Police Chiefs’ Council Contents

01 03 05 07

Foreword by Introduction Making the The Unique Selling Assistant Chief from NPCC best possible Point of the Special Constable Lead contribution Constabulary 09 10 11 13

2018–2023: Raising the Profile Widening Developing Prepared for of the Special Opportunities the Special the Future Constabulary for the Special Constabulary Constabulary 16 22

Overview Plan on a Page Foreword

Volunteers have always played a vital part in policing. forward however, this stategy outlines a proposal for Without them, it is clear that a significant amount of the formation of a National Special Constabulary good work undertaken by forces simply wouldn’t Working Group. This working group will act as a forum happen. and platform for the Special Constabulary, with a remit to gather, progress and infuence on the key issues While the number of hours volunteered by Special which are important to you. Constabulary Officers can be counted, the real contribution in terms of energy and commitment The enactment of the Policing and Crime Act 2017 made by the Special Constabulary is immeasurable. now enables Chief Constables to designate a significant number of powers to Police Support The Special Constabulary has a long and proud history, Volunteers, powers that previously in a volunteering celebrating its 185th anniversary in 2016. There is no sense would only have been held by sworn Special doubt that the Special Constabulary is now funda- Constables. There is now a clear need to reconsider mentally more integrated into the fabric of policing the role of the Special Constabulary, and how the than ever, with Special Constables embedded in training, skills and the preserved powers that Special specialist functions including roads policing, rural Constabulary Officers have the privilege of holding crime, public order duties, professional standards and can be put to best use. cyber-crime among others. I am proud to lead the Special Constabulary arm of Despite this fantastic work, it has now been almost 10 the wider Citizens in Policing portfolio, and I am sure years since an overall strategic vision for the Special that upon reading this strategy, you will join me Constabulary was developed. In light of the challenges in celebrating the achievements of the thousands of and opportunities that policing will face over the next Special Constables across England and Wales. few years, it is timely to revisit this invaluable piece of work. Thank you for your special contribution

This strategy aims to fill this void, and provide a focus Richard Debicki and vision for the Special Constabulary for years to Assistant Chief Constable come. It is intended to be a high level statement, as NPCC Special Constabulary Lead opposed to a detailed plan or methodology. Having said this, I do not underestimate how important some issues are to you. To take these issues

1 Introduction

USP

Sir Robert Peel said, “The police are the people and Citizens in Policing National Strategy for 2016 - 2019. contribution they can continue to make within the 2017 provided Chief Constables the ability to give the people are the police” and while this is often It is envisaged that this national strategy will be a living policing family and volunteering in the wider sense. previously unavailable powers to Police Staff and non- quoted around the world there can never be a truer document, enabling rather than restraining the ability warranted volunteers. This strategy therefore seeks to We believe that these empowered volunteers can personification of this ethos than our Special and potential of the Special Constabulary nationally, identify the unique selling point of the Special provide new ways in which we can engage with our Constabulary. regionally and locally to make the greatest possible Constabulary and where and how it fits into the wider communities and bring new breadth and depth into contribution. picture in terms of workforce balance. how we engage with local communities using the vast POLICING VISION 2025 The Policing Vision 2025 sets out the policing plan range of skills and life experience that they bring. A key strength of the Special Constabulary, one this over the next ten years. It will shape decisions around strategy explores in some detail, is that officers are We must support and develop those ‘Career Specials’ transformation and how we use our resources to help warranted Constables, with all the powers of a who have provided years of dedicated service and are to keep people safe and provide an effective, regular Police Officer. Coupled with their integration motivated by the desire to assist their communities in accessible and value for money service that can be into the communities they live, work and serve, their spare time, and whom we should seek to retain trusted. The Special Constabulary Officers are a key this combination is a key enabler of the Special for many years. enabler of this vision, through their unique and Constabulary and one that we must strive to further privileged position of holding the office of Constable, Equally, we must develop and support those who join develop in future. coupled with their integration into the communities the Special Constabulary with their longer-term goal Volunteers connect communities to policing and vice they live, work and serve. being to pursue a career within the regular service. versa. It is our intention to continue to strengthen our This should not be seen as a negative, and we should Moving forward to the present day, there has been a Special Constabulary programme to further enable the embrace their enthusiasm towards what is today a significant change in the policing environment, skills and knowledge that volunteers have and retain, well-regarded and legitimate pathway into paid therefore a reflection and re-evaluation of the national to enhance the quality of service we deliver. employment within the police service. Standing proudly alongside the Police Support strategy is timely. The additional complexities of crime, Volunteer and Volunteer Police Cadet strands of the Adding value and improving quality of service is also emerging demands on the service and issues such as Most importantly, we must continue to be imaginative wider Citizens in Policing umbrella, there is little key to what Special Constables can bring to policing vulnerability and safeguarding are now a fundamental and innovative, and be prepared to take a doubt that the contribution of the 13,500 Special and they should play a significant role in reassuring part of the role of the Police Service. While the transformational approach to how properly skilled and Constabulary Officers currently serving across the communities and increasing social responsibility. The previous strategy served us well it is time for a refresh motivated Special Constabulary officers can help keep length and breadth of England and Wales is a critical Special Constabulary contributes real value in financial and a re-evaluation of the strategy and its aims and our communities safe. terms to policing annually and is unique amongst element of the volunteering effort now engrained values. within everyday policing, and our communities. There has also been a significant investment in the volunteers in that its officers have full police powers We must seek to build on the great success Special development of Police Support Volunteers across and can directly supplement the regular service. This strategy is cognisant of, and seeks to complement Constabulary Officers have already achieved across most of the country and the Policing and Crime Act and underpin, the National Police Chiefs Council’s England and Wales, and recognise the value and the

3 4 Making the best possible contribution

USP

This Strategy is not intended to provide a “one size sexual assault, through to minor incidents of criminal with the increase in online offending are only some of With this in mind, it may be equally unreasonable fits all” solution, but rather provide a framework damage or petty theft or anti-social behaviour. Given the significant challenges that characterise policing in from a national perspective to aspire that the Special that Forces can utilise to ensure their Special this diversity of circumstances in which crime occurs the 21st century. Constabulary can fulfil every gap in demand, when Constabularies are being used effectively and and the varying frequency at which different types of this new and emerging demand is complex and What is clear, is that today only around 20% of the efficiently and are being focused on the areas where crime take place, it cannot be quantified by any single requires the skill and expertise of specialists such as overall calls for assistance received by the police they can make the best possible contribution. measure. detectives with years of training and development to service is made up of traditional volume crime, with investigate and manage more protracted or complex While the recommended models for deployment will Crime, by its nature, is often hidden, for example on the remainder made up of public safety and welfare investigations. This is not to say however that the apply to most Forces, it is recognised that local needs line crime, and there has been a notable shift towards and non-crime incidents such as mental ill-health, Special Constabulary cannot attract individuals from vary widely. However, the national strategy can be investigating those hidden offences and increasingly concerns for safety and missing persons. specialist backgrounds who possess relevant used to determine how to best use Special fulfilling a more protective role in order to safeguard Currently, a significant proportion of the training and experience and skills into specialist functions who Constabulary Officers to work towards local priorities, the public. Domestic abuse, modern day slavery and development of Special Constabulary Officers is could make a significant contribution to policing. while remaining true to the principles set out here. It recognising and dealing with vulnerability coupled geared towards this 20% of demand, in terms of is essential that the strategy is adopted nationally with There is a need to establish where the Special learning law definitions, powers of arrest and other local enhancements and adaptations, not dilution. Constabulary can make the greatest contribution. The procedural matters. While this is clearly important, it fact that Special Constabulary Officers are often Overall, the key to success is using the Special is also clear that some refocussing of energy is available at times that normally coincide with peak Constabulary as a resource that, if properly utilised, required towards the emerging demands upon the demand is a significant advantage. can make an outstanding contribution. VOLUME CRIME police service. We will continue to work with the College of Policing While reliable national demand data is limited there is In doing so, it is important to be cognisant of the fact and stakeholders to re-define the generic role profile some indication of demand on police forces in that currently, the minimum required contribution from VULNERABILITY of the Special Constabulary Officer. England and Wales and how this might be changing. • Child Sexual Exploitation Special Constabulary Officers is 16 hours a month, or There is some consistency across data sources to • High Risk O!enders 192 hours a year. While some will volunteer Having a clear definition and understanding of where • Domestic Abuse support the suggestion that while recorded crime has • Cyber Crime considerably more than this there is still a marked they are best able to add value will enable the reduced, demand on the police has grown in other • Serious and Organised Crime contrast to a regular officer who will work in the region deployment of the Special Constabulary. A similar • Counter-terrorism ways. This is contained in the College of Policing • Missing from Home of 1,700 hours a year, therefore it is clearly approach has been taken within the police service in analysis report ‘ Estimating Demand on the Police • Vulnerable Families unreasonable to expect a Special Constabulary Officer the case of Police Community Support Officers and by Service 2015’. • Vulnerable Adult Abuse to be trained and function to exactly the same level as the Ambulance Service with their Community First • Concerns for Safety a regular officer, while they may only parade on duty Responders where the functions that these roles can Crime covers a wide spectrum of offences ranging • Human Tra"cking and Modern Slavery • Mental Health for a fraction of a full time officer’s working year. perform, and importantly, cannot be expected to from the most harmful, such as murder and serious perform is clearly stated.

5 6 The Unique Selling Point of the Special Constabulary USP USP

The Police and Crime Act 2017 enables Chief We must maximise the skills and knowledge that SC We wish to avoid forces falling into the potential trap Constables to make the most efficient and effective officers already have and which they bring from of seeking to raise their SC numbers without first use of their workforce by giving them the flexibility outside the police service. We will work with defining the purpose and fully considering the benefits DutySheet to ensure these skills are captured and and also cost implications. This could prove expensive, to confer a wide range of powers on police staff and Specialist volunteers in a way that was not available before. The Investigative shared. not represent Value for Money and have potentially Preserved Act also specifies a core list of powers that may only Capacity negative implications throughout the police service. Powers – Warranted It is equally important therefore to ask ourselves be exercised by warranted police officers. O!cers whether or not a volunteering role will require full Despite the Special Constabulary in many areas being Previously, designating powers to volunteers within policing powers, or simply a designation of a limited more representative of the communities we serve than policing was very much an ‘all or nothing’ approach, set of those powers. While the Special Constabulary the regular constabulary there remains a challenge, with the Special Constabulary being the key product Wear Full offers exceptional value for money, it is recognised especially in relation to BME engagement and of this methodology. This enactment creates the need Police Uniform that it is also the most expensive of the 3 strands of representation. We must not rest on our laurels. The USP (They are to define the role of the Special Constabulary, and we Deployable Police police volunteering to train, recruit and maintain. SC Working Group will undertake research and must ask ourselves “What is the Unique Selling Point across force O!cers!) initiatives to ensure that the Special Constabulary boundaries There needs to be advocacy for the Special of the Special Constabulary?” continues to become more inclusive. Constabulary but we must also recognise the need to Volunteering for the police service is hugely rewarding A flexible achieve the right work force balance, especially when asset which can on so many levels. Those who contribute their time be turned on or it comes to volunteers. and skills irrespective of their role are proud to be o# to meet volunteers, and recognise and celebrate this title. demand

Special Constabulary Officers are also proud to be Police Officers. The unique role of the Special Constabulary allows With identical powers, uniform and an ability to them to directly supplement the regular workforce, undertake a wide range of policing duties provide additionality where needed and in turn independently or alongside their regular colleagues, directly, and actively support the delivery of frontline most Special Constabulary Officers see themselves as policing. police officers first, and volunteers second.

7 8 2018-2023: Raising the profile of the Prepared for the future Special Constabulary

The introduction of Force Management Statements, Forces are encouraged to examine whole workforce Strategic Priorities which emanate from a recommendation in the balance and to factor in the current and potential Winsor Report, will require Forces to report on their future contribution of their Special Constabularies as The National Citizens in Policing Strategy for 2016-2019 outlines three strategic priorities, which planned strength and planned activities. This part of their overall workforce mix and to treat the have been adopted and for the Special Constabulary National Strategy. These are; provides an excellent opportunity to use these recruiting and training of Special Constabulary officers statements to collectively and locally raise the profile as part of their overall plan rather than an addendum. of the Special Constabulary. A national Citizens in Policing website (https:// To fully raise the profile within Forces it is www.citizensinpolicing.net) was launched in 2017. The section applicable to the Special Constabulary will be Raising the Widening recommended that the capacity and capability of the Special Constabulary be included within each actively maintained and will serve to raise the profile profile of opportunities Force’s workforce planning process. of the Special Constabulary as an organisation. the Special for the Special Utilising national and regional arrangements, we will The quarterly magazine publication ‘Special Impact’ Constabulary Constabulary seek to ensure there exists positive support and enjoys wide circulation and is an excellent tool for advocacy for the Special Constabulary at local, raising the profile of the Special Constabulary and regional and national level. sharing good practice in an easily shared and digested format. We will work with the publishers to best ensure We must also seek out new and better ways to ensure that the magazine continues and flourishes whilst also that the contribution of those officers is recognised exploring other means of communication. and rewarded. We will work with, for example, those that manage the Lord Ferrers Awards to ensure By working with Her Majesty’s Inspectorate of innovation and good practice highlighted in Constabulary and Fire and Rescue Services we should nominations is captured and shared. best ensure their inspections and inspection tools factor in the Special Constabulary and our ambition While the Special Constabulary has its own needs, around evaluating the Special Constabulary in a way due to its unique status, full operational effectiveness that will not focus on numbers alone but which will act can only be achieved through a blended management as stimulus for Forces to adopt a corporate approach approach and close integration with the regular Develop the to the management of its Special Constabulary Force. Special officers. Constabulary

9 10 Widening “The national Opportunities for the Citizens in Policing Strategy is geared towards two main goals: reflecting Special Constabulary volunteers’ wishes and motivations and maximising the benefits We should ensure that our Special Constables benefit and Wales are currently prevented by primary to communities” from being part of a policing family and that in turn legislation from formally representing SC officers their involvement enriches their lives as well as the which, despite some informal local arrangements, communities they serve. could place Special Constabulary officers in a difficult position if they find themselves subject of To a great extent we are limited only by our investigation or otherwise in need of representation. imagination - provided that Special Constabulary The Home Office currently finances a legal protection officers are appropriately trained and accredited then scheme that will provide support to Special they should be able to fulfil most, if not all the Constabulary Officers should they be facing functionality of regular officers. allegations of Gross Misconduct, however this is seen The introduction of a national competency framework as something of a tool of last resort. for the Special Constabulary will enable Special This is considered to be a key area of activity and we Constabulary Officers to be ‘signed off’ on the core will, together with the Home Office, be pursuing this fundamental skills of a police officer. Combined with a as a short term priority. modular approach, this will enable Special Constabulary Officers to develop their skills and We will therefore continue to work with the Home experience in lieu of the time and effort they invest at Office and other relevant parties in particular the their own pace. PFEW, and other staff associations namely ASCO (Association of Special Constabulary Officers) and We recognise also, that those who join the Special VLEA (Volunteers in Law Enforcement Association) to Constabulary Officers may bring external qualities into best ensure all members of the Special Constabulary the police service. We are only right to maximise the have ready access to effective representation. skills and experiences of these talented individuals and their development may be tailored to their specific It is entirely right for us to be ambitious in relation to skills. the Special Constabulary but we also encourage development of an integrated approach to ensure that The widening of opportunities, and the increased roles Special Constabularies are not standalone entities. and responsibilities must be accompanied by effective, accessible representation for Special Constabulary officers of all levels. The Police Federation of England

11 Developing the Special Constabulary: Preparing our capabilities for the future

and ranks within the Special Constabulary, and what changes to demand, even at short notice. It is not, To provide a platform to negotiate these challenges, the status, authority and meaning of ranks these are. though, a reserve in the same way as the Armed a Special Constabulary Working Group will be The SC Working Group will make recommendations in Forces Reserve, which are maintained in a trained, formed. This group, which will enjoy representation that regard. This is only one aspect of the Special equipped state but only actively deployed as and from the Special Constabulary and stakeholders will Constabulary which is often reinvented, and where a when necessary. In contrast the Special Constabulary be at the forefront of preparing the Special clear opportunity exists to review and build evidence is also involved in day-to-day policing activity Constabulary for the future. of best practice across the country. alongside regular officers and also able to deploy autonomously. We must always be cognisant, however, for the need for discretion and the ability to flex according to local The Special Constabulary could and should be a key need where appropriate. We recognise that the best contributor of capacity and additional capability in the model may well be a blend of implementation at local form of specialist skills. A strength of Special USP level with inspiration and direction from a national Constabulary officers is that many of them continue framework model. to work and / or study in arenas where they are developing and refreshing skills that are increasingly We also need to understand and state what we want The Special Constabulary will undoubtedly continue in demand within the police service. to make a significant contribution to policing for and don’t want from our Special Constabulary. It is readily accepted that many people choose the many years to come. It is hugely important therefore, It is difficult to see how the Special Constabulary as a progression route into the to ensure that the Special Constabulary is well Police Service can cope paid regular constabulary, or other roles within the positioned and prepared for the challenges it, and with the ever increasing “A volunteer is police service. Any losses from the Special policing more generally will face in the future. demand without Constabulary into the paid Force should be seen as additional levels of someone who, through Whilst forces have enjoyed the ability to instigate positive attrition that we should embrace rather than support. This is personal choice, commits change locally, and quickly develop new and fear. The challenge is to create a mind set and a where the Special time and energy for the innovative ways of working there is now a need to process that ensures such transition is seen as a Constabulary align the framework and models of the 44 Special benefit of others without transfer and is achieved in a way that gives best value comes to the fore. It Constabularies across England and Wales more the expectation of for money, for example not repeating training already is a flexible pool of closely. A quick glance and comparison across each financial reward” received. force will see wide variations in the structures, insignia resources that can mobilised to meet

13 14 Overview

We want Special Constabulary officers to: Special Constabulary officers should feel empowered to play an active role in shaping the future of policing, • Feel valued and that their contribution is locally, regionally and nationally. recognised. We should strive to have adequate support and • Feel able to represent the communities that they opportunities in place that will allow Special serve and bring new opportunities to delivering Constabulary officers to flourish. improved service We should work with partners in the wider voluntary • Be empowered to enhance community engage- sector to develop closer working relations and ment and participation communication channels. • Be part of our ambition to increase our social We should provide clear direction, leadership and responsibility coordination, utilising a blend of properly trained and • Help us build public confidence accredited Special Constabulary managers and paid • Add value to our service delivery staff, to ensure contributions made by Special Constabulary officers deliver tangible business Our approach should be to ensure that: benefits. We are inclusive and open to Special Constabulary In addition to generic training we will encourage officers and they are seen as part of the wider policing specific development opportunities to fulfil particular family. roles so that we move away from the one size fits all When considering any changes to how we recruit and approach. train we should be aware of the need to consider We will work towards the national CiP strategy by Equality Impact Assessments to ensure that we remain adopting the following five headings to guide us as we inclusive. move forward. Capacity, Contribution, Capability, Special Constabulary officers who deliver exceptional Consistency and Connectivity. quality of service and make a tangible difference to the safety and wellbeing of communities should be recognised and rewarded.

16 Capacity Contribution

➜ CAPACITY ➜ CONTRIBUTION We want our Special Constabulary Officers to We want our Special Constabulary Officers to: : provide additional Capacity to enable us to further Feel valued and that their Contribution to serving local improve the quality of service we provide our communities is recognised and celebrated communities. We encourage the development of sustainable The success of this approach must be judged more by delivery models that will recruit, manage, support and the value-added to policing through greater citizen train Special Constabulary officers to fulfil the involvement, than by an increase in the numbers of requirements of their role. Special Constables. This is NOT about simply increasing numbers. WE WILL: We will seek to ensure that we are inclusive and open WE WILL: and that Special Constabulary officers are seen as part • Develop an ever increasing understanding and We should not talk only in terms of additionality • Work with key stakeholders, to further develop of the wider policing family. level of confidence in the Special Constabulary anymore. This pre-supposes our capacity is full and an inclusive and volunteer friendly recruitment, contribution anything else is nice to have. We need to be able to selection and retention process. We will seek to ensure that Special Constabulary identify and maximise those opportunities for the • Work with key stakeholders to ensure that officers who deliver exceptional quality of service and • Ensure that those who deliver an exceptional Special Constabulary to make a direct contribution, Special Constabulary officers are trained, make a tangible difference to the safety and wellbeing quality of service and make a tangible difference especially in more specialist areas of policing. equipped and developed to make the most of communities have their contribution recognised to the safety and wellbeing of communities have and rewarded. their contribution recognised and rewarded We will commission a study of retention to investigate effective contribution towards policing. how we can tackle the issue and combat the current We predict that there will be generic training Identify specialist areas where Special Constabulary • The Special Constabulary should be seen as a downturn in overall numbers. However, losing SC to and also role / skill specific training and officers can make the greatest contribution. flexible resource that can be readily stepped up, development. the regular force is positive attrition and should be We must seek to ensure that the contribution is two and if necessary stepped down, to meet part of our purpose to prepare officers for the regular • Encourage a widening of the number and types way street and encourage our responsibility to emerging short and longer term demand. We force. of roles and tasks available to Special recognise and value our volunteers. will work with the National Police Coordinating Constabulary officers. Centre to further progress the links between their Mercury system and the Special Constabulary DutySheet system.

17 18 Capability

USP

equipment, including protective equipment, to We will work towards ensuring that we have ongoing ➜ CAPABILITY maximise their capability and contribution. An refresher training and continuous professional We want our Special Constabulary Officers to: example of this would be to continue with the work to development for Special Constabulary officers, as To be individually and collectively supported, trained ensure that Chief Constables are equally able to issue appropriate to their role. and equipped to have the Capability to make a real their Special Constabulary officers with Conductive We will continue to work with the College of Policing difference to the policing of our communities. Energy Devices alongside regular officers should they to further develop the links between the Policing wish to do so. This should come down to training, While it is accepted, and understandable, that there is Educational Qualifications Framework and the Special accreditation and operational prioritisation, NOT a desire that Special Constabulary officers can Constabulary. The PEQF initiative proposes three entry whether someone is paid to carry out a role or is an perform the same duties as regular officers, the part- routes into the regular Constabulary. It is important attested volunteer. time nature of their role means that this may not be that the experience and training of SC officers is taken WE WILL: realistically achievable in all cases. It should though be noted that CED is a specialist into account as Recognised Prior Learning' and the SC munition and not routine personal protective Working Group will make recommendation in that • Ensure that Special Constabulary Officers are We will therefore continue to work with the College of equipment regard. collectively supported, trained and equipped to Policing to define the role of Special Constable. have the capability to make a real difference to Defining what it is we want and do not want from our In addition we will work with the College of Policing to policing. Special Constabulary officers thereafter to create a fully define the terms and requirements of • Maximise the capabilities and potential of those generic post profile and Personal Development ‘Independent Patrol Status’ and ‘Full Operational who have skills within specialist areas, such as Portfolio. Competence’. cyber-crime, fraud, rural crime etc. Further develop initial and ongoing training and We will seek to work with the College of Policing to • Define the capability of the generic Special development to improve the capability of Special develop and make readily available PDR and PDP Constabulary Officer - what they can and cannot Constabulary officers to perform their tasks. products to assist Special Constabulary officers on their journey towards full operational competence reasonably be expected to do rather than have We will ensure that Special Constabulary officers have the expectation that every officer can fulfil all the the skills and equipment they need to be capable of We are cognisant of the fact that an optional module same functions of a regular officer. fulfilling their role alongside regular colleagues. We will of the Degree in Professional Policing includes • We will redefine Independent Patrol and seek to ensure our Special Constabulary officers are students being Special Constables and we encourage introduce a definition of Full Operational appropriately considered in relation to the issue of Force’s to work with their respective Higher Education Institutions to develop this partnership between the Competence. Special Constabulary and the degree course.

19 20 Consistency Connectivity

Work with the College of Policing to ensure that the Ensure that Equality Impact Assessments accompany ➜ CONSISTENCY ➜ CONNECTIVITY Special Constabulary Manual of Guidance remains any major changes to the Special Constabulary, We want our Special Constabulary Officers to: current and take responsibility for ensuring that the We want our Special Constabulary Officers to: especially in the way it recruits and trains to ensure Add value to service delivery against strategic Eligibility requirements are refreshed in accordance To be Connected to the communities they serve and that it remains attractive to the wider community. priorities in a Consistent way across the country, with the vision contained in this strategy. bring new opportunities for delivering services. Actively involve and engage with the wider voluntary taking into account the operational autonomy of Chief We will work to ensure that the definition of To seek out new opportunities, locally, regionally and sector to strengthen connectivity. Constables and local Force areas. Independent Patrol and Full Operational Competence nationally for Employers to be engaged with the We will work to ensure that members of the Special This strategy accepts it will always be for Chief is understood and applied. This is a key enabler as we Employer Supported Policing (ESP) scheme and to Constabulary feel connected to the wider policing Constables to determine local priorities, but there is a move towards mutual aid via NPoCC. explore two way opportunities. family and are empowered to play an active role in need for national direction in respect of consistency There are currently variations in the rank structures, To increase our social responsibility by connecting shaping the future of the service. across the board, with clear links required across titles and insignias across Home Office forces in with communities and delivering two way benefits National, Regional and Local levels. Encourage an environment whereby the Special England and Wales. This strategy does not seek to Work in conjunction with the national Citizens in Constabulary has a voice and a strategic level We will work to assist with the creation and address this issue immediately but it is our belief that Policing Coordinator to develop a Communication advocate in every Force. maintenance of Regional structures, while taking into we need to consider the purpose and role of Strategy to highlight and promote good practice both account local needs. supervisory ranks within the Special Constabulary regionally and nationally. and the SC Working Group will make firm Align with the values and activity within the national WE WILL: recommendations in that regard. To explore how we could further improve our Citizens in Policing Strategy. • Create a National Special Constabulary Working connection and communication with Special Group that will be chaired by the NPCC lead and We will work with the National CiP Coordinator and Constabulary officers to encourage feedback about WE WILL: which has relevant representation from the Regional CiP leads to best ensure that adequate their role to help us improve the volunteer experience regions and organisations that can contribute to coordination provision exists to support an integrated • Agree and implement a combined governance and enhance service. the ongoing development of the Special and consistent approach to the management and structure for the Special Constabulary from To continue to champion and work with trusted Constabulary. This Working Group will, on behalf development of Special Constabulary Officers. force to national level with clear lines of reporting identified. external providers to carry out benchmarking and on the NPCC, manage the changes envisaged in Develop, with other key stakeholders, such as survey activity. this strategy. HMICFRS, an appropriate performance framework to • Ensure that adequate national coordination Actively involve and engage with relevant staff • Clearer, stronger links between the Special ensure the volunteers programme adds value and provision exists that will help ensure an associations to ensure that the Special Constabulary Constabulary, the Home Office and the College operates consistently. integrated and consistent approach to the Special Constabulary. has a voice. Encourage staff associations and support of Policing. networks to connect with and support those volunteers from underrepresented groups. 21 22 Plan on a Page 2018-2023

CAPACITY CONTRIBUTION CAPABILITY CONSISTENCY CONNECTIVITY

ENABLERS Full Police Uniform National More diverse SC Working membership in comparison Group to regular force Innovation Full Police Powers Appropriate Integrated within our communities

Sharing Best Practice

Flexible Regional Connect the private sector Resource to CiP and partners to policing Additionality Co-ordinators meet Demand Integration Members of the wider policing family Bring Skills Deployable from Outside Nationally Policing Reward and Recognition Link into further and higher Representative education institutions Body Able to Specialise into areas of Evidence Based Policing Policing

23 24 78848 Designed by North Wales Police Initial illustrations by Freepik.com