Improve the deployment, development and retention of Special Constables within Essex Police, providing a single point of contact for local command teams and day to day support to Special Inspectors, Sergeants and Constables to increase the hours contributed by Specials and enhance operational effectiveness.
Provide effective coordination of Special Constables within Local Policing Areas, operating as a link between regular and Specials management so that objectives, priorities and capabilities are understood and that duties are effectively and appropriately resourced, motivating and inspiring officers to maintain a high level of commitment, both in terms of operational duties performed and completion of mandatory training and CPD, and providing tactical advice on the appropriate and effective use of the Special Constabulary.
Promote the good work of the Specials to foster a spirit of legitimacy and cooperation, improve relationships and ensure reward and recognition, so as to further enhance operational effectiveness and ensure that officers feel valued and appreciated, identifying barriers to success and work cooperatively with regular and Special managers to appropriately address poor performance, capturing organisational and individual learning to ensure more effective integration and deployment of Special Constables.
Contribute towards service improvement through the provision and analysis of local performance information, providing well written reports for local and central commanders as required, thereby supporting quantitative performance measures with qualitative assessment, developing and maintaining mechanisms for understanding the needs, concerns and expectations of Specials within the LPAs.
Identify concerns relating to development and retention and proactively address issues arising, thereby seeking to maintain Special Constable numbers reduce turnover and build a more effective volunteer workforce.
Maintain the operational credibility and effectiveness of Special Constables within the LPAs, working with Special supervisors to identify development and welfare needs and identify the means to meet those needs, considering innovative and cost-effective solutions wherever possible, ensuring the continuous professional development of all staff and compliance with mandatory training, monitoring key issues within the force and LPA and providing guidance and training as required, whilst monitoring completion of PDRs by Specials Sergeants and Inspectors and review their standard, tackling issues arising from dissatisfaction or non-completion
Provide an enhanced level of support to new Special constables, engaging with them during initial training and then ensuring that their logistical and developmental needs are met following attestation and beyond, recognising the significance of getting off to a positive start in the long-term enjoyment of the role and the subsequent impact on retention, ensuring consideration is given to the needs and concerns of officers from different groups and backgrounds and ensure that support is tailored to meet individual needs, ensuring fairness and equal opportunity for all.
Provide support to the Learning and Development Department through the assessment of Specials portfolio evidence where required to support officers progress towards independent patrol.
Consider new recruitment opportunities within the LPAs and ensure support for all local recruitment events and initiatives, identifying suitable officers for deployment at recruitment events and link with HR Recruitment to make sure that the required logistics are in place and corporate messages are properly understood by those participating.
June 2018, amended December 2020.
The Specials Coordinator should ideally have experience of supervising or coordinating teams of people, either in a paid or voluntary role. Leadership skills are essential in order to inspire and cajole a team of people working from different locations and at different times to provide the necessary operational support and to persevere with the required professional development. The post holder must have the ability to positively engage with senior leaders within Essex Police.
Good communication skills are essential. The post-holder must be empathetic, a good listener, have the ability to motivate and be able to have difficult conversations without compromising the long term effectiveness of the relationship. They must be flexible, self- motivated, and organised, with the ability to work under minimal supervision.
Good organisational skills are essential in order to manage and prioritise competing demands across a large area. Presentation skills are desirable as the role may well develop to include elements of local training or inputs on priority matters.
They will have a good understanding of operational policing and its interdependencies, and have experience in the organisation of a team to meet operational demands.
The post holder will possess competent IT user skills, particularly the ability to use Microsoft Excel, Word and PowerPoint applications and must have the ability to quickly assimilate understanding of new IT applications.
They must have the ability to deal tactfully and diplomatically with people, using sound judgement and discretion, particularly when dealing with disgruntled or disenfranchised volunteers and key stakeholders from other departments struggling with competing demands.
Confidentiality must be maintained at all times.
There will be a requirement for regular working outside of normal office hours and at weekends in order to meet and engage with the volunteer workforce, but the role will not work to a set shift pattern.
A driving licence is essential for travel around the LPAs. The post holder will need to have use of their own vehicle.
It is desirable but not essential that the post holder has current or previous experience as a Special Constable or in another volunteering role.
Educated to A level or equivalent experience.
Analyse Critically (Level 2)
I ensure that the best available evidence from a wide range of sources is taken into account when making decisions. I think about different perspectives and motivations when reviewing information and how this may influence key points. I ask incisive questions to test out facts and assumptions, questioning and challenging the information provided when necessary. I understand when to balance decisive action with due consideration. I recognise patterns, themes and connections between several and diverse sources of information and the best available evidence. I identify when I need to take action on the basis of limited information and think about how to mitigate the risks in doing so. I challenge others to ensure that decisions are made in alignment with our mission, values and the Code of Ethics.
Collaborative (Level 2)
I manage relationships and partnerships for the long term, sharing information and building trust to find the best solutions. I help create joined-up solutions across organisational and geographical boundaries, partner organisations and those the police serve. I understand the local partnership context, helping me to use a range of tailored steps to build support. I work with our partners to decide who is best placed to take the lead on initiatives. I try to anticipate our partners' needs and take action to address these. I do not make assumptions. I check that our partners are getting what they need from the police service. I build commitment from others (including the public) to work together to deliver agreed outcomes.
Deliver, Support and Inspire (Level 2)
I give clear direction and expectations, helping others to understand how their work operates in the wider context. I identify barriers that inhibit performance in my teams and take steps to resolve these, enabling others to perform. I lead the public and / or colleagues, where appropriate, during incidents or through the provision of advice and support. I ensure the efficient use of resources to create the most value and the right impact within my areas. I keep track of changes in the external environment, anticipating both the short and long term potential implications for the Police Service. I motivate and inspire others to achieve their best.
Emotionally Aware (Level 2)
I consider the perspectives of people from a wide range of backgrounds before taking action. I adapt my style and approach according to the needs of the people I am working with, using my own behaviour to achieve the best outcome. I promote a culture that values diversity and encourages challenge. I encourage reflective practice among others and take the time to support others to understand reactions and behaviours. I take responsibility for helping to ensuring the emotional well being of those in my teams. I take the responsibility to deal with any inappropriate behaviours.
Innovative and Open-minded (Level 2)
I explore a number of different sources of information and use a variety of tools when faced with a problem and look for good practice that is not always from policing. I am able to spot opportunities or threats which may influence how I go about my job in the future by using knowledge of trends, new thinking about policing and changing demographics in the population. I am flexible in my approach, changing my plans to make sure that I have the best impact. I encourage others to be creative and take appropriate risks. I share my explorations and understanding of the wider internal and external environment.
Take Ownership (Level 2)
I proactively create a culture of ownership within my areas of work and support others to display personal responsibility. I take responsibility for making improvements to policies, processes and procedures, actively encouraging others to contribute their ideas. I am accountable for the decisions my team make and the activities within our teams. I take personal responsibility for seeing events through to a satisfactory conclusion and for correcting any problems both promptly and openly. I actively encourage and support learning within my teams and colleagues.
I take into account individual needs and requirements in all of my actions. I understand that treating everyone fairly does not mean everyone is treated the same. I always give people an equal opportunity to express their views. I communicate with everyone, making sure the most relevant message is provided to all. I value everyone's views and opinions by actively listening to understand their perspective. I make fair and objective decisions using the best available evidence. I enable everyone to have equal access to services and information, where appropriate.
I always act in line with the values of the police service and the Code of Ethics for the benefit of the public. I demonstrate courage in doing the right thing, even in challenging situations. I enhance the reputation of my organisation and the wider police service through my actions and behaviours. I challenge colleagues whose behaviour, attitude and language falls below the public's and the service's expectations. I am open and responsive to challenge about my actions and words. I declare any conflicts of interest at the earliest opportunity. I am respectful of the authority and influence my position gives me. I use resources effectively and efficiently and not for personal benefit.
Public Service (Accredited)
I act in the interest of the public, first and foremost. I am motivated by serving the public, ensuring that I provide the best service possible at all times. I seek to understand the needs of others to act in their best interests. I adapt to address the needs and concerns of different communities. I tailor my communication to be appropriate and respectful to my audience. I take into consideration how others want to be treated when interacting with them. I treat people respectfully regardless of the circumstances. I share credit with everyone involved in delivering services.
I ensure that my decision-making rationale is clear and considered so that it is easily understood by others. I am clear and comprehensive when communicating with others. I am open and honest about my areas for development and I strive to improve. I give an accurate representation of my actions and records. I recognise the value of feedback and act on it. I give constructive and accurate feedback. I represent the opinions of others accurately and consistently. I am consistent and truthful in my communications. I maintain confidentiality appropriately.
Health and Safety (Level 3)
Has a basic understanding of Health and Safety issues affecting the current role and working environment. Takes responsibility for personal safety and the safety of others. Aware of hazards and reports problems identified to line manager. Understands and minimises the physical risk of injury through the use of proper manual handling procedures.
Management of Police Information (MOPI) (Level 3)
Has a basic understanding of the APP for Information Management (incorporating MOPI guidance) and its practical application. Recognises when there is a policing purpose to record information. Is familiar with the NPCC Retention Schedule. Takes personal responsibility to ensure information is recorded accurately and is retained for as long as it has a policing purpose and is stored in such way to allow it to be accessed by those with legitimate reason. Securely disposes of material which no longer has a policing purpose. Has successfully completed all standard relevant Information Management and Security, training package(s). Accurate use of Government Security Classification (GSC). Ensures physical and digital records are stored with appropriate security relevant to the sensitivity of the documents.
Office Technology (Level 3)
Able to utilise relevant Force standard office software products such as word- processing, spreadsheet, database, presentation and desktop publishing packages to a standard that matches the requirements of the current role in terms of quality and speed. Can operate other items of essential office technology such as photocopiers, facsimile machines, answerphones, shredders, in order to effectively undertake the requirements of the current role. Aware of the implications of Data Protection and acts appropriately in this respect.
Risk Management (Level 3)
Demonstrates an awareness of personal risk management issues, challenges or difficulties likely to affect the post holder in the execution of their duties. Able to anticipate risks likely to affect their work and knows how to communicate the likelihood and possible impacts of such events to line managers or supervisors.