Special Constabulary Delivery Plan 2019-21

Heddlu De Cymru South Wales Police

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Special constables are local people, with local knowledge, which enables them to understand local needs

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FOREWORD The Special Constabulary dates back 188 years, before the regular police force was introduced across England and Wales.

Each police force has its own Special Constabulary, with an establishment of approximately 11,500 officers throughout England and Wales.

Currently, there are just over 100 special constables within South Wales Police. These are volunteer police officers who share the same powers as regular police officers.

Special constables are local people, with local knowledge, which enables them to understand local needs.

Their ability to represent their community within the police, whilst representing the police within their community means special constables play an integral part in policing our communities.

This plan comes at an exciting time for the Special Constabulary within South Wales Police.

The Chief Constable’s

Delivery Plan 2018/21 makes it a priority that we refresh our approach to Citizens in Policing across the Force. As part of this refreshed approach, a new Citizen in Policing hub has been introduced to support the work of the different volunteer stands across the Force.

The Special Constabulary has the full support of the Chief Constable and Chief Officers. This is evident by their direction that the Special Constabulary will take ownership of this plan, which will complement and form part of the wider Citizens in Policing Project Plan.

The Special Constabulary Plan supports my vision as Special Constabulary Chief Officer that “the Special Constabulary is embedded within South Wales Police, effectively supporting its vision and mission, whilst also offering an attractive volunteering experience to members of our communities.” To achieve this the Special Constabulary will

Dr Dale Cartwright O.St.J

become self-sufficient and take ownership of areas of work that support the achievement of both local and Force priorities.

We understand that, in order to achieve the best from our special constables we must offer motivation.

This is achieved by providing appropriate training and development opportunities, ensuring meaningful deployment within flexible roles, supplying the tools that are necessary to perform these roles, and recognising and rewarding the contribution our special constables make. This is essential to ensuring we have a professional, proud and positive Special Constabulary that can be relied upon.

This document is a delivery plan to improve and enhance our Special Constabulary. It covers the key processes in the development of special constables and uses best practice to propose actions for the future.

In order to make these proposals a reality, it will require hard work and commitment from all key stakeholders. Together we will ensure that the Special Constabulary supports our:

MISSION KEEPING SOUTH WALES SAFE VISION TO BE THE BEST AT UNDERSTANDING AND RESPONDING TO OUR COMMUNITIES’ NEEDS

Chief Officer, Special Constabulary

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CONTENTS Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Governance, Structure & Leadership . . . . . . . . . . . . . . 12 Recruitment & Retention . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Human Resource Management . . . . . . . . . . . . . . . . . . . . 22 Learning & Development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Tasking & Deployment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Digitalised Policing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Reward & Recognition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Marketing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Performance Management . . . . . . . . . . . . . . . . . . . . . . . . . . 37 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38

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EXECUTIVE SUMMARY The Police & Crime Commissioner and Chief Constable share a clear vision for South Wales Police to be the best at understanding and responding to our communities’ needs.

The Special Constabulary should actively support the Force in this aim.

It is imperative that South Wales Police is confident in the ability and strength of its special constables.

In recent years the Special Constabulary has worked hard to secure this confidence. In 2012, only 50% of special constables were completing their minimum required duty hours each month; this number has risen significantly to over 90%, with our special constables completing an average of 38 hours of duty per month (the minimum requirement is 16 hours per month).

However, the Special Constabulary is now faced with a new challenge that threatens to test this confidence. The absence of special constable recruitment between 2010 and 2015 resulted in a significant reduction in numbers of special constables within the Force.

Subsequent recruitment over the past 3 years has seen the slow growth of the Special Constabulary, however this has resulted in a predominantly young and inexperienced Special Constabulary, with only 45% of our special

constables competent to patrol independently.

In order to achieve our aims of increased recruitment and value for money, the Force needs to be confident and ensure that expenditure on recruitment and training is cost effective and that once deployable, special constables are actively involved in the policing of our communities in ways that best meet the needs of the Force, whilst utilising and developing individual skills and abilities.

This Delivery Plan represents an opportunity to improve, enhance and professionalise the Special Constabulary, drawing on recommendations of the Special Constabulary Management Team, best practice guidance, local and national strategies, and the direction of the Chief Constable’s Delivery Plan. The document focuses on the nine key areas of work: Governance, Structure and Leadership 2 Recruitment & Retention 3 Human Resource Management 4 Learning & Development

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5 6 7 8 9

Tasking & Deployment Digitalised Policing Reward & Recognition Marketing Performance Management

The creation of a Special Constabulary Management Board to drive and oversee this work is essential.

The actions highlighted in this document are: Governance, Structure and Leadership 1

The Special Constabulary will take ownership of the creation and delivery of its own plan, supported by the established Citizens in Policing governance structures.

2

A Special Constabulary Management Board (SCMB) will be formed to oversee the development of the Special Constabulary in line with this Delivery Plan, working with relevant departments across the Force.

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A new Special Superintendent post will be established to support the Chief Officer to deliver of this plan.

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A new Special Constabulary Staff Officer post will be established to support the delivery of this plan. This will be a seconded post for developmental opportunities or for non-operational officers.

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Special Inspector posts will align to BCUs or Departments and will be responsible for leading the activity of the Special Constabulary within their areas of responsibility.

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Special Sergeants posts will be coterminous with local policing areas and will be responsible for not more than 8 Special Constables.

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BCUs/departments will carry vacancies where it is not possible to meet the requirements specified.

The Special Constabulary will work with the Representative Workforce team to promote special constable recruitment opportunities amongst our wider minority groups.

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The Special Constabulary will support the Female Recruitment, Retention and Progression Delivery Plan aiming to increase female representation throughout its ranks.

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Special Constabulary team meetings will be held regularly within each BCU/department.

This will be managed by the Special Inspector for that BCU/department.

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The Chief Officer will review the roles and insignia associated with the Special Constabulary ranks.

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The Chief Officer will review the organisational structure on an ongoing basis.

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Recruitment & Retention 11

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South Wales Police will continue to recruit special constables as an ongoing programme of work to achieve and maintain an establishment of between 250 and 300 special constables.

The SCMB will work with HR to explore areas of the recruitment process that can be delivered by the Special Constabulary in its aim to become more self-sufficient.

The SCMB will work with HR to shorten the duration of the current recruitment process and reduce costs, giving consideration to the work of the All Wales Project.

South Wales Police will refresh its approach to Employer Supported Policing (ESP), seeking support for the scheme from external employers and promoting recruitment opportunities as they arise.

South Wales Police will refresh its support for the ESP Scheme for its own staff.

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The SCMB will explore recruitment options to increase the proportion of ‘career specials’ recruited.

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The SCMB will review attrition rates and address areas for improved retention. It is envisaged that improved reward, recognition and deployment in meaningful roles will improve retention.

Human Resource Management 20 The SCMB will review the process and procedures in place to support inactive special constables.

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A process for issuing certificates of service to special constables leaving the organisation will be reviewed and opportunities for further recognition of long service will be explored.

22 A standardised criteria will be set for awarding the SC Long Service Medal and subsequent bars.

23 The SCMB will explore options for an annual appraisal/ development review for special constables.

24 The SCMB will make the health and wellbeing of its volunteers a priority and will ensure that officers are considered as part of a wider programme of work delivered by the Force.

Learning & Development 25 The SCMB will work with LDS to reform the initial learning package delivered to special constables, ensuring it is fit for purpose, giving consideration to the work of the All Wales Project.

26 The SCMB will work with LDS to deliver OST and First Aid courses to ensure all officers are compliant with mandatory training.

27 The SCMB will work with LDS to develop an appropriate leadership programme which will be made mandatory for all specials moving into the ranks of Special Sergeant and Special Inspector.

Tasking & Deployment

28 The SCMB will monitor progress across each BCU regarding completion of the Police Action Checklist (PACs).

This information will be provided by Special Inspectors in each BCU.

36 The Skills Audit will be followed up with relevant departments across the Force to establish feasibility of expanding the specialised role portfolio and providing choice to effectively utilise these skills and abilities.

29 The procedure for completing the PACs will be adhered to by all special constables and supervisors.

37 The Special Constabulary will continue to utilise the DutySheet system to record the duties of all special constables across the Force and explore options for information sharing with force systems.

30 On completion of initial training special constables will have 12 months to complete the PACs. 31

Non-compliance with the PACs will result in appropriate action being taken to support the special constable through the process.

32 The SCMB will monitor use of mentors/tutors to support special constables through their PACs. 33 The SCMB will need to approve any specialised roles that require further training.

34 The SCMB will explore qualifications available to special constables for the training undertaken.

35 A Skills Audit of all special constables will be completed and details requested of specific skills that could be used in specialised roles across the Force.

38 The SCMB will oversee work carried out to explore current tasks specials are utilised for by the BCU and make further recommendations if necessary.

39 Special Inspectors will attend or be represented at BCU Tasking and Coordinating meetings.

40 A process will be put into place to request an urgent deployment of special constables in the event of a major incident, adverse weather, unplanned staff shortage or significant peaks in demand.

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The Special Constabulary will work closely with Strategic Planning & Resourcing to effectively support the policing of major events and assist the Force to deliver its Strategic Policing Requirement.

42 The SCMB will explore opportunities to develop the role of Special Detective Constable in order to support the delivery of detective numbers within the Force.

43 A Special Constabulary PSU Serial will be formed to support policing operations across the Force.

Digitalised Policing 44 The SCMB will work with the Digital Services Division to ensure the inclusion of special constables in the rollout of technology that supports service delivery.

45 South Wales Police will recognise its special constables are frontline operational police officers, providing them with access to the technology required for them to carry out their duties as frontline police officers.

46 The SCMB will consider opportunities to deploy special constables in roles that support the use of technology in frontline policing e.g.

Automatic Facial Recognition, ANPR, Unmanned Arial Vehicles etc.

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Reward & Recognition 47 The SCMB will promote the nomination of special constables for National, Force and BCU Awards.

48 The SCMB will establish an annual Special Constabulary Awards event.

49 The SCMB will recommend the creation of separate Force Award categories for each volunteering strand.

50 Special Constables who have completed their required duty hours and mandatory training over the past year will receive a letter of thanks from the Chief Officer.

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Special Constables who have completed over 300 hours of duty will receive a certificate of thanks from the Chief Officer, with a special certificate presented for the completion of 500 hours and 1000 hours.

52 Long service within the Special Constabulary will continue to be recognised by the awarding of the Special Constabulary Long Service Medals and subsequent bars.

53 The SCMB will work with our Police & Crime Commissioner and local authorities to introduce a Council Tax reduction scheme for qualifying special constables.

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54 South Wales Police will promote nominations through the National Honours System for special constables who have made a significant contribution at a local, regional or national level.

Marketing 55 The marketing of the Special Constabulary will be an ongoing programme of work overseen by the SCMB. 56 The SCMB will oversee work carried out by the Communications team to develop a marketing strategy for the Special Constabulary.

57 The SCMB will work with the Representative Workforce team to identify ways the Special Constabulary can be promoted to our wider minority communities.

58 The Special Constabulary will retain its own social media account to promote its work.

59 The SCMB will work with the Communications team to establish a presence on the force intranet (BOB).

Performance Management 60 The SCMB will monitor Special Constabulary performance at BCU and Force levels.

61

Special Inspectors will present agreed performance data to the BCU SMT representative for consideration in the force performance regime.

62 Performance data will be presented to an appropriate Chief Officer Group at agreed intervals.

63 The SCMB will set relevant performance targets at all levels of the Special Constabulary.

64 All Special Constables will be made aware of their individual and collective targets.

65 A Special Superintendent will hold a specific portfolio to support and develop all aspects of performance management.

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A motivated Special Constabulary is vital to guarantee a return on investment for the Force and to ensure that volunteers are getting the most out of their efforts

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BACKGROUND

This Special Constabulary Delivery Plan has been produced by the Special Constabulary and highlights nine key areas that South Wales Police should maintain or develop in order to sustain an efficient and effective Special Constabulary. It takes into account past and present National Strategy work and South Wales Police data and reports regarding the current shape of the Special Constabulary.

A recent force-wide review of quantitative measures of Special Constabulary performance revealed that up to 90% of the total establishment of special constables are now completing the minimum number of hours required of them each month.

This shows a significant improvement in recent years; in 2012 this figure was only around 50%. Additionally a number of officers in each BCU complete a large amount of duty hours each month (often in excess of 100 hours). The total number of duty hours completed by the Special

40000

250

30000

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20000

150

10000

50

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Number of Officers

As part of this work, Chief Officers have made clear their intention that the Special Constabulary takes ownership for the creation and delivery of its own plan.

Hours Volunteered

The Chief Constable’s Delivery Plan 2018/21 sets a priority for the Force to refresh its approach to Citizens in Policing.

SC Duty Hours vs Number of Officers

0 2012

2013

n Hours Volunteered

2014

2015

2016

2017

2018

n Number of Officers

Constabulary has consistently increased each year; around 11,500 duty hours were completed in 2015, 14,000 hours in 2016, 22,500 hours in 2017 and 44,000 hours in 2018.

This demonstrates a huge amount of missed potential in the Force if the Special Constabulary is not suitably trained and meaningfully deployed.

Data from a recent survey of special constables across South Wales Police revealed that of the 38 respondents who took part in the questionnaire, 52% were unhappy with their initial training; 55% were unhappy with their ongoing training; only 62% felt valued in their role as a special constable on BCU; and 73% felt valued by the Force. Although these figures show

an improvement on similar data collected previously, it highlights that there is still significant room for improvement.

A motivated Special Constabulary is vital to guarantee a return on investment for the Force and to ensure that volunteers are getting the most out of their efforts. Equally, in times of increased risk of major incidents and taking into account the increased demands during our proud history of policing major events such as the NATO Summit, the Olympic Games and the UEFA Champions League Final, South Wales Police needs to be confident that it’s Special Constabulary are fully trained, committed and able to be called upon to support the regular Force.

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GOVERNANCE, STRUCTURE & LEADERSHIP The Special Constabulary is integrated into and works alongside the regular Force but is managed by its own rank structure.

In South Wales, the Special Constabulary is led by a Chief Officer and its ranks include Special Inspectors (S/Insp), Special Sergeants (S/Sgt) and Special Constables (SC).

In each BCU a Special Inspector is responsible for the following tasks: n Ensuring organisational and operational requirements are met including compliance with the minimum duty requirement, mandatory training and the Police Action Checklists n Ensuring that special constables are tasks appropriately to meet demand within their area of responsibility n Managing the health and wellbeing needs of individuals n Following unsatisfactory performance procedures n Managing regular team meetings for special constables n Managing administration Special Inspectors are supported by Special Sergeants. Duties include: n Coordinating special constables’ duties within the local policing area 12

n Ensuring organisational and operational requirements are met including compliance with the minimum duty requirement, mandatory training and the Police Action Checklists n Assisting with authorisation of expense claims n Regularly examining special constables’ electronic pocket note books n Communicating information to special constables from Special Inspectors/Local Policing Inspectors The Special Constabulary is supported by the Citizens in Policing Hub. Overall responsibility for the Citizens in Policing portfolio is with the ACC Territorial Policing, and is led by the Citizens in Policing Strategic Lead Superintendent. Support is providing to each of the volunteer strands by a Chief Inspector/Inspector.

Additional support in terms of initial and ongoing training and development is provided by Learning and Development Services.

Recruitment is carried out by the Human Resources department.

Special Inspector (Eastern)

Eastern BCU Support (General Manager, CiP, SPOC, Comms, Local Planning)

Spe (

Central BCU Support (General Manager, CiP, SPOC, Comms, Local Planning)

Special Sergeant (Cardiff City)

Special Sergeant (Roath & Cathays)

Special Sergeant (Barry)

Special Sergeant (Llanedeyrn & Llanishen)

Special Sergeant (Rhumney & St Mellons)

Special Sergeant (Maesteg)

Special Sergeant (Cardiff Bay)

Special Sergeant (Ely & Canton)

Special Sergeant (Fairwater)

Figure 1: Shows the proposed Special Constabulary organisational and support structure, including the Police Officer and Police Staff roles

ACC Teritoral Policing

Special Constabulary Chief Officer

Superintendent CiP Strategic Lead

Special Constabulary Staff Officer

CiP Hub

Force Special Constabulary Support

Special Superintendent

Chief Inspector (SC Support) Human Resources Learning and Development, Professional Standards Department, Digital Services Division, Communications, Strategic Resourcing and Planning

Potential Future Special Chief Inspector

cial Inspector ((Central)

Special Inspector (Northern)

Northern BCU Support (General Manager, CiP, SPOC, Comms, Local Planning)

Special Inspector (Western)

Western BCU Support (General Manager, CiP, SPOC, Comms, Local Planning)

Special Inspector (Training)

Specialist Ops / Crime Support (General Manager, CiP, SPOC, Comms, Local Planning)

L & D Special Constabulary Trainer

Special Sergeant (Bridgend)

Special Sergeant (Cynon)

Special Sergeant (Merthyr)

Special Sergeant (Gower & Townhill)

Special Sergeant (Morriston & Eastside)

Special Sergeant (Vale of Glamorgan)

Special Sergeant (Rhondda)

Special Sergeant (Taff)

Special Sergeant (Neath)

Special Sergeant (Penlan & Gorseinon)

Special Sergeant (Port Talbot)

Special Sergeant (Swansea City)

Special Inspector (Specialist Ops & Crime)

Special Constable Trainers & Mentors

Special Sergeant (Roads Policing)

Detective Special Constables

Portfolio Lead for Specials PSU Serial*

* Made up of special constables from across the Force and led at events by appropriately trained Special Inspectors

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Citizens in Policing Governance Structure The Special Constabulary will take ownership of the creation and delivery of its own plan. This plan will form part of the Citizens in Policing project plan and will be supported by the Citizens in Policing governance structure.

Bronze Board 1

The Special Constabulary Chief Officer will sit on the CiP Governance Board working closely with the CiP Strategic Lead to ensure the Special Constabulary plan is aligned to the overarching CiP project. Currently, a Special Constabulary Tactical Group, chaired by a Chief Inspector support lead, is intended to the support the Special Constabulary in the delivery of its plan by bringing together various force departments. This tactical group will be replaced by the SC Management Board with members of this board meeting with force departments to take forward specific areas of work.

CiP Governance Board

SC Management Board

Figure 2: Citizens in Policing Governance Structure

SC Chief Officer (Chair)

Special Superintendent

Chief Inspector (Support Lead)

CiP Hub Representative

SC Staff Officer

Special Inspector (Eastern BCU)

Special Constabulary Management Board

Special Inspector (Central BCU)

Special Inspector (Northern BCU)

Special Inspector (Western BCU)

Special Inspector (Training)

Special Inspector (Spec Ops/Crime)

Figure 3: Special Constabulary Management Board (New Structure)

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Special Constabulary Management Board This delivery plan should be considered as a programme of work rather than a finished article. To facilitate this programme, it is recommended that a management board is formed that would oversee and direct this programme of work, ultimately being responsible to and chaired by the Special Constabulary Chief Officer. Each Special Inspector would be expected to attend and to relay relevant information and actions to their BCUs/departments. The Chief Inspector Support Lead will attend the Special Constabulary Management Board and facilitate areas of work between representatives from Learning and Development Services, Human Resources and Corporate Communications etc.

Actions and developments from the Management Board will be fed back to the CiP Governance Board and ACC Territorial Policing.

Special Constabulary Rank Structure The Special Constabulary rank structure was reviewed a number of years ago. In order to properly integrate and improve the effectiveness of the deployment of the Special Constabulary a number of changes were introduced to ensure that the organisational structure reflected the spans of command in the regular force. As a result South Wales Police amended the rank structure titles to reflect that of the regular force. These ranks are Chief Officer, Special Inspector, Special Sergeant, and Special Constable.

The Deputy Chief Commandant post was disestablished.

Due to the refreshed approached to Citizens in Policing, and the desire for the Special Constabulary to takes ownership of its own plan, it is recognised that the Special Constabulary Chief Officer will require additional senior officer support. A new post of Special Superintendent will be established to support the Chief Officer in the delivery of this plan. In additional to this, a Special Constabulary Staff Officer post will also be established to provide developmental opportunities to special constables who aspire to take on leadership responsibilities within the organisation, or to provide meaningful volunteering opportunities to special constables restricted from frontline policing roles.

Each Special Inspector is responsible for a BCU/Department, providing a link between their team of Special Sergeants and Constables, and the BCU SMT, and the Chief Officer. The role is intended to enhance coordination across the Force whilst ensuring that organisational and operational requirements in the BCU are met.

Following the review of this role the management of special constables is more thorough than in previous years, although still with its difficulties.

Promotion Boards in order to appoint into these new posts.

There will be six Special Inspector posts across the Force; one aligned to each of the four BCUs, one taking responsibility for special constables within Specialist Operations & Specialist Crime, and one taking responsibility for Special Constabulary training.

Currently there is no consistency across the Force regarding Special Sergeant posts, with officers managing widely varying numbers of special constables. Special Sergeant posts should be coterminous with Local Policing areas, with at least one Special Sergeant covering each sector.

Management ratios should follow a corporate model which states that each Special Sergeant will have responsibility for not more than 8 special constables. For each BCU this will mean additional Special Sergeant posts being established and the Special Constabulary Management Board will oversee the delivery of Special Sergeant

The current leadership training delivered to Special Sergeants and Special Inspectors is insufficient. In order for the Special Constabulary to be effective in the delivery of its plan, the SC Management Board will review the promotion process within the Special Constabulary and work with L & D to develop a suitable leadership pathway in order to provide its leaders with relevant training and development opportunities.

Where it is not possible to fill posts of Special Inspector or Special Sergeant, BCUs will carry vacancies.

Special Constabulary numbers change on a regular basis owing to recruitment, attestation and officers leaving the Force. It is therefore proposed that the organisational structure relating to Special Sergeants posts is reviewed by the SC Management Board on an ongoing basis.

The ‘mirroring’ of regular ranks enhances awareness within the Force of the role of the Special Constabulary and reinforces the model of leadership. It is acknowledged that although current rank titles are now better understood, the current rank insignia of bars remains confusing for both staff and members of the public.

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For a number of years, national guidance has advocated that forces change their rank insignia from the old bar system to that of the regular force. Uptake of this guidance had initially been slow but in recent years an increasing number of forces have adopted regular rank insignia for its Special Constabulary.

The Special Constabulary in South Wales supports these national recommendations and will consult with Chief Officers with a view to bringing about their implementation.

ACTIONS

SPECIALS EPAULETTES Special Chief Officer

Current

Special Superintendent

New

Special Inspector

N/A

New

Special Sergeant

Special Constable

1. The Special Constabulary will take ownership of the creation and delivery of its own plan, supported by the established Citizens in Policing governance structures.

2. A Special Constabulary Management Board (SCMB) will be formed to oversee the development of the Special Constabulary in line with this Delivery Plan, working with relevant departments across the Force.

3. A new Special Superintendent post will be established to support the Chief Officer to deliver of this plan.

4. A new Special Constabulary Staff Officer post will be established to support the delivery of this plan. This will be a seconded post for developmental opportunities or for non-operational officers.

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Current

New

5. Special Inspector posts will align to BCUs or Departments and will be responsible for leading the activity of the Special Constabulary within their areas of responsibility.

6. Special Sergeants posts will be coterminous with local policing areas and will be responsible for not more than 8 Special Constables.

7. BCUs/departments will carry vacancies where it is not possible to meet the requirements specified.

Current

New

Existing

8. Special Constabulary team meetings will be held regularly within each BCU/department.

This will be managed by the Special Inspector for that BCU/department.

9. The Chief Officer will review the roles and insignia associated with the Special Constabulary ranks.

10. The Chief Officer will review the organisational structure on an ongoing basis.

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RECRUITMENT AND RETENTION Between 2010 and 2015 South Wales Police did not recruit any special constables.

The absence of recruitment, coupled with the internal recruitment of regular police officers/PCSOs targeting specials, meant that special constable numbers fell from around 250 in 2010 to 50 in 2015. Since then, plans have been in place for the recruitment and training of 60 new officers each year, however the number of recruits that remain engaged following a lengthy recruitment process mean that intakes are often undersubscribed.

A review of data over the past five years has revealed that approximately 30% of the Force’s special constables leave the role each year. To maintain an establishment of 100 special constables, 30 additional officers will need to be recruited each year.

As the establishment grows, the number of additional recruits needed to maintain numbers also increases. In order to achieve growth in special constable numbers, the pace of recruitment must significantly exceed 30% of the establishment each year.

The below table suggests the recruitment of 90 new special 18

2019

2020

2021

Total Specials at Start of Year

118

178

223

Predicted Leavers (25% Attrition Rate)

30

45

56

Suggested Recruitment Size

90

90

90

Total Specials at End of Year

178

223

257

Table 1: Proposed Recruitment of Special Constables and Predicted Establishment Size

constables per year over the next 3 years in order to achieve a desired establishment of 250-275 officers across the Force. The ongoing recruitment of 60 special constables in subsequent years will maintain this establishment. These figures assume a reduction in the attrition rate of special constables from 30% to 25% due to the

2016

n Joined Force (PC/PCSO) n Dissmissed

increased recruitment of ‘career specials’ and improved retention as a result of more meaningful and satisfying deployments.

Special constables leave the Force each year for a variety of reasons, however the most common reason is to begin a career as a police officer. The Special Constabulary has historically been seen as a

2017

2018

n Change in Personal Circumstances n Retired

Figure 4: Reasons why Special Constables Left South Wales Police in 2016, 2017 & 2018

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The Special Constabulary offers a unique opportunity to members of our minority communities, who are commonly underrepresented in regular police officer recruitment intakes due to complex historical, social and cultural reasons. The commitment of joining the Special Constabulary is not as great as joining the regular Force, and the stakes are far less for those who feel the role is not for them and wish to leave. Therefore the Special Constabulary allows members of our minority communities to ‘test

the water’ and provides an opportunity to allay misconceptions of the police.

Most forces across the UK operate an Employer Supported Policing scheme that sees employers forming a partnership with the police to agree to give their staff an agreed amount of time off their paid employment to perform duties as a special constable.

When in a period of recruitment,

of them remaining as ‘career specials’ whilst also bringing a wide range of skills and experience to the Force. This would be supported by an established Employer Supported Policing Scheme for external and internal employees.

South Wales Police currently follow the College of Policing National Recruitment Process for Special Constables. It was adopted to strengthen the professionalism and

As part of this plan the Special Constabulary will work closely with our wider minority communities to ensure our establishment is representative of the communities we serve.

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stepping stone into the regular force and recent recruitment intakes of special constables comprise almost entirely of those wishing to join the Force as a regular police officer. In order to improve retention rates this balance needs to be addressed with a greater proportion of recruits wishing to join as long-term ‘career specials’.

The absence of a Special Constabulary recruitment strategy has resulted in no marketing plan for recruitment campaigns and no targeting of potential recruits.

Recruitment opens on the Force website for a period of one week and has not been advertised. This has led to the mainstay of applicants being young, white males aspiring to join the regular Force. In addition to this, a proportion of places during each intake are ring-fenced for Police Science degree students, again predominantly aspiring to join the regular Force.

having an ESP scheme can be beneficial to attract applicants who work for organisations that support policing in this way. It is recommended that South Wales Police build partnerships with employers in relation to Employer Supported Policing as well as refreshing its own scheme to support police staff who are special constables.

In order to increase the proportion of ‘career specials’ joining the Force a Special Constabulary Recruitment Plan should be developed, supported by a targeted marketing campaign. The recruitment of individuals in established careers, employed in reasonably well paid jobs would increase the likelihood

interoperability of the Special Constabulary by improving retention rates from a good candidate selection. However, the current recruitment process is lengthy, costly and burdensome on the recruitment team. Capacity within the recruitment team is a limiting factor on the potential numbers of specials we are able to recruit.

Following a successful bid to the Police Transformational Fund, an All Wales Pilot Project is currently working to produce an agreed Special Constabulary recruitment process for all four Welsh forces.

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This will allow the possibility of cross border collaborative recruitment processes.

The SC Management Board will monitor the progress of this All Wales Pilot Project, working with HR to evaluate the final product to ensure it is both time and cost efficient. It is known that lengthy recruitment processes are a barrier to volunteering and should be as short as practically possible. The Special Constabulary will also work with HR to identify areas of the recruitment process that can be delivered by special constables in order to increase recruiting capacity and reduce costs.

The College of Policing estimate the hourly cost to the force for a special constable as being £3.40 for officers in their training period and just under £3.00 when trained. This represents excellent value for money particularly in light of the current economic climate. This figure is calculated based on all special constables completing at least 16 hours of duty per month.

A significant portion of the estimated cost of recruiting a special constable comes from the cost of supplying new kit. However these costs are a significant overestimation as the most expensive items of kit e.g. Airwave sets, mobile devices etc, can be handed down to new starters from those leaving the Force.

The success of this Delivery Plan will also be measured by the number of new special constables that South Wales Police is able to recruit in the future and how they are subsequently trained, deployed and retained.

16. South Wales Police will refresh its approach to Employer Supported Policing (ESP), seeking support for the scheme from external employers and promoting recruitment opportunities as they arise.

ACTIONS

17. South Wales Police will refresh its support for the ESP Scheme for its own staff.

11. South Wales Police will continue to recruit special constables as an ongoing programme of work to achieve and maintain an establishment of between 250 and 300 special constables.

12. The SCMB will work with HR to explore areas of the recruitment process that can be delivered by the Special Constabulary in its aim to become more selfsufficient.

13. The SCMB will work with HR to shorten the duration of the current recruitment process and reduce costs, giving consideration to the work of the All Wales Project.

18. The SCMB will explore recruitment options to increase the proportion of ‘career specials’ recruited.

19. The SCMB will review attrition rates and address areas for improved retention. It is envisaged that improved reward, recognition and deployment in meaningful roles will improve retention.

14. The Special Constabulary will work with the Representative Workforce team to promote special constable recruitment opportunities amongst our wider minority groups.

15. The Special Constabulary will support the Female Recruitment, Retention and Progression Delivery Plan aiming to increase female representation throughout its ranks.

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HUMAN RESOURCE MANAGEMENT HR processes and procedures play an important role in maximising the availability of motivated, diverse, effective and rewarded special constables.

Currently the HR department takes responsibility for all Special Constabulary recruitment activity and maintains an establishment list which is updated with information provided from the Special Constabulary’s DutySheet system.

Human Resources also maintain personnel records of Special Constables.

Within the Special Constabulary, Special Inspectors are responsible for the majority of HR management within their BCU with the support of their Special Sergeants. Their role includes ensuring duty hours are accurately recorded and expenses authorised, managing Action Plans for underperforming special constables and other local HR matters. They are supported by the CiP Hub and a HR Business Partner.

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All special constables are required to book their duties using the DutySheet system. Non-compliance with this mandatory recording will be classed as inactivity and is also managed by the inactive process.

Despite these processes being in place, there are a small number of special constables failing to achieve

In 2012 a corporate approach to dealing with inactive special constables was developed and agreed by the Specials Management Team.

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In 2012 a corporate approach to dealing with inactive special constables was developed and agreed by the Specials Management Team. In the first instance, this process intends to support the officer to continue volunteering. Where further action is required e.g. re-training or dismissal from the Force, this is referred to the Special Constabulary Chief Officer to manage in conjunction with Human Resources.

their minimum duty requirement on a regular basis without appropriate intervention taking place. In order to maximise the effectiveness of the Special Constabulary, these processes will be reviewed and refreshed.

A long Service Medal is awarded to special constables upon completion of 9 years’ service, provided that during which time their conduct is deemed to have been good. A bar is added to their service medal for each subsequent 10 years’ service.

What constitutes valid service is unclear e.g. the eligibility of officers not completing their minimum duty requirements. In the interests of fairness and to preserve the credibility of these awards, the Force will set a standard criteria for awarding the Long Service Medal and subsequent bars.

Once a special constable completes their initial training and Police Action Checklist, there is currently no ongoing personal development and review process. These reviews are important for agreeing with individuals the requirements of their role and the expectations of them; monitoring achievements; and providing feedback to enhance performance, motivation and role satisfaction. They provide an opportunity to learn officers’ motivations and aspirations and hear how the Force could support them in the role.

When an officer leaves the Force an exit interview is offered and a certificate of service is posted.

An improved process for issuing certificates of service will be developed with Human Resources.

ACTIONS 20. The SCMB will review the process and procedures in place to deal with inactive special constables.

21. A process for issuing certificates of service to special constables leaving the organisation will be reviewed and opportunities for further recognition of long service will be explored.

22. A standardised criteria will be set for awarding the SC Long Service Medal and subsequent bars.

23. The SCMB will explore options for an annual appraisal/ development review for special constables.

24. The SCMB will make the health and wellbeing of its volunteers a priority and will ensure that officers are considered as part of a wider programme of work delivered by the Force.

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limits the amount of time available for training delivery compared to a full-time officer.

LEARNING AND DEVELOPMENT Ensuring special constables have the necessary skills, competencies and development to enable them to safely and confidently deliver policing in the local community is critical to making any deployment effective.

The Force currently uses a distance learning package to deliver initial training to its special constables.

This is supplemented by a small number of contact sessions.

Feedback from special constables completing this training package suggests a lack of sufficient faceto-face input with officers feeling unprepared for their frontline role.

It is recognised that the current training package for special constables is not fit for purpose.

Upon completion of initial training, officers are expected to complete a Police Action Checklist (PAC) to evidence occupational competency.

It is a requirement that all special constables complete their PACs in order to be considered safe to patrol independently. The PAC has been revised by Learning and 24

Development to suit the needs of special constables and it is expected that special constables would complete their PAC within 12 months from the completion of their initial training.

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Special constables are required to commit to 16 hours a month which limits the amount of time available for training delivery compared to a full-time officer.

Following a successful bid to the Police Transformation Fund, an All Wales Pilot Project is currently working to develop an initial training programme for the Special Constabulary. Representatives from the Force form part of this project’s working group and the Special Constabulary will closely monitor its progress.

Special constables are required to commit to 16 hours a month which

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The development of Specials has a huge impact on performance, with the roles performed being limited by skills and knowledge. This restricts effectiveness and is a barrier to a motivated volunteer workforce.

Therefore, when considering the training requirements of a special constable, two options become apparent; to provide basic training that covers a broad area of policing (the ‘first responder’) or to provide comprehensive training that covers a narrow area of policing (the ‘specialist’). The former approach provides flexibility to deploy special constables in a variety of roles to provide an initial police response until regular officer support arrives, whilst the later provides valuable specialist skills limited to specific deployments.

This Delivery Plan recommends a refreshed approach to Special Constabulary training which focusses on the special constable being a ‘first responder’ trained to deliver an initial policing response. It recommends a refreshed approach to initial police training in collaboration with the All Wales Pilot Project followed by a comprehensive PACs process that develops special constables to

Modular Learning Packages Providing Specialist Skills & Development Opportunities

Initial Police Training

Police Action Checklists

Modular Learning

Neighbourhood Policing Module

Response Policing Module

Policing Events Module

Roads Policing Module

Specialist Crime Module

PSU Module

Leadership Module

Training & Tutoring Module

...more

Figure 5: Suggested Special Constabulary Modular Training Programme

achieve competence to patrol independently. It is suggested that a programme of training modules are created which will allow special constables the exibility to select training areas that are of interest to them whilst being suitable to their policing roles. This approach to training will produce an establishment of special constables that are engaged, feel valued and have the relevant knowledge and skills to effectively support the Force.

Tutor Units have historically struggled to provide effective tutorship of special constables.

Currently the provision of effective tutoring remains inconsistent across the Force. Recent changes to the way the Force recruits and trains

police constables makes it unclear whether there is resilience amongst trained tutors to support special constables. This area will be monitored by the SCMB in consultation with L&D. Special constables are expected to undergo annual refresher training in OďŹƒcer Safety and First Aid. Historically it was a challenge to provide this mandatory training due to the necessity to deliver these courses in the evening or weekends.

Since the introduction of a Special Inspector post with responsibility for training (who is also a force trainer), several mandatory training courses have been provided outside of normal working hours and this has seen training compliance improve

signiďŹ cantly. However, reliance on one volunteer to deliver this ongoing training requirement to a growing establishment is unsustainable and it is proposed that the SC Management Board work with L&D to support this training across the force.

The dynamic nature of policing means it is important that special constables receive regular updates and development training. This will be achieved during regular team meetings which will take place in each BCU/department. The SC Management Board will also explore options for CPD days for special constables.

A small number of experienced special constables have completed 25

the required training to become police tutors. In addition to this, a number of Special Inspectors have completed the CET 3 training qualification in order to support training delivery. In order for the Special Constabulary to become more self-sufficient, further opportunities should be explored to develop more special constable trainers and tutors. A Special Inspector portfolio is included in the organisational structure to lead this area of work alongside L&D. The success of this delivery plan relies heavily upon the ability of the Special Constabulary to lead itself.

Despite the importance of the Special Sergeant and Special Inspector roles, there is currently no leadership training or development provision for holders of these vital roles. Such provision is essential to enable effective leadership and management of special constables.

The SCMB will work with L&D to develop a leadership programme suited to the roles of Special Inspector and Special Sergeant.

The use of Specials in more specialised roles will inevitably result in increased training requirements.

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It is therefore recommended that any opportunities for specialisation are looked into thoroughly and approved by the SC Management Board.

ACTIONS 25. The SCMB will work with LDS to reform the initial learning package delivered to special constables, ensuring it is fit for purpose, giving consideration to the work of the All Wales Project.

26. The SCMB will work with LDS to deliver OST and First Aid courses to ensure all officers are compliant with mandatory training.

27. The SCMB will work with LDS to develop an appropriate leadership programme which will be made mandatory for all specials moving into the ranks of Special Sergeant and Special Inspector.

28. The SCMB will monitor progress across each BCU regarding completion of the Police Action Checklist (PACs). This information will be provided by Special Inspectors in each BCU.

29. The procedure for completing the PACs will be adhered to by all special constables and supervisors.

30. On completion of initial training special constables will have 12 months to complete the PACs. 31. Non-compliance with the PACs will result in appropriate action being taken to support the special constable through the process.

32. The SCMB will monitor use of mentors/tutors to support special constables through their PACs. 33. The SCMB will need to approve any specialised roles that require further training.

34. The SCMB will explore qualifications available to special constables for the training undertaken.

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TASKING AND DEPLOYMENT Currently in South Wales, special constables are aligned to Local Policing Sectors where they complete their duties alongside both Response and Neighbourhood Policing Teams.

In addition there is a small team of officers who volunteer exclusively with the Roads Policing Unit providing operational resilience, representing Roads Policing at events, and supporting multiagency road safety operations. In Western BCU, a team of Special Constables form a Joint Response Unit which sees a Special and Paramedic patrol together and tasked to incidents where their presence will likely release police and ambulance resources.

National Strategies have emphasised the importance of using special constables in varied roles where they are properly tasked and utilised. It is reported that deployment is a major consideration and the single most important factor in the motivation and retention of specials constables.

In the absence of financial compensation, volunteers need job satisfaction to motivate them to continue to provide their time. In terms of cost to the organisation, there is a clear advantage to retaining specials beyond two years.

Therefore it is vital that special constables are deployed into roles 28

that equally benefit the organisation whilst also motivating officers to volunteer.

Some special constables will have external skills that could benefit specialised policing roles. In order to get a clear picture of the skills spread across the Force it is recommended that a Skills Audit is carried out and that the Force explores the potential for more specialised roles that effectively utilise these skills for the mutual benefit of the Force and the special constable. Providing more varied opportunities for deployment within the Special Constabulary should always be undertaken with clear recognition of value for money principles and the policing requirements of the Force, rather than solely attempting to satisfy a special constables “interest” in a certain area of policing.

This Delivery Plan suggests the following tasks that should be allocated to the Special Constabulary: n Crime reduction tasks (e.g. uniformed patrol, deterrent, bail checks)

n Public re-assurance tasks (e.g. incident response, uniformed patrol) n Investigation of minor crime and statement taking or house to house enquiries n Anti-Social behaviour patrols and operations n Road safety operations (e.g.

Drink drive, Seatbelt, ANPR vehicle stops) n Policing local events n Providing added resilience to the policing of major events and critical incidents The SC Management Board should oversee work carried out to explore the different tasks that specials currently undertake across the Force in order to establish if there is a need to promote to senior officers the different ways that special constables in their BCUs can be utilised. The SC Management Board needs to establish if specials are being afforded the opportunity to use their skills and abilities to maximum effect. This also impacts upon Training and Development as a varied programme of work will support new officers to complete their PAC and will assist all specials in maintaining a relevant and broad ranging skill set.

Local Policing Inspectors who have responsibility for response and neighbourhood policing functions will be best suited to decide on appropriate tasking and deployment

of special constables as a sector resource. Special Sergeants should form part of the Local Policing Inspector’s supervisory team, liaising between their team of special constables and the Local Policing Inspector, neighbourhood sergeants and response sergeants to ensure effective tasking and deployment of special constables.

As well as coordinating Specials resources for neighbourhood and response shifts, Special Sergeants should lead local Special Constabulary operations on an ad hoc basis to proactively deal with local priorities (e.g. antisocial behaviour) and to provide policing at local events. Special Constabulary led policing of larger BCU events or operations which span multiple sectors, will be led by the Special Inspector.

Special Inspectors are responsible for the management of special constables across a BCU or department. In order to ensure specials are being tasks and deployed in meaningful roles that support BCU priorities, Special Inspectors should attend or be represented at BCU Tasking and Coordination meetings.

Currently the Special Constabulary is not being utilised to its maximum potential to support the Force during planned major events or in the event of an unexpected major incident. The Special Constabulary will work closely with the Strategic Planning and Resources team to fully utilise

Local Policing Inspector

Sector Deputy

Response Sergeant

Response Duties

Special Sergeant

SC Led Events & Operations

NPT Sergeant

NPT Duties

Figure 6: Special Constabulary integration within the Local Police Model

specials at major events across the Force area. In addition to this the Force will support the training and development of a Special Constabulary PSU serial, made up of special constables from across the Force and led operationally by appropriately trained Special Sergeants and Special Inspectors.

The Force will work to develop the role of a ‘Specials Bronze’ officer to be deployed on occasions when numerous special constables are involved in the policing of an event.

This ‘Specials Bronze’ will form part of the policing command structure for the event, liaising with planning departments and the wider command structure to plan the

contribution of the Special Constabulary to the policing of the event as well as coordinating the deployment of special constables on the day.

The Special Constabulary provides the Force with a reserve of additional police officers that can be called upon to provide added resilience in the event of a critical incident, unplanned staff shortage e.g. during inclement weather, and during unpredicted peaks in demand. No process or procedure currently exists to allow the Force to call upon the Special Constabulary for immediate support when it may be required. The SC Management Board will work to introduce a process that allows

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urgent tasking and deployment of special constables in such circumstances.

Key to effective deployment and tasking is the ability to communicate information quickly and effectively to all special constables across the Force with the ability to allow them to ‘sign up’ for specific events and training dates. The ongoing use of DutySheet meets this requirement at a reasonable cost to the Force.

One area of policing that could benefit from the introduction of special constables with such skills is Specialist Crime. The SC Management Board will work with Specialist Crime to develop the role of Detective Special Constable.

ACTIONS 35. A Skills Audit of all special constables will be completed and details requested of specific skills that could be used in specialised roles across the Force.

36. The Skills Audit will be followed up with relevant departments across the Force to establish feasibility of expanding the specialised role portfolio and providing choice to effectively utilise these skills and abilities.

37. The Special Constabulary will continue to utilise the DutySheet system to record the duties of all special constables across the Force and explore options for information sharing with Force systems.

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38. The SCMB will oversee work carried out to explore current tasks specials are utilised for by the BCU and make further recommendations if necessary.

39. Special Inspectors will attend or be represented at BCU Tasking and Coordinating meetings.

40. A process will be put into place to request an urgent deployment of special constables in the event of a major incident, adverse weather, unplanned staff shortage or significant peaks in demand.

41. The Special Constabulary will work closely with Strategic Planning & Resourcing to effectively support the policing of major events and assist the Force to deliver its Strategic Policing Requirement.

42. The SCMB will explore opportunities to develop the role of Special Detective Constable in order to support the delivery of detective numbers within the Force.

43. A Special Constabulary PSU Serial will be formed to support policing operations across the Force.

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DIGITALISED POLICING

Division to ensure the rollout of future devices to special constables.

South Wales Police is one of the country’s leading forces in its use of the latest technology to enhance the service we provide.

The managerial responsibilities of SC supervisors requires regular access to the Force ICT infrastructure. It is also recognised that their attendance or representation at local, BCU and Force meetings is key to the success of this Delivery Plan. As volunteers this access is often challenging when duties are balanced alongside the commitments of their full time employment. The provision of a field laptop with videoconferencing functionality would greatly increase access and productivity in these roles.

Our use of technology is evolving at significant pace; flexible and field working is increasing significantly across the Force and 2018/19 sees the roll-out of Body Worn Video, the 3rd generation of mobile data devices, and field laptops etc. Many frontline operational policing tasks now rely completely on having access to some form of electronic device.

However, the introduction of this technology has often hindered the frontline policing tasks performed by special constables. Frequently the Special Constabulary has not formed part of the formal roll-out of these devices and there is often confusion as to whether this essential kit is given to special constables at all.

Special constables are frontline operational police officers. They share the same powers of constable as full-time officers, are required to

Special Constables are not currently issued with Body Worn Video (BWV) but are utilising pool devices where available; an 8 week pilot of personal issue BWV for a cohort of special constables considered the benefits of issue versus its costs.

This Delivery Plan recommends that BWV devices are made available to all special constables for every frontline policing duty they undertake.

In 2018 South Wales Police saw the rollout of a third generation mobile data device to officers. Special constables were included in this rollout receiving a similar, more value-for-money device. The SCMB will work with the Digital Service

Special constables share the same powers as full-time officers are required to complete similar duties and face the same challenges and risks.

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complete similar duties and face the same challenges and risks. Therefore, this Delivery Plan recognises that special constables require access to the same technology as other frontline police officers.

ACTIONS 44. The SCMB will work with the Digital Services Division to ensure the inclusion of special constables in the rollout of technology that supports service delivery.

45. South Wales Police will recognise its special constables are frontline operational police officers, providing them with access to the technology required for them to carry out their duties as frontline police officers.

46. The SCMB will consider opportunities to deploy special constables in roles that support the use of technology in frontline policing e.g. Automatic Facial Recognition, ANPR, Unmanned Arial Vehicles etc.

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REWARD AND RECOGNITION Special constables are volunteers who give of their time freely to help keep their communities safe.

Current opportunities to recognise the efforts of special constables exist at National, Force and BCU levels. The prestigious Lord Ferrer’s Awards are held annually by the Home Office and recognises the contribution of special constables and police volunteers throughout England and Wales. The South Wales Police Awards occur annually and includes the Extra Mile Award for Volunteers; this award is open to all volunteers across the Force including special constables, police support volunteers and police youth volunteers. Each BCU also hosts its own local awards events although the inclusion of special constables is inconsistent.

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In recent years, the number of special constables nominated for these awards has reduced. It is thought that this has been due to a reduced establishment, a lack of awareness of the recognition opportunities open to special constables and ineffective marketing of the work of the Special Constabulary. The SC Management Board will promote the nomination of special constables for these award opportunities by overseeing

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It is also important to recognise special constables for reaching key milestones and good performance; due to the expected volume of recipients it may not be feasible to accommodate this recognition in existing award events. Therefore, an annual Special Constabulary Awards event will be established; examples of achievements recognised at this event may include the completion of a set

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This role requires a significant and sustained commitment in order to meet set expectations in relation to minimum monthly duty hours and the completion of mandatory training alongside the demands of volunteering in a frontline policing role. The Windsor Review into policing stated that recognition is required to reflect the dedication and commitment of special constables both on and off duty; it is recommended that opportunities for recognition are developed in line with this rationale.

Force. Due to the planned growth across all of Citizens in Policing and the introduction of Police Youth Volunteers, this delivery plan recommends the introduction of separate Force awards for special constables, police support volunteers and police youth volunteers.

Special constables make a significant contribution to policing and keeping their communities safe.

improved marketing of the Special Constabulary and recognition opportunities.

Previously, the South Wales Police Force Awards contained separate categories to recognise special constables and police volunteers; the Specials Award of Distinction and the Extra Mile Award for Volunteers. More recently this has merged into one award for all strands of volunteering across the

number of duty hours in a year, the completion of the PAC process and awarding of Independent Patrol Status, Special Constabulary promotions and the presentation of Long Service Medals & Bars (where an officer is unable to attend the Force long service ceremony) etc.

Several police forces across England & Wales reward their special constables with the payment of a bounty or reductions in their council

tax payments. The Special Constables (Amendment) Regulations 2015 devolved the power to approve such rewards from the Secretary of State to the local policing body for the area i.e. the Police & Crime Commissioner (PCC). As well as providing financial reward to special constables, such schemes also benefit recruitment and retention, compliance with minimum duty hours and compliance with mandatory training requirements. The SCMB will work with Chief Officers, the PCC and local authorities to explore opportunities for a council tax reduction scheme for special constables.

Many special constables make a significant contribution to policing and keeping their communities safe.

For some officers, this has been a sustained volunteering commitment that has spanned decades. Currently, special constables are ineligible to receive the Queen’s Police Medal, however they are eligible to be recognised with other UK Honours System awards e.g. BEM, MBE, OBE etc.

Several special constables across England & Wales have been recognised with such honours however it has been many years since a South Wales Police special constable was recognised in this way. The SCMB will promote nominations through the UK

Honours System for special constables who have made a significant contribution at a local, regional or national level.

ACTIONS 47. The SCMB will promote the nomination of special constables for National, Force and BCU Awards.

48. The SCMB will establish an annual Special Constabulary Awards event.

53. The SCMB will work with our Police & Crime Commissioner and local authorities to introduce a Council Tax reduction scheme for qualifying special constables.

54. South Wales Police will promote nominations through the National Honours System for special constables who have made a significant contribution at a local, regional or national level.

49. The SCMB will recommend the creation of separate Force Award categories for each volunteering strand.

50. Special Constables who have completed their required duty hours and mandatory training over the past year will receive a letter of thanks from the Chief Officer.

51. Special Constables who have completed over 300 hours of duty will receive a certificate of thanks from the Chief Officer, with a special certificate presented for the completion of 500 hours and 1000 hours.

52. Long service within the Special Constabulary will continue to be recognised by the awarding of the Special Constabulary Long Service Medals and subsequent bars.

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MARKETING A key factor in the success of the Special Constabulary is the ability to professionally market the service and the outcomes it delivers, both internally and externally.

The Force does not have a specific marketing strategy for the Special Constabulary and any marketing and promotion carried out is done so on an ad hoc basis. In this Delivery Plan the Special Constabulary Chief Officer has set a statement of vision and purpose for the Special Constabulary to be embedded within South Wales Police, effectively supporting its vision and mission, whilst also offering an attractive volunteering experience to members of our communities.

The South Wales Police Employee Resourcing Team takes responsibility for promoting the Special Constabulary at times of recruitment.

Historically in South Wales the demand for Special Constabulary places has always exceeded the number of roles available and intensive recruitment activity has never been necessary. However, there is a need to ensure that applicants are of high calibre, with increased

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It is recommended that South Wales Police maintain a library of evidence relating to Special Constabulary activities, performance and any award achievements.

The Special Constabulary effectively promotes its activities externally via social media. It has accrued over 2,850 followers and reaches tens of thousands more using its @SWPSpecials twitter account. It has been suggested that South Wales Police rebrands this twitter account to represent all volunteering within the Force. It is felt that this would remove the identity of the Special Constabulary in South Wales and may be unpopular with followers who are interested in the operational policing role unique to the Special Constabulary. Therefore the Special Constabulary will retain its own social

We have accrued over 2,850 followers and reach tens of thousands more using our @SWPSpecials twitter account

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proportions of ‘career specials’ and members from our minority communities.

media account. Additional social media activity by other volunteering strands will be considered by the CiP Governance Board.

In order to support the delivery of this plan a Special Constabulary page will be created within the BOB intranet site. This is vital to market the work of the Special Constabulary in Force, improve communication between the Force and key contacts within the Special Constabulary, and embed the Special Constabulary within the Force.

The SC Management Board will work with the Communications team to deliver this.

ACTIONS 55. The marketing of the Special Constabulary will be an ongoing programme of work overseen by the SCMB. 56. The SCMB will oversee work carried out by the Communications team to develop a marketing strategy for the Special Constabulary.

57. The SCMB will work with the Representative Workforce team to identify ways the Special Constabulary can be promoted to our wider minority communities.

58. The Special Constabulary will retain its own social media account to promote its work.

59. The SCMB will work with the Communications team to establish a presence on the Force intranet (BOB).

PERFORMANCE MANAGEMENT

ACTIONS

In order for the benefits of the Special Constabulary to be realised, performance needs to be accurately measured and interpreted.

61. Special Inspectors will present agreed performance data to the BCU SMT representative for consideration in the Force performance regime.

Good performance management methods can potentially see increased value for money from the Special Constabulary, improved performance and increased recognition of the value of the Special Constabulary both internally and externally.

62. Performance data will be presented to an appropriate Chief Officer Group at agreed intervals.

A significant amount of performance management data for the Special Constabulary is available through the use of the Special Constabulary’s Duty Management System, DutySheet.

This extends to duty hours (per individual officer, sector, BCU and Force), the nature of duties e.g. response policing, neighbourhood policing etc, mandatory training compliance, Independent Patrol Status, as well as changeable key performance indicators of activity e.g. arrests, reassurance visits etc.

Much of this information is not currently reviewed or utilised to improve the performance and

effectiveness of the Special Constabulary.

It is intended that the SC Management Board would monitor performance and data would be fed into this group via Special Inspectors and the Special Superintendent. It is recommended that the SC Management Board agree an appropriate Chief Officer Group to present this performance data to. Once established, it is also recommended that the SC Management Board would work with BCUs to set relevant performance targets for the Special Constabulary linked to the BCU Local Delivery Plans and other policing priorities, with the aim of improving effectiveness. The only current target for Special Constables is that they individually complete a minimum of 16 hours per month duty and remain compliant with mandatory training.

60. The SCMB will monitor Special Constabulary performance at BCU and Force levels.

63. The SCMB will set relevant performance targets at all levels of the Special Constabulary.

64. All Special Constables will be made aware of their individual and collective targets.

65. A Special Superintendent will hold a specific portfolio to support and develop all aspects of performance management.

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CONCLUSION As a business proposition the Special Constabulary is difficult to beat.

Financial data shows that the average cost of a trained special constable is approximately £3.00 per hour, compared to £37.00 per hour for a regular officer. South Wales Police needs to be confident that its special constables are being effectively deployed and managed and are motivated and confident in the role they perform in order to maximise this return on investment whilst ensuring good rates of retention and role satisfaction.

This document has outlined actions in order to assist South Wales Police in achieving a Special Constabulary that meets all these requirements and is an asset to the Force and the communities of South Wales. The achievements of special constables so far cannot be overlooked and the contribution they make to the Force

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The Chief Constable’s vision for South Wales Police is to be the best at understanding and responding to our communities’ needs. The Special Constabulary play a vital role in supporting their regular colleagues in this aim and the actions in this Delivery Plan intend to improve current performance and practice and support our special constables in this endeavour.

The Chief Constable’s vision for South Wales Police is to be the best at understanding and responding to our communities’ needs.

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and their communities is vast. This document intends to ensure that this is acknowledged but also to set clear aims and goals for the future and to make clear that the privileged position of special constable, with all its associated power and responsibility, also comes with expectations from the Force.

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