ABSTRACT
Due to their voluntary nature there is an assumption that special constables are cost-effective and present value for money. After all, to the public these warranted and uniformed officers appear identical to their full-time counterparts. At a time of declining numbers of regular officers and when politicians are actively advocating community engagement in local policing the Special Constabulary appears an attractive proposition. What is lacking is evidence to justify such an assumption; and with a 20-25 per cent turnover in numbers each year it is clear forces are failing to retain the volunteer officers they invest in. Based on two of the largest surveys of Special Constables yet conducted this chapter explores whether forces can reduce annual attrition and thus increase value for money in the Special Constabulary. The findings point to a number of areas that, if addressed, could increase retention and thus value for money.
