ABSTRACT
Despite special constables having been a feature within the policing landscape for a very long time, the concept of voluntary police officers still presents significant strategic challenges and opportunities for police leaders. The Special Constabulary has tended to occupy a peripheral space in respect of police reform and this chapter argues that there is a need for fresh thinking about the future direction and potential for special constables within a rapidly changing policing environment. The chapter draws on initial findings from empirical research into the strategic cultures and leadership paradigm for special constables in two English police forces. The chapter points to options for future strategic direction for the Special Constabulary and argues for innovative concepts of ‘growth’ beyond a simplistic scaling of current models. This potentially engages an expansion of traditional roles for special constables, including an involvement in newer areas of policing practice and greater emphasis on community engagement, prevention and partnership. There are cultural challenges to be overcome in achieving new ambitions for the Special Constabulary - and a requirement to think differently about ‘value’, to inject a new leadership and to drive professionalism. It is argued that, if those broader transformational contexts emerge, then the Special Constabulary could set a future strategic course that has greater impact on policing outcomes, which is very different to the current model.
