Information about the role of the director of intelligence, including the role purpose, key responsibilities and the skills required.
About the role
The role of director of intelligence sits within the intelligence sector of policing. It's a service function leader role in the policing professional profiles.
Role purpose
The director of intelligence leads an intelligence function, setting its strategic direction and ensuring efficient management of the intelligence process to inform decision-making and mitigate threat, risk and harm.
Key responsibilities
Key responsibility statements show the accountabilities for someone in this role. They focus on what is done, not how it is done.
- Directing, developing and coordinating the provision of the organisation’s intelligence function, to provide a clear and consistent set of products that inform decision-making at a strategic, tactical and operational level.
- Influencing and contributing to national consultations to develop intelligence standards and ensure they are embedded into an organisational strategy.
- Developing and co-ordinating strategies for intelligence, designing and shaping processes, contributing to the strategic direction of the organisation and ensuring that the intelligence function is operating in line with objectives.
- Developing and implementing frameworks, policy, and systems, including for the exchange of sensitive data and intelligence, so that information is managed in accordance with all relevant legislation and policy.
- Working in partnership with other agencies, forces, and other relevant regional or national organisations to deliver effective collaboration arrangements that will improve the force’s capacity to protect the public.
- Providing advice, direction, and expertise across the force on all intelligence-related matters to contribute to the achievement of policing objectives.
- Securing and allocating overall resources to match the changing profile of demand and need and making recommendations to the chief constable for such changes, to ensure that intelligence resources are deployed effectively to meet the needs of the force.
- Developing own knowledge and awareness of the discipline of intelligence and developing organisational response.
Competencies, values and core skills
The competency and values framework (CVF) provides clear expectations for everyone working in policing. It describes the behaviours required by police officers and staff to be effective in their roles and uphold the Code of Ethics for policing.
Competencies
The CVF has six competencies, which are split into levels. These levels can be used flexibly to allow for a better fit with frontline and non-frontline policing roles, and at different levels of seniority. This ensures that there is consistency throughout all the policing professional profiles. Some roles may contain different CVF levels due to the specialist nature of the role. Those working at higher levels should also fulfil the requirements of the lower levels.
- We are emotionally aware – Level 3: senior manager or executive
- We take ownership – Level 3: senior manager or executive
- We collaborate – Level 3: senior manager or executive
- We support and inspire – Level 3: senior manager or executive
- We analyse critically – Level 3: senior manager or executive
- We are innovative and open-minded – Level 3: senior manager or executive
Values
The CVF has three values that apply to everyone in policing, regardless of their role or seniority.
Core skills
All roles in policing have nine core skills in common. These are split into levels that represent the different levels of policing. This role should be operating at or working towards the following core skills.
- Communicating and influencing – Level 4
- Problem solving – Level 4
- Performance management – Level 4
- Relationship management – Level 4
- Change management – Level 4
- Managing people – Level 4
- Managing resources – Level 4
- Planning – Level 4
- Use of IT – Level 4
Education, qualifications and experience
To achieve effective performance in the role, the following standards, training, registration, accreditation and qualifications should be met.
Previous education, qualifications and experience
- Significant experience of leading diverse teams.
- Strong understanding of the strategic and operational environment.
- A background in intelligence and/or covert policing is desirable.
In role education, qualifications and experience
- Successfully complete College of Policing intelligence professional programme (IPP) qualification within 12 months of appointment.
Continuing professional development
Continuing professional development (CPD) enables everyone in policing to develop and gain recognition for their professional skills, knowledge and competence. CPD ensures that we continue to provide high-quality policing to keep the public safe and help to drive career aspirations. Discussion of CPD is usually included as part of professional development review (PDR) conversations.
To achieve effective performance in the role, the following standards, training, registration, accreditation and qualifications should be met.
Learning and accreditation
- There is a minimum CPD requirement for this role which maintains professional competency and IPP certification. Full details for the requirements can be found on College Learn in the IPP CPD framework document for the intelligence support officer or by speaking to force IPP lead.
- Complete all core training and learning as required by the force.
- Any exemptions to learning and accreditation requirements are at chief constable discretion, in line with the local force policy.
Professional development
This role should consider the following CPD:
- secondments to IPP partner agencies
- undertaking one of the specialist IPP endorsements
- completion of the mandatory CPD requirements also offers opportunities for developing further skills that can support further
Related roles
You can find other service function leader roles in the: