Information about the role of an intelligence manager, including the role purpose, key responsibilities and the skills required.
About the role
An intelligence manager is an intelligence position within the intelligence sector of policing. It's a manager role in the policing professional profiles.
Role purpose
The intelligence manager is responsible for the leadership of an intelligence team, for providing intelligence support to ongoing investigations and to assist in the production of intelligence products to inform decision making.
Key responsibilities
Key responsibility statements show the accountabilities for someone in this role. They focus on what is done, not how it is done.
- Providing leadership and direction to a team of intelligence staff, providing mentoring, coaching, guidance and support to staff to maximise their development, efficiency and morale, and deliver an effective intelligence service.
- Developing and maintaining processes, intelligence products and other core intelligence functions to assist decision making, identifying and managing threat risk and harm, and ensuring compliance with national standards and relevant legislation.
- Delivering and reviewing collection plans and commissioning intelligence products to support effective policing and recommend appropriate responses.
- Identifying, planning and deploying intelligence resources to ensure operational effectiveness.
- Interpreting policy to develop and review intelligence systems, procedures and practices (such as performing risk assessments and testing health and safety procedures) to introduce improvements.
- Ensuring intelligence products are informed and developed using consultation and feedback with key stakeholders, customers and the wider organisation to assist decision making, identifying and managing threat risk and harm, and ensuring compliance with national standards and relevant legislation.
- Enabling collaboration with colleagues in partner agencies to share intelligence and facilitate cross-sector working practices.
- Maintaining awareness of innovation within intelligence to ensure implementation of the latest techniques and tactics, good practice, and information relevant to the role.
- Reviewing resourcing levels and selecting and recruiting new members of staff, maintaining an awareness of the qualities and qualifications of all staff with a view to identifying development needs, optimum career paths, advancement potential, and a clear workforce resource plan.
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.
This role should be operating at or working towards the following competencies.
- We are emotionally aware – Level 2: supervisor or middle manager
- We take ownership – Level 2: supervisor or middle manager
- We collaborate – Level 2: supervisor or middle manager
- We support and inspire – Level 2: supervisor or middle manager
- We analyse critically – Level 2: supervisor or middle manager
- We are innovative and open-minded – Level 2: supervisor or middle manager
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 3
- Problem solving – Level 3
- Performance management – Level 3
- Relationship management – Level 3
- Change management – Level 3
- Managing people – Level 3
- Managing resources – Level 3
- Planning – Level 3
- Use of IT – Level 3
Education, qualifications and experience
Previous education, qualifications and experience
- Experience of leading diverse teams.
- An understanding of Investigatory Powers Act 2016 , Management of Police Information (MoPI) and other relevant legislation.
- In-depth experience in developing intelligence products.
In-role education, qualifications and experience
- Successfully complete the College of Policing intelligence professionalisation programme (IPP) qualification within 12 months of appointment, and ensure continued IPP compliance.
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
- Maintain IPP accreditation and registration.
- Complete all core training and learning 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
- 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 progression and development.
Related roles
You can find other manager roles in the: