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Darren started his policing career in 1990, having graduated from Sheffield University. The initial part of his career was spent in the Knowsley area where he completed a number of uniform and CID postings.
In 1999 he joined Cheshire Constabulary where he worked in a number of areas, in mainly uniform operational roles in Halton and Macclesfield. He was later posted to the Eastern Area as the uniform Chief Inspector.
Following his spell in Cheshire, he returned to Merseyside Police in 2006, on promotion to the rank of Superintendent and was posted to Wirral. He was posted to Knowsley BCU as the Area Commander in 2009 and dealt with a number of operational incidents and qualified as Public Order and Firearms Commander.
He successfully completed the Strategic Command Course in 2013 and performed the role of Assistant Chief Constable on a temporary basis in a number of portfolios in Merseyside Police.
He transferred to Cumbria Constabulary in June 2015 as the Assistant Chief Constable, where he was responsible for all aspects of operational policing. After 18 months with Cumbria Constabulary he returned to Cheshire Constabulary at the start of 2017 as Assistant Chief Constable and took on the role of Acting Deputy Chief Constable later in the year.
I moved to Cheshire Constabulary as temporary Deputy Chief Constable in February 2019 and was permanently appointed in April. Prior to that I had spent over 27 years in Merseyside Police, where in 2016 I was appointed as Assistant Chief Constable for Local Policing and Criminal Justice at Merseyside Police. I had responsibility for all of the officers and staff who police our communities on a day-to-day basis, partnership working across the areas, all staff involved in criminal justice from custody through to the court procedure and all those involved in community engagement.
I joined Merseyside Police in 1991, having obtained a BSc Honours Degree in Transport Management and Law.
I was a uniformed officer in all ranks and worked mostly in Liverpool city centre, as well as performing the role of Detective Inspector within CID and the Major Incident Team. I was Detective Superintendent within Professional Standards and also head of HR for a period. I was Ops Superintendent in Sefton and Area Commander in St Helens.
I am driven by a desire to consistently improve the way we work, to engage with the community and to ensure we have an effective neighbourhood policing model as well as a focus on types of crimes that are often unseen in order to make sure that the communities in Cheshire are even safer.
In June 2017, I was appointed the UK National Police Chiefs’ Council (NPCC) lead for the LGBT+ Portfolio. I am striving to ensure that all of our staff feel able to come to work and to be themselves; be honest about their lives outside of work, without fear of reprisals or attitudes they may face, but also that all staff are comfortable to ask appropriate questions and learn. I also want members of the LGBT+ community to be able to walk through our communities knowing that they are safe and understood and have confidence in policing.
Matt joined Greater Manchester Police in 1989 as a member of Police Staff. He became a Special Constable in 1991 and a Police Officer on the South Manchester Division in 1993.
He became a Detective in 1996 and thereafter served in various roles and ranks in the CID, Force Drug Unit, Force Surveillance Unit and Special Branch.
He joined the National Crime Squad in 2005 where he was involved in Regional and International Organised Crime Investigations and transferred to the Serious Organised Crime Agency (SOCA) on its creation in 2006.
Matt became Branch Commander of the Manchester Branch in 2009 and in 2010 he designed and implemented a partnership approach to Serious and Organised Crime in the city of Salford, which led to national recognition in Home Office strategy.
He received an award from the Home Secretary and a Director General's Commendation for leadership and innovation.
He became Regional Head of Investigations for the North of England in 2013 leading teams in the North West, North East and Yorkshire. In 2015 he was seconded to the NCA Transformation Programme with responsibility for designing the agency's new operating model, estates model and structure.
He became the UK head of Europol, Interpol, Sirene and European extradition in 2016 with a global team of officers in Warrington, The Hague, Lyon, Singapore, Gibraltar and the Caribbean.
He was responsible for identifying Brexit contingencies as well introducing new technological solutions for managing risk and reducing demand.
In May 2018 he was seconded to the Chief Officer Group of Cumbria Constabulary where he helped design a new neighbourhood policing model and develop a safer Cumbria strategy.
Matt is married and has two children. In his spare time he enjoys cycling, walking and clay pigeon shooting.
Jenny was appointed as Assistant Chief Constable (ACC) in January 2020 and oversees the Operations Portfolio – which includes local policing and partnerships, uniformed operations, roads policing and the force control centre.
Jenny was previously ACC at Staffordshire Police where she was responsible for the neighbourhoods and partnerships and contact and response.
She became a police officer in 1993 in Merseyside and undertook roles including response and neighbourhood policing and uniform operations.
Jenny has also undertaken two national secondments within her service and was the force lead for Operation Brookdale - a partnership response to tackle the antisocial and criminal use of motorcycles which continues today.
Julie joined Cheshire Constabulary from Cheshire West and Chester Council where she was strategic director of resources, responsible for leading budget and financial planning and reporting processes.
During her time in that role, Julie led on the strategic transformation and organisational design of the council, following its inception in 2009. Projects included two major retail schemes in Chester and Northwich, totalling £500m, and implementing a new strategy that delivered over £18m of annual savings. This strategy transformed the council’s approach to demand, supplier and contract management.
Julie is no stranger to police organisations, having spent four years at Merseyside Police as director of resources. During this time she was collectively responsible for the strategic leadership of the Force, covering a budget of £360m and 7,000 employees. She also worked with the Cabinet Office and Home Office on its working group, looking at the shared services model for policing in the UK.
Elsewhere, Julie spent 18 months as director of central services at Stoke-on-Trent City Council, 12 months as deputy director of finance and IT services at the Places For People Group, two years as director of finance and corporate services at Halton College and five years as deputy director of finance at Liverpool John Moores University.
She has also chaired the finance and human resources committee of the Knowsley Housing Trust, on a voluntary basis.
Julie lives in St Helens in Merseyside and has three grown up children. When she isn’t at work Julie likes to spend her time walking and cycling in North Wales with her family who are keen anglers. Julie prefers to watch rather than participate in the fishing but does enjoy cooking the catch of the day.
The Head of HR is responsible for developing and implementing the People Strategy that supports the delivery of the Policing Plan and ensures the Constabulary has a workforce that meets its long term requirements and is representative.
The Head of HR is responsible for facilitating a high performance culture, maximising the potential and performance of staff through the design, development and implementation of Resourcing, Capability and Development strategies, and facilitating fair, respectful, diverse employees able to contribute their very best to the business.
Role covers acting as deputy S.151 officer, provision of financial advice, preparation of the medium term financial strategy and annual budget through to production of the annual statement of accounts, together with ensuring the Constabulary uses their resources efficiently, effectively and economically whilst acting in accordance with Financial Regulations and legislation.
Responsible for unit which is focused on delivering change to meet financial needs, challenge poor performance, and to strive for continuous service improvements. Work in conjunction with other police forces on a national and regional basis, and other agencies to achieve economies of scale by collaboration. Review, implement, and communicate the aims of the Corporate Procurement Strategy to raise the profile of procurement. Provide professional procurement advice and support to projects that involve high value, high risk to ensure the most suitable supplier is selected to provide goods and services. Manage and monitor service, operating agreements, and contracts in line with agreed priorities.
Responsible for unit which is focused on delivering Estates & Facilities Management functions which include Building Asset Management, Print Services, Distribution and Logistics (including post), stores (Including Uniform), Corporate Administration and Property and Exhibits whilst always striving to achieve ‘best value’ and continuous service improvements. Review, implement, and communicate the aims of the Corporate Estates Strategy. Provide professional advice and support to in all aspects of Estates & Facilities Management and monitor service, operating agreements, and contracts.
The Estate Strategy aims to set out how the Facilities Management Department will work with The Commissioner and the Chief Constable to ensure that fit for purpose facilities and functions are provided to deliver effective operational policing and support from which to receive the public and enhance community engagement.
The Estate Strategy aims to deliver an estate and services which will be more efficient and of lower cost to run, which is flexible enough to respond to the developing service requirements of the local community and to contribute to increasing public confidence in policing. It will allow the Constabulary to maintain and improve high quality services, to improve effectiveness and to ensure good value for money and an efficient use of resources.
This strategy supports the Police and Crime Plan and Policing Objectives and is complemented by the Environmental Strategy and Carbon Management Plan.