There may come an opportunity during the latter part of a police leader’s career or in retirement when an interim chief of police position may present itself. Being an interim chief of police can be a fulfilling job—an experience where the interim chief leaves people much better then he or she found them. It can also be a situation that, in retrospect, the chief may question his or her sanity for stepping into it. This author offers some observations and suggestions based on his experience serving as an interim chief of police for four Central California police departments; however, it’s important to note that every experience differs.
There are several circumstances in which a city will seek an interim chief of police. They can range from a simple need for an experienced executive who can take over while they seek a new police chief to a more complicated situation where a police chief has been or will soon be fired.
Individuals considering an interim chief of police job may want to ask themselves the following questions:
- Am I prepared to solve problems, often very critical problems, that I did not create but now have to fix?
- Am I really willing to take on the work involved? Often, these departments have been in crisis for some time. Success is uncertain, and these jobs are extremely time consuming, often demanding 50–70 hour work weeks for the first few months.
- Do I have the leadership skills to be successful? You may have to be leadership coach, the merchant of change, or the grim reaper of discipline. Even with leadership experience, the latter two roles can be particularly challenging.
There are some housekeeping matters that one will need to consider before accepting the position. If retired, the potential interim chief needs to look at his or her own retirement system and what retirement system the new agency uses. For example, in California, the Public Employees Retirement System (PERS) limits retirees to 960 hours annually. Exceeding one’s allowable hours could be financially catastrophic, so research and knowledge of retirement restrictions are key.
Interim chiefs of police also need a contract with their prospective employers. The main items to be covered are salary, severance conditions, and legal indemnification for job-related activities. Negotiate the salary from the police chief’s top step hourly wage. It may be advisable to consider a lower hourly rate in exchange for vacation, paid holidays, or other perks. If requesting or offered a vehicle allowance, it may be unmarked, but it must have emergency equipment or the IRS may consider it a taxable benefit.
Considering the Offer & Situation
As mentioned, generally, an interim chief opening typically occurs in two situations: a public recruitment or a crisis recruitment.
A planned and public chief of police recruitment is generally done when the existing chief of police is planning to enter retirement or to leave the agency for another job. The city is conducting a professional recruitment but needs a qualified interim executive. There may be no qualified in-house candidates, or potentially, the city doesn’t want to anoint the next chief before testing. Regardless, the recruitment for the interim will be a public matter.
In a planned recruitment scenario, the incoming interim chief will have an opportunity to work with the outgoing chief of police, typically including a briefing on departmental issues, trends, needs, and so forth. A decision needs to be made as to when the baton is officially passed, as the staff (sworn and non-sworn) might be confused as to who is in charge. When the transition date is determined, the interim chief should be sworn in and then the department personnel notified of the change of command. Doing so covers all parties: the city, the interim chief, and the former police chief. The department personnel must understand that the interim chief has taken the helm. Having a transitional period allows the interim leader to take over without ruffling feathers, alarming employees, or potentially having community issues.
The crisis recruitment scenario is more complex. These appointments occur because a department is in trouble. Some event or string of events has occurred that created this urgency. The city leaders have decided that an immediate change of command is necessary. The department itself might be in turmoil, and the current executive is unable or unwilling to remain in the role or he or she is the cause of the turmoil. There may have been a vote of no confidence or a community push to remove the chief of police. The chief is on his or her way out of the agency or on administrative leave, and the agency needs a leader immediately.
In these crisis situations, the city leaders will often reach out to the law enforcement leadership community. They may contact the county sheriff, district attorney, or other leaders and ask for recommendations for individuals who can come in and take over until they hire a new chief.
The crisis appointment does not have the luxury of a smooth transition. The city leaders will brief the potential interim on the situation. The city has likely pre-vetted any candidate for interim chief based on the recommendations of important local law enforcement officials. The individual may even be asked to accept the job that day and be sworn in immediately. The incoming interim may have to surreptitiously obtain patches for his or her uniform and gather equipment. Depending on whether one has existing equipment and uniforms on which the new patches can be sewn, the interim chief could literally make a “quick change” and start almost immediately. However, the cloak-and-dagger nature of this a red flag.
If the call comes, the potential interim chief of police needs to do his or her due diligence on the agency and the city. Consider the following:
- Do you know this agency or any of the personnel?
- Do you have the opportunity to speak with the existing chief? This may, at times, not be possible; the executive may have already been placed on administrative leave, or may be unaware that he or she is about to be fired. This is a red flag: you could be walking into a difficult situation.
- Is the department or city embroiled in dysfunction, lawsuit, scandal, or fiscal issues?
- What is the existing relationship among the city’s leaders (council, city manager, etc.)? If it is tenuous, that is another red flag.
Remember: difficult situations can be challenging to one’s health and possibly even one’s professional reputation. It is perfectly acceptable to decline the job after looking at the whole picture.
Stepping Up
If the outgoing executive is unaware that he or she is about to be removed from the position, he or she may mistakenly feel that the incoming interim played a role in his or her demise. It is very important to take steps to protect the outgoing chief’s dignity. He or she may be cleared of whatever charge or issue and come back, so circumstances surrounding his or her departure are very important for both the chief and the department. If poorly handled, the department, the chief, and the interim chief’s ability to lead the agency in the future are at risk. Tread lightly and use considerable thought and tact.
Regardless of which situation is taking place, there are things an interim chief of police needs to do almost immediately upon appointment. It is essential to meet with every member of the department within 24–48 hours. They need to see and hear directly from the new agency executive. This is often difficult in agencies with 12-hour work shifts. Come in early or late to meet with oncoming and off-going shifts. It’s recommended to go to them, and not have a department-wide meeting. In larger agencies or in agencies with multiple substations or precincts, it might be more pratical to do an initial video briefing and then follow up with on-site visits. Don’t forget to also meet the dispatchers and professional staff.
It is advisable to have a meeting with the management team and sergeants before meeting with line officers. In most agencies, especially smaller ones, meeting with the sergeants and getting them briefed is an important step. The message with the management team will be a variation of the department speech, but one in which the interim chief can ask questions of his or her new team.
What should the interim chief’s message be? It may vary based upon planned vs. crisis appointment, but it should have the following elements:
- The interim chief is now the chief of police and holds the same authority as a permanent appointee does.
- The interim chief is there to improve officers’ lot in life and not cause pain and suffering. Officers may be worried, take an opportunity to reassure them. Remember, they may have been in a difficult place for some time.
- “I come in peace, I am not a hatchet man (or woman).” It’s important that people not fear for their jobs if they are performing in a professional and ethical manner.
- However, it is important for all to know that there are things that will get them fired. It’s important for people to know that while the interim chief comes in peace, he or she won’t hesitate to act rapidly and decisively to discipline or correct misconduct.
- In a crisis situation, one useful analogy is the department as a “ship” at sea. The ship may be in rough waters at the moment, and the interim chief’s job is to set a course out of the rough waters. Also, if warranted, this is the time to warn them that mutiny will not be tolerated. This may sound harsh, but sometimes it is necessary to fire a shot across the bows of people who will either actively or passively oppose or thwart one’s efforts to “save the ship.”
- Tell them the expected term for the interim assignment. This may seem counterproductive. Assure them that, at no time, should they consider the role a “lame duck” situation, the interim chief will act decisively until the baton is passed to the next chief of police.
People often hate change, and the appointment of an interim chief of police screams “change.” It can helpful to clarify that one will not change things for the sake of change alone. However, best industry practices should be implemented. It will be important to explain the reasons for changes, especially to the sergeants. The chief is not present at all times, and if the sergeants are not on board, the interim chief will have difficulty leading change.
Once meeting the employees has been completed, it’s time for the interim chief to check out how the department is running. Review personnel, background, disciplinary, and internal affairs files. Review the evaluations of the command staff and sergeants.
Audits of the department’s weapons, the fleet, and the evidence room are crucial. Missing guns, drugs, cash, and evidence endangers the prosecution of cases and erodes public trust in the agency. Ensure that there is no cash stored unless the money itself is evidence. Have the finance director set up a holding account for all police-related money that is not immediately released to arrestees or victims. These audits should be dual verified by a command staff employee and the finance directors. Audits are one of the most important things that can be done to aid the next chief of police.
“An interim chief is there to improve the department for the employees, the community, and the next chief of police.”
Employees need to see an interim leader in their workspaces and in their patrol cars, and the leader needs to recognize, both personally and in writing, their excellent work. Instruct sergeants to share good work done by the staff. For a young officer, a “nice job on that burglary call” comment from the chief of police when passing one another in the hall is a morale builder and shows the chief is connected to agency events and officers’ work. Social media is another way to talk about the great deeds of the officers and staff. Everyone likes a compliment, as long as it is meaningful and timely.
In reviewing employee evaluations, find out if they mean something or are just “checking the boxes.” Evaluations need to be a true indicator of performance, and supervisors may need to be coached. It may be necessary to kick back a few of the evaluations.
Connect with the community by going to fraternal and service club meetings, and meeting with local church leaders. They may also share important information that perhaps an interim chief wouldn’t hear from internal sources. It’s important to hear both the good and bad news, as well as determine what can be done to change people’s perceptions of the agency.
As is advisable for any leader, the interim may need to find a few people, not connected to the department to vent to during times of frustration. These confidants need to be discreet and knowledgeable. A leader may be too close to the problems to see the remedy or may need additional resources to resolve them.
If all goes well and after some investment of time and leadership, the “ship” will be in calmer waters. One may need to “manage” the way through by making changes in personnel assignments for non-performers or passive obstructionists, evaluating or documenting substandard performance by supervisors, or possibly disciplining personnel who are resisting or in mutiny.
Passing the Baton
One of the ideal parts of being an interim chief of police is the temporary nature of the role. An interim chief is there to improve the department for the employees, the community, and the next chief of police.
Once the city leaders have selected the next chief, the interim chief should put together a briefing sheet on the personnel, financial, and disciplinary condition of the agency. The interim should also refrain from spending or obligating the next chief to purchases, policies, or promotions as the transition approaches.
Once the newly minted chief is briefed, it’s time for the interim chief to take his or her leave. Thank the men and women of the department, praise them for their professionalism and commitment to their profession and community — and then “simply fade away” as General McArthur so eloquently said in his farewell speech. The interim chief should be available to the new chief whenever he or she needs information, but any calls, questions, or other communications relating to the department are immediately referred, without comment, to the new executive.
Please cite as
Drew Bessinger, “The Role of an Interim Police Chief,” Police Chief Online, February 17, 2021.
