Appendices Appendix 1 ACPO London Region City of London Police Metropolitan Police Service ACPO Eastern Region Bedfordshire Police Cambridgeshire Constabulary Essex Police Hertfordshire Constabulary Norfolk Constabulary Suffolk Constabulary © The Author(s) 2016 203 M. Roycroft, Police Chiefs in the UK, DOI 10.1007/978-3-319-44105-4 204 Appendices ACPO South East Region Hampshire Constabulary Kent Police Surrey Police Sussex Police Thames Valley Police ACPO South West Region Avon & Somerset Constabulary Devon & Cornwall Constabulary Dorset Police Gloucestershire Constabulary Wiltshire Constabulary ACPO East Midlands Region Derbyshire Constabulary Leicestershire Constabulary Lincolnshire Police Northamptonshire Police Nottinghamshire Police ACPO West Midlands Region Staffordshire Police Warwickshire Police West Mercia Constabulary West Midlands Police ACPO North East Region Cleveland Police Durham Constabulary Appendices 205 Humberside Police North Yorkshire Police Northumbria Police South Yorkshire Police West Yorkshire Police ACPO North West Region Cheshire Constabulary Cumbria Constabulary Greater Manchester Police Merseyside Police Lancashire Constabulary Police Service of Northern Ireland ACPO Wales Region Dyfed Powys Police Gwent North Wales South Wales ACPO(S) Scotland Region Police Scotland Appendix 2: Peelian Principles 1829 The nine principles were as follows: 1. To prevent crime and disorder, as an alternative to their repression by military force and severity of legal punishment. 206 Appendices 2. To recognise always that the power of the police to fulfil their functions and duties is dependent on public approval of their exis- tence, actions and behaviour, and on their ability to secure and maintain public respect. 3. To recognise always that to secure and maintain the respect and approval of the public means also the securing of the willing co- operation of the public in the task of securing observance of laws. 4. To recognise always that the extent to which the co-operation of the public can be secured diminishes proportionately the necessity of the use of physical force and compulsion for achieving police objectives. 5. To seek and preserve public favour, not by pandering to public opinion, but by constantly demonstrating absolutely impartial service to law, in complete independence of policy, and without regard to the justice or injustice of the substance of individual laws, by ready offering of individual service and friendship to all members of the public without regard to their wealth or social standing, by ready exercise of courtesy and friendly good humour, and by ready offering of individual sacrifice in protecting and preserving life. 6. To use physical force only when the exercise of persuasion, advice and warning is found to be insufficient to obtain public co-operation to an extent necessary to secure observance of law or to restore order, and to use only the minimum degree of physical force which is necessary on any particular occasion for achieving a police objective. 7. To maintain at all times a relationship with the public that gives reality to the historic tradition that the police are the public and that the public are the police, the police being only members of the public who are paid to give full-time attention to duties which are incum- bent on every citizen in the interests of community welfare and existence. 8. To recognise always the need for strict adherence to police-executive functions, and to refrain from even seeming to usurp the powers of the judiciary of avenging individuals or the State, and of authorita- tively judging guilt and punishing the guilty. 9. To recognise always that the test of police efficiency is the absence of crime and disorder, and not the visible evidence of police action in dealing with them. Appendices 207 Appendix 3: College of Policing Code of Ethics 1. Honesty and integrity: I will be honest and act with integrity at all times, and will not compromise or abuse my position. 2. Authority, respect and courtesy: I will act with self-control and tolerance, treating members of the public and colleagues with respect and courtesy. I will use my powers and authority lawfully and proportionately, and will respect the rights of all individuals. 3. Equality and diversity: I will act with fairness and impartiality. I will not discriminate unlawfully or unfairly. 3.1 Introduction 3.1.1 These standards reflect the expectations that the profes- sional body and the public have of the behaviour of those working in policing. They originate from the Police (Conduct) Regulations 2012 (for police officers) and the Police Staff Council Joint Circular 54 (for police staff). 4. Use of force: I will only use force as part of my role and responsi- bilities, and only to the extent that it is necessary, proportionate and reasonable in all the circumstances. 5. Orders and instructions: I will, as a police officer, give and carry out lawful orders only, and will abide by Police Regulations. I will give reasonable instructions only, and will follow all reasonable instructions. 6. Duties and responsibilities: I will be diligent in the exercise of my duties and responsibilities. 7. Confidentiality: I will treat information with respect, and access or disclose it only in the proper course of my duties. 8. Fitness for work: I will ensure, when on duty or at work, that I am fit to carry out my responsibilities. 9. Conduct: I will behave in a manner, whether on or off duty, which does not bring discredit on the police service or undermine public confidence in policing. 10. Challenging and reporting improper behaviour: I will report, chal- lenge or take action against the conduct of colleagues which has fallen below the standards of professional behaviour. 208 Appendices Appendix 4: Powers of the Police and Crime Panel (PCP) The Panel does not scrutinise the Chief Constable – it scrutinises the PCC’s exercise of their statutory functions. While the Panel is there to challenge the PCC, it must also exercise its functions with a view to supporting the effective exercise of the PCC’s functions. This includes – (1) the power of veto (outside the Metropolitan Police District), by a two-thirds majority of the total Panel membership, over the level of the PCC’s proposed precept; (2) the power of veto (outside the Metropolitan Police District), by a two-thirds majority of the total Panel membership, over the PCC‘s proposed candidate for Chief Constable; (3) the power to ask Her Majesty’s Inspectors of Constabulary (HMIC) for a professional view when the PCC intends to dismiss a Chief Constable; (4) the power to review the draft Plan and make recommendations to the PCC who must have regard to them; (5) the power to review the PCC’s Annual Report and make reports and recommendations at a public meeting, which the PCC must attend; (6) the power to require relevant reports and information in the PCC‘s possession (except those which are oper- ationally sensitive) to enable them to fulfil their statutory obligations; (7) the power to require the PCC to attend the Panel to answer questions; (8) the power (outside the Metropolitan Police District) to appoint an acting Police and Crime Commissioner where the incumbent PCC is incapacitated, resigns or is disqualified; and (9) responsibility for com- plaints about a PCC, although serious complaints and conduct matters must be passed to the IPCC in line with legislation. Appendix 5: The National Police Coordination Centre (NPoCC) NPoCC is responsible for co-ordinating the deployment of police offi- cers and staff from across UK policing to support forces during large scale events, operations and in times of national crisis for example large scale flooding and civil emergencies. Appendices 209 The NPoCC team comprises of highly skilled officers and staff, from across UK policing, with a wealth of experience in event planning and police operations. It has a remit to: • Co-ordinate and broker mutual aid in both steady state and a crisis; • Co-ordinate a continuous testing and exercising regime to ensure effective mobilisation of national assets in a crisis; • Co-ordinate, collate and act as a national repository for capacity and capability in relation to the Strategic and National Policing Requirements on specialist UK policing assets; Appendix 6: 13 ROCU Capabilities ROCU capabilities: Phase one (2012–2013) 1. Regional intelligence units to gather, analyse and disseminate intelli- gence relating to organised criminal activity which affects several forces across a region. 2. Confidential intelligence units which perform a similar function for sensitive and covertly obtained intelligence. 3. Prison intelligence units to manage organised criminals serving prison sentences, and have direct relationships with the National Offender Management Service (NOMS). 4. Regional asset recovery teams to conduct financial investigations and recover assets obtained through criminal means. 5. Regional fraud teams to investigate organised criminals 6. Cybercrime teams specialising in tackling more serious types of cybercrime such as distributed denial of service attacks. 7. Undercover policing encompassing both foundation and advanced levels of support. 8. Specialist surveillance which is the covert installation of audio or video recording equipment in order to gather evidence of criminal activity. 210 Appendices 9. The Protected Persons Service (formerly Witness Protection). 10. Government Agency Intelligence Network (GAIN) co-ordinators in each ROCU to provide forces and ROCU investigators with access to intelligence held by partner agencies. 11. Operational security advisers to offer expertise to ROCUs and forces relating to covert law enforcement activities. 12. E-forensics services to analyse computers, mobile phones and other digital devices in order support investigations. 13. Asset Confiscation and Enforcement. Appendix 7: National intelligence model http://www.intelligenceanalysis.net/NationalIntelligenceModel.pdf Level 1 – Local issues – usually the crimes, criminals and other problems affecting a basic command unit or small force area. Level 2 – Cross-Border issues – usually the actions of a criminal or other specific problems affecting more than one basic command unit.