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Avon and Somerset, Policing in Austerity: One Year On
Policing in austerity: One year on Avon and Somerset Constabulary July 2012 ISBN: 978-1-84987-857-9 Contents About this review 3 Summary 4 Money – meeting the savings 6 What is the financial challenge in Avon and Somerset Constabulary? 6 People – reconfiguring the workforce 7 What is the impact on the workforce? 7 What is the effect on the front line? 8 Number and proportion of officers, PCSOs and staff in frontline roles 8 Number and proportion of police officers in frontline roles 9 Public – reviewing the services you receive 10 What proportion of police officers and police community support officers are visible and available to the public? 10 How is the way you can access policing services changing? 10 Has there been any change in crime levels over the last year? 11 Does the force’s own survey work show any change in public satisfaction with the service they provide? 12 Policing in austerity: One year on – Avon and Somerset Constabulary © HMIC 2012 2 About this review In October 2010, the Government announced that the central funding provided to the police service would reduce by 20% in the four years between March 2011 and March 2015. Her Majesty’s Inspectorate of Constabulary (HMIC) carried out an inspection of all 43 police forces in England and Wales in Spring 2011, to see how they were planning to meet this financial challenge. When the results were published in July 2011 (search for ‘Valuing the Police’ on www.hmic.gov.uk), we committed to returning one year later to report on progress, and to assess whether there had been any impact on the service provided to the public. -
HIGH LEVEL FRAUD Before Becoming the Police and Crime
HIGH LEVEL FRAUD Before becoming the Police and Crime Commissioner for the Thames Valley, one of the UK’s largest police forces, I had served worldwide as an Army Officer, worked in intelligence and been a Managing Director of an aircraft manufacturing company with aircraft in 120 countries. I did not expect that as a PCC much would shock me, I was wrong. The scale of corruption within at least four major UK banks, aided and abetted by their legal advisors, auditors and accountants has been on a massive scale. Fraud is usually complicated, but the basics of this were simple. Profitable companies and farms with assets or loss making companies with assets that far exceeded their loans from a bank would be targeted. The company loans would be transferred to a branch that purported to specialise in company restructuring. Its sole purpose was to make as much money as possible for the bank and its corrupt managers by liquidating the company. They would grossly underestimate the value of the assets, sell them at far less than actual value, recoup the loan, share the profits of the resale at proper value amongst their cohorts and then go for the personal guarantees of the company owners. Often this would be done through documentation that had been altered and signatures forged. The bank would regain far more than the original loan and those that assisted made fortunes. The victims lost everything. The amount of money involved runs to over £100Bn. There has been little effort or enthusiasm by the many regulatory authorities, notably the Bank of England, the Serious Fraud Office (SFO) and the Financial Conduct Authority (FCA) to either stop these frauds or bring the perpetrators to justice. -
Gloucestershire Constabulary
PEEL Police effectiveness, efficiency and legitimacy 2018/19 An inspection of Gloucestershire Constabulary Contents What this report contains 1 Force in context 3 Overall summary 4 Effectiveness 7 Force in context 8 How effectively does the force reduce crime and keep people safe? 10 Summary 10 Preventing crime and tackling anti-social behaviour 10 Investigating crime 13 Protecting vulnerable people 16 Tackling serious and organised crime 22 Armed policing 26 Efficiency 28 Force in context 29 How efficiently does the force operate and how sustainable are its services? 30 Summary 30 Meeting current demands and using resources 31 Planning for the future 31 Legitimacy 36 Force in context 37 How legitimately does the force treat the public and its workforce? 39 Summary 39 Treating the public fairly 40 Ethical and lawful workforce behaviour 41 Treating the workforce fairly 45 Annex A – About the data 46 i What this report contains This report is structured in four parts: 1. Our overall assessment of the force’s 2018/19 performance. 2. Our judgments and summaries of how effectively, efficiently and legitimately the force keeps people safe and reduces crime. 3. Our judgments and any areas for improvement and causes of concern for each component of our inspection. 4. Our detailed findings for each component. Our inspection approach In 2018/19, we adopted an integrated PEEL assessment (IPA) approach to our existing PEEL (police effectiveness, efficiency and legitimacy) inspections. IPA combines into a single inspection the effectiveness, efficiency and legitimacy areas of PEEL. These areas had previously been inspected separately each year. As well as our inspection findings, our assessment is informed by our analysis of: • force data and management statements; • risks to the public; • progress since previous inspections; • findings from our non-PEEL inspections; • how forces tackle serious and organised crime locally and regionally; and • our regular monitoring work. -
Sweetheart Deals, Deferred Prosecution, and Making a Mockery of the Criminal Justice System: U.S. Corporate Dpas Rejected on Many Fronts
Texas A&M University School of Law Texas A&M Law Scholarship Faculty Scholarship 12-2018 Sweetheart Deals, Deferred Prosecution, and Making a Mockery of the Criminal Justice System: U.S. Corporate DPAs Rejected on Many Fronts Peter Reilly Texas A&M University School of Law, [email protected] Follow this and additional works at: https://scholarship.law.tamu.edu/facscholar Part of the Criminal Law Commons, Criminal Procedure Commons, and the Law and Society Commons Recommended Citation Peter Reilly, Sweetheart Deals, Deferred Prosecution, and Making a Mockery of the Criminal Justice System: U.S. Corporate DPAs Rejected on Many Fronts, 50 Ariz. St. L.J. 1113 (2018). Available at: https://scholarship.law.tamu.edu/facscholar/1298 This Article is brought to you for free and open access by Texas A&M Law Scholarship. It has been accepted for inclusion in Faculty Scholarship by an authorized administrator of Texas A&M Law Scholarship. For more information, please contact [email protected]. SWEETHEART DEALS, DEFERRED PROSECUTION, AND MAKING A MOCKERY OF THE CRIMINAL JUSTICE SYSTEM: U.S. Corporate DPAs Rejected on Many Fronts Peter R. Reilly* Corporate Deferred Prosecution Agreements (DPAs) are contracts negotiated between the federal government and defendants to address allegations of corporate misconduct without going to trial. The agreements are hailed as a model of speedy and efficient law enforcement, but also derided as making a “mockery” of America’s criminal justice system stemming from lenient deals being offered to some defendants. This Article questions why corporate DPAs are not given meaningful judicial review when such protection is required for other alternative dispute resolution (ADR) tools, including plea bargains, settlement agreements, and consent decrees. -
CHAPTER 7 CRIMINAL CASE DISPOSITIONS I. Dispositions and Domestic Violence
CHAPTER 7 CRIMINAL CASE DISPOSITIONS In Washington, the law governing sentencing and other dispositional matters is generally the same in domestic violence cases as it is in other criminal prosecutions. Washington’s general provisions are covered in other publications, and the discussion need not be repeated here. In superior court, see Washington State Judges Benchbook, Criminal Procedure, Superior Court and the Adult Sentencing Manual, which is issued annually by the Sentencing Guidelines Commission. In courts of limited jurisdiction, see Washington State Judges Benchbook, Criminal Procedure, Courts of Limited Jurisdiction. These books cover in detail matters such as: Constitutional provisions, statutes, and court rules Respective rights of defendant and State Pre-sentence investigation and report Forms of sentences, imprisonment, community service, treatment, etc. Mitigating and aggravating circumstances Exceptional sentences outside standard range Credit for time served Consecutive and concurrent sentences Restitution and costs Assessments in addition to fines, restitution, and costs Other assessments Procedure at sentencing hearing Probation, suspended sentences, and deferred sentences Scripts for judges In this domestic violence manual, the discussion focuses on the special considerations that should be taken into account in domestic violence cases. I. Dispositions and Domestic Violence Stopping domestic violence requires changing both behaviors and belief systems. Perpetrators are more likely to change when they have several experiences of being held accountable. Domestic violence is learned through a variety of experiences and stopping it requires a variety of experiences. It is not arrest alone, or prosecution alone, or conviction alone, or perpetrator treatment alone that brings about change, but rather, a combination of these experiences. -
Article the Surveillance Dimensions of the Use of Social Media by UK Police Forces
The Surveillance Dimensions of the Use of Article Social Media by UK Police Forces Elena M. Egawhary Columbia University, USA [email protected] Abstract This paper explores the various surveillance practices involved in the use of social media for communication and investigation purposes by UK police forces. In doing so, it analyses internal policy documents and official guidance obtained through freedom of information (FOI) requests sent to 46 police forces in the United Kingdom. This analysis finds that UK police forces advise their staff to simultaneously engage in both surveillance and counter-surveillance strategies in their use of social media as a policing tool. Introduction The use of social media by UK police forces falls into two broad categories: communication (or engagement) and investigation (or operational use). UK police forces began registering corporate accounts on Twitter and Facebook for communication purposes for the first time in 2008. However, UK police forces’ use of the internet for investigative purposes dates back to April 2001 with the creation of the National Hi-Tech Crime Unit (NHTCU) to “investigate attacks on the Critical National Infrastructure; major internet based offences of paedophilia, fraud or extortion; information from seized electronic media and gather intelligence on cybercrime and cybercriminals” (Corbitt 2001: 29). Prior to 2001, most of the responsibility for using social networking sites to investigate crime fell to a small number of digital evidence recovery officers who were “swamped and learning on the job” (Thomas 2005) resulting in a reportedly “huge workload” (Goodwin 2005). This suggests that the use of social media in UK policing began in an unstructured way and “on the basis of initiatives by individual officers and subsequently with varying degrees of official support” (Crump 2011: 1). -
Global Investigations Guide: Eurasia with Contributions From
Global Investigations Guide: Eurasia With contributions from BGI Legal Centil Law Firm Concern Dialog Law Firm GRATA International Kalikova & Associates Kosta Legal MGB Law Offices Popa & Associates Sayenko Kharenko Sorainen Unicase Law Contents Introduction 5 Editors 10 Guide questions 12 Armenia 15 Azerbaijan 25 Belarus 37 Georgia 51 Kazakhstan 63 Kyrgyz Republic 72 Moldova 83 Russia 93 Tajikistan 105 Turkmenistan 112 Ukraine 119 Uzbekistan 131 12 Hogan Lovells Guide questions 1. What are the laws relating to anti-corruption, bribery, and money laundering in your country? 2. Do the following persons or bodies have the right to be informed, or is the company obliged to inform the following persons/bodies, about an internal investigation before it is commenced? Do they have the right to participate in the investigation (e.g., in interviews)? a. Employee representative bodies, such as a works council or union. b. Data protection officer or data privacy authority. c. Other local authorities. What are the consequences of non-compliance? 3. Do employees have a duty to support the investigation, for instance by participating in interviews? Is there anything a company can do to require employees to support an investigation (e.g., advance consents)? Can companies impose disciplinary measures if an employee refuses to cooperate? 4. Can any labor law deadlines or statute of limitations be triggered, or any rights to sanction employees be waived, by investigative actions? How can this be avoided? 5. Are there relevant data privacy laws, state secret laws, or blocking statutes in your country that have to be taken into account before: a. -
Avon and Somerset Police and Crime Panel Finds ‘Serious Error of Judgement’ on Part of Police and Crime Commissioner
Avon and Somerset Police and Crime Panel finds ‘serious error of judgement’ on part of Police and Crime Commissioner Avon and Somerset Police and Crime Panel has found that Police and Crime Commissioner Sue Mountstevens demonstrated a serious error of judgement and breached her Code of Conduct by revealing the identity of a whistleblower to Chief Constable Nick Gargan, the person at the centre of misconduct allegations. As a result the Panel has today, Thursday 30th October, opted to publish its findings as a matter of public interest. The findings follow a complaint alleging that the Commissioner, having been notified that an individual had raised concerns about Mr Gargan’s conduct, revealed the identity of this person to Mr Gargan before he was suspended. The complainant stated that the Commissioner’s Office did not admit to the disclosure for several months and that the issue was compounded when their identity became known to several news agencies. Due to the serious nature of the complaint, the Panel was required to refer the matter to the Independent Police Complaints Commission (IPCC) who concluded that there were insufficient grounds to suspect that a criminal offence may have been committed. The IPCC referred the complaint back to the Panel for informal resolution. By law, the informal resolution process prohibits the Panel from investigating the complaint and limits its considerations to the personal conduct of the Commissioner. In light of this the Panel sought Home Office clarification which confirmed its limited powers to request documents and its full ability to call the Commissioner to answer questions from the Panel. -
Successful Bids to the Police Innovation Fund 2016 to 2017
SUCCESSFUL BIDS TO THE POLICE INNOVATION FUND 2016/17 Bid 2016/17 Lead Force Other partners Bid Name / Details No. Award National Centre for Cyberstalking Research (NCCR) – University of Bedfordshire Cyberharassment: University of Liverpool Bedfordshire Platform for Evidence Nottingham Trent University £461,684.00 47 Gathering, Assessing Police Victim Support Risk & Managing Hampshire Stalking Policing Consultancy Clinic Paladin Greater Manchester Police Dyfed-Powys PCC Cambridgeshire Constabulary University of Cambridge BeNCH Community Rehabilitation Company Crown Prosecution Service Evidence-based Local authorities Cambridgeshire approach to deferred Health system £250,000.00 36 prosecution linked to Constabulary Criminal Justice Board devolution in West Midlands Police Cambridgeshire. Hampshire Constabulary Hertfordshire Constabulary Leicestershire Police Staffordshire Police West Yorkshire Police Ministry of Justice/NOMS Warwickshire Police Cheshire Integrated Force West Mercia Police £303,000.00 122 Communications Constabulary West Mercia Fire and Rescue Solution Cheshire Fire and Rescue Fire and Rescue Services Cheshire (FRS) through the Chief Fire National Air Service for 140 £120,100.00 Constabulary Officers’ Association (CFOA) emergency services Association of Ambulance (Category 1 and 2) Chief Executives (AACE) City of London Metropolitan Police Service False identity data £525,000.00 62 Warwickshire Police Police capture and sharing Barclays Bank Metropolitan Police Service Serious Fraud Office Public/private Crown Prosecution -
Comparative Study on the Workload of Public Prosecutors in Selected Council of Europe Member States
COMPARATIVE STUDY ON THE WORKLOAD OF PUBLIC PROSECUTORS IN SELECTED COUNCIL OF EUROPE MEMBER STATES prepared on the basis of expertise by Lorena Bachmaier, Grażyna Stanek, James Hamilton, Gaja Štovičej and Catherine Carrie This study is implemented in the framework of the Council of Europe Project "Human Rights Compliant Criminal Justice System in Ukraine" which is part of the Council of Europe Action Plan for Ukraine 2018-2021 1 Table of contents: Abbreviations.................................................................................... 3 Executive summary............................................................................ 3 Introduction ...................................................................................... 6 Background information of Ukraine ..................................................... 9 Aim of the study .............................................................................. 12 Methodological principles and tools ................................................... 13 Topics and common structure of the country reports............................. 16 Table of contents and questionnaire for country reports ........................ 17 Country reports ............................................................................... 19 Germany ........................................................................................ 19 Ireland ........................................................................................... 32 Poland........................................................................................... -
Durham Constabulary Baseline Assessment October 2006
Durham Constabulary – Baseline Assessment October 2006 Durham Constabulary Baseline Assessment October 2006 Durham Constabulary – Baseline Assessment October 2006 ISBN 13: 978-1-84726-024-6 ISBN 10: 1-84726-024-1 CROWN COPYRIGHT FIRST PUBLISHED 2006 Durham Constabulary – Baseline Assessment October 2006 Contents Introduction to Baseline Assessment Force Overview and Context Findings Summary of Judgements 1 Citizen Focus (Domain A) Fairness and Equality in Service Delivery Neighbourhood Policing and Problem Solving Customer Service and Accessibility Professional Standards 2 Reducing Crime (Domain 1) Volume Crime Reduction 3 Investigating Crime (Domain 2) Managing Critical Incidents and Major Crime Tackling Serious and Organised Criminality Volume Crime Investigation Improving Forensic Performance Criminal Justice Processes 4 Promoting Safety (Domain 3) Reducing Anti-Social Behaviour Protecting Vulnerable People 5 Providing Assistance (Domain 4) Contact Management Providing Specialist Operational Support Strategic Roads Policing 6 Resource Use (Domain B) Human Resource Management Training, Development and Organisational Learning Race and Diversity Managing Financial and Physical Resources Information Management National Intelligence Model 7 Leadership and Direction Leadership Performance Management and Continuous Improvement Appendix 1 Glossary of Terms and Abbreviations Page 1 Durham Constabulary – Baseline Assessment October 2006 Baseline Assessment 2006 Frameworks 1 Citizen Focus (PPAF Domain A) 1A Fairness and 1B Neighbourhood 1C Customer -
Data-Driven Policing and Public Value Ian Kearns and Rick Muir March 2019 Data-Driven Policing and Public Value
DATA-DRIVEN POLICING AND PUBLIC VALUE IAN KEARNS AND RICK MUIR MARCH 2019 DATA-DRIVEN POLICING AND PUBLIC VALUE IAN KEARNS AND RICK MUIR MARCH 2019 Acknowledgments The authors would like to thank all those who contributed to this research. In particular we are grateful to Accenture, BT and the Institute for Policy Research at the University of Bath who generously provided the funding for this project. We are also grateful to the members of our Project Advisory Group, including David Darch, Allan Fairley, Lord Toby Harris, Giles Herdale, Simon Kempton and Professor Tom Kirchmaier. We would like to thank all those police forces we visited as part of the research in particular Avon and Somerset Police and Hampshire Constabulary. Authors Dr Ian Kearns is a Senior Associate Fellow of the Police Foundation and during the period in which he was working on this report was also a Visiting Fellow at the Institute for Policy Research at the University of Bath. He has 25 years of experience working in the public, private and NGO sectors. He is a former Deputy Director and Acting Director of the Institute for Public Policy Research (IPPR) where he provided strategic direction on digital government, the new digital economy, national security and crime. Prior to this Ian was a Director in the Global Government Industry Practice of Electronic Data Systems (EDS), an IT services firm with a $20bn turnover. Ian also co-founded and served as the first Director of the European Leadership Network, a network of former Prime Ministers, foreign and defence ministers and other senior figures focused on security issues.