THE OFFICE OF THE POLICE &CRIME COMMISSIONER FOR LEICESTERSHIRE
PCC Candidates Pack November 2015 Contents Introduction 3
A day in the life of Leicestershire Police 5
Leicestershire Police
The history 6
The force structure 7
The people 8
The associations and unions 10
The Police and Crime Plan and force performance 11
The recent HMIC reports 17
PCC
The history 19
The role 20
The structure (PCC) 23
The statutory functions 26
The Police and Crime Plan 29
The Police and Crime Panel 31
The role in the complaints process 32
Together as one
Our partners 33
Our victim care 35
Our budget and resources 36
Our procurement 41
Our estate 42
The local political landscape 45
Our future challenges 48
Your immediate considerations 50
For more information 50
2 www.leics.police.uk www.leics.pcc.police.uk Introduction
This document has been written specifically for prospective and confirmed candidates seeking election in May 2016 as the Police and Crime Commissioner (PCC) for Leicestershire.
Inside you will find a wealth of information which we hope you will find useful.
The first section focuses on Leicestershire Police. It looks at the history of the force, how it is structured today, and provides some facts and figures about the number of people who work for the police locally. It also sets out important information about the constitutional responsibilities of the force’s Chief Constable, Simon Cole.
Section two examines the role of the PCC. It examines the constitutional nature of the PCC’s relationship with the Chief Constable and the PCC’s responsibility to scrutinise the work of the force and to hold the Chief Constable to account for the performance of the police in Leicester, Leicestershire and Rutland. It also explains how the PCC has responsibility for setting the annual budget for policing in Leicestershire and producing the Police and Crime Plan which establishes the strategic direction for the police on behalf of the public.
This document also examines the role of the Police and Crime Panel which holds the PCC to account.
The third and final section of the document demonstrates how the PCC and the Chief Constable work in partnership in relation to many areas of business, including the challenges we face, how victims are supported and cared for, the overall budget allocated for policing and some details about what the future policing landscape might look like during the lifetime of the next PCC.
We hope that this briefing pack will enable you to better understand the role of the PCC and the responsibilities of the office. References to where you can obtain more information are made throughout the document and on the final page. I would like to extend my gratitude to colleagues who supported the production of this document.
Paul Stock Chief Executive for the Office of Police and Crime Commissioner
www.leics.police.uk www.leics.pcc.police.uk 3 I hope you find this pack a useful walk through ‘Leicestershire Police’ which is made up of the Office of the Police and Crime Commissioner and the Office of the Chief Constable.
The pack will explain the functions of each office and how we work together with our partners to achieve the Police and Crime Plan.
Introduction As PCC for Leicestershire, I believe that everyone in Leicester, Leicestershire and Rutland has the right to live free from the fear of crime, and that every person should have the opportunity to shape the future of policing in their local area.
In my Police and Crime Plan 2013/2017, which was informed and since revised by what local people say matters most to them, I set out how Leicestershire Police and partner agencies are to work together to reduce offending and re-offending, support victims and witnesses, make communities and neighbourhoods safer, and to protect the vulnerable. Leicestershire Police is an organisation with a good reputation for effective local policing, and has a solid foundation on which to deliver what local people tell us they need most from the public services that deliver a safer society.
I wish to thank openly our local police officers, our staff, our volunteers, the members of the public, partners, community safety partnerships and the many and varied outcome providers I commission for their significant contributions to supporting ‘Leicestershire Police’ in delivering the objectives set out in the Police and Crime Plan.
Sir Clive Loader Police and Crime Commissioner for Leicestershire
A long time ago Sir Robert Peel said; ‘The police are the public and 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 incumbent on every citizen in the interests of community welfare and existence.’ The role of the PCC makes that manifest in a democratically elected way.
As we enter our 180th year we are as committed as ever to working ‘with’ local people and communities through a time of change. The emergence of new technologies brings new threats, but also new opportunities. It means that risks to local communities are different, and that requires us to change what we do, and how we do it together with those communities.
The Police and Crime plan reflects community concerns about harms, including domestic abuse and hate crime, and a desire to be involved in solutions through engaged citizens and volunteers. I look forward to working with whoever is elected to be PCC as we seek to pursue the interests of community welfare, in the age of cyber and technology.
Simon Cole Chief Constable of Leicestershire Police
4 www.leics.police.uk www.leics.pcc.police.uk 400 90 999 EMAILS 1600 CALLS TO SPECIALIST DEPARTMENTS 40 ON OUR ROADS VISITORS 15 9 7
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www.leics.police.uk www.leics.pcc.police.uk 5 Leicestershire Police
Leicestershire was one of the first shire counties in Despite the enormous changes that have taken England to establish a police force when, in 1836, place in 179 years of policing in the area, many the Leicester Borough Police was established. of Peel’s principles still hold true today – policing without fear or favour and now not only with the Inevitably, much has changed over 179 years consent, but very much with the help of the public. since a handful of Constables were based in
The history The the Guildhall in the city centre. Following the creation of the Leicester Borough Police, separate forces for the County and Although our forebears would struggle to Rutland were formed and, by 1967, all these recognise today’s Police Constable, his or her units were combined into one single police force uniform, their equipment, their modes of transport, serving Leicester, Leicestershire and Rutland. their use of IT and the challenges and expectations of 21st century society, one thing would be familiar With a history spanning over three centuries, to those Guildhall bobbies – the ethos of policing. detailing the advances and changes to policing in that period would take more than a briefing pack. Sir Robert Peel, credited with being the founder of But here are a few highlights and lesser known modern policing, came up with a number of facts about the Leicestershire Police Force: principles in the mid-1800s. These were based on providing a service that policed with the consent of the public. One of Peel’s most quoted principles is: • The first patrols set out from Leicester Guildhall on 11 February 1836. “The police are the public and the public are the police; the police • Up until the 1890s officers carried cutlasses whilst out on patrol. being only members of the public who • Barbara Denis de Vitre was one of the first are paid to give full time attention to women officers to work in Leicester. She duties which are incumbent on every advised nationally on women in policing and was credited for helping to increase the citizen in the interests of community number of women police officers. Earlier this welfare and existence.” year, we celebrated 100 years of women in policing in Leicestershire.
• In 1961 the City Police became the first non-metropolitan force to introduce traffic wardens.
• In the 1980s we became the first force to use ground-breaking techniques pioneered by Professor Sir Alec Jeffreys at the University of Leicester. This led to the first offender ever to be convicted following mass DNA screening.
6 www.leics.police.uk Director Finance FinanceDept ChangeTeam Ch Supt Nixon The force structure force The DCC PSD Supt Ball CorpServices Ch Supt Pandit HR HRD T/Supt Roe Contact Mgt CC 24/7Policing Local Policing Ch Supt Healy Supt McLernon Partnerships Supt Newcombe Local Policing & ACC N’hood Investigations D Supt Castle www.leics.police.uk Crime & Intel D Supt Brown SeriousCrime D Ch SuptD Sandall
CC Chief Constable DCC Deputy Chief Constable ACC Assistant Chief Constable FIB D Supt Lee HRD Human Resources Director
www.leics.police.uk 7 The people The
Role of the Chief Constable
The responsibilities of the office of Chief Constable are set out in the Policing Protocol Order 2011 and are as follows:
• the Chief Constable is responsible for maintaining the Queen‘s Peace, and has direction and control over the force‘s officers and staff;
• the Chief Constable holds office under the Crown, but is appointed by the PCC (except in London where the Commissioner and Deputy Commissioner of Police of the Metropolis are appointed by the Queen on the recommendation of the London Mayor);
• the Chief Constable is accountable to the law for the exercise of police powers, and to the PCC for the delivery of efficient and effective policing, management of resources and expenditure by the police force. At all times the Chief Constable, his or her constables and staff, remain operationally independent in the service of the communities that they serve.
The Chief Constable is also responsible to the public and accountable to the PCC for:
• leading the force in a way that is consistent with the attestation (the oath sworn by Police Officers that their primary obligation is always to the Queen and that their duty is to uphold the law on her behalf free from political influence) made by all constables on appointment and ensuring that it acts with impartiality;
• supporting in the delivery of the strategy and objectives set out in the Police and Crime Plan (see Our Police and Crime Plan);
• assisting the PCC in planning the force’s budget;
• providing the PCC with access to information, officers and staff as required;
• having regard to the Strategic Policing Requirement when exercising and planning their policing functions in respect of their force‘s national and international policing responsibilities;
• notifying and briefing the PCC of any matter or investigation on which the PCC may need to provide public assurance either alone or in company with the Chief Constable (all PCCs will be designated as Crown Servants under the Official Secrets Act 1989, making them subject to the same duties in relation to sensitive material as Government Ministers);
• being the operational voice of policing in the force area and regularly explaining to the public the operational actions of officers and staff under their command;
8 www.leics.police.uk • entering into collaboration agreements with other Chief Constables, other policing bodies and partners that improve the efficiency or effectiveness of policing, and with the agreement of their respective policing bodies;
• remaining politically independent of their PCC;
• managing all complaints against the force, its officers and staff, except in relation to the Chief Constable, and
The people The ensuring that the PCC is kept informed in such a way as to enable the PCC to discharge their statutory obligations in relation to complaints in a regular, meaningful and timely fashion. Serious complaints and conduct matters must be passed to the Independent Police Complaints Commission in line with legislation (see Our role in the complaints process);
• exercising the power of direction and control in such a way as is reasonable to enable their PCC to have access to all necessary information and staff within the force; and
• having day-to-day responsibility for financial management of the force within the framework of the agreed budget allocation and levels of authorisation issued by the PCC.
Simon Cole became Chief Constable of Leicestershire Police in June 2010. He was awarded the Queen’s Police Medal in 2014. The current Chief Constable’s contract runs to June 2018.
Further details about Simon Cole can be found on the force’s website www.leics.police.uk
Chief Officer Team
Led by Chief Constable Simon Cole, the Chief Officer Team comprises the following senior officers:
Deputy Chief Constable Assistant Chief Constable Roger Bannister Phil Kay
Chief Constable Director of Human Director of Finance Simon Cole Resources Alison Naylor Paul Dawkins
Further details about the Chief Officers, their roles and specific responsibilities, can be found on the force’s website www.leics.police.uk
www.leics.police.uk 9 Police officer staff associations
There are three staff associations that represent the views of police staff and officers in Leicestershire:
Police Federation: • representing the views of police officersup to the rank of Chief Inspector
Superintendents Association: • representing the views of police officersof the rank of Superintendent or Chief Superintendent The associations and unions The
Chief Police Officers Staff Association: • representing the views of police officerswho hold a rank above Chief Superintendent
The National Police Chiefs’ Council (NPCC): • helps the police cut crime and keep the public safe by joining up the operational response to the most serious and strategic threats.
Staff Trade Unions
A Trade Union is a formally constituted collective of employees formed to improve their incomes and working conditions by collective bargaining with their employer or employer organisations.
Employees of the Office of the Chief Constable in Leicestershire are currently represented by two trade unions; Unison and GMB.
10 www.leics.police.uk Police and Crime Plan performance – the current plan
The current Police and Crime Plan for 2013 – 2017 such as the Strategic Partnership Board (SPB) is focussed on setting the strategic direction and and the Strategic Partnership Executive Board accountability for policing and partnerships, and (SPB Executive) through a well-structured contributing to resourcing of policing response to performance and governance framework. regional and national threats (as directed by the Home Office’s Strategic Policing Requirement). The reports arising from this framework are The Plan sets out four key themes for Leicester, published within the Police and Crime Panel Leicestershire and Rutland, which are: Agenda and are available publicly at:
1. reducing offending and re-offending http://www.leics.pcc.police.uk/Document-Li- 2. supporting victims and witnesses brary/About-Us/PCC-briefing-pack-2016/Q1- 3. making communities and neighbourhoods safer 2015-16-Performance-report.pdf
4. protecting the vulnerable. An Annual Report is published by the Police and Under the key themes sit 18 strategic priorities, Crime Commissioner which details performance which encompass multi agency and partnership of the Police and Crime Plan and covers all working objectives alongside more police-specific objectives in more detail. An Annual Report has objectives. been published for the years: 2012/13, 2013/14 and 2014/15. It is available from the PCC website A detailed performance framework is in place to at the following link: monitor the strategic priorities of the Police and Crime Plan. The progress and performance against http://www.leics.pcc.police.uk/Document-Li- these objectives are considered quarterly by the brary/annual-report-2015.pdf Police and Crime Panel and at key meetings The Police and Crime Plan and force performance and Crime Plan force Police The Demand
In January 2015 the College of Policing published years and this is likely to continue after the next results of a national analysis of the current demand Comprehensive Spending Review on 25 on the police service. Its report, entitled November 2015; “Estimating Demand on the Police Service”, found that the quantity and nature of demand on • a changing crime mix means that the “cost of policing services has changed significantly over crime” for the police has not fallen at the same recent years. rate as crime numbers, with more time being spent on more “costly crime”, particularly in In its report, the college highlighted a number of relation to complex crimes such as Child Sexual issues, including the following: Exploitation (CSE);
• there is evidence to show that whilst recorded • incidents involving people with mental health crime has reduced, demand on the police has issues necessitating a police response appear grown in other ways; to be rising, as does the demand on the police in relation to protective, statutory requirements, • whilst recorded crime has decreased over the such as Multi Agency Public Protection Panels; last ten years, these trends are slowing and and increases are apparent in some types of crime and incidents (for example, rape and issues • there are two indications of emerging pressure of public safety and welfare). Fraud and cyber on police resilience – a decrease in the level of crime are not included in statistics provided by police visibility and an increase in requests for the Office for National Statistics; mutual aid from other forces.
• the numbers of police officers and police staff have been falling consistently over the last five
www.leics.police.uk 11 The infographic below highlights the various demands on a typical police force in a 24 hour period: Infographic 1. College of policing: incoming demand The Police and Crime Plan and force performance and Crime Plan force Police The
Infographic also available at the following link http://www.leics.pcc.police.uk/Document-Library/About-Us/ PCC-briefing-pack-2016/College-of-Policing-Incoming-Demand.pdf
12 www.leics.police.uk Over and above a changing profile of crime and expectations, a change in the profile of crime and incidents, it is also important to recognise that a significant growth in the population locally. changes in local demographics have had an impact on demand for policing services over the To meet these various challenges, partnership last 15 years. working has become increasingly vital, and the police, PCC, local authorities, statutory, voluntary Between 2001 and 2011 the population of and private sector partners, together with Leicester, Leicestershire and Rutland (LLR) grew neighbouring police forces, have achieved much by 10% (an additional 93,647 residents). The area in tackling these challenges by working in that experienced the biggest growth was the city collaboration. of Leicester (an increase of 18% - 49,918 people), whilst in Leicestershire it grew by 7% (40,942 The Home Office is currently conducting a review people) and by 8% in Rutland (2,787 people). of performance management across the police Further population growth of around 5% is service. Being led by Chief Superintendent Irene predicted by the year 2020 for each of the areas Curtis (President of the Police Superintendents’ (statistics from the Office of National Statistics). Association of England and Wales), the review is focussing on the use and suitability of targets within Accordingly, the performance of Leicestershire forces and/or Police and Crime Plans, and C/Supt Police needs to be seen in the context of reducing Curtis’ report is expected before the end of 2015. officer and staff numbers, changing social
Recorded Crime
The total recorded crime figures in Leicester, Leicestershire and Rutland have fallen by almost 30% in the last ten years, mirroring the national picture, some crime categories are starting to see increases (including sexual assaults). The current crime profile of the force area is at its lowest for more than The Police and Crime Plan and force performance and Crime Plan force Police The two decades.
Today, there are some 20,000 fewer crimes each year in Leicester, Leicestershire and in Rutland than there were five years ago.
This achievement in enhancing community safety and well-being should be seen against the backdrop of reducing budgets, fewer officers and staff and a significant increase in the population, and is a tribute to extremely hard work not just by the police and the PCC but by our many partner organisations.
For information on the current counting rules, please refer to the following link: https://www.gov.uk/government/publications/counting-rules-for-recorded-crime
Examples of crime categories are shown below: Chart 1: All crime 2004 to 2015, Leicester, Leicestershire and Rutland
These official statistics collated by the Home Office of notifiable crime (which exclude crimes of fraud which are monitored separately by the Home Office) show the reductions made over the last ten years, with recorded crime being under 60,000 crimes per year over the last three years. This equates to 66.63 per 1,000 population.
www.leics.police.uk 13 Chart 2: Burglary Dwelling 2004 to 2015, Leicester, Leicestershire and Rutland
The numbers of dwelling burglaries also remain low, with fewer than 4,000 offences recorded in 2014/15. This equates to 9.99 per 1,000 households.
Chart 3: Violence against the person (with injury) 2004 to 2015, Leicester, Leicestershire and Rutland
Violence against the person (with injury) offences have also seen large reductions from the levels recorded in 2004/05, culminating in fewer than 5,000 offences per year over the last three years The Police and Crime Plan and force performance and Crime Plan force Police The (4.68 per 1,000 population). This equates to more than 35% fewer victims injured through an act of violence when compared to 2004/05 and 30% fewer victims injured though violence than in 2009/10.
Sexual Offences, 2004 to 2015, Leicester, Leicestershire and Rutland
In common with the rest of the country, there has a been a continued and sustained rise in the number of recorded sexual offences over recent years. In Leicestershire, the number of crimes equate to 1.26 crimes per 1,000 population. This is in part due to the efforts made by the police and partner agencies to encourage victims to report such crimes and, we hope, a growing confidence amongst victims to do so. Combating such crimes remain a significant challenge and focus for law enforcement and safeguarding agencies across Leicester, Leicestershire and Rutland.
14 www.leics.police.uk Anti-social behaviour, 2007 to 2015, Leicester, Leicestershire and Rutland
Levels of recorded antisocial behaviour have been falling over a number of years locally, with reported incidents approximately halved between 2007/08 and 2014/15 – the equivalent of more than 20,000 fewer victims over that timeframe. This equates to 20.48 per 1,000 population. Close partnership working and joint case management systems have played a significant part in achieving these reductions. The Police and Crime Plan and force performance and Crime Plan force Police The
Confidence and satisfaction
Community Based Survey
The Community Based Survey is commissioned locally by Leicestershire Police into levels of public satisfaction and confidence in the service they receive.
www.leics.police.uk 15 The latest survey shows that the percentage of people who believe that Leicestershire Police is doing a “good” or “excellent” job is 86% - the highest confidence and satisfaction rating recorded since the survey began in this format in 2009. In addition to this survey, in the last year the force has launched “Rate My Local Police”, an online Trip Advisor-style feedback mechanism enabling members of the public to provide real time and direct feedback on the service they receive. The feedback this system generates helps the police further enhance the service provided to the public.
Police user satisfaction survey The Police and Crime Plan and force performance and Crime Plan force Police The
Over the last two years the satisfaction rates among victims has remained over 80%. Whilst consistent, this rate is lower than in previous years, and is an area of priority for the Force and the current PCC.
Crime Survey for England and Wales (CSEW)
The Crime Survey for England and Wales is a survey carried out on behalf of the Home Office which monitors the public’s perceptions and worry about crime and confidence in the police and the criminal justice system. The most recently published information from the CSEW September 2015 indicate that the number of people who think the police do a good or excellent job remains at 63%, which represents a fairly stable local trend.
16 www.leics.police.uk Police Effectiveness, Efficiency and Legitimacy inspections
Her Majesty’s Inspectorate of Constabulary (HMIC) is responsible for inspecting all 43 forces in England and Wales. HMIC conducts both thematic inspections of all forces, and inspections of a selected handful of forces about specific aspects of policing service. The recent HMIC recent The reports In the last few years it has developed the PEEL Inspections (Police Effectiveness, Efficiency and Legitimacy). These are conducted in each of the 43 police forces annually, and provide a graded judgment from four possible options;
• Outstanding • Good • Requires improvement; or • Inadequate
As HMIC states (on its website):
To carry out the PEEL inspections, HMIC draws together evidence from its annual all-force inspections. The evidence is used to assess the effectiveness, efficiency and legitimacy of the police. HMIC has introduced these assessments so that the public will be able to judge the performance of their force and policing as a whole.
The effectiveness of a force is assessed in relation to how it carries out its responsibilities including cutting crime, protecting the vulnerable, tackling anti-social behaviour, and dealing with emergencies and other calls for service.
Its efficiency is assessed in relation to how it provides value for money.
Its legitimacy is assessed in relation to whether the force operates fairly, ethically and within the law.
The evidence from inspections, together with the context within which forces operate, allows HMIC to make an assessment of each of the 43 police forces in England and Wales.
www.leics.police.uk 17 In its most recent national PEEL report, published on 20 October 2015, HMIC rated Leicestershire Police “good” in all areas examined for the second consecutive year.
The assessment looked at: • how efficient forces are at keeping people safe and reducing crime • how well each force uses its resources to meet demand • how sustainable and affordable each force’s workforce model is; and • how sustainable each force’s financial position is in the short and long-term.
In particular, HMIC praised the force for: • its commitment to neighbourhood policing • maintaining a good financial position
The recent HMIC recent The reports • taking clear and effective steps to tailor its future workforce plans • maintaining a mature collaboration within other East Midlands forces; and • continuing to maintain a good working relationship with organisations at a strategic and tactical level.
Comments from other HMIC inspections
In May 2014 the force was visited to examine the • the audit and monitoring processes used by the force effectiveness of the police in dealing with and correctly for the recording sexual offences, which it regards as determining reports of crime. The findings contributed “good practice”. to a national thematic report and built on previous Leicestershire was also singled out for praise in an HMIC inspections. An action plan was implemented to report published in September 2014 entitled “An ensure delivery alongside each area identified. HMIC inspection of crime prevention, police attendance and has recently announced that all forces may be subject use of police time”. The force was mentioned in the to unannounced inspections with regards to this area report as an example of best practice nationally for: of business. • its approach to policing the night-time economy; and A national report was published in July 2014 which examined the progress being made by all police forces • the “triage car” system which is helping to more in England and Wales in reducing their overall operating effectively respond to incidents involving issues of costs whilst continuing to reduce crime, protect residents mental health. and maintain high levels of public support. An unannounced joint inspection by two inspectorates (HMIC and HMIP) in September 2014 formed part of the In awarding Leicestershire three “good” ratings, the national programme of general Custody inspections. report acknowledged that the force is “on track” to achieve its required savings and has a “sustainable” Four key recommendations were made regarding the approach towards reducing its overall budget in the introduction of quality assurance processes: coming years. • monitoring the quality and consistency of risk It concluded: “The force understands the issues it assessments as part of the quality assurance for faces and is achieving the required savings today training; while planning for the future.” • staff development and safe outcomes for detainees; In August 2014, HMIC published a further report • supervision by custody sergeants of the use of force examining the efficacy of crime recording systems in the custody environment; and processes used by all forces. It concluded that the • PCC and Chief Officers to monitor data approach taken by Leicestershire is “ethical and highly regarding the detention of children and to work with victim-focussed”. The report praised: local authorities to review the provision of local • the Chief Officer Team for providing“strong and authority accommodation for children. visible leadership throughout the organisation with a real focus on crime data integrity” The force was subsequently revisited by HMIC and HMIP on 03 September 2015 to review progress against • the victim focussed approach which it describes as the recommendations. The visit passed well and whilst “a credit to the officers and staff representing the formal report is awaited good progress is being Leicestershire Police on their front line”; and made as part of the broader regional Delivering Justice programme.
18 www.leics.police.uk PCC
One of the outcomes of the 2010 General Election was that the Coalition Government decided to restructure the governance arrangements for policing.
In explaining its intentions and motivation, the Government pledged: The history The
“We will introduce measures to make the police more accountable through oversight by a directly elected individual, who will be subject to strict checks and balances by locally elected representatives”
And so, enshrined in the ensuing Police Reform and Leicestershire and Rutland, some significant Social Responsibility Act 2011, the Office of Police results have been achieved and groundbreaking and Crime Commissioner was born. firsts established. These include:
The Act transferred the control of police forces from • The reduction in overall crime by 3% the former police authorities to elected PCCs in 41 of the 43 police forces in England and Wales (the • The creation of the country’s first Youth Metropolitan Police and the City of London Police Commission, enabling young people’s voices have separate governance arrangements). to be heard by the PCC
It established details about the powers and duties of • A level of investment in community projects PCCs, of the Police and Crime Panels which would and initiatives which is the second highest of all be constituted in each force area to hold PCCs to PCCs in the country account, and set out how the PCCs would work with their local police forces and with other local • A programme of enhanced officer safety, providers. accountability and performance by introducing body worn video for police officers and the Elections for the first PCCs in the 41 force areas extended use of mobile data available to officers took place in November 2012. As a result, Sir Clive on the move Loader, KCB, OBE, ADC, FRAeS, was elected as the Police and Crime Commissioner for • The establishment of one of the the first Leicestershire. independent Ethics, Integrity and Complaints Committees. During his term in office and setting the Police and Crime Plan on behalf of the people of Leicester,
For a detailed insight into all the work of Sir Clive and his staff during his term in office, please refer to his most recent annual report on his website: www.leics.pcc.police.uk
www.leics.pcc.police.uk 19 The roles The
Police and Crime Commissioner Sir Clive Loader, KCB, OBE, ADC, FRAeS
Role of the PCC
As set out in the Police Reform and Social Responsibility Act 2011, there are a number of statutory duties that a PCC is required to fulfil.
A PCC has to: • act in accordance with the Financial Management Code of Practice for the Police Service of England • ensure that the Chief Constable delivers a policing and Wales 2012, the Policing Protocol Order 2011 service that is both effective and efficient and provides and the Strategic Policing Requirement 2015. value for money to the taxpayers of the force area; In addition, should the need arise or be relevant, • determine the total amount of the budget available to the PCC has to: the Chief Constable and to set, on an annual basis, a precept to support this; • lead on the process of recruiting a new Chief Constable or the renewal of the contract of an • ensure that the opinions of the public are being existing Chief Constable; collected and taken into consideration in the delivery of a policing service; this must specifically include • facilitate the departure of a Chief Constable who has the collection of the views of people who have behaved in a manner that justifies their removal from become victims of crime; office;
• publish (within the year they take office) a Police and (Both of these events are highly regulated within the Crime Plan which sets out the strategic objectives police regulations issued by parliament.) that the PCC requires the Chief Constable to deliver during the PCC’s period in office; • facilitate the running of an Independent Custody Visiting scheme covering any custody facilities • publish every year an Annual Report demonstrating controlled by the Chief Constable under their remit; the progress in the force area towards the achievement of the objectives set out in the Police • investigate complaints about how the Chief and Crime Plan; Constable fulfils his/her duties; and
• ensure that information is published in the public • respond to the Home Secretary with their comments domain that enables the public to assess the regarding any Inspection Report published by HMIC performance of the policing in their area; that affects the force area.
20 www.leics.pcc.police.uk The Police Reform and Social Responsibility Act 2011 created two corporate entities, the Office of the Police and Crime Commissioner and the Office of the Chief Constable, with the latter responsible for the recruitment of Chief Officers other than Chief Constables themselves.
Leicestershire Police comprises 2 separate legal entities; the Office of the Police and Crime Commissioner, the PCC
The roles The being responsible for the political oversight and strategic leadership of policing; and the Office of the Chief Constable (referred to within this document as “the Force”), which is responsible for delivering policing services within their geographical area and towards the strategic objectives set by the PCC.
The PCC is the ultimate head of Leicestershire Police with the Chief Constable responsible for ensuring it operates in line with the PCC’s requirements.
Both of these 2 legal entities are Corporation Soles, that is to say that all legal responsibilities are vested in the person holding the relevant Office. In terms of the Office of the Police and Crime Commissioner, because it is designated as a political post, the “office holder” has to be elected to hold this and in terms of the Office of the Chief Constable the “office holder” is whoever is appointed to hold the Office. Therefore, within this document, all references to the PCC and the Office of the PCC both mean, currently, Sir Clive Loader.
Whilst these legal arrangements make it clear that the responsibility for the governance and oversight of the Office of the Chief Constable falls solely upon the PCC as an individual, PCC’s themselves are only ultimately responsible to the electorate at the ballot box. Unless a PCC commits a serious criminal act, the only way that a PCC can be removed from office is for the public to vote them out at an election. During their period of office, scrutiny over the PCC is provided by the Police and Crime Panel.
Statutory appointments
The Police Reform and Social Responsibility Act 2011 states that a PCC is legally obligated to make appointments to the following statutory positions:
• Head of Paid Staff
• Chief Finance Officer
• Monitoring Officer
Role of the Head of Paid Staff and Monitoring Officer (Chief Executive)
Section 4 of the Local Government and Housing Act 1989 says that every public authority has a statutory obligation “to designate one of their officers as the head of their paid staff”.
It is the duty of a Head of Paid Staff to prepare for the PCC, a report outlining all or any of the following:
• the manner in which the discharge by the PCC of their different functions is co-ordinated
• the number and grades of any staff employed by the PCC for the discharge of their functions
• the organisation of any staff employed by the PCC; and
• the appointment and proper management of any staff employed by the PCC.
www.leics.pcc.police.uk 21 Such a report will be produced whenever, in the opinion of the Head of Paid Staff, the PCC is making proposals that will either impact or be impacted by any or all of the aspects outlined above.
The roles The In addition, the Head of Paid Staff is the nominal person who is answerable to any legal challenges made against the public authority, since an elected PCC is deemed only to be accountable to their electorate at the ballot box and not through the courts for any administrative shortfalls of the organisation that they have been elected Chief Executive Chief Finance Officer to lead. The Head of Paid Staff’s role can be considered for the OPCC for the OPCC as the PCC’s chief of staff. It is their responsibility to Paul Stock Helen King propose to the PCC how their responsibilities should be organised and the numbers and grades of staff required to discharge them. It is the duty of a Monitoring Officer to report to the Section 5 of the Local Government and Housing Act Police and Crime Panel, if at any time it appears to him or 1989 says that every public authority has a statutory her that any proposal, decision or omission has given rise obligation “to designate one of their officers (to be known to or is likely to or would give rise to: as “the monitoring officer”) as the officer responsible for performing the duties imposed by this section”. • a contravention of any enactment or rule of law, or;
Whilst this legislation precludes a person from a • maladministration or related injustice. simultaneous appointment to be both Monitoring Officer and Head of Paid Service, the Police Reform and Social The Monitoring Officer also has significant functions in Responsibility Act 2011 specifically overrides this and relation to the PCC’s conduct. The Monitoring Officer says that the same person must be appointed to both is the registration officer for the purpose of any PCC’s positions by a PCC. Code of Conduct and must support the work of any standards regime in place in line with the requirements of the Localism Act 2011. Role of the Chief Finance Officer
The Chief Finance Officer is also known as the Section • ensuring that budget calculations are robust and 151 officer. This is a statutory function which requires reserves adequate (his/her view of adequacy (amongst other things) that the PCC produces a expressed to the budget making meeting of the balanced budget and reports any unlawful spending PCC) and that a sound medium term financial or activity. strategy exists for both revenue and capital spending
The duties of a Chief Finance Officer are numerous but • securing effective arrangements for prudential include the following: borrowing and treasury management including compliance with CIPFA Codes on Capital Finance • advising on corporate risk management including and Treasury Management safeguarding assets, risk avoidance and insurance - this will encompass having a systematic risk • ensuring that there is an effective Internal Audit management strategy function including the right of independent access for the PCC and the Monitoring Officer • advising on effective systems of internal control and putting these in place. These will include financial • securing effective systems of financial administration; controls and
• providing a formal assurance or commentary as to • ensuring that statutory and other accounts and the effectiveness or otherwise of the internal control associated claims and returns in respect of grant environment are prepared - this would include certifying that the annual Statement of Accounts presents fairly the • ensuring that financial management arrangements financial position and transactions of the PCC. are sound and effective
• ensuring a prudential financial framework is in place so that the PCC keeps their commitments in balance with available resources and monitors these.
22 www.leics.pcc.police.uk NOT PROTECTIVELY MARKED The structure (PCC) structure The
NOT PROTECTIVELY MARKED Senior Management Team
The Senior Management Team (SMT) comprises the Chief Executive, Chief Finance Officer, Head of Governance and Assurance and Head of Policy and Strategy. This team provides the strategic and operational direction of the office.
The Director of Strategic Communications and Engagement attends as a co-opted member.
Governance and Assurance Team
This team provides direct support, advice, briefings and guidance to the PCC across a range of issues. It ensures that decisions taken by the PCC follow the right processes and are published on the PCC’s website to provide transparency and accountability to the public. The team also handles all correspondence to the PCC including letters, emails and telephone calls. The team provides oversight of requests for information under the Freedom of Information Act, administers Police Appeal Tribunals, manages the volunteer scheme and liaises with Leicestershire County Council in relation to the work of the Police and Crime Panel.
Chief Finance Officer’s Team
The team provides advice, challenge and support to the force, to the PCC and to partners in the areas of commissioning, finance, planning and performance. The team is responsible for providing internal and external performance and resource structures to ensure the Police and Crime Plan is delivered.
www.leics.pcc.police.uk 23 Partnerships and Commissioning Team
The Partnership function seeks to support the establishment and maintenance of effective and productive relationships between the PCC, key partners and other stakeholders. The team also works closely with key partners and providers to identify opportunities for further joint working and innovation.
The Commissioning function seeks to use the budget
The structure (PCC) structure The available to improve outcomes in the most efficient, effective and sustainable way. A robust contract management process is in place which ensures that risks to the PCC are appropriately managed and that positive outcomes are achieved. This includes quarterly monitoring returns and contract management meetings. The Commissioning team works closely with the Performance and Evaluation Co-ordinator in measuring outcomes and the social return on investment (SROI) that the OPCC’s services deliver.
Policy and Strategy Team
The Policy and Strategy Team comprises the Head of Policy and Strategy and a Policy and Research Officer. They produce strategies to support the delivery of the Police and Crime Plan and work closely with other organisations and partners to ensure the delivery of these strategies. Horizon-scanning enables early identification of areas and initiatives that may impact on the delivery of the plan. The function also provides the PCC and the SMT with synopses of current and topical issues and provides impact assessments and recommendations for the PCC to consider.
Communication and Engagement
The Communications and Engagement Directorate is a shared resource between the PCC and the Chief Constable. One of its aims is to raise awareness of, and support for, the role of the PCC. Its staff also seek to ‘close the loop’ by communicating the progress being made in delivering the Police and Crime Plan and to create opportunities for the public to speak to the PCC. The function proactively plans media and public engagements paving the way to outcomes which make a difference to the quality of life for all.
For more details about the structure of the OPCC, please see the OPCC Business Delivery Plan http://www.leics.pcc.police.uk/Document-Library/About-Us/PCC-briefing-pack-2016/Business-De- livery-Plan-2015-2016.pdf
24 www.leics.pcc.police.uk PCC associations
There are three associations that represent the views of the PCC in Leicestershire:
The Association of Police and Crime Commissioners (APCC):
• representing Police and Crime Commissioners and other local policing bodies across England and Wales
The structure (PCC) structure The The Association of Policing and Crime Chief Executives (APACE):
• representing chief executives and other senior staff within the Offices of Police and Crime Commissioners
Police and Crime Commissioners Treasurers’ Society (PACCTS):
• representing the Treasurer of each of the 41 Police and Crime Commissioners in England and Wales, as well as the Treasurer to the Mayor’s Office for Policing and Crime, and the Chamberlain of the Common Council of the City of London.
Budget
For the previous three years, the budget was allocated as NOTfollows: PROTECTIVELY MARKED
2013/14 2014/15 2015/16
Budget Outturn Original Initial Final Budget Draft Budget £000 £000 £000 £000 £000 Staffing, Agency and Comms 834 876 807 847 841
Contribution towards force shared - - - 64 64 Executive Support and Communications Legal Costs, Audit Fees, 105 79 101 97 97
Transport, Independent Custody Visitors, 21 57 31 23 23 training and recruitment expenses Ethics Committee - - - - 15
Policy Advisor , JARAP and Office costs 86 76 92 64 64
Cost before funding and reserve 1,046 1,088 1,031 1,095 1,104
V&W Grant funding - - - (64) (64)
Transitional Reserve - (42) - - (15)
Net of funding and reserve 1,046 1,046 1,031 1,031 1,025
www.leics.pcc.police.uk 25
NOT PROTECTIVELY MARKED Setting the police precept and budget The statutoryThe functions
The PCC is the recipient of all police funding, paid by each household within their council tax bill. derived from two primary sources. The Home Secretary still retains a degree of control over a budget set by a PCC and ensures that, as a The majority of this funding comes from central minimum, the PCC passes sufficient monies to the government, which uses a funding formula to Chief Constable to pay the salaries of the Police determine the amount to be allocated to each force. Officers under the direction and control of the Chief Constable at the beginning of the financial year. The Earlier this year the government announced it was Home Secretary has the power to set the minimum to review the formula and ran two consulatation level. exercises. However, the government have chosen to delay the implementation of a new funding formula From the sum of money received / raised locally to allow additional work to take place. At this stage by the PCC, it must be sufficient to provide for the the potential impact on funding allocated to following: Leicestershire is unknown. • the funding of the Office of the Chief Constable This central government element of the funding • any funding required to administratively support includes some grants which can be used only for the PCC themselves specific purposes. • any funding the PCC may choose to provide to The second source of funding for policing is the third parties (commissioning). amount collected via local taxation as part of the council tax bills, known as the “policing precept”.
The level of this precept is determined annually by the PCC and constitutes the amount of money to be
Funding the Office of the Chief Constable
Whilst the PCC sets the total value of the Chief Constable’s budget, the PCC has no say over how the money is spent, provided it is in support of the objectives set for policing within the Police and Crime Plan. That said, how the Chief Constable actually spends the money will subsequently form part of the PCC’s scrutiny of the Chief Constable.
26 www.leics.pcc.police.uk Funding the Office of the Police and Crime Commissioner
Legislation provides for the PCC to share resources PCC staff who the Chief Constable has no right with the Chief Constable with the only restriction to access as a resource to assist in the delivery of being that, in so doing, the PCC must not use operational policing. resources that the Chief would otherwise be using to provide frontline policing at the time. (For Legislation also requires that the PCC must ensure example, a police officer whose normal role was that people are appointed to three statutory frontline policing could be used to support the PCC positions (as is the case with Local Authorities). during a period while they were on restricted duties These are: but that this situation couldn’t continue once they were fit to return to their original duties). • Head of Paid Service
The statutoryThe functions Nevertheless, as a separate legal entity the PCC • Chief Finance Officer is still able to employ personnel as members of • Monitoring Officer
Personnel structures
Police officers are Crown Servants and therefore The PCC can also employ staff. Other than any not employees in the legal sense. Accordingly, Deputy PCC that might be employed, all PCC staff employment legislation does not apply to them. All are designated as politically restricted (under Local police officers fall under the direction and control of Government legislation). This is to provide a Chief Constable. reassurance to the public that employees are not being used for either party political purposes or Police Staff are persons employed by the Chief to fulfil duties that the PCC themselves has been Constable (for example as Police Community elected to perform. Support Officers, or Scenes of Crime Officers).
Commissioning
The PCC is entitled to award monies to third parties, within certain rules, not least to help achieve the priorities set out in the Police and Crime Plan.
The commissioning budget comprises restricted and unrestricted funding. Restricted funding (grants from central Government) must be spent within certain constraints as set out by the Home Office and Ministry of Justice, whilst unrestricted funding (an element of the precept set aside for commissioning purposes) can be spent on those things that (as laid out in the Anti-social Behaviour, Crime and Policing Act 2014):
• will secure, or contribute to securing, crime and disorder reduction in the PCC’s area • help victims or witnesses of, or other persons affected by, offences and anti-social behaviour; or • constitute services of a description specified in an order made by the Home Secretary.
The commissioning of services must be done in conjunction with the European Union Procurement Directives, the Public Contracts Regulations 2015 and our own financial standing orders. These require PCCs to act in an open and transparent manner where funding is primarily awarded via open competitive procurement processes (often open to the whole of the EU) which secure best value for money. Non- competitive awards of funding can be made in exceptional circumstances where there are clear reasons for doing so which are in the best interests of the public and/or where there is evidently only one organisation that could reasonably be considered able to deliver the service.
www.leics.pcc.police.uk 27 Current commissioned services and commissioning intentions for 2016/17 are detailed within the 2015-2017 Commissioning Framework 2016/17 Refresh (available from the OPCC website http://www. leics.pcc.police.uk/Document-Library/Planning-and-Money/Commissioning/2015-2017/Com- missioning-Framework-Refresh-2016-2017.pdf). This sets out the PCC’s total current commissioning budget against the strategic priorities that are expressed within the current Police and Crime Plan. As the OPCC is uniquely placed, having an interest across the whole of Leicester, Leicestershire and Rutland, the commissioning portfolio includes a number of services commissioned in partnership with the respective local authorities and other commissioning organisations.
Commissioned services The statutoryThe functions A commissioning outcomes framework has been developed by the PCC in Leicestershire to make sure that all commissioned services are effective and achieving the required outcomes. Performance is monitored through the PCC’s office to ensure that the services are delivering what was agreed in the contracts. Social Return on Investments evaluations are being completed across a range of commissioned services. This will help determine where social value has been added through commissioning work and will be used in developing future commissions.
Consultation and engagement
The PCC has a statutory responsibility to ensure that the views of members of the public are both collected and taken into consideration when policing priorities are being set. The Police Reform and Social Responsibility Act 2011 added that this must specifically include the views of victims of crime with regards to the service they receive.
Other than the specifics of victims of crime, there is no prescription as to how this consultation and engagement should take place.
Publication of information
Whilst the PCC has a statutory duty to ensure fetter the operational independence of the Chief information about policing is published, the Home Constable so to do (for example publishing details Office is provided with relevant information that they of specific on-going investigations), the PCC may will publish at a locational level on their website. choose, or require the Chief Constable, to publish additional information that the PCC believes would Notwithstanding this, the PCC has a legal be of interest to the public. The PCC can also entitlement to see any policing information that the prescribe how this information is published. Chief Constable may hold, and, unless it would
The PCC’s Annual Report explains in some detail how the current incumbent fulfilled his statutory duties during 2014/15.
The report can be found at http://www.leics.pcc.police.uk/Document-Library/annual-report-2015.pdf
28 www.leics.pcc.police.uk The PCC is legally required to issue a Police and Crime Plan as soon as practicable after taking office (and in any event before the end of the financial year in which they assume office).
As a first step, the PCC must produce a draft plan in consultation with the Chief Constable.
The draft must then be sent to the Police and Crime Panel, allowing a reasonable amount of time for it to be considered. The PCC must have regard for, and provide a response to, any report or recommendations made by the panel about the draft plan, and the PCC must also publish that response, and the plan itself, and send a copy of the plan or variation to the Chief Constable. The Police and Crime Plan Police The
Source: APACE
Preparing the plan
Before finalising the Police and Crime Plan, the PCC has a legal requirement to consider the views of the following:
• his/her electorate (but already fulfilled automatically – see below) • the Chief Constable • partners and stakeholders.
The extent to which the opinions of those consulted are reflected in the final plan is entirely a matter for the PCC (although it is worth remembering that it is the role of the Police and Crime Panel to examine how the PCC has consulted and the degree to which opinions and comments have been taken on board).
www.leics.pcc.police.uk 29 Indeed, the views of the Chief Constable on the draft plan are critical, since the plan will prescribe the strategic direction that the Chief Constable must take. However, the PCC’s Election Manifesto must form the basis of the plan since these were the pledges made to the electorate and upon which he or she has been elected.
Partners and stakeholders are the other legal consultees, but the extent to which a PCC may wish to consult with them over his or her draft Police and Crime Plan will be dictated in some measure by the degree to which their support for, or involvement in, delivering the strategic priorities will be necessary.
At the time of the last PCC elections in 2012, the Home Office made it clear that there was no requirement to do any further public consultation in regards to the contents of the plan, since “running an election campaign” is considered to be “consultation intensive”. Instructions were given to Police and Crime Panels to take this view. The Police and Crime Plan Police The Contents of the plan
APACE’s guidance on what a Plan must reflect is as follows:
• the manifesto presented by the PCC to the electorate
• a statement that the PCC will provide the resources to the Chief Constable to support national functions through the Strategic Policing Requirement
• the elements of the plan that the PCC requires the Chief Constable to deliver and any that the PCC will be seeking support from partners (see above)
• any resources that the PCC commits to providing for the Chief Constable in order that he or she can seek to deliver his element of the plan
• the methodology by which the PCC requires the Chief Constable (and partners if relevant) to evidence progress against achievement of the plan. This may include metrics and (according to APACE) “targets”
• any elements intended to be delivered via collaborative arrangements with other PCCs (but not necessarily if the collaboration is between Chief Constables because how the Chief Constable delivers things is not a matter of determination by a PCC); and
• any intentions to issue funding to organisations other than the Chief Constable, with as much detail of these intentions as possible (this implies that it is probably best to issue a Commissioning Framework in advance of publishing a Police and Crime Plan and then reference it thereafter).
30 www.leics.pcc.police.uk The Police and Crime Panel, which is totally The role of the panel is not to scrutinise the independent of the Office of the Police and Crime performance of the force or the Chief Constable Commissioner, scrutinises the work of the PCC. individually – these are the PCC’s responsibilities. It comprises representatives of all the Local Authorities within the force area, who reflect the The panel can request reports from a PCC and, if it size and political party make up of these councils. In wishes, ask them to attend its meetings. In addition addition they co-opt additional people who do not the panel can request that employees of the PCC represent specific council areas but, instead, are attend panel meetings to answer questions in appointed to provide skills and experiences that relation to their roles and areas of expertise. It is the may not otherwise be available to the panel. role of the panel to monitor that the PCC is operating in an effective and efficient manner and The role of the panel includes: offering value for money to the taxpayers of the force area. • reviewing the PCC’s proposals for the amount The Police and Crime Panel Police The of council tax local people pay towards policing In the event that the panel is unhappy with any (it has the power to refuse an initial proposal if it element of the PCC’s operations, whilst they have considers the amount is inappropriate and direct no power to directly sanction the PCC they do have the PCC to either increase or decrease it) the authority to publish their comments in the public domain in order that the public are aware of them • reviewing the Police and Crime Plan and the the next time the PCC seeks re-election. Annual Report
• considering the proposals for the appointment of a new Chief Constable, with the power to veto an initial choice; and
• investigating complaints about how the PCC fulfills their duties.
The current members of the Leicestershire Police and Crime Panel are:
• Chair- Cllr. Joe Orson JP CC Leicestershire County Council • Cllr. Roger B. Begy OBE Rutland County Council • Cllr John Boyce Oadby and Wigston Borough Council • Cllr. Lee Breckon JP Blaby District Council • Mrs. Helen Carter Independent Member • Cllr. Ratilal Govind Leicester City Council • Cllr. Malise Graham MBE Melton Borough Council • Col. Robert Martin OBE DL Independent Member • Cllr. Kirk Master Leicester City Council • Cllr. Ozzy O’Shea CC Hinckley and Bosworth Borough Council • Cllr. Rosita Page CC Harborough District Council • Cllr. Trevor Pendleton CC N. W. Leicestershire District Council • Cllr. Lynn Senior Leicester City Council • Cllr. David Slater Charnwood Borough Council • Cllr. Manjula Sood MBE LLD Leicester City Council
www.leics.pcc.police.uk 31 Should a member of the public be unhappy with the conclusion of an investigation into a complaint made against a police officer, they have the right to appeal to the IPCC. Only if the allegation was that The role in the complaints process role The the complaint had not been handled in line with police regulations could a member of the public seek the involvement of the PCC.
Under current legislation the PCC has no role in the However, it was announced in the Queen’s Speech investigation of complaints against any police officer in May 2015 that the government will be other than any misconduct issues made against the introducing a Policing and Criminal Justice Bill Chief Constable. during the current Parliamentary session. Included in this Bill is a proposal to “reform the police All complaints against police officers (including any disciplinary and complaints systems to ensure the made against the Chief Constable) are handled in public have confidence in their ability to hold the line with police regulations which need to be police to account and that police officers will approved by parliament. Complaints against officers uphold the highest standards of integrity”. Whilst of ranks below Chief Constable are administered there is currently no further details of what exactly by Chief Constables (in Leicestershire through the this new legislation may comprise, the Home Professional Standards Department). Secretary commissioned a consultation in late 2014 and early 2015, carried out by Major-General Chip Complaints about the conduct of the Chief Chapman, to examine what new arrangements Constable are administered by the PCC, and only could be introduced that would improve public if the PCC is sure that something does not involve confidence in the police complaints process. an allegation of a criminal nature would a PCC be empowered to investigate. Otherwise, complaints The Chapman Review recommends an expanded would automatically be passed to the remit of role for PCCs in the process and that they should Independent Police Complaints Commission be ultimately responsible for the administration of (IPCC). all complaints against police officers. The report was not prescriptive as to how this could be facilitated, Notwithstanding this, the PCC has the responsibility and we await the publication of the Policing and for ensuring that the Chief Constable is applying Criminal Justice Bill for an understanding of the police regulations in the handling of complaints. To detail of the proposals. achieve this, he regularly “dip samples” complaints files and raises any concerns he may have with the Chief Constable. Members of the recently The Chapman review: inaugurated Ethics, Integrity and Complaints https://www.gov.uk/government/publica- Committee have agreed that they too will scrutinise tions/the-police-disciplinary-system-in-eng- how public complaints against the police are land-and-wales handled on behalf of the PCC.
32 www.leics.pcc.police.uk Together as one Our partners
Partnership working is the engine which drives the direction for community safety and criminal efforts of both the force and the PCC to reduce justice priorities in order to reduce crime and the crime, to make our communities safer, to support fear of crime across the sub-region. The SPB brings victims and witnesses, and to protect vulnerable together key partners who are integral to the people. delivery of the Police and Crime Plan. The board is able to influence organisational systems, Whilst Leicestershire Police is clearly the main processes, agreements and operations in order organisation responsible for tackling crime in to deliver a fair and effective local Criminal Justice Leicester, Leicestershire and Rutland, its officers System, allocate resources, and work collaboratively and staff cannot do this in isolation. A wide range to achieve the maximum effectiveness of Police and of working relationships with statutory, voluntary, other partners’ responses to crime and disorder. The community and private sector partners is essential Board’s themes are aligned with those of the Police to ensure that the Police and Crime Plan is and Crime Plan, and the current priorities are child implemented efficiently and effectively. sexual exploitation (CSE), counter-terrorism and cyber-crime. Two cross-cutting enablers, Across Leicester, Leicestershire and Rutland, the information-sharing and prevention, and early Strategic Partnership Board (SPB) provides a intervention, serve to underpin these priority areas. structured partnership model to set the strategic
www.leics.police.uk www.leics.pcc.police.uk 33 A Strategic Partnership Executive Board serves to ensure that the priorities of the SPB are delivered through oversight of the work of a number of sub-groups. The functions of the sub-groups are aligned to the key themes and priorities of the Police and Crime Plan and cover areas including:
• reducing offending and re-offending
Our partners • supporting victims and witnesses
• tackling antisocial behaviour
• managing demand for better outcomes
• mental health partnership working
• serious and organised crime
• effective performance management; and
• delivering community safety through close links with Community Safety Partnerships (CSPs) in the locality.
The strategic partnership structure also maintains links with boards and groups within related sectors such as the health service, children’s services and social care across Leicester, Leicestershire and Rutland.
Example of the mental health partnership arrangements: http://www.leics.pcc.police.uk/Document-Library/About-Us/PCC-briefing-pack-2016/Mental-Health-Part- nership-Working.pdf
Many of the priorities set out in the Police and Crime Plan are shared by our partners. To ensure that local strategies which reflect these priorities do not operate in isolation and to minimise the potential for duplication of effort and expenditure, the PCC works to develop commissioning partnerships with related boards and groups, for example, Community Safety Partnerships, Children and Young People’s Commissioning Boards and the Criminal Justice Substance Misuse Commissioning Board, consulting and engaging with these partners in order to assist in commissioning processes.
This approach to partnership commissioning is exemplified by the new Leicester, Leicestershire and Rutland Domestic Abuse and Sexual Violence Service, a consortium of local specialist voluntary sector organisations which has been jointly commissioned by the PCC and local authority partners to deliver a consistently high quality and cost-efficient support service to victims of domestic abuse and sexual assault across the sub-region.
34 www.leics.police.uk www.leics.pcc.police.uk From 1 April 2015, responsibility for the provision improved satisfaction rates. The service proactively of victim and witness services shifted from a offers restorative justice as part of an overall national commissioning arrangement, and Police response to the victim at the most appropriate Our victim care and Crime Commissioners were given statutory stage of their recovery. responsibility for the provision of such services in their own force areas. The current PCC is determined the new-look service will revolutionise the way victims of crime In Leicestershire, following a competitive tendering are supported following a crime and he has worked process, the contract to provide these services was closely with the Force and local partners to design a awarded to Catch22. solution that ensures their needs are first and foremost at every stage of the justice process. This experienced youth and adult justice services charity duly became the lead supplier of the PCC’s Victim First programme - a new service model providing victims and witnesses of crime with greater support and ensuring vulnerable people receive the help they need – and commenced service delivery in October 2015.
Catch22 is working in partnership with Restorative Solutions CIC to integrate restorative justice approaches throughout its victims’ work to provide increased opportunities for recovery and
Catch22’s contract is for 22 months and its service must comply with the requirements of the Victim’s Code.
It provides a six-day, 16-hour service, supplemented by a national helpline for victims. Based at Mansfield House Police Station, the Victim First system offers:
• the opportunity for victims to self-refer
• an online crime tracking facility (from 2016)
• regular contact and support from a single point of contact
• face to face contact (where requested)
• practical and emotional support
• on-going support until the victim has recovered from their ordeal; and For further information, see • support services that are tailored to the needs www.victimfirst.org of the victim – regardless of crime type.
www.leics.police.uk www.leics.pcc.police.uk 35 The Budget and Precept Report was considered in full at the Police and Crime Panel in January 2015 and a copy of the report is available at the following link (see section 112):
http://politics.leics.gov.uk/ieListDocuments.aspx?CId=1029&MId=4148&Ver=4
The budget for 2015/16 was set at £171.573m (before the use of reserves), which reduces to £168.560m (after the intended use of reserves). This equates to a reduction of £4.047m from the 2014/15 Our budget and resources level of £172.607m (after the use of reserves).
The budget is set by the PCC in consultation with Leicestershire Police and is allocated to three key areas:
1. Funding allocated to the Chief Constable
2. The office of the Police and Crime Commissioner
3. Funding to support Commissioning activities, including Victim and Witness Services transferred to the PCC in 2014/15.
In 2015/16, the budget £m was allocated as follows: Police Pay and Allowances 89.261 Police Pensions 4.135 Central & Financing Items 8.077 Delegated Budgets 50.220 Police Community Support Officers 7.371 Regional Collaboration 8.164 Office of the PCC 1.104 Commissioning 4.343
Subtotal 172.675
Less: Specific Grants (Victim and Witness) (1.102)
Subtotal 171.573
Transfer to/(from) Specific Earmarked Reserves (0.974) Transfer to/(from) Budget Equalisation Reserve (0.322) Funding Gap (1.717)
Total Budget Requirement 168.560
36 www.leics.police.uk www.leics.pcc.police.uk The majority of the budget relates to staffing and previous council tax ‘freeze grants’. A small amount was based on the following: has been realised from the Collection Fund surplus generated by the billing authorities and the balance • Police officers:a total of 1,839 police of £53.216m was raised through local council tax officers by March 2016. The target police (the policing precept).
Our budget and resources officer strength is 1,726 which it is envisaged will be achieved by August 2017. The precept is based on a Band D property and for 2015/16 was set at £179.9951, an increase • Police Community Support Officers (PCSOs): of 1.99% on 2014/15 and the equivalent of an The PCSO establishment has been increased extra £3.51 over the year. to 251 until March 2017 in order to prioritise neighbourhood policing and minimise the local For 2016/17, the budget for the Force, the OPCC impact of changes during the implementation and Commissioning will be set in conjunction with and embedding of the new operating model the force in line with the priorities set in the Police which supports a target staffing level of 193 and Crime Plan. This work is already underway PCSOs. for 2016/17 and will be informed by the Comprehensive Spending Review in November • Police staff: There is a current police staff 2015 and the Police Funding announcement in establishment of 1,351. December 2015. This will inform the budget discussions with the Chief Constable and his team In the current year’s budget, £114.528m (68%) in January 2016 in order for the PCC to propose is funded from central grants to reflect Police a precept to the Police and Crime Panel at their Grant, re-distributed national business rates, new meeting in February 2016. arrangements for funding council tax benefit and
The full set of audited accounts for 2014/15 for the Office of the Chief Constable and the Office of the Police and Crime Commissioner are available at the following link: http://www.leics.pcc.police.uk/Planning-and-Money/Finance/Annual-Accounts.aspx
As at 31 March 2015, the PCC held the following £m balances and fixed assets: Reserves General Fund 6.0 Budget Equalisation 12.2 Other Earmarked and Collaborative Reserves 10.5 Total 28.7
Fixed Assets Property (Land and Buildings) 53.4 Operational Equipment (including IT hardware) 3.9 Vehicle Fleet 3.2 Software Licenses 0.9 Investment Property 0.5 Assets Under Construction (not yet ‘in use’) 1.9 Assets Held for Sale (i.e. surplus buildings) 0.7 Total 64.5
www.leics.police.uk www.leics.pcc.police.uk 37 Leicestershire compares favourably to other forces to manage the achievement of the organisation’s in terms of the HMIC’s Value For Money (VFM) objectives”. assessment. The most recent VFM assessment is being finalised nationally and the link will be In its annual report for 2014/15, the external auditor provided for the online candidates pack when PricewaterhouseCoopers (PWC) stated in respect issued by the HMIC. of its VFM assessment:
Both internal and external auditors provide “We concluded there are robust arrangements in assurance and confidence on the financial place at Leicestershire that help it achieve financial systems and reports of the PCC/force. In resilience and have a continued focus on delivering its 2014/15 annual report, the internal auditor and securing value for money through good (Baker Tilly, now Mazars) stated: financial management its change programme to deliver operational and financial savings. “In our opinion, based upon the work we have
Our budget and resources undertaken, for the 12 months ended 31 March “Leicestershire police are therefore well placed to 2015 the Police and Crime Commissioner for meet and deliver against the backdrop of current Leicestershire had adequate and effective risk and future pressures on funding and resources”. management, control and governance processes
In relation to the financial accounts for 2014/15, PWC gave an unqualified opinion on the accounts and a full set of the accounts is available at the following link: http://www.leics.pcc.police.uk/Planning-and-Money/Finance/Annual-Accounts.aspx
The Medium Term Financial Strategy (MTFS)
Since the precept was considered in January 2015, the force and the PCC have revised the MTFS and an updated report was considered at the Police and Crime Panel in September 2015.
The report is available at the following link (see section 160): http://politics.leics.gov.uk/ieListDocuments.aspx?CId=1029&MId=4365&Ver=4
Leicestershire has a good track record of achieving budgetary savings and for the period 2013/14 to 2016/17, savings required equated to £27.8m. At the current time, savings of £23.8m have already been identified or implemented and only £4m remain to be identified, for which plans are in place.
As the policing and crime landscape is continually changing, the MTFS is updated at key stages throughout the year.
38 www.leics.police.uk www.leics.pcc.police.uk Two key issues are likely to have a significant impact on the MTFS: Comprehensive Spending Review (CSR) 2015
• HM Treasury has introduced the CSR 2015 that will cover the period up to and including 2019/20 (i.e. four years). Within it, the tone has been set concerning an on-going austerity agenda and the aim to “eliminate the deficit by 2019/20”. Government departments (including the Home Office) were asked to model both 25% and 40% savings in real terms (i.e. after adjustment for inflation). In his speech on 25 Our budget and resources November 2015 the chancellor protected the police budget in the round, whilst also increasing investment in key strategic areas including counter terrorism. It is unclear at this stage whether the impact of funding the Chancellor’s priority areas will mean top-slicing of individual force allocations takes place or the scale of any top-slicing.
• The Police and Crime Commissioners Treasurers Society (PACCTS) is coordinating this work with the PCCs and the Home Office and at this point in time, the PCCs are cautiously optimistic concerning the CSR whilst being conscious that December’s funding announcement will allow the impact on the MTFS to be quantified.
Funding Formula Consultation
• In July 2015 the Home Office issued a • The revised proposal appears to reduce the consultation document regarding proposals allocation for Leicestershire (in contrast to the to reform the police funding arrangements other East Midlands PCCs/forces who would (commonly known as the “funding formula”) receive an increase) and is based on the in England and Wales. The consultation following variables: ran for eight weeks and ended on 15 September 2015. i. population volume ii. households with no adults employed • The current formula was never fully and dependent children implemented, is almost ten years old and these iii. urban adversity challenges are recognised at local, regional and iv. volume and density of bars national levels. (licensed premises).
• Following the first phase of consultation and • Confirmation has been received that the feedback, the Home Office have undertaken a new funding allocations will not be applied in second stage consultation that ended on 06 2016/17, but work will continue on the formula November 2015. with a view to implementing in future years. The final funding envelope for the police service will be known in December 2015, following the CSR.
www.leics.police.uk www.leics.pcc.police.uk 39 The updated MTFS Outlook to 2020/21
The Medium Term Financial Strategy is regularly reviewed and has been updated to take account of the Chancellor’s July statement and updated guidance from the Home Office and PACCTS in respect of grant reductions. Additionally, where savings proposals have been identified and refined through the Force Change Programme, these have been incorporated.
The implications of the Chancellor’s CSR 2015 statement will not be known until December 2015 at which point the MTFS will be updated accordingly.
Whilst the forecast is for a five year period, given the significant changes facing the public sector and the police service, this needs to be viewed in that uncertain context. The current estimated savings targets for the period 2016/17 to 2020/21 (as reported to the Police and Crime Panel in September 2015) are as follows: Our budget and resources Updated MTFS Current Blueprint 2020 Plan (Force Change Programme)
2016/17 2017/18 2018/19 2019/20 2020/21 £m £m £m £m £m
Anticipated funding shortfall 5.8 10.7 14.8 18.3 22.7
(As updated and advised to the Police and Crime Panel in September 2015.) NB: the funding shortfall assumes a 1.99% precept increase up to and including 2020/21.
The estimated shortfall (as reported to the Police and Crime Panel in September 2015) can also be depicted as follows:
Work is already underway to deliver the 2016/17 savings required, as is work to identify the savings for 2017/18 and beyond. This savings requirements is expected to change once the police funding settlement is announced in December 2015.
40 www.leics.police.uk www.leics.pcc.police.uk Our procurement
The Office of the Chief Constable’s Procurement Department manages all aspects of procurement for the force. This work includes constructing contracts for goods and services for:
• estates
• I.T.
• finance
• vehicle fleet; and
• uniform.
It also provides support and contract management services for major force contracts which include medical services in custody, interpreters, security, insurance services, cleaning and waste management. In addition, it provides support and guidance to other East Midlands police forces and joint East Midlands collaborative arrangements, and more than 90% of the contracts in place in Leicestershire Police are for such collaborative arrangements.
The department also supports the OPCC with its procurement obligations when commissioning services.
All contract details are published via the Bluelight Procurement Database which can be accessed from the OPCC’s website by following the “advice and information” tab.
www.leics.police.uk www.leics.pcc.police.uk 41 Over and above Force Headquarters at St John’s, Enderby, the following is a list of our (owned) estate and those premises (including 67 neighbourhood offices) we share with other agencies:
Local Policing Police Neighbourhood Front Enquiry Directorate Building Offices Offices Our estate
Central Leicester Mansfield House Belgrave Neighbourhood Centre Neighbourhood Front Entrance Office, Leicester Policing Area Royal Infirmary
Leicester Crown Court, Wellington Street
Leicester Railway Station
St Peters Housing Office, Highfields
Prince Phillip House, St. Matthews
The Pavilion, Victoria Park, London Road
Wyggeston & Queen Elizabeth I College, Victoria Park Road
Charnwood NPA Loughborough Anstey Parish Council, Stadon Road Loughborough Front Enquiry Birstall Parish Council, Birstall Office is located Bradgate Park Police Box, Newtown in Charnwood Linford offices.
Budgens Store, Granite Way, Mountsorrel
Rawlins Community College, Quorn
Shepshed Police Office, Shepshed
Sileby Parish Council,41 High Street, Sileby
The All Together Place, Warwick Way, Loughborough
The Rothley Centre, 12 Mountsorrel Lane, Rothley
Thurmaston PC, Elizabeth Park, Thurmaston
Yew Lodge Hotel, Packington Hill, Kegworth
Burleigh College, Thorpe Hill, Lougborough
Humphrey Perkins, Cotes Road, Barrow upon Soar
The Marios Tinenti Centre, Russell Street, Loughborough
Syston Town Council, Syston
42 www.leics.police.uk www.leics.pcc.police.uk Local Policing Police Neighbourhood Front Enquiry Directorate Building Offices Offices Our estate
East Leicester Keyham Lane Community Centre, Thurnby NPA Soar Valley College, Rushey Mead Spinney Hill Humberstone Park, Uppingham Road
Aaron Court, Ramsey Way, Humberstone
Evington Park, Evington
Northfields Tenants Association, Victoria Road East
Eastern Counties Rutland Parish Council Offices, Broughton Astley Rutland Front Enquiry Office is NPA Belvoir High School, Barkeston Lane, Melton Bottesford located in Rutland County Council Market Harborough Brookside Gardens, School Street, offices Fleckney
The Old Grammar School Hall, Kibworth Beauchamp
Uppingham Town Council, High Street East
Kendrew Barracks, Cottesmore, Oakham
Former Police Station, Lutterworth
Scraftoft Business Centre, Scraptoft
South Leicester Wigston DeMontfort University, Gateway House NPA Linwood Workshops, Saffron Estate Welford Road Saffron Sports Stadium, Knighton Fields
The Samworth Academy, Eyres Monsell
Wigston Lane Childrens Home, Aylestone
Eyres Monsell Community Centre
Beauchamp College, Oadby
Kirk Lodge, London Road, Stoneygate
Co-op Store, Aberdale Road, Knighton
www.leics.police.uk www.leics.pcc.police.uk 43 Local Policing Police Neighbourhood Front Enquiry Directorate Building Offices Offices Our estate
Hinckley and Hinckley Fullhurst College, Fosse Road South Blaby NPA George Ward Centre, Stanley Street, Braunstone Barwell
Gwendoline Avenue, Wykin, Hinckley
Kirby Muxloe Free Church, Main Street, Kirby Muxloe
Millennium Hall, Britannia Road, Burbage
Portakabin, Park House, Glenfield
Glenfield Parish Council, Stanley Street, Glenfield
Hinckley and Bosworth Borough Council Hub, Rugby Road, Hinckley
Stressline, Foxbank Ind Est, Stoney Stanton
Thorpe Astley Community Centre, Braunstone
Market Bosworth, Shenton Lane
Leysland School, Countesthorpe
Ellesmere College, Braunstone Lane East, Braunstone
North West Coalville Conkers, Bath Lane, Moira, Swadlincote Coalville Front Enquiry Office Leicester NPA Hood Park Leisure Centre, Ashby is located at Total Services, Appleby Magna North West Leicestershire M & S Distribution Centre, Castle District Council Donington offices Measham Leisure Centre, High Street, Measham
West Leicester Beaumont Leys Bradgate Unit, Glenfield Hospital NPA Fosse Neighbourhood Centre, Hinckley Road Newfoundpool
New Parks Leicestershire Fire and Rescue Service Station, New Parks
44 www.leics.police.uk www.leics.pcc.police.uk The local political landscape is split between the city UKIP received numerically the most votes in the of Leicester, which is lead by the Labour party and 2014 European elections but this voting pattern was outside the city where the Conservative party holds not reflected in the 2015 General or Local elections. power. Taking the force area as a whole, there are twice as This political make-up was illustrated by the results many registered electors outside the city as within of the General Election in May 2015 when all the the city. Electoral turnout in the recent elections was parliamentary constituencies outside the city higher in rural areas than in urban areas. returned Conservative MPs by clear margins, and all three city constituencies returned Labour MPs The tables below show the results of the most with similarly significant margins. recent elections for each of the political positions/ bodies within the force area. The localThe political landscape
Local Authorities
Council Date of Number of Councillors Last Conservative Labour Liberal Other Election
Blaby 2015 29 6 4 - Charnwood 2015 41 9 1 11 Harborough 2015 29 - 3 52 Hinckley & Bosworth 2015 21 1 12 - Leicester City 2015 1 52 1 - Leicestershire County 2012 30 10 13 23 Melton 2015 26 - - 21 NW Leicestershire 2015 25 10 1 21 Oadby & Wigston 2015 7 1 18 - Rutland 2015 17 - 2 71 226 89 55 19 (58.1%) (22.9%) (14.1%) (4.9%)
1 - Independent
2 - Focus Team
3 - UKIP
www.leics.police.uk www.leics.pcc.police.uk 45 Single Elected Individuals
Leicester City Mayor (2015)
First preference votes Labour (Sir Peter Soulsby) 71,533 (54.6%) Conservative 24,327 (18.6%) UKIP 12,532 (9.6%) Green 8,637 (6.6%) Liberal 8,315 (6.3%) Other (2 candidates) 5,690 (4.3%) The localThe political landscape As the Labour candidate received more than 50% of the first preference votes, he was duly elected Mayor.
Police and Crime Commissioner for Leicestershire (2012)
Local Authority area First Preference Votes Conservative Labour Other Blaby 6,120 2,397 1,709 Charnwood 11,062 6,051 2,086 Harborough 8,424 2,262 1,446 Hinckley & Bosworth 6,860 3,221 1,314 Leicester City 10,615 20,679 11,683 Melton 3,951 1,288 836 NW Leicestershire 4,930 3,378 898 Oadby & Wigston 3,975 1,933 1,100 Rutland 3,978 842 672 59,915 42,051 21,744 (48.4%) (34.0%) (17.6%)
The Conservative candidate (Sir Clive Loader) did not receive more than 50% of the first preference votes, but he was elected after consideration of the second preference votes of the candidate who received least first preference votes.
46 www.leics.police.uk www.leics.pcc.police.uk Members of Parliament (2015)
Votes Constituency Elected Conservative Labour Liberal Other Bosworth Conservative 22,939 9,354 11,951 9,338 (David Tredinnick) Charnwood Conservative 28,384 11,453 3,605 8,819 (Edward Argar) Harborough Conservative 27,675 8,043 7,037 9,716 (Edward Garnier) Leicester East Labour 11,034 29,386 1,233 6,415 (Keith Vaz)
The localThe political landscape Leicester South Labour 9,628 27,473 2,127 6,714 (Jon Ashworth) Leicester West Labour 8,848 16,051 1,507 8,116 (Liz Kendall) Loughborough Conservative 25,762 16,579 2,130 7,549 (Nicky Morgan) Melton & Rutland Conservative 30,383 8,383 4,407 11,430 (Alan Duncan) NW Leicestershire Conservative 25,505 14,132 2,033 9,878 (Andrew Bridgen) South Leicestershire Conservative 28,700 11,876 3,987 9,363 (Alberto Costa) 218,858 152,730 40,017 87,338 (43.9%) (30.6%) (8.0%) (17.5%)
Members of European Parliament (2014)
The votes cast for each party within the Leicestershire force area were:
An Independence from Europe 4,287 (1.7%) British National Party 4,177 (1.7%) Conservatives 65,183 (26.5%) English Democrats 2,230 (0.9%) Green 15,070 (6.1%) Harmony 546 (0.2%) Labour 68,352 (27.7%) Liberal 15,128 (6.1%) UKIP 71,379 (29.0%)
When combined with votes from elsewhere in the East Midlands constituency, the result led to the election of:
Conservative Andrew Lewer Conservative Emma McClarkin Labour Glenis Willmott UKIP Roger Helmer UKIP Margot Parker
www.leics.police.uk www.leics.pcc.police.uk 47 Delivering an effective police service for Leicester, Both of these will allow for a greater degree of Leicestershire and Rutland will be challenging for certainty and consideration of the potential impact the force and the PCC in the coming months and on local funding decisions that will need to be years as it needs to be achieved against a backdrop made in the future. which includes, but is not limited to, the following: The current PCC has focussed on making • on-going budgetary reductions communities safer and protecting the most • a growing population vulnerable in our society. One way he has sought to do this is by making up to £2 million available • ever-changing public expectations and needs from the Budget Equalisation Reserve to support • the emergent threat of new crime types strategic priorities with partners on issues such as • the Strategic Policing Requirement victims, safeguarding, CSE, cyber-crime, mental Our future challenges Our future health and other emerging priorities from the joint • proposals from government to give PCCs review of partnerships and partnership working. • greater involvement in, or complete governance of, Fire and Rescue Services. Some of these priorities (CSE, for example) also appear in the latest national Strategic Policing Whilst greater detail is provided in the section Requirement (SPR) which identifies those areas dealing with Our Budget elsewhere in this of policing that all forces must have consideration document, the key financial challenge facing the of when undertaking its planning. Both the SPR PCC and Chief Constable is the need to design and the force’s own Strategic Assessment and a service that continues to protect our communities resultant Control Strategy (which identifies and within a shrinking budgetary context. The full extent provides focus to the key operational and of the continued challenges will become clearer intelligence challenges facing the force) present after the autumn statement announcements a picture of the future pressures that must be regarding the CSR, with the funding formula considered and addressed. announcements expected around the same time.
The Control Strategy is available at the following link: http://www.leics.pcc.police.uk/Document-Library/About-Us/PCC-briefing-pack-2016/Con- trol-Strategy-2015.pdf
48 www.leics.police.uk www.leics.pcc.police.uk Our future challenges Our future
To meet these various challenges, in detailed liaison • greater use of e-business with partners, the force has developed a change • the ability of the public to report crime on line programme called Blueprint 2020 which is assessing how policing could be delivered in • decreased attendance calls the coming months and years. The key principles • efficient triage underpinning Blueprint 2020 are as follows: • channel shift (the movement away from a reliance on traditional methods of • prevention at the heart of policing communication and engagement towards • the right people with the right skills further use of digital and other innovative • an intelligence-led position communication methods) • residents who are knowledgeable about how to • regional or sub regional functions access and influence policy priorities • business partnering. • the use of technology and social media to reach out to the public and help address issues One aspect of this model would comprise greater collaboration with partners, and earlier this year the • better engagement with private partners / Chief Constables and PCCs in Nottinghamshire, NGOs / public organisations Leicestershire and Northamptonshire agreed in • improved targeting with attention on specific principle to explore the potential benefits, risks and areas and crime hotspots. political and financial implications of the three forces forming a Strategic Alliance. At this stage of planning, Blueprint 2020 anticipates the following aspects of a future police service in A full-time project team has now been set up at Leicestershire: Leicestershire Police Headquarters to work on a “proof of concept” for a new three force policing • smaller force model by December 2015 at which point the PCCs and Chief Constables will determine whether such • more mixed economy an alliance could be viable and beneficial. • workforce modernisation • reduced numbers of units and sections Between the three forces we have around a £0.5 billion budget, which offers huge opportunities to • smaller local footprint protect our communities and tackle the challenges • a service based on threat and risk ahead. There is a lot of work to undertake over the • increased accessibility to policing remotely next few months but working together gives us the chance to deliver a more effective and efficient • a proactive and preventative approach policing model across three forces. This will require • more remote working a new operating model and significant changes to • fewer large stations and buildings the way we currently do business. • a workforce supported by an effective mobile services IT platform
www.leics.police.uk www.leics.pcc.police.uk 49 Your immediate considerations • • • • • • • • • In addition,youwillalsowanttoconsiderputtingonyour“todo”listthefollowing: • Leicestershire youmust: Within yourfirst 100 daysinofficeasthe PoliceandCrimeCommissionerfor attend statutory meetings(i.eJointAuditRiskandAssurancePanel). attend statutory and ExecutiveBoard); andtheSPB SPB meetings(forexample, attend keynonstatutory meet keypartnersandstakeholders andEngagementStrategy develop aConsultation agree agovernancestructurewiththeChiefConstable attend thePolice andCrimePanelmeetings produce aPolice andCrimePlanby31stMarch 2017 ‘branding’ decide onyourlogoandPCC sign theOfficialSecretsAct theOath take Throughout thisdocumenttherearereferencesmadetoothersourcematerialwhich you may find useful and which provide greater detail thanthisdocument contains. you mayfindusefulandwhich providegreaterdetail A good starting pointwouldbethePCC’s websitewhichA goodstarting signposts and provideslinkstothoseotherrepositoriesofinformation. We hope youhavefoundthisdocumentuseful. www.leics.pcc.police.uk For more information