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Police & Crime Commissioner Transition

Police & Crime Commissioner Transition. PCC TRANSITION. Police Reform and Social Responsibility Act 2011 gained Royal Assent on 15 th November 2011 Standalone elections to be held on 15 th November 2012 Elected PCC takes office on 22 nd November 2012. PCC WHITE PAPER BACKGROUND .

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Police & Crime Commissioner Transition

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  1. Police & Crime Commissioner Transition

  2. PCC TRANSITION • Police Reform and Social Responsibility Act 2011 gained Royal Assent on 15th November 2011 • Standalone elections to be held on 15th November 2012 • Elected PCC takes office on 22nd November 2012

  3. PCC WHITE PAPER BACKGROUND • Need to re-connect the police and the people, put public back in the driving seat and enable police to meet the new crime and ASB challenges. • Need to replace bureaucratic accountability with democratic accountability. • Transfer power back to the people – by introducing directly elected PCCs, representing their communities • Understanding their crime and anti-social behaviour priorities • Holding the Chief Constable to account for achieving them & being able to fire her or him if they do not. • Chief Constables will be responsible for the day to day operations of their police force but accountable to the public via these individuals and not Whitehall. Together, they will lead the fight against crime and anti-social behaviour.

  4. PCC MAIN RESPONSIBILITIES • Appointing the Chief Constable (CC) and holding him/her to account for the running of their force and the delivery of the Police & Crime Plan. • Setting out a 5 year Police and Crime Plan (in consultation with the CC) determining local policing priorities so as to reflect the electoral mandate of the PCC. • Setting the annual local precept and annual force budget • Making community safety grants to other organisations aside from the CC (including but not limited to Community Safety Partnerships) • Securing the maintenance of the police force for the relevant police area, and securing that the police force is efficient and effective (see section 1(6) of the 2011 Act).

  5. Wiltshire Community Safety Partnership Governance Map Wiltshire Assembly Budget Working Group Hate Crime Meetings Wiltshire Public Service Board Joint Chairs Meeting WCSP Safeguarding Children’s Trust PADG Wiltshire Community Safety Partnership WCSP WCJB Road Safety Partnership ROSB DARG Delivery Group WASBeRG JSCG MARAC SWITCH Implementation Group Anti-Social Behaviour Tasking Group ASBRAC Licensed Premises Tasking Group Hidden Harm Implementation Group MASP Restorative Justice Service User Group

  6. MANAGING TRANSITION • Joint Strategic Board (WPA & COG) established as implementation governance forum November 2011 • Project Manager appointed December 2011; Project integrated to wider Vision Wiltshire change programme • Information gathering / due diligence undertaken to inform development of a detailed project plan & impact on force • Early engagement with staff & partners to build positive & informed relationships • External Partnership Board established to ensure partner opinion is represented during transition & post November • Police & Crime Panel formation & composition agreed • Developing a Commissioning Framework

  7. BUSINESS CONTINUITY • Monitor performance against policing plan (2012/13), budget, Vision Wiltshire Change Programme and collaboration objectives • Deal with human resource issues, include senior officer recruitment/discipline and the new Values & Behaviors framework • Continued engagement with local communities • Driving Value for Money and savings requirements, including developing robust 2012/13 plan • Preliminary work on PCC mandates to equip PCC to determine 2013/14 plans / budgets shortly after his/her arrival • Clear and active communication strategy (internal & external) • Firstpoint portal & external site launching 30th April 2012 • Development of corporate material for staff, public & partner engagement forums

  8. PCC FUNDING STREAMS & COMMISSIONING Needs Assessment Police and Crime Plan • Local needs assessments to ensure shared understanding • Link to evidence of what works and doesn’t work to meet these needs • Defines shared objectives and evidence based way to respond. Commissioning • Rigorous focus on outcomes • Added to evidence base • Reward what works • Stop what doesn’t work • Contracts / Agreements • Policing (the plan and section 22s) • Grants with 3rd Sector • Partnerships public sector • Private sector procurement • Work with communities, CSAS, volunteers • Cements duty of co-operation and collaboration against shared objectives • Defines what needs to be delivered. • Considers transformation – the big picture of system changes required over time Outcomes • Co-ordinate Delivery

  9. PARTNERSHIP LANDSCAPE

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