APACE Commissioning Event30 April 2012

THE POLICE AND CRIME PLANJohn Smith

Chief Executive, Avon & Somerset Police Authority

Overview• Policing Plan and its role in current

governance model.• PolicE and Crime Plan Framework• Key issues and opportunities in the new

landscape• Transition issues and what to do now• The Smith Paradox: Local Plan; Local

Context – General Messages; National Guidance

Policing Plan (1) – Operational Independence

• Operational Independence and the Policing Plan

• Home Affairs Select Committee Hearing on 21st Century Policing, October 2010:

“Of course, the policing plan is owned by the Authority; it’s not owned by the service……” – Hugh Orde

Policing Plan (2) – Current Issues

• Policing Plans currently –– owned by Police Authority?– Target audience – is it meaningful to the public?– Does it reflect the views of the public?– What level – national, regional, force, district, CSP?– Planning process joined up with partners?– Linked with budget and business planning?– Place in planning and commissioning cycle?– What period and when reviewed?

• Development of Police and Crime Plan Guidance

Police and Crime Plan Framework (1) – What must it cover?

• The Police and Crime Plan should determine, direct and communicate the Commissioner’s priorities during their period in office and set out for the period of issue:-

• the Commissioner’s police and crime objectives for the area;• the policing of the police area which the chief officer of police is to

provide;• the financial and other resources which the Commissioner is to

provide to the chief officer of police; • the means by which the chief officer of police will report to the

Commissioner on the chief officer’s provision of policing;• the means by which the chief officer of police’s performance in

providing policing will be measured; and • the crime and disorder reduction grants which the Commissioner is

to make, and the conditions (if any) of those grants.

Police and Crime Plan Framework (2) - Who does what?

Chief Constable P&C Commissioner Police & Crime Panel

PCC must prepare draft

plan. This responsibility

can not be delegated s5(6)(a)

PCC must consult the

Chief Constable in preparing the

plans6(6)(b)

PCC must send draft to the Panel, allowing a

reasonable amount of time

for review s5(6)c

PCC must have regard to the

PCP’s report / recommendations

and give the panel a response s5(6)

(d-e)

PCP must review the draft plan and make a report or

recommendations s29(3)

PCC must publish the response and determine the manner in which it is

published s5(6)(d-e)

PCC must consult the

Chief Constable before issuing or varying the plan

S5(8)

PCC must publish the plan and determine the

manner in which it is published s5(12)(b)

PCC must send the plan to the Chief

Constable s6(10)(a)

Police and Crime Plan Framework (3) - Style and Approach

1) General and High Level 2) Detailed and Specific

•Audience and Accessibility•Accountability•Commissioning Objectives – Service Levels•National/Regional/Force/District•Requirement/Regularity of Amendment

OR

Police and Crime Plan Framework (4) – Inclusive or Exclusive

EXCLUSIVE

INCLUSIVE

SPECIFICGENERAL

The plan identifies broad long-term crime, community safety and criminal justice guiding principles for the area and is accessible to a wide range of audiences. The plan is developed with input from the constabulary and key partners via strategic planning events or a development group and a wide range of inputs and information sources are used to determine priorities. There is a collaborative approach to consultation, analytical, design, commissioning and communication.

BENEFITSGreater ‘buy in’ from key partnersWider assessment of the feasibility and practicalities of implementing the planInformed by specialist partner knowledgeAccessible to a wide range of audiencesObjectives will be informed by a rounded assessment of need, risk and threatUniversality and flexibility of objectivesPotential for longer lifespan

RISKSPotential for a dilution of visionPotential for confused roles and responsibilitiesPotential competing prioritiesLess robust framework for accountabilityLess able to demonstrate successImplications for capacity and expertise (esp. engagement and analytical)

The plan is developed with input from the constabulary and key partners via strategic planning events or a development group and a wide range of inputs and information sources are used to determine priorities. The plan sets specific and measurable objectives and targets for the area, which may include expectations for particular districts or departments. There is a collaborative approach to consultation, analytical, design, commissioning and communication. The plan may be targeted at a particular audience and include a robust commissioning framework / service level agreement. The plan may also include some technical language.

BENEFITSGreater ‘buy in’ from key partnersWider assessment of the feasibility and practicalities of implementing the planInformed by specialist partner knowledgeRobust framework for accountabilityAbility to drive specific areas of businessObjectives will be informed by a rounded assessment of need, risk and threat

RISKSPotential for a dilution of visionPotential for confused roles and responsibilitiesPotential competing prioritiesPotential to compromise operational independence of the Chief ConstableImplications for capacity and expertise (engagement, analysis, commissioning)

The plan sets specific and measurable objectives and targets for the area, which may include expectations for particular districts or departments. The plan is developed and drafted by the Commissioners Office focusing primarily on the elected manifesto, whilst having regard to the Strategic Policing Requirement. Consultation, analytical, design, commissioning and communication skills are developed in-house. The plan may be targeted at a particular audience and include a robust commissioning framework / service level agreement. The plan may also include some technical language.

BENEFITSGreater central controlGreater focus on the elected manifestoRobust framework for accountabilityAbility to drive specific areas of business

RISKSPotential to overlook critical issuesPotential gaps in knowledge of risk and threatPotential to compromise operational independence of the Chief ConstableImplications for capacity and expertise (engagement, analysis, commissioning)Potential for resistance to delivery

The plan is developed and drafted by the Commissioners Office focusing primarily on the elected manifesto, whilst having regard to the Strategic Policing Requirement. The plan identifies broad long-term crime, community safety and criminal justice guiding principles for the area and is accessible to a wide range of audiences. Consultation, analytical, design, commissioning and communication skills are developed in-house.

BENEFITSGreater central controlGreater focus on the elected manifestoAccessible to a wide range of audiencesUniversality and flexibility of objectives Less resource intensivePotential for longer lifespan

RISKSPotential to overlook critical issuesPotential gaps in knowledge of risk and threatLess robust framework for accountabilityLess able to demonstrate successPotential for resistance to delivery

Police and Crime Plan Framework (5) - Key inputs

• Views of the public• Strategic Policing Requirement• Protocol• Local Performance Data• Evidence of need, risk, threat – NIM, CSP, JSNA etc• Financial information• District and BCU level information• Officer, staff, stakeholder consultation• CollaborationNB. Panel – Protocols?

Police and Crime Plan Framework (6) - Skills/Capabilities

– Consultation and engagement– Analytical capability– Performance Management– Financial Management and Procurement– Legal– Risk Management– Drafting– Document design– Media and Communication

Police and Crime Plan Framework (7) - What next?

• Consult Panel and Chief Constable

• Publicise and communicate

• Review and amend

• Annual Report

Police and Crime Plan Framework (8) - Key issues and opportunities

• Who owns the plan?

• What is the target audience?

• Does it reflect the views of public?

• How joined up is the planning and delivery with partners?

• Is it linked to budget and business planning?

• What level is it set at – when is it reviewed?

Transition

• Building relationships with partners and understand evidence and opportunities, eg. centralised, co-commissioning, best practice

• Join up analysis, strategic assessment and planning – Police and Crime Strategic Assessment

• Map out partnership funding – what is overall outcome of decision?

• Plan resourcing – November>February/March critical period – have you got reliable access to the people you need?

• Develop draft plan/options

Transition (2)

• Advise on key structural issues:– Level/style– Target audience– Consultation– Impact analysis– On-going monitoring– Governance models with Force and partners