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PCC CANDIDATE BRIEFING

Debbie Simpson

Chief Constable – Dorset Police

Dan Steadman

Chief Executive – OPCC

Richard Bates

Treasurer – OPCC

James Vaughan

Deputy Chief Constable – Dorset Police

David Lewis

Assistant Chief Constable – Dorset Police

Sharon Taylor

ACC Senior Responsible Officer – Strategic Alliance

WELCOME

Timetable for the day

1000 – Introductions – Dan Steadman

1010 – Debbie Simpson, Chief Constable

1030 –Dan Steadman, Chief Executive and Richard Bates, Treasurer

1100 – James Vaughan, Deputy Chief Constable

1125 – Short Break

1130 - Visit to Force Command Centre

1215 – Lunch

1230 – David Lewis, Assistant Chief Constable (Working Lunch Presentation)

1300 – Sharon Taylor, Assistant Chief Constable

1330 – Q&A Session

Chief Constable Debbie Simpson Chief Executive Dan Steadman

1400 – 1430 Andrew Graham Patrick Canavan

1430 - 1500 Lester Taylor Andrew Graham

1500 - 1530 Patrick Canavan Lester Taylor

CC Debbie Simpson

The Mission of Policing

The mission for policing is: To make communities safer by upholding the law fairly and firmly; preventing crime and antisocial behaviour; keeping the peace; protecting and reassuring communities; investigating crime and bringing offenders to justice. Our values are within the Code of Ethics, which details the nine principles which underpin and strengthen the existing procedures and regulations for ensuring standards of professional behaviour for both police officers and police staff. Respect for Human Rights will be central to everything we do. Our purpose is to work towards a “Safer Dorset for you”

National Police Chiefs Council Agreed Principles

We will seek to protect the public and keep people safe from harm, especially the most vulnerable members of our communities. This will mean focusing as much on early action to prevent and reduce crime as reacting to crime once it has happened We will provide a service that is valued and supported by the public, tailoring the service to individual needs and focusing on the victim. We will seek to protect ease of access by a range of means to front-line services including online access and a visible local policing presence that works directly with communities. We will enhance capabilities and achieve value for money by scaling up specialist capabilities with our Alliance partner and where appropriate the region leading to standardising of functions. This will help to maintain capability and resilience across policing but without losing agility when fighting crime We will work in close co-operation with all other organisations involved in public protection to keep communities safe and work with communities so they play their role alongside the police in securing their neighbourhoods. This points towards greater integration between public services, for example through the development of shared public safety plans with single leadership and shared budgets.

Our Aims

By 2020 Local Policing will be aligned, and where appropriate integrated, with other local public services. This will enable effective demand management, improved safeguarding and a reduction in victimisation. By 2020 policing will have efficient, effective, consistent, accessible and secure capabilities for digital public contact and the capture, exploitation, storage and sharing of digital intelligence and evidence. This will enable improved accessibility and the seamless management of data from creation at initial contact through investigation, prosecution and retention resulting in increased public confidence and engagement. By 2020 Specialist Capabilities will be standardised and aggregated to maintain capability and resilience across policing. This will ensure greater agility when managing risk. By 2020 policing will be a profession with a more representative workforce that will align the right skills, powers and experience to meet changing police demand. By 2020 police business support functions will be delivered in a more consistent manner. This will enable efficiency and enhance interoperability across the police service.

Our Plan

The Police and Crime Plan will be the basis on which we deliver policing priorities. Priorities will be more specific than the aims however they should not be in competition with each other but rather be mutually inclusive. Each area outlined in the Police and Crime Plan will have a delivery plan alongside to help drive, implement and monitor progress. Progress of the plan will be monitored at the following boards: • Joint Executive Board • Joint Chief Officer Board (for Alliance) • Dorset Strategic Performance Board

Expectations of leaders to make this happen

We need to be flexible in our approach. We can’t have mechanical, template or

linear responses to all problems – that doesn’t work in a multi-faceted policing

environment. The leadership challenge is to put that across clearly and then lead

teams confidently and positively through any of the more ambiguous landscape.

Know your business – be good at what you do

Work together to make a significant contribution to our purpose, priorities and aims.

Know your team; develop and support your people, recognise the contribution they

can make. Make use of the surveys we undertake.

Have the courage and confidence to make the right decision. Use the National

Decision Model.

Make your presence felt; be visible when necessary but importantly be accessible to

the people you lead.

Lead by example, set and maintain professional standards and have pride in what

you do.

Prioritise what is important, innovate and make things happen.

PCC CANDIDATE BRIEFING

Dan Steadman Chief Executive Dorset OPCC

Richard Bates Treasurer Dorset OPCC

SUPPORT BUILT AROUND YOU

Introduction

• PCC statutory responsibilities

• Treasurer – Section 151 Officer

• Evolution of PCC role

• Summary

PCC Statutory Responsibilities

To secure the maintenance of an efficient and effective Police Force for that area. (S1 PRSRA)

Police and Crime Plan 2017 – 2021 (S5 PRSRA)

• Manifesto/Personal Style & Preferences

• Strategic Policing Requirement

• Statutory Functions

• Policing Protocol

OUTLINE OF THE SESSION

• Current Budget

• Role of PCC Treasurer

• Police Settlement 2016-17

BUDGET FOR 2016-17

• Police Main Grant £58.568m

• Council Tax Legacy Grants £7.919m

• Council Tax £53.119m

• Collection Fund Surplus £1.443m

TOTAL NET BUDGET £121.049m

SPLIT PCC:CC

• All funding comes to the PCC

• OPCC retains some funding £2.034m

• The rest (£119.015) passed to Chief Constable

• PCC then holds CC to account for delivery against Police and Crime Plan

OPCC BUDGET

• OPCC net budget of £2.034m covers:-

- Office (£870.1k)

- Safer Dorset Fund (£864k)

- Local Innovation Fund (£300k)

• Ring Fenced Grant funding also received and managed by the PCC for Victims Services / Restorative Justice (£836k)

WHAT’S HAPPENED TO FUNDING?

Total Formula Grant

40.000

45.000

50.000

55.000

60.000

65.000

70.000

75.000

80.000

2010/1

1

2011/1

2

2012/1

3

2013/1

4

2014/1

5

2015/1

6

2016/1

7

£m

-4.9% -6.4% -1.6% -4.8% -5.1% -0.6%

WHAT’S HAPPENED TO COUNCIL TAX?

10/11 11/12 12/13 13/14 14/15 15/16 16/17

Band D 180.00 180.00 180.00 183.51 187.11 187.11 190.80

Taxbase (000’s) 294.7 295.7 297.2 268.6 * 271.5 275.6 278.4

Council Tax Income (£m’s) 53.1 53.2 53.5 49.3 50.8 51.6 53.1

Collection Fund Surplus (£m’s) 0.3 0.4 0.4 0.4 0.5 0.4 1.4

Total (£m’s) 53.4 53.6 53.9 49.7 51.3 52.0 54.5

11/12 Freeze Grant 2.5% in base

12/13 Freeze Grant 3.5% one-off

15/16 Freeze Grant 1.0% in base

ROLE OF PCC TREASURER

• One of the 2 Statutory Officers (s151 Local Govt Act)

• Financial Advisor to the PCC

• Responsible for sound financial management, advice, production of accounts, statutory returns, Financial Planning, Audit & Assurance

• Fiduciary responsibility to the taxpayers of Dorset

Richard Bates – Treasurer to PCC. CIPFA Qualified (1995). Also Chief Financial officer to Dorset County Council

FINANCE SETTLEMENT 2016 – 17

BACKGROUND TO 2016-17 SETTLEMENT

• Dorset Police have lost £18m in grant cuts over the last 4 years

• Expectations were for a 3.5% per annum cut in Police Grant, in line with previous CSR

• Significant pressure from Chief Constables and PCCs regarding emerging threats etc

• Paris Attacks cemented this

• Recognised in the settlement

SPENDING REVIEW 2015

• In his speech, the Chancellor said: "now is not the time for further police cuts, now is the time to back our police and give them the tools to do the job."

• Letter from Theresa May to CCs and PCCs – “Police spending protected in real terms over SR period once council tax increases taken into account”

• “Police Spending” includes national initiatives (CT funding, Emergency Services Network, Firearms etc) so unclear how this translates to force budgets

• Assumes council tax increase by 2% per annum

ACTUAL SETTLEMENT – DEC ‘15

• Only one year settlement for Police

• Various topslices (or “re-allocations”) £218m

• Actual cut in Police Grant = 0.6% {£336,000}

• Cut in capital grant of 40%

• Specific grants announced late (counter terrorism, Victims Services etc)

• Additional costs passed to police – IT costs, Emergency Services Network, training, Police IT company

WHERE THAT LEFT US

• Still had to deal with additional costs of National Insurance (£2m) from the single state pension

• Pay and price increases

• New cost burdens + Local authority contributions

• Taxbase in line with projections

• BUT - Better than anticipated (grant cut much lower)

• Savings from efficiencies + Strategic alliance should deal with most of the cost pressures

• Future years settlement not notified - risk

PRECEPT STRATEGY

Public were consulted on:-

1) Precept freeze.

Pretty much a status quo position in terms of staffing numbers, service etc

2) Precept increase of 1.99%.

Additional £1m to be re-invested in key policing priorities.

- Protecting vulnerable people

- Emerging threats

- Increased public access e.g. 101

BUDGET SET FOR 2016-17

• Public consultation ended 25 January

• 4000+ responses. 80%+ support for increase

• Police and Crime panel unanimously supported at increase of 1.97% on 4 February 2016

SOURCES OF FURTHER INFO…

• Police and Crime Panel Committee Papers (Dorsetforyou.com)

• JIAC Papers (OPCC website)

• HMIC – Value for Money Profile (HMIC website)

Evolution of PCC Role

Obtaining the Views of the Public

Media Relations

Our approach to media relations: Ensures your voice heard

Supports transparency

Facilitates change

Our style and approach can adapt to suit your preference

24 BLOGS 100 PRESS RELEASES

86 MEDIA ENQUIRIES

Commissioning

Regional Collaboration/Strategic Alliance

Alliance Audit, Insurance & Strategic Risk

• Delivering a joint service to four corporation soles. Hosted by Dorset OPCC.

Alliance Audit, Insurance & Strategic Risk

• A single audit and assurance service

• A single insurance policy and claims management service

• Delivery of a strategic risk management programme

Future PCC Responsibilities

Changes to Complaints Process Three options: Model 1 (Mandatory)

PCC is appeal authority

Model 2

PCC is initial triage

Model 3

PCC handles complaints process end-to-end

Dorset Police

PCC

Dorset Police

Dorset Police

Complaint

Complaint

Complaint

PCC OPCC

Appeal

PCC

Complainant

Governance

• Text here

A Year in the Life of the OPCC

Summary

Your Style,

Your Preferences,

Your Police and Crime Plan

• Review OPCC resources around the following key principles: • Statutory responsibility

• Services to be delivered by OPCC under Strategic Alliance

• Future ambition and legislative requirements

DCC James Vaughan

Policing in the future

Strategic Assessment

Sources of information • Sir Robert Peel’s Principles of Law Enforcement 1829 • Home Office drive for reform of the police set out in

speeches and strategy reports • HMIC PEEL inspections and thematic reports providing

guidance for transforming policing • NPCC ‘Reshaping Policing For the Public’ outlines key

principles for change and a National / Regional / Local approach to policing

• Good practice from innovative forces • Your Dorset, Your Police, Your view initiative • Public sector guidance on transforming services

More Complex Crime

• Child abuse

• Adults at risk

• Serious sexual offences

• Domestic abuse

• Modern day slavery/labour exploitation

• Cyber crime and fraud

• Cyber enabled

• Drug related violence

• Organised Crime

• Crime from outside UK

• Terroism

Future Challenges

Future Challenges • Public Service Funding Challenges

• NHS focus and capability

• Local authority capability

• Increasing vulnerability

• Mental health

• Self harm/suicide

• Child poverty

• complex health and social problems

• Ageing Population (Dorset specific issue)

• Demographic shift

• Missing People

• Public Expectations

• National/Regional/Local/Blue light/Partnership Service transformation

Future Challenges/Opportunities

• A sample Technological Advance/Issues -

• Digital policing

• Drones

• Video streaming

• Predictive crime modelling

• Data analytics

• Global communications

• Vehicle accident notification systems

• Biometrics

• 5G/smartphones

• Support from Internet/communication providers

• Digital Evidence capture and Storage

• Staff – New Capabilities

HMIC 2015/16

Her Majesty’s Inspectorate of Constabulary (HMIC) independently assesses police forces and policing across activity from neighbourhood teams to serious crime and the fight against terrorism • PEEL assessment

• National thematic inspections

• Joint inspections

• Inspections of other national law enforcement agencies

• Commissions from the Home Secretary, and police and crime commissioners

and other local policing bodies.

HMIC – Broad Focus – Significant Demand

CJJI and HMIC THEMATIC & DORSET SPECIFIC REPORTS (2014-2015) DATE

HMIC - Real Lives, Real Crime: A Study on Digital Policing (Thematic) 22.12.2015

HMIC – Increasing Everyone’s Business; follow up on Domestic Abuse (Thematic) 15.12.2015

HMIC - Female genital mutilation, Forced marriage, Honour-based violence (Thematic) 08.12.2015

HMIC – Regional Organised Crime Units Review (Thematic) 01.12.2015

HMIC – Value for Money Profile (All Forces) 19.11.2015

CJJI – Witness for the Prosecution: Identifying victim and witness vulnerability in criminal case files 12.11.2015

HMIC – Rape Monitoring Group Data Analysis (All Forces) 05.11.2015

CJJI – Working in Step? Local Criminal Justice Partnerships Inspection 22.10.2015

HMIC – Targeting the Risk: Firearms Onspection (Thematic) 15.09.2015

HMIC – Stop & Search 2: Follow up on nine forces’ progress (excl. Dorset) 20.08.2015

HMIC – Building The Picture: Inspection of Police Information Management (Thematic) 02.07.2015

HMIC – Online & On The Edge: Real Risks in a Virtual World (Thematic) 02.07.2015

HMIC – In Harm’s Way: The Role of Police in Keeping Children Safe (Thematic) 02.07.2015

HMIC – Reshaping Policing for the Public (Briefing) 25.06.2015

CJJI – Provision of Charging Decisions 28.05.2015

CJJI - Disability Hate Crime – Follow Up Report 21.05.2015

HMIC - Stop & Search Powers 2: Are the police using them effectively and fairly? (Thematic) 24.03.2015

HMIC – Rape Monitoring Group Data (All Forces) 12.03.2015

HMIC – The Welfare of Vulnerable People in Police Custody (Thematic) 10.03.2015

CJJI - Investigation & Prosecution of Fatal Road Traffic Incidents 04.02.2015

HMIC – Integrity Matters: Police Integrity & Corruption (Thematic) 30.01.2015

CJJI - The Contribution of Youth Offending Teams to work of Troubled Families Programme 15.01.2015

PEEL - Legitimacy How legitimate is the force at keeping people safe and reducing crime? To what extent does practice and behaviour reinforce the wellbeing of staff and an ethical culture? To what extent are forces recording crimes in accordance with the Home Office Counting Rules? How well does the force understand, engage with and treat fairly the people it serves to maintain and improve its legitimacy? To what extent are decisions taken on the use of stop and search and Taser fair and appropriate?

Dorset Police - Good

PEEL - Effectiveness

How effective is the force at keeping people safe and reducing crime? How effective is the force at preventing crime and anti-social behaviour, and keeping people safe? How effective is the force at investigating crime and managing offenders? How effective is the force at protecting from harm those who are vulnerable, and supporting victims? How effective is the force at tackling serious and organised crime, including its arrangement for fulfilling its national policing responsibilities?


How efficient is the force at keeping people safe and reducing crime? Efficiency How well does the force use its resources to meet its demand? How sustainable and affordable is the workforce model? How sustainable is the force’s financial position for the short and long term?

Dorset Police - Requires improvement

PEEL - Efficiency

PEEL -Leadership

To what extent is leadership improving the Effectiveness, Efficiency & Legitimacy of the Force Evidence mainly gathered from Inspections on effectiveness and legitimacy to inform the leadership narrative judgments


Citizens in Policing


Special Constables • Currently 179 Special Constables, plus 28 in initial

training • Contributed over 46,369 hours in 2015 ( over

51,841including initial training) • Special Constables are required to work a minimum

of 16 hours per month • The majority work in Territorial Policing, attachments

to other areas of business include, Traffic, No Excuse, DPU

Special Constables • Flexible workforce, supporting Dorset Police at

times of high demand i.e. weekends and evenings

• Brings a variety of additional skills into the workforce

• No upper age limit, but must be able to pass the fitness test

• Has it’s own hierarchy including Chief Officer and Deputy Chief Officer supported by two Special Superintendents


Police Support Volunteers • Approximately 200 Police Support Volunteers • Contributed over 8,047 Hours in 2015 • Variety of roles including Victim Support, Safe

Bus, Contact Points, Horse Watch, Community Messaging and Neighbourhood Policing Team, (UNISON approval is sought for all roles)

• Police Support Volunteers are not paid but do receive out of pocket expenses – many decline to claim


Police Support Volunteers

• There is no maximum age limit, the minimum age limit is generally 16 but there are certain areas where additional minimum age limits apply e.g. CSI (this is to prevent risk to the volunteer)

• Police Support Volunteers are vetted (job specific) and are required to sign the official secrets act

• A minimum continuous residency of 3 years is required for all volunteers (to allow for vetting)


Watch Schemes

• Watch Schemes include, Neighbourhood/Home, Farm, Horse, Pub, Shop

Watch etc.

• Neighbourhood/Home Watch has the largest membership, it is claimed that up to 25% of households in Dorset may be members.

• Activities can include sharing information with the police (community intelligence), improving members personal and home security, property marking, organising local community safety events, protecting vulnerable residents

• The aims and objectives of Watch Schemes are:

• To Prevent Crime

• To help with the detection of criminals

• To reduce the undue fear of crime

• To improve Police – Community relations


Watch Schemes – Hierarchy in Dorset

In some areas of Dorset (mostly East Dorset) an additional layer is created through schemes coming together to form an association, which is generally overseen by a Committee and Chair. Associations are usually constituted bodies and self funding either through member subscriptions or grant funding and sponsorship.


Benefits of Volunteering for Dorset Police • Increased engagement and communication with

local communities • Introduces a broader diversity to the wider

police family • Access to an extensive range of professional

skills and experience • Releases front line staff from more routine tasks

allowing them to concentrate on core policing priorities

Evidence Based Policing


• Evidence Based Policing – Is the focus on developing tactics, practices and strategies that are proven to work to address everyday policing challenges

• The focus on creating a knowledge base of ‘what works’ is at the heart of modern policing

• This is supported by the College of Policing ‘What Works Centre’

• Dorset Police have a number of partnerships and structures in place to support this national focus locally


• The Force has active partnerships with: • University of Cambridge – Masters Programme • Open University – Policing Consortium Member • Bournemouth University – Developing local partnerships

to add value to policing in Dorset

• Provides educational opportunities for staff – PhD, Masters etc.

• Police and academic research partnerships • Support and evaluation of police initiatives • Access to grant funding


• The Force has an supported the development of EBP through the appointment of an EBP Lead – D/Supt Naughton

• The Force has established an network of EBP Champions to take forward and seed EBP locally

• This has resulted in locally grown EBP experiments and practices being developed

• There is a strong relationship between the Force and OPCC on EBP development

• Work beginning across the Alliance to bring together EBP partnerships and ideas


• Current and future work includes: – Delivery of OU Consortium products and opportunities in Force, including a

PhD, Post Graduate Certificates in EBP, Senior Research Fellowships… – Officers and staff attend the Masters Programme at the University of

Cambridge, 2 p.a. – Working with the University of Cambridge to develop the Crime Harm

Index model – Developing research into online paedophile offending with Bournemouth

University – Supporting the delivery of Cyber Crime response both locally and regionally

with Bournemouth University – Working with Devon and Cornwall Police and Exeter University to pilot the

#RU2DRUNK campaign in Dorset to reduce NTE violent crime – And others…

Your Dorset, Your Police, Your View

More than 1 million people

reached

5,500

detailed

surveys

were

completed

Thousands

of social

media

comments

To compare, the England &

Wales Crime Survey is

based on c.600 Dorset

Residents

Overall the results were

very positive. Most people

had confidence in the police

and 70% feeling they do a

‘good’ or ‘excellent’ job.

In February, people ranked 14 policing areas as their priorities for next 5 years. Top were:

The Your Dorset, Your Police, Your View project was a way for the public to learn more

about, and give their views on, the work of Dorset Police. Each month, a different aspect

of policing was explored and the public were asked to give their views through an online

survey and via comments on social media.

Do

me

stic

Re

gion

al

Strategic

Pro

gram

me

s

Change Allian

ce

Programmes National

VISIT TO FORCE COMMAND CENTRE

PCC CANDIDATE BRIEFING LUNCH

Debbie Simpson


Dan Steadman


Richard Bates

Treasurer – OPCC

James Vaughan


David Lewis


Sharon Taylor


Organisational Layout Chief Constable

Deputy Chief Constable

Assistant Chief Constable

Territorial Policing Crime and Criminal

Justice Operational

Support

NPTs

Emergency Response

Criminal Justice

Intelligence Firearms

Dogs

NPAS

Road Safety

Assistant Chief Officer Director of HR

Ops Planning

Investigations

Public Protection Unit

Day in the life of PC Jane Peters

Typical Wednesday

28 Territorial Police/ NPT

Officers and 9 PCSOs

32 Call Handling/101/FCC

Staff

7 Detectives cover East of

county. 7 MCIT staff.

6 Firearms Officers. 2 Dog

Handlers. NPAS

NPT Officers

Response Officers

Specialised Officers

Briefing Op Genesis Intelligence

Size of Patch: 64.8km² Number of Residents: 149,000

Poole Police Station – Early Turn

07:00

MASH SRU/MARAC Sexual Assault

CSE

Barnardo’s

Serious Assault

CID MCIT SSO CAIT

Responds to a Domestic Abuse Incident 07:15

Forensics

Responds to report of student viewing extremist material 10:00

PREVENT

Safer Schools and Communities Team

Special Branch

Work with sectors and institutions where there are risks of radicalisation

Respond to the ideological challenge of terrorism

Prevent people from being drawn into terrorism

Triage Process

Cyber Crime

Responds to report of drug users congregating

12:00

Intelligence

Dangerous Drug Networks

Street Level

Firearms

Operations

Dogs

Regional Organised Crime Units

Custody Traffic

Responds to an RTC

14:00

Operational Orders

Return to the station: Operational Planning

15:30

One to One with Sergeant

16:00

Professional Development

Tutorial Sessions

SPR

LRF/CCU

http://webhq01/am-coe/Default.aspx

Strategic Alliance Working together to serve

the public

What is an Alliance?

HMIC definition:

‘An agreement between two or more forces to pursue a set of agreed objectives while retaining separate identities.’

Two forces collaborate as equal partners in finding new solutions to our policing needs, whilst at the same time remaining as separate organisations.

What is an Alliance?

Why are we doing it?

• Provide an effective policing service in the face of reducing budgets

• Manage our greatest threats, risks and harm

• Meet our strategic policing requirements

• Deliver the PCCs’ police and crime plans

• Achieve our financial targets

• Prepare for any future geographic collaboration

• Recognise that further efficiencies and savings can be made

Why are we doing it?

Why D&C and Dorset?

We share many similarities:

• Geography • Population • Demographics

• Values • Standards • Culture

Why D&C and Dorset?

What does it mean?

We will:

• Work together to serve the public

• Work as a single team where feasible

• Share services across the three counties

• Mutually support each other

• Be more resilient and flexible

What does it mean?

The Alliance as part of the wider regional picture

• South West Regional Collaboration includes:

- South West Forensics

- Regional Organised Crime Unit

- Counter Terrrorism Intelligence Unit

- Special Branch

- Procurement

• Other Emergency Service Collaboration

- Devon and Somerset Fire Service

The Alliance as part of the wider regional picture

The Journey So Far...

March –June 2014 Scoping and feasibility phase

August 2014 Start of design and implementation phase

March 2015 Official signing of the Strategic Alliance

Overarching Agreement

Sept 2016

Delivery of all detailed business cases in scope

Official signing of the Strategic Alliance S22 Agreement

2018 - Likely completion of all current ‘Alliance’ departments 2020 - Convergence of IT across the two forces

The Journey So Far...

How?

• Investigate best practice and explore opportunities

• Assess and review certain business areas

• Agree a joint operating model for

all functions

• Agree a single set of principles and behaviours

• Deliver the most effective and efficient solutions

• Adopt a transformational approach to service delivery

• Capitalise on opportunities to invest in mitigating new and emerging threats

How?

Benefits Benefits

Current Position

• 22 business area proposals approved including Ops Support, Prevention and Admin Services

• 7 business areas live and operating as single business areas

including Finance, Admin Services and

Dogs

• 10 business area proposals to be presented to the Alliance Executive Board between June – Sept 2016 including Criminal Justice and Estates

Current Position

Snapshot of Business Areas Design Planning Formal Consultation ‘Go Live’

Call Handling/

Command & Control

Corporate

Communications

Criminal Justice

Custody

Victims & Witnesses

CATs / CTO

Estates & Building

Services

FSG/EPT

Information Management

(Phase 3)

Major Crime

Information

Management (Phase 2)

Professional Standards

Resource Management

ICT

Business Change

Intelligence

Corporate Development

People Services

Ops Planning

Firearms Licensing

Firearms/ARV

Transport

Prevention Department

Information

Management (Phase 1)

Roads Policing

• Ops Support

Command

• Admin Services

• Finance

• Dogs

• ANPR

• Audit, Insurance

and Strategic Risk

• Integrated Offender

Management

Implementation

Snapshot of Business Areas

Key Issues to date

• People

• Management of Change

• Culture

• ICT Convergence

Key Issues to date

PCC CANDIDATE BRIEFING QUESTION AND ANSWER SESSION

Debbie Simpson


Dan Steadman


Richard Bates

Treasurer – OPCC

James Vaughan


David Lewis


Sharon Taylor


One-to-One Sessions

Chief Constable Debbie Simpson Chief Executive Dan Steadman

1400 – 1430 Andrew Graham Patrick Canavan

1430 - 1500 Lester Taylor Andrew Graham

1500 - 1530 Patrick Canavan Lester Taylor

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