Delivering Transition

2 A Change in Governance The Act creates a new model of governance: Police & Crime Commissioner Police Authority Chief Constable & Policing Wider criminal justice/ Community Safety Police and Crime Panel Changes to Scrutinised & held to account by Scrutinised & held to account Unknown/ undefined potential area of governance Electorate

3 To hold the Chief Constable to account. Will own all police assets and set the budget and precept. A Police and Crime Plan must be issued. At financial year end, Commissioner must produce an annual report giving details of the progress made. Can issue Crime and Disorder Reduction Grants. The Commissioner will be salaried – for GM £100k. Police and Crime Commissioner Must appoint a Chief Executive and Finance Officer (Treasurer) and can appoint a Deputy Commissioner. Budget for the Office of the Commissioner - advised to be in line with current GMPA budget.

4 Chief Constable The Chief Constable to be responsible for: the operational direction and control of policing and for police employment contracts only. Chief Constable will be “corporation sole” but may only enter into contracts with the approval of the Commissioner (excepting for the appointment of staff) Chief Constable must supply the Commissioner with reports and such information as they require Secretary of State has power to issue protocols to Commissioners and Chief Constables e.g.: –Policing Protocol issued Nov 2011

5 Partners Duty on the Commissioner to cooperate with other authorities – having regard to the relevant priorities of each responsible authority. Responsible authorities must have regard to police and crime objectives within the police and crime plan.

6 Transition GMPA has established a Transition Project and Board to oversee the change. The GMPA (authority) secretariat will transfer directly to the Office of the Commissioner. GMP (police) staff to transfer in a two stage process from the Police Authority to the Office of the Commissioner, and then ultimately to the Chief Constable. It is the responsibility of AGMA to establish a Police and Crime Panel. Two transition periods: 1st: Now - the next period culminating in elections being held in November 2012 and, 2 nd : When the Commissioner is in post and has decided on how they will structure their office and manage their relationships with the police, partners and the public etc.

GMPA Transition Board Membership: GMPA Chair and Vice Chair GMPA Equalities & Diversity Lead Member GMPA Risk/Quality Assurance Lead Member Deputy Chief Constable Attending: AGMA Transition Lead Unison representative Audit Commission representative Further development: strategic partner representatives

Future Budget Setting/ Commissioning Police FundPreceptGrants To be spent on policing and on commissioning community safety services

9 Commissioning Significant shift in commissioning of services and accountability. Working in partnership at strategic level to scope the impact of budget changes. Establishing strategic working group to help develop commissioning approach. 2012/13 – youth offending services funding issued to GMPA by Home Office. Intention to “passport” back to YOS in conjunction with evaluation exercise. Expectation of development of business cases for Commissioner’s consideration.

10 Police and Crime Panel Membership: Minimum of 10 councillors and 2 independent co-optees. Elected Mayors must be appointed to the Panel as the nominating authority’s representative (unless Mayor declines). Statutory Role: Hold confirmation hearings on the Commissioner’s senior staff. Commissioner must respond to the Panel’s reports but is not bound by them. Panel must work cooperatively with the Commissioner. Panel can veto (by 2/3rds present) - the appointment of the Chief Constable. Panel can veto (by 2/3rds present) the first precept. Commissioner can then resubmit and if lower than first precept – the panel has no veto. Deals with complaints about the conduct of the Commissioner. Chief Constable can appear before Panel but only with the Commissioner and not on their own.

Early discussions by Combined Authority. Lead Council / Chief Executive established. Salford CC Clarity of purpose established – broader than the Home Office remit. Panel to be established at most senior level -leaders. Targeted Nolan principles recruitment of co-optees. Support arrangements and funding agreed at both political and officer level. Moving into Shadow arrangements now. Police and Crime Panel Progress

Stakeholder Engagement Transition Steering Group: Co-ordinates the key transition actions and milestones from AGMA, the PARO, the Authority and the Force. Regular updates provided to AGMA Public Protection Commission. Joint partnership events, next one - 5th July. Joint review of budgets and resources. Development of Police and Crime Plan shared evidence base with AGMA. PARO co-ordination - web portal, single points of contact. GMCVO commissioned to link to the voluntary sector. Joint Newsletter circulated to partners

Conclusion Building on a sound foundation: Ensuring police authority business is maintained and a legacy is passed on. Taking a pragmatic approach: Finding practical solutions and demonstrating a desire to make the OPCC successful. Understanding future needs: Listening to our partners and developing new relationships. Doing what is right for Greater Manchester: Ensuring stability in policing services and crime and disorder delivery.

Conclusion Be prepared for a significant change in police accountability and governance

An Authority for Effective Policing