CANDIDATE BRIEFING Mark Stokes Chief Exec OPCCN

CORE FUNCTIONS

THE PCC ROLE  Be the voice of the people for policing and criminal justice  Set crime and policing objectives in a Police and Crime Plan  Bring community safety partners together to align priorities  Commission local support services for victims  Secure an efficient and effective police service  Set the policing budget and precept  Hire (and if necessary fire) the Chief Constable, and hold him/her to account for the service delivered  Contribute to national/international policing capabilities set out by the Home Secretary (counter-terrorism, cyber crime)  Test, influence and lobby Government policy.

Wymondham-based team led by statutory posts of Chief Executive and Chief Finance Officer Primary aim: support and advise the PCC in delivering his/her manifesto and Police and Crime Plan objectives  Strategy and resource planning  Partnership working, commissioning and service delivery  Engagement and information management  Obtaining the views of the public  Media relations  Research, including strategic needs assessments  Scrutiny, evaluation and performance  Management and day-to-day running of the PCC office. THE PCC OFFICE

COMMISSIONING  Devolved responsibility for Victims’ Commissioning from MOJ and funding of £966k  Legislative powers to make grants and/or commission goods or services to deliver Police and Crime Plan objectives  Total 2015/16 commissioning budget is approx. £2m  Continuous process of assessing and addressing need.

Understa nd Plan Do Review Our Approach Understand community needs to inform strategic priorities Plan, design and deliver services to meet those needs and secure value for money Commission in-house services and outside providers - from the public, private, voluntary and community sectors Review and validate what we are doing to deliver against our priorities

Current commissioning themes based on needs assessment:  Victims and Witnesses  Domestic Abuse and Sexual Violence  Rehabilitation of Offenders  Mental Health, Drugs and Alcohol Since 2012, the PCC has commissioned a range of services across all four commissioning themes Size and length of funding agreements with providers vary, dependent upon purpose of funding, nature of service/project being commissioned and desired outcomes.

FINAN Funding for policing comes from:  Grants from the Home Office  Annual Council Tax precept For 2015/16 the operational policing budget for Norfolk is £ m 40% of the budget is raised through Council Tax. The precept for a Band D household in 2015/16 is £ per annum (£4 a week). FINANCE

MEDIUM-TERM FINANCIAL PLAN 2015/16 £m 2016/17 £m 2017/18 £m 2018/19 £m 2019/20 £m Deficit before savings(9.1)(15.5)(20.7)(23.6)(26.4) Planned / forecast savings Deficit after savings(2.1)(3.4)(4.5)(6.6)(9.3) Net Revenue Budget  These figures are based on 25% real terms cuts in Government grant over the life of this Parliament  At 40% real terms, the unfinanced gap of £9.3m would double.

The cumulative deficit in 2019/20 of £9.3m equates to 186 officers The Chief Constable has launched a wholesale review of what policing in Norfolk could look like in Norfolk 2020 will ask officers and staff, partners and the public to consider how policing might be delivered in the future, taking into account:  Ongoing financial challenges  A reduced workforce  Technological developments  Changing demands on policing.

PCCs have a legal duty to obtain the views of the community about crime and policing in their local area  Community views, including those of victims, must be considered in development of a Police and Crime Plan  Community views, including those of business rates payers, must be considered in the setting of the precept. COMMUNICATION & ENGAGEMENT

Stakeholders with whom we consult and engage include:

ACCOUNTABILITY & SCRUTINY Holding the PCC to account  The Norfolk Police and Crime Panel publicly scrutinises and supports PCC progress against Police and Crime Plan  Membership: representation from 7 local authorities, co-opted members and independents  Responsible Authority for handling all complaints against PCC  Legislative powers include reviewing Police and Crime Plan, PCC Annual Report and senior staff appointments. Also review and potential veto of precept and Chief Constable appointment.

Holding the Chief Constable to account  PCC publicly holds the Chief Constable to account for the policing service delivered in Norfolk  Public meetings held to receive updates on performance against Police and Crime Plan objectives, as well as budget reports. Financial scrutiny  The Audit Committee is independent of both the PCC and Constabulary  Publicly considers internal and external audit reports, advising on governance and risk management.

Inspection and oversight  Her Majesty’s Inspectorate of Constabulary (HMIC) – external inspectorate for policing performance  Independent Police Complaints Commissions (IPCC) – public police complaints oversight

TRANSPARENCY Transparent decision making Decision-making and accountability framework with publication of decision notices Accessible Information Specified Information Order Freedom of Information National Recognition CoPaCC transparency quality mark awarded to OPCCN

What's Next……  Consultation…  Greater role for PCCs in complaints and discipline  Police volunteer reforms  Blue light collaboration  Pre Election  Open Session OPCCN & Police  Candidate information - Website Portal & Transparency  SPOC – Chief Executive  Post Election  PCC Full induction Pack  Engagement Plan

QUESTIONS?