1. CANDIDATE BRIEFING Prepared by the OPCCN

2. CORE FUNCTIONS OF THE OPCCN

3.  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. THE PCC ROLE

4. 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

5. Partnership working at a national, regional and local level.  Essential for:  effective policy formulation  strategic development  alignment and synchronisation of commissioning  County policy leads for Domestic Abuse and Rehabilitation – filling key leadership gaps Engaging with key stakeholders to effect policy changes:  IPCC – lessons learnt  HMIC – findings from inspection reports  Police and Crime Panel – feedback from panel papers  Home Office – practitioner workshops and focus groups POLICY, PARTNERSHIPS & STRATEGY

6. OPCCN leads and is actively engaged in a range of statutory/non statutory partnerships across: Criminal Justice System Health and Wellbeing System Economic Development System OPCCN created Rehabilitation of Offenders Board.

7. COMMISSIONING  Devolved responsibility for Victims’ Commissioning from Ministry of Justice (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  Funding search, application and management service for OPCCN, Norfolk Constabulary and partners  Research function – supports all policy and commissioning activity

8. The current commissioning themes are evidence-based, informed by a needs assessment of victims, witnesses and offenders in Norfolk:  Victims and Witnesses  Domestic Abuse and Sexual Violence  Rehabilitation of Offenders  Mental Health, Drugs and Alcohol. PRIORITY THEMES

9. GRANTS & CONTRACTS Since 2012, the OPCCN has:  Awarded grants/contracts to 55 organisations across Norfolk to provide victim services, prevent offending and protect the vulnerable from being victimised  Helped an estimated 6,000 + victims of crime to cope with and recover from what they’ve experienced  Jointly commissioned with a range of agencies including Norfolk County Council, the Department of Work and Pensions (DWP) and Norfolk Police.

10. COMMISSIONED SERVICES The major services commissioned by the OPCCN are:  Victim Assessment, Referral and Support Service 18,545 referrals in first two quarters of 2015/16, 2,254 receiving a needs assessment, 219 immediate needs met, 574 onward referrals in Victim Support and 52 onward referrals to organisations external to Victim Support  Independent Domestic Violence Advocate (IDVA) Service 523 referrals in quarter one, representing 80 clients per IDVA. 84 cases were re-opened and 532 cases closed.  Norfolk Youth Offending Team  A complete list of organisations that have received grants from the OPCCN can be found at: http://norfolkcc.cmis.uk.com/norfolkcc/Meetings/tabid/70/ctl/ViewMee tingPublic/mid/397/Meeting/396/Committee/47/Default.aspx http://norfolkcc.cmis.uk.com/norfolkcc/Meetings/tabid/70/ctl/ViewMee tingPublic/mid/397/Meeting/396/Committee/47/Default.aspx

11. FINAN Funding for policing comes from:  Grants from the Home Office  Annual Council Tax precept  In 2015/16 the PCC directly controls £3m of gross spending (£2m net after Ministry of Justice Victims Grants taken into account)  In 2015/16 the operational policing budget for Norfolk is £134.6m  The total budget is £146.8m, after a contribution from reserves of £2m  40% of the budget is raised through Council Tax. The precept for a Band D household in 2015/16 is £208.80 per annum (£4 a week). 75% of households are below Band D. FINANCE

12. FINAN BUDGET 2015/16 1,520 Police Officers 190 PCSOs 1,000 Staff - Operational and Back Office

13. CAPITAL PROGRAMME 2015/20 * Includes £1.6m brought forward from 2014/15 # includes estimated slippage of £3.9m from 2015/16 2015/16 £m 2016/17 £m 2017/18 £m 2018/19 £m 2019/20 £m Norfolk only:- Estates 6.5 11.06.20.4- ICT 0.9 0.41.50.5 Vehicles and Equipment 1.1 1.31.0 Joint Schemes (Norfolk share):- ICT 2.2 3.00.50.8 Total 10.7* 15.74 # 9.22.72.3 Financed by:- Grant 1.0 0.6 Capital Receipts 0.5 0.80.91.10 Revenue 1.1 0.8 0.90.8 Use of Reserves 8.50.8-0.9 Internal Borrowing 8.1 5.06.10.1- Total 10.7 15.79.22.72.3

14.  Support the strategic objectives of the PCC and OPCCN  Support the Police and Crime Plan and underlying themes  Spread the word about the role of and work of the PCC  Overarching strategy underpinned by activity calendar  Open and transparent  Mixed communication approach: media, direct contact, digital media, hyper-local, partners, forums  Accessible to all – Easy Read versions gained praise  Willing to learn and never stand still. OUR APPROACH

15.  Small but versatile and high-quality team  Skills include copy writing, writing for the web, content generation and management, web design and build, photography, video…  Digital media – social media, websites  Media relations  Photography and video  Corporate Communications  Partnership working - Restorative Justice Week, Norfolk Says No etc  Student officers and new members of force staff  ICYMI approach using Thinglink (easy access summaries), ‘live’ tweeting of key meetings. COMMUNICATIONS

16.  Link between public and police  Voice of the victim  Opportunities  Public events  Consultation – Police and Crime Plan, Budget, Community Remedy  Victims’ Panel  Independent Advisory Group, Disability Advisory Forum, Custody Visitors  Your Norfolk  Respond – to emails, letters, phone calls  Active engagement – need to connect. ENGAGEMENT

17.  Twitter: 200 followers at end 2013, to 2650 followers at end 2015  OPCCN web traffic up 26% year-on-year  National award for openness and transparency  60-second video viewed over 7000 times and gained national attention, other OPCCs have asked to use it. Working on version for APCC for use in election run-up  Biscuit = violent crime, national & international headlines  GtoE launch – website, video, literature, event…  Walk of Britain OUTCOMES INCLUDE…

18. How is the PCC held to account?  Police and Crime Panel:  Membership: local authorities, co-opted members and independents  Legislative powers:  Reviewing Police and Crime Plan, PCC Annual Report  Reviewing Chief Constable and Senior staff appointments  Potential veto of precept  PCC complaints handling and resolution How is the Chief Constable held to account?  Police and Crime Commissioner:  Police Accountability Forum  CC complaints handling and resolution  Regular 1-2-1 briefings ACCOUNTABILITY & SCRUTINY

19. Financial scrutiny  Audit Committee  Independent of both the PCC and Constabulary  Public meetings  Considers internal/external audit reports  Advises on governance and risk management Monitoring Officer  Ensures actions of PCC and CC are lawful and do not constitute maladministration  Ensures legal advice is taken to inform PCC and CC decisions.

20. Police and Crime Plan  Evidence-based objective setting  Performance framework  Public meetings/Reporting  Performance validation  Front line engagement and public consultation  Staff Unions  Public complaints  HMIC inspections  IPCC recommendations  Strategic Policing Assessments PERFORMANCE MANAGEMENT

21. TRANSPARENCY Transparent decision making  Decision-making and accountability framework with publication of decision notices Accessible Information  Specified Information Order  Freedom of Information.

22. QUESTIONS?