Election Pack 2016

Police and Crime Commissioner for Hampshire and the Isle of Wight ELECTION PACK 2016

Police and Crime Landscape

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Local Priorities and Issues Hampshire Constabulary’s Priorities Hampshire Constabulary’s priorities are based on the issues and threats that emerge from an annual strategic assessment. This document identifies and evaluates strategic crime and disorder issues impacting on the area; informs priority setting for prevention, intelligence and enforcement resource allocation in the coming year; identifies strategic intelligence requirements in relation to these issues; and identifies emerging issues that may require further development.

As a result of this assessment an annual Control Strategy is produced, setting out the priorities for the Constabulary over the coming year.

The current Control Strategy is for 2015/16 and the priorities are: • Vulnerability – specifically child sexual exploitation, child abuse (including online), doorstep crime, hate crime, modern slavery, serious sex offences and domestic abuse • Global policing threats – travel for extremist purposes, radicalisation, cyber crime, and lone actors (ie. radicalised violent extremists who have no direct connection to any terrorist group) • Drug crime – transient dealers and drug related violence, mephedrone/ new psychoactive substances (legal highs), and large scale drug supply.

• Acquisitive crime – dwelling burglary and rural crime Each Control Strategy priority has an action plan developed, and a lead owner designated for the force.

Crime Data Integrity In 2014 Hampshire Constabulary was inspected by Her Majesty’s Inspectorate of Constabulary (HMIC) regarding crime data integrity which found areas for concern in relation to the accurate recording of crime.

Hampshire Constabulary took immediate and thorough action to rectify this, and as a result recorded crime has increased significantly in 2015. In the first half of 2015/16 (April to September), the total number of recorded crimes in Hampshire and the Isle of Wight was 34% higher than in the previous year.

Analysis has confirmed that this increase is predominantly due to the increased drive to comply with HMIC recommendations on crime recording, but that there have been real increases in sexual crime reporting due to increased victim confidence in reporting and high-profile cases in the media.

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Community Safety Partnership Priorities Each Community Safety Partnership (CSP) has a responsibility to identify areas of priority for action. The current priorities for each CSP are as follows: East Hampshire

Eastleigh

• Improve quality of life (to include anti-social behaviour, criminal damage, arson, first time entrants into the criminal justice system and community empowerment)

• Anti-social behaviour • Vulnerable people • Substance misuse • Reducing reoffending

• Reduce violence (to include domestic abuse and night-time economy related issues) • Acquisitive crime (to include burglary and theft of and from motor vehicles) Fareham

Havant

• Anti-social behaviour

• Supporting Troubled Families

• Criminal damage

• Reducing the negative impact of drugs and alcohol

• Violent crime • Alcohol and drugs Gosport • Reducing anti-social behaviour and violent crime

• Environmental enforcement

Isle of Wight (emerging priorities) • Child sexual exploitation

• Protecting vulnerable members of the community

• Drugs and alcohol related crime/violence

• Tackling drug and alcohol misuse

• Anti-social behaviour

• Supporting families and individuals to prevent offending behaviour

• Domestic abuse

• Increasing the feeling of safety amongst Gosport communities

• Road safety

• Fear of crime

• Reoffending • Preventing violent extremism

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New Forest (draft priorities)

Safer North Hampshire

• Reducing anti-social behaviour and violent crime

• Domestic abuse – including raising awareness and increasing reporting, reducing the number of repeat victims

• Reduction in arson • Protecting the vulnerable • Tackling drugs and alcohol • Reducing reoffending • Rural crime • Making our roads safer • Learning from Domestic Homicide Review • Prevent / violent extremism

• Anti-social behaviour – including work to focus on victims of anti-social behaviour, identify and implement a way of capturing data in relation to victims, work around hotspot locations at key times • Town centre violence – including reducing violent crime in Basingstoke town centre, Fleet, and Wellington, focus on night-time economy related violence

Southampton

Winchester

• Reduce crime and anti-social behaviour

• People – endeavour to protect victims and vulnerable people from crime, disorder and harm

• Reduce the harm caused by drugs and alcohol • Protecting vulnerable people • Reduce youth crime

• Partnership – work together to keep our communities safe, reduce crime, disorder and anti-social behaviour • Community impact – offending behaviour, radicalisation, rural issues

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Safer Portsmouth Partnership

Test Valley Partnership

• Tackling violent crime by continuing to focus on domestic abuse and alcoholrelated violence, but also focussing on sexual offences, hate crime and youthrelated violence

• Acquisitive crime: in particular rural crime including metal, heating oil and diesel thefts, and non-dwelling burglary

• Reduce anti-social behaviour, particularly focusing on complex cases • Sustain improvements by alcohol misuse services to reduce long term health issues • Make sure drug treatment services respond to the changing drug profile of the city including the increased use of ecstasy and new psychoactive substances • To ensure a specific focus on drug and alcohol misusing perpetrators of anti-social behaviour and offenders via Integrated Offender Management • Support early intervention with children who come to the attention of services before their needs escalate • Work with others to identify cost benefits of intervening earlier in complex cases of anti-social behaviour • Early identification of and interventions with adults and young people at risk of perpetrating anti-social behaviour, offending or substance misuse • To support multi-agency work by improving understanding and coordination between services • Align research and analysis to localities, support a partnership community safety survey and conduct further research to understand the increases in hate crime, youth-related violence and youth victimisation

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• Protecting vulnerable people: in particular - those whose lifestyle puts them at risk of harm • Youth issues: in particular engaging with young people and the use of positive engagement techniques to identify and resolve the causal issues at the heart of antisocial and criminal behaviour • Tackle anti-social behaviour: in particular vulnerable victims and places, and with links to mental health issues and substance misuse • Promote community resilience: in particular to enhance the ability of communities to plan for emergency issues, such as the ‘Protect You and Yours’ scheme, and community flood resilience projects • Respond quickly and positively to predicted and emerging crime and anti-social behaviour trends • To support families at risk of causing harm to their communities and tackle barriers to reducing re-offending, in particular to link with/support the Troubled Families agenda • Increase public reassurance and confidence, and address negative perceptions • The promotion of community resolution and restorative justice techniques to secure sustainable benefits to the community.The commitment to operate in co-operative partnership amongst agencies and community/voluntary sector groups working towards enhanced and positive communities

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Health and Well-Being There are four Health and Well-Being Boards in Hampshire and the Isle of Wight – Hampshire County, Southampton, Portsmouth and the Isle of Wight, each one has a Health and Well-Being Strategy based on the needs identified in the Joint Strategic Needs Assessment (JSNA). Each Health and Well-Being Board has a statutory responsibility to produce a JSNA which looks at the current and future health and well-being needs and inequalities within local populations. It is used to inform and guide the planning and commissioning of health, well-being and social care within the local authority area.

The current priorities identified in each of the strategies are: Hampshire County • Starting well – so every child can thrive • Living well – empowering people to live healthier lives • Ageing well – supporting people to remain independent, have choice, control and timely access to high quality services • Healthier communities – helping communities to be strong and support those who may need extra help Isle of Wight (currently in draft form) • Keeping children safe and improving educational standards • Improving mental well-being • People are empowered to promote their own health and well-being and support to prepare for old age • People are helped and supported to manage long-term physical and mental health conditions and disabilities • People make healthy choices for healthy lifestyles • People live in strong and inclusive communities • The Isle of Wight will continue to be a good place to live and visit • Sustainable economic growth for the Island supports improved employment opportunities Portsmouth • Giving children and young people the best start in life • Promoting prevention • Supporting independence • Intervening earlier • Reducing inequality

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Southampton • Building resilience and using preventative measures to achieve better health and well-being • Best start in life • Living and ageing well National Priorities Strategic Policing Requirement The Strategic Policing Requirement (SPR) supports chief constables and police and crime commissioners to ensure they fulfil forces’ national responsibilities for tackling criminal or terrorist threats and harms, or other civil emergencies.

Threats have been assessed and selected from the National Security Risk Assessment on the basis that they either affect multiple police force areas or may require action from multiple forces, resulting in a national response. While treated separately, many of these threats overlap.

The identified threats are: • Threats to public order or public safety that cannot be managed by a single police force acting alone • Civil emergencies • Serious and organised crime • Terrorism • A national cyber security incident • Child sexual abuse As a result of the SPR, a National Policing Requirement (NPR) is produced to provide details the capacity and contribution, capability, consistency and connectivity required to counter the identified threats.

The purpose of the NPR is to inform chief constables and police and crime commissioners of the facts required to plan effectively for challenges that go beyond their force boundaries.

They are advised to take into account the professional assessments outlined by the police service in the NPR when considering the appropriate policing response, and not depart from the requirements without good reason.

Police and crime commissioners and chief constables should have regard to the SPR and NPR when issuing or varying their local Police and Crime Plans.

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The Role of the Police and Crime Commissioner

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A Police and Crime Commissioner’s (PCC) work is predominantly focused on and delivered at a local level. The Police Reform and Responsibility Act 2011 states a PCC must: • Secure the maintenance for the police force area • Secure the police force is efficient and effective The role of the PCC involves working with the public, the police and local partners to ensure effective policing as well as contributing to national requirements. Based on their mandate, a PCC sets the strategic priorities of Hampshire Constabulary in consultation with the Chief Constable.

Although ultimately a PCC is accountable to their electorate via the ballot box and the Chief Constable is accountable to the PCC, there is a Police and Crime Panel responsible for scrutinising and supporting the work of the PCC. However the Police and Crime Panel has no statutory power to hold Hampshire Constabulary to account.

It is not the role of the PCC to run the police force – operational responsibility lies with the Chief Constable. A PCC must have regard to the Policing Protocol issued by the Home Secretary, which clarifies the respective functions of a PCC and Chief Constable and how they are expected to work together to improve policing and fight crime.

The main functions and responsibilities of a Police and Crime Commissioner are to: • Appoint the Chief Constable¹ and if necessary to dismiss them • Hold the Chief Constable to account for the performance of Hampshire Constabulary • Set the Council Tax precept level and the annual budget² • Produce a Police and Crime Plan which sets out the overall strategy for policing and crime reduction in Hampshire and the Isle of Wight • Publish an annual report stating how priorities and targets have been met to enable greater public awareness of police and crime performance in Hampshire and the Isle of Wight • Be a voice for the public regarding police and crime matters • Directly engage with the public and to seek their views (including those of victims) regarding policing and crime matters ¹ Although the Police and Crime Panel has the authority to veto any appointment ² The Police and Crime Commissioner will be required to present their proposed budget to the Police and Crime Panel which has the authority to veto any proposed Council Tax precept

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• Work in partnership with partners and the wider criminal justice system to help cut crime • Play a leading role in wider community safety issues beyond policing • Commission crime prevention and victim support services across Hampshire and the Isle of Wight • Provide crime and disorder grants • Collaborate and work alongside criminal justice agencies (such as the Crown Prosecution Service, Prison Service and Youth Offending Teams) to provide an efficient and effective local criminal justice system • Consider complaints against and matters of conduct in relation to the Chief Constable • Have regard to the Policing Protocol and Strategic Policing Requirement • Appoint a Deputy PCC³ Police Complaints System Subject to legislation, the government intends that PCC’s will become responsible for managing the Police Complaints System including the handling of appeals, a function currently performed by the Independent Appeals Officer within Hampshire Constabulary.

The Government launched a consultation in December 2014 to seek views on how to create an expanded role for PCCs within the police complaints system, and how to make the system fairer, easier to follow and more transparent. The Government has responded to the consultation (see below link), and this will form the basis of what will appear in the Policing and Criminal Justice Bill (likely to be published in January/February 2015). https://www.gov.uk/government/uploads/system/uploads/attachment_data/ file/411970/improving_police_integrity_reforming_the_police_complaints_and_ disciplinary_systems.pdf ³ A PCC cannot delegate the following functions to his/her deputy: The requirement to issue a police and crime plan, to produce a budget or appoint a chief constable, suspend or call upon a chief constable to retire or resign.

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The role of the Chief Executive

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(and monitoring officer) of the PCC Every Police and Crime Commissioner (PCC) must have a Chief Executive in post who will support and advise the PCC in delivering all his/her statutory duties and responsibilities. The Chief Executive will work with the PCC to enable delivery of the PCC’s vision, strategy and identified priorities and facilitate appropriate scrutiny of the police force’s activities. The Chief Executive will also ensure the effective strategic and operational leadership of the Office of the PCC (OPCC).

The Chief Executive also holds the role of the Monitoring Officer, with a remit to draw to the PCC’s attention any actual or possible contravention of law, maladministration or injustice. Additionally, this post will fulfil the statutory function of the Head of Paid Service. The post of Chief Executive is politically restricted and the post holder must be appointed on merit.

The current Chief Executive is Kevin Gardner.

Key duties and responsibilities of the Chief Executive The Chief Executive’s main role is to support and advise the PCC in delivering his/her manifesto, as expressed through the Police and Crime Plan, and in undertaking the statutory duties and responsibilities, including: • Strategy and resource planning • Partnership working, commissioning and service delivery • Engagement and information management (including obtaining the views of the public, media relations, research, strategic needs assessments) • Scrutiny, evaluation and performance The Chief Executive also has responsibility for the management and day to day running of the OPCC, details of which can be found here: http://www.hampshirepcc.gov.uk/About-Us/Office-of-the-PCC.aspx The Chief Executive and the chief police officer team The PCC’s professional adviser on policing is the Chief Constable and it will be important for these two individuals to have a close and effective working relationship. The Chief Executive is expected to work closely with the PCC and chief constable (collectively and one to one), and to support the PCC in influencing and shaping the leadership and strategic direction for the Force.

The Chief Executive also works with other senior police officers/staff. There is a particular focus on strategic matters, significant current issues and future direction. It is important for all these parties to develop mutual trust and respect and to work together constructively to deliver positive outcomes for their communities.

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The role of the Chief Finance Officer The PCC must also have in post a Chief Finance Officer, who has similar and complementary statutory duties and responsibilities to those of the monitoring officer in connection with any unlawful, or potentially unlawful, expenditure of the PCC or those acting on the PCC’s behalf.

Unlike the Chief Finance Officer function – where there is a statutory responsibility for the person exercising that function to be appropriately qualified – there is no such restriction on the chief executive function.

Interestingly, the law requires the chief constable to designate a chief finance officer, who has the same responsibilities to that office, but there is no such obligation on the chief constable to have a monitoring officer.

The PCC’s Chief Finance Officer has a direct reporting relationship to the PCC and is a key member of the OPCC leadership team. They should maintain strong and constructive working relationships with the chief constable’s chief finance officer.

Statutory guidance issued by the Secretary of State under the Local Government Act 2000 advises that local authorities need to ensure that the monitoring officer and the PCC’s Chief Finance Officer have access as necessary to meetings and papers, and that members must consult with him/her regularly. These arrangements do not apply to the PCC but the guidance represents best practice and the principles of access and consultation should be applied.

The current Chief Finance Officer is Carolyn Williamson.

The Office of the Police and Crime Commissioner Staff Charter Our commitment as OPCC management and staff: • Our aim is to champion better policing, less crime and safer communities.

• We do this by supporting the Police and Crime Commissioner to deliver the objectives in the Police and Crime Plan.

Our values are: • Working together • Be supportive and respectful of colleagues • Cultivate team spirit • Nurture and encourage everyone to achieve their potential • Demonstrate faith and trust in each other • Encourage appropriate and constructive challenge • Recognise and celebrate our success and achievements • Encourage both innovation and a balanced approach to risk • Be empowered to take responsibility and accountable for actions 10

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Communication • Communicate well with each other using the best communication skills • Promote information sharing • Use clear and concise language, avoiding jargon As ambassadors • Behave with honesty and integrity • Deliver high quality outcomes on time • Uphold high professional standards • Proudly publicise ourselves and what we do • Promote a positive, flexible and can-do approach

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The role of the Chief Constable The Chief Constable is the most senior rank in Hampshire Constabulary.

The Chief Constable is appointed by the Police and Crime Commissioner for a fixed term (usually five years) and can be subject to extensions. The role of the Chief Constable is a politically neutral post which leads the organisation.

Chief Constables have operational independence to direct their resources to investigate crime. Under the Police Reform and Social Responsibility Act 2011, the Chief Constable is also a ‘corporation sole’ meaning that they are the legal employer of officers and police staff. The Chief Constable, and their team, implement the Police and Crime Plan as devised by the Police and Crime Commissioner. They are also responsible for appointing officers and staff that work directly to them, including the Deputy Chief Constable and Assistant Chief Constables/Officers.

At Hampshire Constabulary the Chief Constable is Andy Marsh who was appointed in post in January 2013. Mr Marsh previously served as the Deputy Chief Constable in Hampshire and prior to that as Assistant Chief Constable in Wiltshire Police and Avon & Somerset Constabulary. Mr Marsh also has national responsibilities for Firearms Licensing and International Policing, reporting to the National Police Chiefs Council.

Please note: Mr Marsh will leave Hampshire Constabulary on 31 January and Deputy Chief Constable, Graham McNulty, will take over from him pending a permanent appointment. This may lead to changes in the roles listed below.

Chief Officer Team Chief Constable Andy Marsh has appointed the following individuals into his Chief Officer Team to help him deliver the Police and Crime Plan and run an effective organisation: • Graham McNulty: Deputy Chief Constable – Mr McNulty transferred to Hampshire on promotion from the Metropolitan Police Service. He leads on force change, professional standards and force performance.

• Sara Glen: Assistant Chief Constable – Ms Glen oversees the delivery of local policing across the force area which includes response and neighbourhood policing teams.

• David Pryde: Assistant Chief Constable – Mr Pryde oversees the delivery of investigative resources across the force, including criminal justice.

• Scott Chilton: Assistant Chief Constable – Mr Chilton oversees the joint operations teams which is a collaboration of resources across Hampshire Constabulary and Thames Valley Police.

• Nicole Cornelius: Assistant Chief Officer – Ms Cornelius is the force lead for Business and Resources.

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• Richard Croucher: Chief Finance Officer- Under Schedule 2 of the Police Reform and Social Responsibility Act 2011 the Chief Constable is required to have a qualified Chief Finance Officer “to be responsible for the proper administration of the police force’s financial affairs”. The Scheme of Delegation shows the additional powers delegated to the Chief Finance Officer by the PCC. • Ben Pratt: Director of Communications - Oversees force-wide communications activity, managing media and stakeholder engagement and building public confidence. The communications department supports operational policing, ensuring staff and officers are aware of key information and that they have the right tools and advice to communicate effectively with the public through traditional and new digital channels.

Operational structure The operational structure of the Constabulary has changed over the last five years and can now be summarised into four commands: Response & Patrol – this command provides emergency response provision across the two counties.

Investigation – this command investigates all reports of crime and maintains close working relationships with criminal justice partners.

Prevention & Neighbourhoods – this command encompasses all Neighbourhood Policing Teams (including PCSOs) and Safeguarding and Offender Management departments.

Intelligence, Tasking & Coordination – this command oversees assessment of threat and risk, prioritises resourcing and coordinates delivery to meet the control strategy.

In 2014 the Constabulary became a member of H3, a combined back office delivering HR, Finance and services for Hampshire Constabulary, Hampshire Fire & Rescue Service and Hampshire County Council. This now includes Oxfordshire County Council.

As part of the South East Policing region Hampshire have a collaborative agreement with Surrey, Sussex, Thames Valley and Kent to provide resources for the South East Regional Organised Crime Unit (SEROCU) who lead on Organised Crime and Counter Terrorism.

Hampshire also collaborates with Thames Valley Police through the Joint Operations Unit, Information Technology, Information Management and Call handling. There is more information about collaboration within the ‘Partnership Working’ section.

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The role of the Police and Crime Panel The Hampshire Police and Crime Panel is responsible for scrutinising and supporting the work of the Police and Crime Commissioner (PCC). The Panel is made up of representatives from each of the local authorities in the Hampshire policing area, which includes the cities of Portsmouth, Southampton and the Isle of Wight, as well as Hampshire County Council and the 11 borough and district authorities within the county. There are 20 members of the Panel, 15 councillors who are directly appointed by their respective local authorities, three co-opted local authority councillors and two independent co-opted members.

The main functions of the Panel are: • To review the draft Police and Crime Plan or any variation of it • To make recommendations on the draft Police and Crime Plan or any variation of it • To review and scrutinise any decision taken by the PCC • To review and veto the PCC’s proposed Council Tax Precept levels by a 2/3 majority • To review and scrutinise the PCC’s Annual Report, and to make any recommendations on it to the PCC • Require a PCC or relevant senior staff to attend before the Panel to answer any question • To confirm the appointment of the Chief Constable, Chief Executive, Chief Finance Officer or Deputy Police and Crime Commissioner • To review the conduct of the PCC and to suspend him/her if charged with an offence which carries a term of imprisonment exceeding two or more years (the Panel cannot remove the PCC) • To confirm the appointment of an acting PCC if required • To forward complaints alleging criminal conduct against the PCC onto the IPCC to investigate The Panel formally meet four times a year in Winchester, usually in January, April, July & October to conduct its business. Further details about the role and responsibility of the Panel and previous work programmes can be found at http://www3.hants.gov.uk/hampshire-pcp.htm or by reviewing the following piece of legislation The Police Reform and Social Responsibility Act 2011 http://www.legislation.gov.uk/ukpga/2011/13/contents/enacted 14

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The current political make up of the Panel as of 5 November 2015 is as follows: 12 Conservatives 4 Liberal Democrats 2 Labour 2 Independent Members The Appointed Members are:

Cllr David Stewart (Chairman) Cllr Jan Warwick (Vice Chair) Isle of Wight Council Winchester City Council Conservative Conservative

Cllr Steve Clarke Cllr Gerald Shimbart New Forest District Council Havant Borough Council Conservative Conservative

Cllr Ken Carter Cllr Tonia Craig East Hampshire District Council Eastleigh Borough Council Conservative Liberal Democrat

Cllr John Beavis MBE Cllr John Kennett Gosport Borough Council Hart District Council Conservative Conservative

Cllr Trevor Cartwright MBE Cllr Ken Muschamp Fareham Borough Council Rushmoor Borough Council Conservative Conservative The role of the Police and Crime Panel PCC ELECTION PACK

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Cllr Robert New Cllr Gavin James Portsmouth City Council Basingstoke & Deane District Council Conservative Liberal Democrat

Cllr Alison Johnston Cllr Peter Latham Test Valley District Council Hampshire County Council Conservative Conservative

Cllr Warwick Payne Southampton City Council Labour Hampshire Police and Crime Panel Co-opted Local Authority Membership

Cllr Lynne Stagg Cllr Peter Mason Portsmouth City Council Winchester City Council Liberal Democrat Liberal Democrat

Cllr Keith Dibble Rushmoor Borough Council Labour Hampshire Police and Crime Panel Co-opted Independent Membership

Ms Amy Milford

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Mr Bob Purkiss

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Partnership Working

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The Police and Crime Commissioner for Hampshire and the Isle of Wight has the opportunity to work with a number of partnerships across the area. This section provides information about the partnerships that the PCC is most likely to work with regularly.

Community Safety Partnerships Community Safety Partnerships (CSPs) were established by the Crime and Disorder Act 1998. The six ‘responsible authorities’ on a CSP that must, by law, work together are police, local authority, fire and rescue authority, community rehabilitation company for the area and the national probation service and clinical commissioning groups.

These authorities are under a statutory duty to work together to undertake a strategic assessment that identifies community safety priorities for the local authority area and put in place a plan to address these priorities. Statutory requirements include: • Preparing strategic assessments • Preparing and implementing partnership plans • Develop and implement a reoffending strategy • Facilitate the sharing of information between responsible authorities through a protocol • Conduct domestic homicide reviews • Carrying out community triggers - process which allows members of the community to ask a CSP to review their responses to complaints of antisocial behaviour • Duty to have due regard to the need to prevent people from being drawn into terrorism In Hampshire and the Isle of Wight there are 12 CSPs. Details of the CSP board chairs and managers are as follows: East Hampshire http://www.easthants.gov.uk/ community-safety Chair: Cllr. Bob Ayer Manager: Ryan Gulliver 01730 234167 ryan.gulliver@easthants.gov.uk

Eastleigh https://www.eastleigh.gov.uk/ourcommunity/community-safety/aboutus.aspx Chair: Cllr. Tonia Craig Manager: Melvin Hartley 023 8068 8149 melvin.hartley@eastleigh.gov.uk

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Fareham http://www.saferfareham.co.uk/

Gosport http://www.safergosport.co.uk/

Chair: Cllr. Trevor Cartwright Manager: Narinder Bains 01329 236100 nbains@fareham.gov.uk

Chair: Cllr. John Beavis Manager: Sorrell Kenny 02392 545690 sorrell.kenny@gosport.gov.uk

Havant http://saferhavant.co.uk/

Isle of Wight https://www.iwight.com/council/ OtherServices/Community-SafetyServices

Chair: Cllr. Gerald Shimbart Manager: Tim Pointer 02392 446606 tim.pointer@havant.gov.uk

New Forest http://www.safer.newforest.gov.uk/

Safer North Hampshire http://www.safernh.co.uk/

Chair: Annie Righton Manager: Position currently vacant 023 8028 5000 safernewforest@nfdc.gov.uk

Chair: Cllr. Bob Tate Manager: Caroline Ryan 07584 490587 caroline.ryan@hart.gov.uk

Safer Portsmouth Partnership http://www.saferportsmouth.org.uk

Southampton https://www.southampton.gov.uk/ people-places/community-safety/ default.aspx

Chair: Cllr. Rob New Manager: Lisa Wills 02392 841472 lisa.wills@portsmouthcc.gov.uk

Test Valley Partnership http://www.testvalley.gov.uk/ resident/communityandleisure/ communitysafety/test-valleycommunity-safety-partnership-testvall/ Chair: Cllr. Ian Carr Manager: Andrew Pilley and James Moody 01264 368000 apilley@testvalley.gov.uk or jmoody@testvalley.gov.uk

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Chair: Amanda Gregory Manager: Helen Turner 01983 823150 helen.turner@iow.gov.uk

Chair: Supt Alison Heydari Manager: Gavin Derrick 02380 917537 gavin.derrick@southampton.gov.uk Winchester http://www.winchester.gov.uk/ community/neighbourhood-services/ winchester-community-safetypartnership/ Chair: Cllr. Frank Pearson Manager: Sandra Tuddenham 01962 848132 studdenham@winchester.gov.uk

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Police and Crime Commissioners are required to have regard to the priorities of the responsible authorities making up the CSPs in their area. In turn, responsible authorities must have regard to the objectives set out in the Police and Crime Plan. PCCs and responsible authorities must act in co-operation with each other in exercising their respective functions.

In addition: • County-level CSPs must send a copy of their community safety agreement to the PCC for their police area • District-level CSPs must send a copy of their partnership plan to the PCC for their relevant police force area • A PCC can require representatives of the responsible authorities for any area within the police area to attend a meeting to assist in the formulation and implementation of strategies relating to that area Further information about the relationship between PCCs and CSPs can be found here: https://www.gov.uk/government/uploads/system/uploads/ attachment_data/file/117509/community-safety-partnerships.pdf Youth Offending Teams There are four Youth Offending Teams (YOTS) in Hampshire and the Isle of Wight. Each one has responsibility for working with young offenders and work to try and prevent reoffending. They typically run crime prevention programmes, help young people at police stations if they are arrested, help young people and their families at court, supervise young people serving a community sentence and stay in touch with a young person if they are sentenced to custody.

The four YOTs in Hampshire and the Isle of Wight are: Hampshire http://www3.hants.gov.uk/childrensservices/hampshire-yot Head: Alison Smailes 01962 845501 alison.smailes@hants.gov.uk

Isle of Wight https://www.iwight.com/Council/ OtherServices/Youth-OffendingTeam/About Head: Alison Smailes 01983 823011 alison.smailes@hants.gov.uk

Portsmouth http://www.saferportsmouth.org. uk/offending/portsmouth-youthoffending-team

Southampton https://www.southampton.gov.uk/ health-social-care/families/youthoffending-service/

Manager: Jon Gardner 02392 688 450 jon.gardner@portsmouthcc.gov.uk

Manager: Stuart Webb 02380 834 900 stuart.webb@southampton.gov.uk

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Existing Partnership Arrangements Police and Crime Reduction Alliance The OPCC currently facilitates six monthly Police and Crime Reduction Alliance meetings, bringing together the PCC, Chief Constable, leaders of Hampshire County Council, Isle of Wight Council, Portsmouth City Council, Southampton City Council, chair of Hampshire Fire and Rescue Authority, chair of the Community Rehabilitation Company, leader of one district council as a link to CSPs and a Clinical Commissioning Group representative.

This meeting provides an opportunity for high level political engagement between strategic partners on matters concerning policing, crime and the reduction of reoffending. It encourages the coordination of services and resources to support value for money and achieve the objectives in the Police and Crime Plan, identifying opportunities for collaboration and acting as a consultative and advisory body to the PCC. Community Safety Alliance The OPCC also currently facilitates a quarterly meeting between the PCC, CSP chairs and managers. These meetings provide an opportunity for the PCC to hear about the risks, priorities and emerging issues faced by CSPs, identify opportunities for collaboration, ensure CSPs are fully informed of the PCC’s priorities, and to ensure the efficient and effective application of funding provided by the PCC to achieve agreed outcomes.

Local Criminal Justice Board Hampshire and the Isle of Wight have a Local Criminal Justice Board (LCJB) which meets bi-monthly. Membership is made up of the PCC and representatives from Hampshire Constabulary, Crown Prosecution Service Wessex, HMP Winchester, Community Rehabilitation Company, defence representative, Youth Offending Team, National Probation Service, HM Courts and Tribunal Service, and Crown Court Liaison Judge.

The current priorities of the LCJB (as at 1 December 2015) are: • Efficient and effective single justice system • Reduce reoffending and reduce crime • Victims and witness - service delivery • Increase successful outcomes and offer value for money The role of the HIOW Criminal Justice Board is to bring together the key partners and most senior representatives of each of the criminal justice agencies in the county collaboratively to provide the best possible service to the public of Hampshire and IOW at delivering justice. The board also holds a governance role over the following multi agency initiatives: • Project CARA – a conditional cautioning programme for domestic abuse offenders • Integrated Offender Management • LCJB Offender Management Strategy sub group

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• LCJB victim and witness sub-group including domestic violence workstreams • Youth Offending strategy For further information, please contact one of the LCJB Business Managers, Fiona Sullivan (fiona.sullivan@hampshire.pnn.police.uk) or Jennifer Culver (jennifer.culver@hampshire.pnn.police.uk).

South East Regional Organised Crime Unit http://www.serocu.org.uk/ The South East Regional Organised Crime Unit (SEROCU) has responsibility to protect communities in the South East from serious organised crime. The aim of the unit is to create a cohesive regional response to serious organised crime aligned to the current South East Counter Terrorism Unit (SECTU).

Delivering enhanced interoperability and resilience across the regions supporting police forces in Hampshire, Kent, Surrey, Sussex and Thames Valley, as well as national agencies and capabilities.

With Thames Valley Police as the host force, SEROCU brings together investigation, asset recovery, intelligence, protected persons and cyber crime amongst others.

From 1 April 2014, the South East Regional Organised Crime Unit was aligned to the South East Counter Terrorism Unit with Thames Valley Police as the host force for both functions. Laura Nicholson is the regional Assistant Chief Constable for Serious Organised Crime and Counter Terrorism. She works directly to Chief Constable Francis Habgood to exercise overall command of the regional crime and counter terrorism functions.

The PCC and Chief Executive of the OPCC both have a seat at the regional scrutiny meetings for SEROCU. South East Counter Terrorism Unit http://www.thamesvalley.police.uk/crprev-ct The South East Counter Terrorism Unit is part of the national Counter Terrorism Network leading the police response to international terrorism and domestic extremism.

Formed in April 2009, SECTU covers the police force areas of Hampshire, Thames Valley, Sussex, Surrey and Kent. The unit is led by Thames Valley Police.

The overarching aim of the unit is to create a coordinated regional response to terrorism, providing specialist support and expertise in counter terrorism to police forces in the South East region and to support the national counter terrorism network when required.

SECTU addresses the four elements, Protect, Prepare, Prevent and Pursue which form the Government’s strategy in response to terrorism known as CONTEST. As well as investigating terrorism and domestic extremism and bringing offenders to justice, SECTU works towards preventing terrorism and Partnership Working PCC ELECTION PACK

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preparing and training police forces to make them more resilient. The unit also helps to reduce the risks to crowded places and businesses in the South East and strengthen border security.

The Hampshire and Isle of Wight PCC has the opportunity to scrutinise the work of SECTU through an existing meeting structure, together with other PCCs in the region.

H3 In January 2011, Hampshire Constabulary, Hampshire Fire and Rescue Service and Hampshire County Council began working together to identify services that could potentially be delivered in partnership. This led to the creation of a business case and blueprint proposals for Joint Working in Hampshire, the aim of which was to create a single joint working arrangement to provide services across the three organisations, with joint direction, governance, control and senior management.

In 2014, this project came to fruition with the launch of H3, the name given to the joint delivery of core corporate services that includes procurement, finance and payroll, human resources, occupational health and wellbeing, learning and development, and facilities management. The transactional processes are managed through an Integrated Business Centre.

The vision of the programme is: To drive efficiencies and tangible service improvement through joint working in a number of key service areas. To build on this to examine the value of a shared service platform for even greater integration of our specialisms in order to improve quality innovation whilst remaining efficient.

The success criteria for the programme are: •

Quality - improved service performance, quality and innovation

•

Resilience - organisational resilience and future capacity

•

Efficiency - efficiencies and cost reduction

The three original organisations within H3 are classed as partners. As such, all have made a financial commitment and transferred its staff working in the above areas to the host authority, Hampshire County Council. The Office of the Police and Crime Commissioner is a customer of H3, and therefore pays for the services it receives. Since going live, Oxfordshire County Council has been taken on as an additional customer.

Collaboration with Thames Valley Hampshire Constabulary and Thames Valley Police have formed a strategic alliance to provide better services to the public at a reduced cost. There is collaboration in the form of a Joint Operations Unit and a shared Information Communication Technology (ICT) Department.

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Joint Operations Unit: The Joint Operations Unit (JOU) is the largest non metropolitan joint specialist unit in the UK. It forms a major part of the forces protective services, assembling together highly specialised units and teams with a vast array of skills. The JOU focuses its activity in meeting local objectives but has also significantly contributed to its national responsibility of mutual aid both regionally and nationally. The JOU is divided into three broad areas of policing specialism; Operations, Firearms and Roads Policing. The JOU also has a number of units which are non-collaborated that fall within the JOU portfolio including Force Support Unit, Mounted Section, Marine Unit and Protection Group.

During 2014/15 the JOU undertook a significant review and collaborated further units including a new joint Public Order Unit, Specialist Search Unit and Firearms Command.

In addition there are several joint projects in place with Thames Valley Police: • Contact Management (designing and implementing a joint contact unit by April 2017 and implementation of the Contact Management Programme, which is a joint transformational change programme for contact management) • Digital Policing • Emergency Services Mobile Communications Programme • Intelligence • Operational Services Centre Forensics collaboration with Portsmouth University Hampshire Constabulary in conjunction with academic partners at the University of Portsmouth has established a Forensic Innovation Centre (FIC), on campus in Portsmouth. The venture, which is believed to be the first of its kind nationally, sees police practitioners, students and academics working with and alongside each other within a purpose built technical environment in order to deliver a range of business benefits for both organisations and the public.

The Forensic Innovation Centre has attracted widespread interest, specifically in its potential for tackling the rapidly increasing demands imposed by the forensic examination of digital devices and the sound platform it provides for building operational capability and capacity for the future. Additionally the partnership and FIC provides a basis from which to bid for external funding, most recently to the Home Office Police Innovation Fund to advance contextual design of policing, exploit new technology and trial ground breaking pilot schemes in cyber crime. In 2015 the partnership and FIC won the Times Higher Education Award in the category for Outstanding Employer Engagement Initiative.

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Commissioning Contracts or Grants Office of Police and Crime Commissioner (OPCC) funding is allocated through grants or contracts. Contracts are awarded on a longer term basis and are legally binding. For example, a contract may be delivered over three years, whereas a grant may be more appropriate for a short term project or pilot.

As a contract is legally binding, there is greater control over performance management and action can be taken where a provider is not delivering the agreed service. Public funding must be allocated in accordance with legislation, and in certain circumstances must offer fair competition through the procurement process of open tender. Grants may attract smaller providers who might not be in a position to deliver a larger contract, or who may not have the confidence to form a consortium of providers. Small providers may be well established within communities and have excellent local knowledge (as may some larger providers).

Contextual information During 2014/15, OPCC produced a Commissioning Plan; ‘Towards a Safer Hampshire’. During this first year, all funding was allocated through grants with an intention to move towards a mix of grants and contracts agreed with partners around core services.

During 2014/15, timescales were tight and afforded only limited opportunities for discussions with local Community Safety Managers and Community Safety Partnerships (CSPs). During this time, applications were discussed with CSP representatives before being scored and recommended to the Police and Crime Commissioner, and, generally, a consensus was achieved. This closer partnership working was broadly welcomed, although there remained a need for closer collaboration earlier in the process, which will be recognised in future funding opportunities. During 2015/16 only 20% of allocations were funded through grants. The PCC wished to stabilise funding for voluntary sector providers during this time for those projects which remained strategically relevant and performing well. In accordance with the original Commissioning Plan a number of projects were rolled forward on that basis.

The funding process All funding recommendations are presented to the Police and Crime Commissioner for decision. The PCC may approve or reject each recommendation, and decision notices are published on the OPCC website. Grant funded applications are scored against strategic relevance and suitability of the provider. Contracts are awarded through the legal procurement process.

Contracts which commenced prior to May 2016 and which will be ongoing post May 2016 • Integrated Domestic Abuse Service Hampshire • Southampton Domestic Abuse and Sexual Crime

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Theme

7

• Hampshire and Southampton Perpetrators of Domestic Abuse (with pan Hampshire identification and assessment) • The SARC (Sexual Assault Referral Centre) • Integrated Offender Management from April 2016 Contracts which the OPCC is working towards (subject to approval from the Police and Crime Commissioner post May 2016) • Domestic Abuse (victims and perpetrators) and Sexual Crime on the Isle of Wight from April 2017 • ISVAs (Independent Sexual Violence Advocates) from October 2016 Victim Care Service In early 2015, victim care funding was devolved to local Police and Crime Commissioners and the Hampshire and Isle of Wight PCC commissioned the Victim Care Service (VCS), which became operational in April 2015. The service is provided by Victim Support, the single largest charity that supports victims of crime in the UK. All offers of a service are completely confidential (unless safeguarding concerns are raised) and they are free to the user.

Crime referrals are automatically sent by Hampshire Constabulary to the VCS every week day and the team process them to identify victims for support.

The VCS works to the Victims Code and seeks to identify Priority Crime Victims, people who are either vulnerable (as defined), persistently targeted or have suffered a serious crime (as defined). Telephone contact is made with such victims and those who want support are asked questions by the VCS team in order to assess their individual needs.

Those needs may be met immediately by the provision of emotional support on the phone, signposting to another more suitable support organisation or by the provision of practical support, e.g. a personal alarm, a dummy CCTV camera or door locks.

Victims who need more intense long-term support are offered the services of a trained volunteer who works with them over a period to help them cope and recover from the impact of the crime. A victim will be supported for as long as they require that support.

Victims who are not classed as Priority Crime Victims are offered a service by the VCS using text, email or letter and if they take up the offer, their needs are assessed in the same way and the same support is available if they want or need it.

The VCS has steadily increased its performance since April, offering a service to thousands of victims of crime in Hampshire and Isle of Wight. In quarters one and two of 2015/16, the VCS received 20,178 referrals which were converted into cases, of these 8,348 were identified as Priority Care Victims.

Over 3,500 needs assessments were carried out over the same period and more than 750 were referred on for volunteer support. Volunteers gave nearly 2,000 hours of service to victims who consistently report over 95% satisfaction with the support they receive.

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Managing the Police Estate The Hampshire and Isle of Wight police estate is changing to meet the needs of officers, staff and the communities they serve and to ensure it is fit for the future.

The Estates Change Programme A forward thinking, business case driven corporate approach to the provision of both the built estate and services required to support the estate has been adopted. This is fundamentally changing both the working environment and the way people feel about the places in which they work.

The programme to restructure the estate aims to: • Provide better support to frontline services and to better align the whole estate with the changes that will continue to be required in operational policing.

• Deliver annual savings of £2 million per annum from 2018/19 and reduce the backlog of maintenance from nearly £6m to zero.

• Complete the construction works without impacting police budgets through the sale of police buildings that have reached the end of their economic life or are no longer fit for the purpose.

• Ensure that both the quality and the value of the estate continue to improve and increase through the reinvestment of these capital receipts.

Specialist accommodation Some police services require extremely specialist accommodation, some of which had not been replaced for over 60 years. One strand of the Estate Change Programme will completely re-provide state of the art accommodation for Custody and Investigation Teams through the development of three Police Investigation Centres (PIC); in Southampton (open), Basingstoke (under construction and anticipated to open in 2017) and Portsmouth (scheduled to be open in 2018).

Collaboration A key part of the Estate Change Programme is the development of strong partnerships across the public sector as a whole, with emphasis on blue light collaboration.

Working with Hampshire Fire and Rescue • Joint Headquarters in Eastleigh providing both policing and fire services shared office accommodation, training, conferencing facilities, fleet management and uniform stores. The first phase, and move in of the Senior Police Team, happened in November 2015 with further phases culminating in the completely refurbished building in September 2016.

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Theme

8

• Neighbourhood bases in Southampton at Redbridge Fire Station and in Winchester at Winnall Fire Station have gone live. During 2016, Whitchurch, Southsea, Hightown, Ringwood and Hardley will also go live.

Feasibility work on a further nine stations is being undertaken. This joint working model has also helped secure the future of many of these fire stations because funding is pooled to create them.

Working with local authorities • In partnership with Hampshire County Council, Hampshire Constabulary’s new Operational Headquarters in the heart of Winchester has been developed, which replaces the old headquarters at West Hill.

• Neighbourhood bases at Rushmoor Borough Council, Basingstoke and Deane Borough Council and New Forest District Council have gone live. This will be followed by Hart, Portsmouth, Southampton, Fareham, Gosport, Havant and East Hampshire during 2016.

Working with national partner organisations • Working with the Government Property Unit, the Ministry of Justice, the Probation Service and the Community Rehabilitation Company to continue to build and strengthen partnerships across the public sector.

• Hampshire is the main link with the Home Office for the National Police Estates Group providing specialist advice to help deliver up to £300 million savings for police forces across the country.

Flexibility A number of strategically located buildings across Hampshire and the Isle of Wight have been retained and are being refurbished to bring them up to standard to provide modern office facilities that maintain public interfaces at critical locations. The first of these was Portswood finished in 2015 followed quickly by Hedge End. On completion of the programme in 2020 the estate will be the digital backbone that provides a flexible place for the delivery of policing services.

Maintenance To ensure the estate is maintained to the standard now being achieved a number of service contracts are in place.

• Property management is currently delivered by Hampshire Property Services working as part of Hampshire County Council.

• Day to day reactive maintenance is contracted through Southern and Scottish Energy; this contract is currently under review both regionally and nationally to see if it can be delivered more cost effectively.

• Facilities services are provided by H3FM, although this is still in its infancy and will be reviewed in April 2016.

• Procurement support, legal advice and estates advice are provided by Hampshire County Council, again all in their infancy and will continue to be assessed for effectiveness.

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Key performance indicator measurements are in place for all of these services allowing them to be effectively monitored.

2016 will see the OPCC negotiating a number of new contracts for waste management services and catering across Hampshire and the Isle of Wight.

Aggregation of these services through working with partners should deliver significant cost savings.

Security The OPCC works with all agencies to maintain and improve the way sites are secured while maintaining an appropriate level of public access. The Secure2020 programme is supporting the changes being made across the estate.

Embedded within the Security Team is the Crime Prevention Design Service, which supports the PCC in commenting on the development of and changes to local plans with the aim of ensuring new developments across the counties have the lowest impact on policing services possible.

The future The main thrust of the estate development to date has been focused on Investigations, Custody, Neighbourhoods and Intelligence. Going forward the focus will shift to Response and Road Policing, Criminal Justice, Offender Management, Safeguarding and Scientific Services. Key to the successful delivery of these is ongoing work with our partners and a continued retention of the specialist functions to better support both our force and those that we collaborate with.

The future of policing is taking us towards more regional collaboration.

Hampshire Constabulary works closely with Thames Valley Police across a number of key services. Most recently Thames Valley Police teams have started working from Yateley and Tadley Police Stations to enable cross border policing. It is hoped that further arrangements of a similar nature can be developed across other border areas. There is also further work planned to support the collaborated ICT provision with the creation of a new ICT service centre in Basingstoke.

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National Bodies

Theme

9

There are a number of national bodies that Police and Crime Commissioners (PCCs) work closely with. This section provides a summary of those bodies and their interaction with PCCs, giving links to further information.

Association of Police and Crime Commissioners http://www.apccs.police.uk/ The Association of Police and Crime Commissioners (APCC) is the national body that supports Police and Crime Commissioners and other local policing bodies across England and Wales, to provide national leadership and influence change in the policing and criminal justice landscape.

The APCC offers the following services to PCCs: • Information on national policing policy issues and legislation.

• Consults PCCs to enable them to develop policy positions and to influence change.

• Facilitates the leadership of PCCs on national governance structures such as the College of Policing, National Crime Agency and police professional bodies.

• Assists PCCs in collaborating to share practice, procure services, and identify ways to achieve efficiencies through working together.

National Police Chiefs Council http://www.npcc.police.uk/Home.aspx The National Police Chiefs Council (NPCC) is the body that replaced the Association of Chief Police Officers. It helps the police cut crime and keep the public safe by joining up the operational response to the most serious and strategic threats. Focusing on operational delivery and developing national approaches on issues such as finance, technology and human resources, the NPCC works closely with the College of Policing, which is responsible for developing professional standards.

The NPCC has the following functions: • Co-ordination of national operations including defining, monitoring and testing force contributions to the Strategic Policing Requirement working with the National Crime Agency where appropriate • Command of counter-terrorism operations and delivery of counter-terrorist policing through the national network as set out in the S22A agreement • Co-ordination of the national police response to national emergencies and the mobilisation of resources across force borders and internationally • National operational implementation of standards and policy as set by the College of Policing and Government National Bodies PCC ELECTION PACK

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• Working with the College, development of joint national approaches on criminal justice, value for money, service transformation, information management, performance management and technology • Working with the College (where appropriate), development of joint national approaches to staff and human resource issues (including misconduct and discipline) in line with chief constables’ responsibilities as employers Independent Police Complaints Commission https://www.ipcc.gov.uk/ The Independent Police Complaints Commission (IPCC) oversees the police complaints system in England and Wales and sets the standards by which the police should handle complaints. It is independent, making its decisions entirely independently of the police and government. It is not part of the police.

Police forces deal with the majority of complaints against police officers and police staff. The IPCC considers appeals from people who are dissatisfied with the way a police force has dealt with their complaint. Since November 2012 the responsibility for determining appeals is shared with local police forces.

In addition, police forces must refer the most serious cases – whether or not someone has made a complaint – to the IPCC. The IPCC may decide to investigate such cases independently, manage or supervise the police force’s investigation, or return it for local investigation.

As part of its role in securing and maintaining public confidence in the complaints system, the IPCC uses learning from its work to influence changes in policing, ensure accountability and spread best practice and high standards of customer service.

The IPCC is also responsible for dealing with serious complaints and conduct matters relating to staff at the National Crime Agency (NCA), Her Majesty’s Revenue and Customs and Home Office immigration and enforcement staff.

Her Majesty’s Inspectorate of Constabulary https://www.justiceinspectorates.gov.uk/hmic/ 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 – in the public interest.

HMIC is independent of government and the police: • HM Inspectors of Constabulary are appointed by the Crown – they are not employees of the police service or government.

• HM Chief Inspector of Constabulary reports to Parliament on the efficiency and effectiveness of police forces in England and Wales.

• HM Inspectors have powers to seek information from police forces and to access their premises.

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HMIC decides on the depth, frequency and areas to inspect based on their judgements about what is in the public interest.

HMIC’s annual inspection programme is subject to the approval of the Home Secretary in accordance with the Police Reform and Social Responsibility Act 2011.

Information about HMIC inspections of Hampshire Constabulary can be found here: https://www.justiceinspectorates.gov.uk/hmic/hampshire/ College of Policing http://www.college.police.uk/Pages/Home.aspx The College of Policing is a not-for-profit membership organisation working towards setting standards in professional development, including codes of practice and regulations, to ensure consistency across the 43 forces in England and Wales. The College also has a remit to set standards for the police service on training, development, skills and qualifications, and provides support to help implement these standards. A fundamental development within the College is the use of knowledge and research to develop an evidence-based approach to policing. It hosts the What Works Centre for Crime Reduction, which involves collaboration with academics and a university consortium. It also takes a coordinating role across the country, commissioning research and setting up regional networks, so that universities, further education colleges and police forces can work together to learn from best practice.

Home Office https://www.gov.uk/government/organisations/home-office The Home Office is the ministerial department that leads on immigration and passports, drugs policy, crime policy and counter-terrorism and works to ensure visible, responsive and accountable policing in the UK. The Home Office is responsible for: • Working on the problems caused by illegal drug use • Shaping the alcohol strategy, policy and licensing conditions • Keeping the United Kingdom safe from the threat of terrorism • Reducing and preventing crime, and ensuring people feel safe in their homes and communities • Securing the UK border and controlling immigration • Considering applications to enter and stay in the UK • Issuing passports and visas • Supporting visible, responsible and accountable policing by empowering the public and freeing up the police to fight crime National Bodies PCC ELECTION PACK

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The Home Office also sets policing policy (including the Strategic Policing Requirement) and the overall funding for territorial police forces. The Home Secretary owns national risks associated with policing.

National Crime Agency http://www.nationalcrimeagency.gov.uk/ The NCA leads UK law enforcement’s fight against serious and organised crime. It has the national and international reach and the mandate and powers to work in partnership with other law enforcement organisations to bring the full weight of the law to bear in cutting serious and organised crime.

The NCA became operational in October 2013.

The NCA has multi-agency partnerships across police, law enforcement, the public sector, private industry and internationally to lead, support and coordinate the UK’s response to a wide range of threats. As well as leading their own operations, NCA officers support and co-ordinate operational activity, providing a range of specialist capabilities to partners who help to deliver criminal justice outcomes, recover assets and prevent and disrupt criminal activity.

The NCA has the power to direct chief officers of police forces and law enforcement agencies in England and Wales to undertake specific operational tasks to assist the NCA or other partners.

The NCA has made a series of commitments to working in partnership with PCCs. They commit to: • Ensure that the Chief Constable is provided with the appropriate information to enable them to brief the PCC as required • Deliver an annual NCA engagement day to brief PCCs on the National Strategic Assessment of the serious and organised crime threat to the UK • The Director General (DG), Deputy Director General (DDG) or a Director, being available to attend a regional meeting with PCCs and their chief officers at least once a year • Periodically circulate to PCCs key intelligence reports to enable a collective understanding of the threats which forces are seeking to tackle, and provide greater understanding of the activity both the NCA and forces have underway • The DG NCA will notify the appropriate PCC of any ‘directed tasking’ or ‘direction to assist’, that is issued to a chief officer • The NCA will not charge for services provided or for support afforded to local and regional police capabilities unless by exception and agreement.

Further information about the NCAs commitment to working with PCCs can be found here: http://www.nationalcrimeagency.gov.uk/publications/177the-nca-commitment-to-working-in-partnership-with-police-and-crimecommissioners/file 32

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engagement

Theme

10

This theme details types of engagement activities undertaken by the Office of the Police and Crime Commissioner.

Regular engagement events The PCC and members of the OPCC regularly engage with members of the local community and partners, including third sector organisations, that support the priorities identified in the Commissioner’s Police and Crime Plan.

Engagement often involves visits to groups where support or interventional programmes are being provided by local communities or attendance at meetings and events held by established groups (e.g. hard to reach groups from BME, elderly, disability or LGBT communities).

Youth Commission The Youth Commission has created a platform for young people to engage with the wider community in Hampshire and the Isle of Wight and to be the voice of young people for the OPCC. The OPCC has facilitated a number of Youth Commission meetings as well as supporting the project to engage with thousands of young people across Hampshire and the Isle of Wight. This project is linked in to a national network of Youth Commissions, further information about which can be found here: http://leaders-unlocked.org/youth-commission-on-police-and-crime/ Commissioner’s Performance, Accountability, Scrutiny and Strategy (COMPASS) meetings COMPASS meetings provide an opportunity for the PCC to hold the Chief Constable to account in public. These meetings are held at different venues around the two counties and cover different themes these have included: • Rural crime • Young people, crime and the police • Anti-social behaviour • Police custody • Road safety issues • Policing the night-time economy • Hampshire Constabulary’s Operational Change Programme • Confidence in policing • Maintaining neighbourhood policing in times of austerity • Crime and policing in specific areas (e.g. Isle of Wight)

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Rural events The OPCC attended eight rural events in 2015 where we engaged with members of the rural community and asked them to complete rural engagement cards.

Budget Consultation Each year the OPCC runs budget consultation focus groups where a representative cross-section of Hampshire and Isle of Wight residents are asked their views on the police budget and precept.

Disability Groups The Office supports the Disability Hate Crime Road Shows with Hampshire Constabulary and partners.

Conferences Typically, the OPCC hosts two conferences per year which primarily engage with key stakeholders to indentify gaps in service provision, produce recommendations and encourage partners to collaborate more.

Communication tools • Website, intranet and Yammer.

• Neighbourhood Alert System: Hampshire Constabulary email alert system.

As this engagement tool is developed by Hampshire Constabulary, it offers an opportunity to communicate to members of the public and community groups that have expressed an interest in the work of OPCC. • Webchats: website based chat facility which has been used for a mental health webchat, which was in support of Mental Health Awareness Week • Bulletin: Electronic external newsletter • Opinion polls and surveys • Producing branded signage and merchandise to support engagement events • Social media: Twitter and Facebook, Instagram, Periscope, Vine • Engagement feedback cards • OPCC round up: Internal newsletter • Traditional media relations activity

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Demographics

Theme

11

Demographic Breakdown Hampshire and the Isle of Wight have a combined population of just under 1.9 million (1,897,991).

The population is predominantly white (93.19%) with significant black and minority ethnic communities in Portsmouth (11.68% of the population) and Southampton (14.22%). There is a significant Eastern European population across the policing area and a growing Nepalese community in and around Aldershot and Farnborough.

Southampton and Portsmouth have a higher proportion of younger people in the 16-24 age range (18.91% and 17.76% respectively) when compared with Hampshire and the Isle of Wight (10.20% and 9.58%).

Conversely there is a higher proportion of older people aged 65 or over in Hampshire and the Isle of Wight (18.47% and 23.83%) compared to Southampton and Portsmouth (12.99% and 13.37%).

Geography Hampshire and the Isle of Wight contains four unitary authorities (Hampshire, the Isle of Wight, Portsmouth, Southampton) and 11 districts and boroughs (Gosport, Fareham, Winchester, Havant, East Hampshire, Hart, Rushmoor, Basingstoke and Deane, Test Valley, Eastleigh, New Forest).

Portsmouth is the most densely populated city in England, outside Inner London, with 50.7 people per hectare.

Over 85% of the area covered by Hampshire County Council is rural whilst 85% of the population in Hampshire live on 15% of the land, with the majority living on the south coast and the north of the county.

The coast of Hampshire, from Highcliffe on the Dorset border to Chichester Harbour in West Sussex, is 230 miles long as it follows every creek and inlet of every harbour and estuary. The Isle of Wight is four miles off the Hampshire coastline, with 67 miles of coastal pathway.

Two major ports are located within the county, in Portsmouth and Southampton with a major shipping route through the Solent.

There are two national parks in Hampshire, the New Forest and the South Downs stretching from Winchester through to our neighbouring force Sussex.

Road, Rail, Air and Ferry Networks There are major roads that provide fast and easy access to all parts of the Area; these are: M3, A3(M), M27/A27, A303, A31, A34 and A35.

There are good rail links to the rest of the country, especially to London, which can be reached in just under an hour from Winchester.

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Hampshire has two airports taking both domestic and international flights at Southampton Airport and Farnborough Airport.

There are a number of ferry crossings between Southampton and the Isle of Wight, Lymington and the Isle of Wight, Portsmouth and the Isle of Wight, and between Gosport and Portsmouth. These services run all year round.

Armed Forces There are significant military facilities and installations across the area and, to the west, in the Wiltshire policing area. These include the Army Headquarters in Andover, RAF Odiham, and the Naval port and other facilities in Portsmouth.

Economy Large public sector employers for Hampshire and the Isle of Wight are Hampshire County Council, Portsmouth City Council, Ministry of Defence, NHS and Hampshire Constabulary.

Large private sector employers within the county are retailers such as Tesco and Asda, information and communication giant IBM, utility supplier Scottish and Southern Electric and the Post Office.

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