Candidate Briefing Pack - Elections 2021 by Police and Crime Commissioner for Hampshire

POLICE AND CRIME COMMISSIONER CANDIDATE BRIEFING PACK 2021

CANDIDATE PACK 2020

CANDIDATE PACK 2021

CONTENTS 1

Introduction

Theme 1: The Role of the Police and Crime Commissioner

Theme 2: Policing and Criminal Justice

Theme 3: Representing the Voice of the Public

Theme 4: Commissioning and Partnerships

Theme 5: Budget and Finance

Theme 6: The Role of the Chief Executive and the Chief Finance Officer

Theme 7: Managing the Estate

Theme 8: Role of the Chief Constable

Theme 9: The role of the Police and Crime Panel

Appendices:

Appendix 1: Practical Information about being a PCC

Appendix 2: National Policing Bodies

Appendix 3: Demographic Information

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INTRODUCTION Welcome to the information pack for prospective candidates and their agents for the Police and Crime Commissioner elections in May 2021. This pack is designed to provide a high level introduction to the role of the Police and Crime Commissioner, an overview of the statutory responsibilities and functions, and other key information that may be useful in the development of manifestos. The pack should be read in conjunction with the national PCC Candidate Briefing pack produced by the Association of Police and Crime Commissioners, available to download from their website at: www.apccs.police.uk/role-of-the-pcc/elections If you have any questions about the contents of this pack, please email: opcc@hampshire.pnn.police.uk Please also visit our election page for regular updates and information: www.hampshire-pcc.gov.uk/get-involved/elections-and-purdah

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Information for prospective Police and Crime Commissioner Candidates.

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THEME 1: THE ROLE OF THE POLICE AND CRIME COMMISSIONER FUNCTIONS AND RESPONSIBILITIES OF A PCC The main functions and responsibilities of a Police and Crime Commissioner are to: • Produce a Police and Crime Plan which sets out the overall strategy for policing and crime reduction in Hampshire and the Isle of Wight for four years • Set the Council Tax precept level and the annual police budget • Bring together community safety and criminal justice partners, to ensure local priorities are joined up • Hold the Chief Constable to account for the performance of the police force • Contribute to the national and international policing capabilities set out by the Home Secretary • Public engagement and consultation • Oversight of fire service governance • Collaboration The PCC is appointed to be the voice of local communities and involves engaging with the public, partners and the police force to ensure effective and efficient policing on a local level, whilst also contributing to national requirements. Based on their mandate, a PCC sets the strategic priorities of Hampshire policing area in consultation with the Chief Constable and wider community and partners. It is not the role of PCC to run the police force. Operational responsibility and decisions lie 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 prevent and reduce crime and improve policing. The PCC may be required to appoint the Chief Constable and if necessary dismiss them.

POLICE, FIRE AND CRIME COMMISSIONERS The Policing and Crime Act 2017 introduced opportunities for PCCs to take on responsibility for fire and rescue governance. Under the legislation PCCs can, join their local Fire and Rescue Authority, alternatively PCCs can consult the public and submit a business case to the Home Secretary seeking to replace the Fire and Rescue Authority in their area. This option formally creates a Police, Fire and Crime Commissioner (PFCC). PFCCs are additionally responsible for: • Putting in place arrangements to deliver an efficient and effective fire and rescue service • Setting the fire and rescue objectives for their area through a fire and rescue plan • Appointing the Chief Fire Officer, hold them to account for delivery of objectives, and if necessary dismiss them 3

• Setting the service budget and determine the precept

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POLICE COMPLAINTS SYSTEM The Policing and Crime Act 2017 provides an opportunity for PCCs to take greater responsibility for how public complaints against the police are handled. The aim of the reform is to have a more transparent and independent system with effective local oversight. There are certain aspects that are mandated for the PCC, including an independent complaint review function which has moved from the Constabulary, and an oversight procedure for the complaints system. Other aspects, such as OPCCs being the first point of contact for all complaints against the police, are optional. It is for individual PCCs to determine if they want to introduce the optional elements, having considered a business case with the Chief Constable. These reforms took effect from 1 February 2020.

RAISE CONCERNS AND PAY POLICING PRECEPT • Elect the Police and Crime Commissioner and hold him to account for the police service they receive

• Has been elected by the public and is accountable to them for the performance of the Force

TAXES

GOVERNMENT

• Pay taxes – part of their taxes

FUNDING AND NATIONAL POLICING PRIORITIES

• Translates the legitimate demands of the public into action

• Sets national policing priorities, known as the Strategic Policing Requirement (i.e. counter terrorism, mutual aid)

among other things, for policing in England and Wales • The council tax police precept is raised by the PCC to help pay for local policing services

• Provides the link between the police and communities

• Sets the strategy for policing and crime and disorder reduction outlined in the Police and Crime Plan

• Sets legislation that governs policing • Allocates funds to PCCs in England and Wales

• Commissions a range of services to deliver his Police and Crime Plan – services for victims and improve criminal justice • Contributes to national and local consultations & policy debates on matters relevant to policing and crime

• • Sets the budget and council tax precept

POLICE & CRIME PANEL

SUPPORTS & SCRUTINISES

• Owns all police assets (i.e. buildings, equipment and vehicles) • Hires and (if necessary) fires the Chief Constable • Sets measures, and holds the Chief Constable to account for performance of the Force

• Supports and scrutinises the Commissioner • Reviews proposed appointments of certain senior positions

SETS POLICING STRATEGY & BUDGET

• Reviews the PCC’s proposed precept

ADVISES ON STRATEGY & BUDGET

DIRECTION & CONTROL

INSPECT • Monitor and report on forces and policing activity to encourage improvement

• Led by the Chief Constable Olivia Pinkney

• Leads the officers and staff of Hampshire Constabulary

• Deliver operational policing

• Accountable to the Commissioner for the performance of the Force

• Protect the public

• Advises PCC on strategy and budget to meet current threats and risk

• Provide advice to the Force

• Prevent crime and anti-social behaviour

• Directs and controls the Force

• Make information on police performance accessible

• Investigate crime

• Carry out Force inspections and publish findings

• Responsible for the operational delivery of policing

• Help victims of crime

• Has operational independence and complete discretion as to who, or what, should be investigated

• Operate in line with the Code of Ethics

• Explains to the public the operational actions of officers and staff • Responsible for the Force’s Purpose and Areas of Focus • Is politically independent

For more information on the activities of the Police and Crime Commissioner please visit

hampshire-pcc.gov.uk

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THEME 2: POLICING AND CRIMINAL JUSTICE Opportunities to improve outcomes for victims and test provisions for offenders exist throughout the criminal justice system. The Police and Crime Commissioner is positioned to challenge and influence national portfolios and government policy. Membership of boards include the Local Criminal Justice Board, which is able to test all points of the victim experience in the justice system; the Health and Wellbeing Board, where a current strategic aim is to look at the most effective management approach to substance misuse, and regional meetings with Police and Crime Commissioners. The Police and Crime Commissioner insight to Constabulary pressures, coupled with the regular input from Community Safety Partnerships enables the role holder to shape National Portfolios held by the Association of the Police and Crime Commissioners, work with other Commissioners such as that for Children, Victims and Domestic Abuse and to raise issues and opportunities to the Policing Minister.

CRIMINAL JUSTICE SYSTEM The Crown Prosecution Service The Crown Prosecution Service (CPS) is the main prosecuting authority in England and Wales. The CPS works in partnership with all agencies in the criminal justice system, particularly the police, but makes decisions independently of the police and government. The CPS has 14 Areas across England and Wales - the CPS Wessex Region consists of the counties of Dorset, Hampshire and the Isle of Wight and Wiltshire. Chief Crown Prosecutor Joanne Jakymec is the head of CPS Wessex, supported by Deputy Chief Crown Prosecutor Nicola Haywood. Emma Tebbutt, the Area Business Manager has responsibility for Business and Operational Delivery functions across the region. Courts All criminal cases start in a magistrates’ court. There is not a jury in a magistrates’ court. They normally handle cases known as ‘summary offences’, such as motoring offences, minor criminal damage or common assault. Magistrates’ courts always pass the most serious crimes to crown court. A crown court deals with serious criminal cases, for example murder, rape, robbery. A crown court usually has a jury which decides if a person is guilty or not guilty and has a judge who decides what sentence a person gets. It also deals with appeals against a magistrates’ court conviction or sentence and cases passed from a magistrate’s court for trial or sentencing. Hampshire and the Isle of Wight is served by the following courts: Basingstoke Law Courts Newport Isle of Wight Combined Court and Magistrates’ Court Portsmouth Combined Court Portsmouth Magistrates’ Court Southampton Combined Court Southampton Magistrates’ Court Winchester Combined Court

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Prisons in Hampshire and the Isle of Wight HMP YOI Winchester was built in 1846 and is typical of the Victorian prison, radial design. It is currently a Category B Local prison that serves the local courts, with a small 129 bed Category C Resettlement Unit, named Westhill. Winchester has an operational capacity of 690 and is able to take men from the age of 18 upwards. The regime run allows men to attend education, work and training and other interventions such as substance misuse groups. It has recently featured in the Channel 4 series, Crime and Punishment which raised awareness of the challenges faced in the prison by the staff and the importance of rehabilitative support for prisoners. The current Governor is Jim Bourke. HMP Isle of Wight was opened in April 2009; it was formed by the clustering of three former establishments HMP Parkhurst, HMP Albany and HMP Camp Hill. In March 2013 the Camp Hill site was decommissioned as part of an ongoing programme to modernise the prison estate and further reduce the costs of prison. HMP Isle of Wight’s present role is a category B male training prison. The prison holds approximately 1100 prisoners on two sites with a central administration. The current Governor is Doug Graham. Probation The national probation service is a statutory criminal justice service that supervises high risk offenders released from prison in to the community. The NPS works with Her Majesty’s Prison and Probation Service. Hampshire Probation Service is based in Southampton. Lower risk offenders are currently supervised by the Community Rehabilitation Companies, the private arm of probation services but this will fall within one unified National Probation Service from 2021. From June 2021 the South Central administrative area will be formed bringing together the probation services in Hampshire and the Isle of Wight and Thames Valley force area together.

LOCAL CRIMINAL JUSTICE BOARD Hampshire and the Isle of Wight have a Local Criminal Justice Board (LCJB) which has strategic responsibility for the operation of the local criminal justice system across Hampshire and the Isle of Wight. The board meet bi-monthly, with task and finish sub-groups meeting more frequently. . The role of the 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 a number of multi-agency initiatives. The LCJB’s vision is to deliver in partnership, a fair, effective and efficient Criminal Justice System, focusing on the service given to victims and witnesses of crime, prevention and rehabilitation of offenders in order to make Hampshire and the Isle of Wight a place where people will feel safe to live, work and visit. Membership is made up of the PCC and representatives from Hampshire Constabulary, Crown Prosecution Service Wessex, HMP Winchester, Community Rehabilitation Company, defence, Youth Offending Team, National Probation Service, HM Courts and Tribunal Service, and a Crown Court Liaison Judge. 6

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The current priorities of the LCJB are: • Improve the service delivered to Victims and Witnesses • Reduce re-offending and reduce crime • Deliver an effective and efficient criminal justice system Through monitoring and measuring performance meaningfully and collectively, the LCJB will know whether the plan is working. Effective collaborative working by criminal justice agencies across the LCJB sub-groups is essential to deliver the priorities. The LCJB is also committed to communicating the work that is on-going within the criminal justice system to promote justice and provide a better understanding to the residents of Hampshire and the Isle of Wight.

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The Police and Crime Commissioner is positioned to challenge and influence national portfolios and government policy.

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THEME 3: REPRESENTING THE VOICE OF THE PUBLIC As an elected official, the PCC has a responsibility to engage and consult with the public to understand and represent their views on policing priorities.

ENGAGEMENT EVENTS A range of engagement activity is undertaken with members of the local community and a range of stakeholders including partners, third sector organisations, parliamentarians and police staff at a range of events throughout the year across Hampshire and the Isle of Wight. These engagement events and activities have included: • Conferences, workshops and summits, led by the OPCC, on an issue directly related to the Police and Crime Plan priorities and emerging policing or community issues. • Local authority led open days or activities, that engage directly with the local community and residents. • County events in Hampshire and the Isle of Wight that reach communities from across the area and rural stakeholders. • Visits to commissioned and partner organisation projects that support the Police and Crime Plan priorities and crime prevention. • Attendance at meetings and events held by groups that represent local diverse communities including seldom heard groups from BME, elderly, disability or LGBT+ communities. • Emergency services led events, such as 999 days and the Hampshire Constabulary Families Day. • OPCC developed events that bring together partners and the public including annual Safer Together event and Safer Awards. Contracted services, such as Victim Care Service and Restorative Justice Service and partners such as Neighbourhood Policing Teams have also been invited to join the team at events to provide support and guidance to those attending. During the pandemic, events have continued to be held and have been hosted online. This included annual events such as ‘Safer Together Apart’, plus bespoke webinars on issues that had become more prevalent, such as Domestic Abuse and Hate Crime.

ENGAGING YOUNG PEOPLE The Hampshire and Isle of Wight Youth Commission currently has 50 members ranging from 16 to 25 years old and from a range of backgrounds. It was set up to enable young people to have their say on policing and crime issues that matter most to them, and to also help inform and advise the Commissioner on topical issues and youth intervention commissioning. The aims of the Youth Commission are: • Influencing, and working with, the Office of the Police and Crime Commissioner. 9

• Identifying three priority areas relating to young people around police and crime.

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• Consulting young people on those priorities through the ‘Big Conversation’. • Linking with Hampshire Constabulary. • Being the voice of young people at relevant events, conferences and meetings. • Sharing views with professionals by making recommendations for change and suggesting solutions. • Creating campaigns. To find out more about the Youth Commission visit: www.hampshire-pcc.gov.uk/youth-commission

COMMUNICATIONS TOOLS The OPCC use a range of communications channels to inform and engage its stakeholders, partners and target audiences. These can include online and social media, printed publications, traditional media, forums and surveys, and marketing materials. The team is always seeking opportunities to use new and emerging platforms.

PUBLICLY HOLDING HAMPSHIRE CONSTABULARY TO ACCOUNT The Commissioner’s role is to hold the Chief Constable to account and this can be undertaken in an open and public environment. Previously the Commissioner’s Performance, Accountability, Scrutiny and Strategy (COMPASS) meetings have provided an opportunity for the Commissioner to challenge the Chief Constable on a number of issues in front of a local audience. These meetings have also been filmed and broadcast on the OPCC website to ensure transparency and to share the issues that are discussed with the wider community.

CORRESPONDENCE AND COMPLAINTS A PCC is regularly contacted by members of the public who wish to share their experiences of policing and the wider criminal justice system. While this does include letters of praise for individual officers and staff, the majority of contact is as a result of perceived poor service. In the past year, there have been an average of 100 pieces of correspondence per month that require triaging and a response. A PCC is required to determine how they wish to engage with the public and deal with correspondence addressed to them. Among the requests are likely to be invitations to meet with members of the public about their concerns, or to attend public engagement and give speeches about their role. Consideration will therefore need to be given by a PCC as to their approach to attending such engagements and the format of any appointments with members of the public. Some matters raised with the PCC are formal complaints against police officers. Where a complaint is made against the Chief Constable, it is the responsibility of the PCC to handle this, in accordance with police complaints legislation. Where a complaint is made against any other officer or staff member, legislation dictates this must be passed to Hampshire Constabulary to be resolved, again in accordance with police complaints legislation.

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CONSULTING THE PUBLIC The PCC has a statutory duty to consult with the public and seek their views about matters concerning policing in the area and the views of victims of crime. The experiences and voice of the public enables the Office to identify emerging issues and shifts in confidence and perception. A range of research methods are used to provide as much opportunity as possible to hear the views of residents. To reach the highest numbers and ensure that a credible and representative view is achieved, an existing survey programme is used which has around 10.5k Hampshire residents who respond to different surveys each week. Our own survey with questions tailored to emerging issues for 500 people on this panel is also run every six months. This provides an indication of shifts in perceptions and concerns and helps to inform more targeted consultation. This helps the Office to understand if the trends are a widespread reflection of public experience. A focus group programme is operated with a panel that can be joined through the OPCC website. There are currently over 400 people signed up to this. The panel includes people who: • Have been a victim of a crime or know someone who has • Want to share their thoughts on a particular issue • Want to share their experiences on policing and community safety • Want to help shape how we communicate with residents and share opinions on campaign materials Many people are unable to join a panel or community group but would like to share their views. To facilitate this the Office runs ‘coffee shop consultations’. Consultation cards at events and online surveys are also used to gain feedback. We are always seeking new ways to ensure that we reach into our communities to ensure their voice is heard, particularly those who do not want to be communicated with in traditional ways or the more vulnerable people who need support.

WORKING WITH OTHERS TO EXTEND OUR KNOWLEDGE AND REACH • Masters students from local universities collaborate in the focus group programme to support their research into our priority areas • Where a particular group of people have been identified, those in the community who can help reflect on the findings or connect us with residents are contacted. This has provided an unprecedented level of insight that can be shared with police colleagues • A volunteer programme has been set up to support community members coordinate meetings regarding consultation work we are engaged with and to alert us to issues that might affect public confidence and their expectations • The Office of the Police and Crime Commissioner hosts a Consultation Board to bring together professional and public stakeholders, reviewing findings from different organisations and agreeing collaborative work 11

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As an elected official, the PCC has a responsibility to engage and consult with the public to understand and represent their views on policing priorities.

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THEME 4: COMMISSIONING AND PARTNERSHIPS Police and Crime Commissioners have responsibilities in relation to the commissioning of services and working in partnership to reduce offending and support victims of crime and disorder in the local area.

COMMISSIONING A successful commissioning plan, will lead to the delivery of the PCCâ&#x20AC;&#x2122;s local priorities through a process that manages the supply of services and support, understands and builds the network of services, and does what works and what might work. Funding for commissioning comes from both national and local sources, each with their own conditions on what the funding can be used for. This can include diversion/intervention, crime prevention, community safety, protecting vulnerable people, and supporting victims of crime and antisocial behaviour, based on a public health approach. The commissioning budget is used either to award contracts or grants.

GRANTS Grants offer flexibility with increased opportunity for pilot projects and innovation. 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). Grant rounds have enabled local voluntary organisations to grow and deliver needed local services. The team work with providers to support them through feedback and performance management to achieve the best possible delivery.

CONTRACTS Contracts are awarded on a longer term basis and are often larger. They are for core activities that require stable and sustainable funding over time. In this way efficiency in contractual relations and diversity in the range and nature of providers that work with the PCC can be ensured. Examples of current contracts include:

â&#x20AC;˘ Sexual Crime - The Frankie Worker service provides counselling for children and young people up to the age of 18 who are/were victims of rape, sexual abuse, sexual assault or FGM. The service includes a play therapy worker to support those aged 0-5 years, as this age group have particularly complex needs. Frankie Workers offer specialist counselling at an early stage to prevent trauma developing into poor mental health. The service, which has been developed in partnership with the NHS, has been in operation since April 2017. An Independent Sexual Violence Adviser (ISVA) service provides tailored emotional and practical support to victims and survivors of sexual violence, irrespective of whether they have reported to the Police. ISVA support varies from case-to-case, dependent on the needs of each individual. If reporting to the police, the ISVA will provide support from initial reporting, through the Criminal Justice Process and beyond. An ISVA may also provide information on other services that may be required, such as health and social care, housing or benefits.

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• Restorative Justice - Restorative Justice brings those harmed by crime and those responsible for the harm into communication with each other, enabling everyone affected by a particular incident to play a part in repairing the harm and finding a positive way forward. Any victim of crime or anti-social behaviour can access Restorative Justice services, regardless of when the offence was committed. Each case is assessed on an individual basis before being taken forward. • Supporting Victims – The Victim Care Service (VCS) is provided in Hampshire by Victim Support, and went live in April 2015. The Victim Care Service provides support for victims and those impacted by crime to cope with, and recover from, the harmful effects of the crime they have experienced. There are also specialist case workers for children and young people and more serious crimes such as domestic abuse. The Victim Care Service is open to all victims no matter what the type of crime, regardless of whether the crime has been reported to the police or not, and no matter how recently or how long ago the crime took place. All offers of a service are completely confidential (unless safeguarding concerns are raised) and they are free to the user. The VCS has steadily increased its performance since its launch, offering a service to thousands of victims of crime in Hampshire and Isle of Wight. • Integrated Offender Management (IOM) - This service works intensively with offenders whose crimes cause damage and harm locally. The service supports offenders to live a crime-free life and reduce their risk of harm. IOM focuses on the seven pathways of offending which are: Education, Training and Employment, Drugs and Alcohol, Children and Families, Finance and Debt, Health and Housing.

SECURING EXTERNAL FUNDING Other funding has been awarded to Hampshire for specific purposes. There is an informal working group in place between the OPCC and Local Authorities to respond quickly and effectively to funding opportunities. Generally, funding opportunities are applied for through a competitive process. Successful applications include: • Sexual Crime Support Hampshire OPCC was successful in applying to the Ministry of Justice to become a pilot area for devolved funding to support victims of Sexual Crime. • The Early Intervention Youth Fund (EIYF) There is substantial evidence that those who have experienced adverse childhood experiences (ACEs), and who have limited support from a consistent adult caregiver, are statistically more likely to require support into adulthood from a number of public services including police, social care and health. The OPCC was successful in bidding for funding through the Home Office Early Intervention Youth Fund to recruit Trusted Adult Workers (TAWs) to help build resilience, reduce risk factors and strengthen protective barriers for those affected by the trauma of ACEs. The funding also paid for ACE and Trauma ‘train the trainers’ to continue to educate professionals in being ACE aware and taking a trauma informed approach. • The Multi Agency Stalking Intervention Programme (MASIP) Hampshire was one of three areas, London and Cheshire being the other two, chosen to host pilots of MASIP. Hampshire is a leading area on combatting stalking though the pre-existing multi agency Stalking Clinic. MASIP extends that project into a substantial health provision to reduce incidents of stalking. The OPCC funds support to stalking victims. This has been led by Southern Health and Aurora New Dawn. • Independent Child Trafficking Guardians (ICG) Barnardo’s has worked with the support of the OPCC to win funding for the ICG service, supporting victims of trafficking and Modern Slavery who are under 18. 14

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PARTNERSHIPS The PCC is directly responsible for only a small percentage of the funding that goes towards supporting victims and keeping people safer. For commissioning to be truly effective, understanding of needs and supply has to be shared with other funders. The understanding of the local landscape and the network of services available is achieved through partner engagement for example through the Commissioning Board, Community Safety Partnerships, Health and Wellbeing Boards, the Domestic Abuse Executive Board and the Local Criminal Justice Board. Each partner brings to the table its own specialist knowledge and experience, enabling decisions on contracts and grants to be made from an informed, evidence-based position and complement initiatives being carried out by other public service organisations The PCC in Hampshire is uniquely placed as the only pan-Hampshire elected representative. A key role for the PCC is to take a strategic overview and facilitate partnership working. Examples of partnerships include: • The Violence Reduction Unit (VRU) Core Group is Chaired by the Commissioners Team, providing leadership and strategic coordination to support a devolved model of 4 local VRUs across Hampshire, Isle of Wight, Portsmouth and Southampton. The VRU aims to prevent and tackle serious violence, taking a multi-agency, ‘public health’ approach focusing largely on early intervention and prevention. £880,000 has been allocated to the OPCC to manage the VRU with accountability from the OPCC to the Home Office. • The Modern Slavery Partnership (MSP) has a specialist Co-ordinator working across the OPCC and Hampshire Constabulary. There are many organisations that have a responsibility to identify incidences of Modern Slavery and to support victims. The partnership ensures that agencies are aware of what each other do and work more effectively together as well as to raise awareness, pursue perpetrators and support victims of modern slavery. • Restorative Justice (RJ) Joint Working Group is a multi-agency forum for statutory and nonstatutory sector partners who are committed to embedding RJ and restorative approaches across Hampshire, the Isle of Wight, Portsmouth and Southampton. Partners recognise that RJ can meet the needs of victims in a way that the traditional Criminal Justice System cannot.

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Statutory responsibilities in relation to the commissioning of services and working in partnership to reduce offending and support victims of crime and disorder.

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THEME 5: BUDGET AND FINANCE Funding for policing is made up of a national grant from Government, which accounts 60% of the total, and council tax – which accounts for 40%. In financial year 2020/2021 the overall budget is £366.667m.

NATIONAL FUNDING The allocation of national funding for each policing area is worked out using a formula. At present Hampshire is disadvantaged by this formula. The current formula has never actually been fully applied as ‘floors and ceilings’ have been used to damp any changes to individual forces. The damping process exacerbates the position for Hampshire as it has the effect of reducing the amount of funding that should be received according to the current agreed funding formula. Successive ministers have made commitments to address the inequality of the allocation of police funding and two reviews have been undertaken but no new formula has been put in place.

COUNCIL TAX The Police and Crime Commissioner sets how much local residents contribute towards the cost of policing via the council tax. The Police and Crime Commissioner has a duty to consult on the precept (level of council tax) to be levied. This has previously been undertaken through an online survey and focus groups, to ensure that responses were representative of views across the Hampshire Constabulary policing area. Before the Commissioner sets the precept, the Police and Crime Panel must be briefed on the proposals. The Panel has the power to veto the amount of any proposed increase in the council tax if they consider it too high or low. The Police and Crime Commissioner will then consider the outcome of the Police and Crime Panel’s discussion before setting the policing element of the council tax. There are also limits around the flexibility the Police and Crime Commissioner has to increase the council tax precept. The Government sets a cap and if the PCC seeks to set a precept above this then the PCC must hold a public referendum.

ALLOCATING THE FUNDING The Commissioner determines how the funding received is allocated between policing and wider prevention and intervention work that supports victims, reduces offending and protects the vulnerable.

e d

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WHERE THE MONEY GOES 2020/21 0.5% 0.5% 6% 6.5% 8% 15%

16%

WHERE THE MONEY GOES

7.5%

16% 24%

Intelligence 6%

Operations 7.5%

Contact Management 8%

Support Services 15%

Response 16%

Estates 6.5%

Neighbourhoods 16%

Commissioning 0.5%

Investigations 24%

Office of the PCC 0.5%

WHERE DOES THE MONEY COME FROM?

The overall budget of £366.698m is made up of 60% funding from the national Government grant and 40% is from the policing element of your council tax.

DELI

The am allocat goes d Your in funding Wight, All of t

• All loc cri • Pro all ca • Pro po

In addition to the police grant and council tax the Commissioner receives a number of specific grants, for example:

The de commu operat based increas crime a such as the rig more im Chief C contrib

• Hampshire is one of 18 Police and Crime Commissioners to be allocated funding to set up and run a Violence Reduction Unit (VRU). The VRU is responsible for identifying the drivers of serious violence locally and developing a coordinated response to tackle them. Hampshire’s allocation for 2020/21 is £880,000

SUPP AND PREV

A DAY INwith THE LIFE OF HAMPSHIRE CONSTABULARY In consultation the Chief Constable, the PCC determines allocation of funding to policing. Within Figures run from 01/01/2019 – 31/12/2019 policing it is up to the Chief Constable to determine how resources are allocated and which incidents are investigated based on demand and risk.

ADDITIONAL FUNDING

• Each year the Ministry of Justice provides funding that is ring-fenced for projects and services that support victims; currently this funding contributes towards the Restorative Justice Service, the Victim Care Service and services that provide specialist domestic and sexual abuse support and grants to community organisations

Alongs also inv annual includi • The Government is providing forces with additional funding for the recruitment of 20,000 new reoffen officers nationally. Hampshire received funding for 156 new officers in the first wave of this vulnera programme and will be provided with national funding for a further 156 police officers in 2021/22 opport and 2022/23. crime a

Reduci a partn policin up a Vi togeth system with yo and de tackle by wor preven 18

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THEME 6: THE ROLE OF THE CHIEF EXECUTIVE AND THE CHIEF FINANCE OFFICER THE CHIEF EXECUTIVE Every Police and Crime Commissioner (PCC) requires a Chief Executive to support and advise the PCC in delivering all his/her statutory duties and responsibilities. The Chief Executive works 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 also ensures 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, the post fulfils 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 James Payne

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: Partnership working, oversight of the local criminal justice system, commissioning and service delivery In order to discharge a PCC’s statutory responsibility to ensure the local criminal justice system operates efficiently a senior member of the team is a member of the Hampshire and Isle of Wight Local Criminal Justice Board, engaging with the senior representatives and judiciary who oversee the operation of the local system. They also chairs the reducing reoffending subgroup which oversees how organisations work in partnership to reduce reoffending by targeting specific offending groups such as the young. The Office of the Police and Crime Commissioner (OPCC) also represents the PCC at national bodies providing an opportunity to influence policy, including the Ministry of Justice and Home Office and on a local level regular meetings are undertaken with senior officials, such as the Chief Crown Prosecutor to talk through local issues. Engagement and consultation (including obtaining the views of the public and partners, engagement events and media relations)

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*Please note during 2020 much of the consultation and engagement activity was undertaken online and all activity was carried out within the appropriate COVID-19 guidelines The OPCC Communications and Engagement team develop a comprehensive programme of engagement events throughout the year to create opportunities for the Police and Crime Commissioner to undertake his/her statutory duty to consult with and meet local residents, partners and a range of stakeholders to ensure their views on policing and crime are heard. The events range from county shows and local authority events through to diverse community celebrations and OPCC created events with partners. A range of face to face consultation is also undertaken through the Performance and Information team focus groups with local residents who have expressed an interest in giving their views and coffee consultations reaching members of the public in coffee shops. The voice of young people is heard through the annual Big Conversation consultation led by members of the Youth Commission, which informs their priorities for the year. In addition to the face to face engagement and consultation activity, consultation is also undertaken through the use of online surveys that reach a larger volume of people, this has been particularly effective in reaching views on the annual policing precept. Media planning is set out in a proactive 12-month plan to create opportunities to raise awareness of the role of the PCC and to encourage members of the public to have their say through the consultation or to educate the public on crime prevention. In addition, reactive media enquiries are also handled and managed through the OPCC to support the PCC in his/her response. Information management, performance review and scrutiny The production of high quality, varied and accessible information is managed through InterACT, a portal for professionals in crime reduction. Reports and profiles are collated on a wide range of topics, including the results of focus groups and surveys. We also provide access to the College of Policing’s research map and ‘what works’ evaluations and similar activity of other agencies. Through collective efforts, the range of data that constructs Hampshire’s evidence base is continually updated. In turn, Community Safety Partners are equipped to write detailed and timely Strategic Assessments, evaluating the effectiveness of services in their districts and any known gaps or needs. Within the Office of the Police and Crime Commissioner, strategic assessments are reviewed in conjunction with proposals for the grants round as part of our ‘evidence cycle’. This ensures that performance findings and advice can be used to challenge or support decisions made through the grants round and to test the extent to which outcomes are met. In addition to InterACT, the OPCC manages SafetyNet, a case management system to support partnership working. This ensures that various agencies working with vulnerable people or individuals at risk are able to share their assessment of risk and activity surrounding that person. Our evidence base is also used in conjunction with Police performance measures and supports fact finding exercises to ensure that scrutiny of the Constabulary is informed and timely. Scrutiny takes place in a publically accessible way through ‘COMPASS’, which includes questions from the public. The PCC meets with the Chief Constable on a one to one basis enabling updates and discussions around topics which might be sensitive and not suitable to share more widely. The Commissioner’s team supports the scrutiny of the Out of Court Disposals panel, chaired by the Head of Performance and Information. The team are also engaged in matters of victim satisfaction, victim’s code of compliance, legitimacy within the constabulary, youth voice and community consultation through a range of partnership boards and meetings. 20

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Research The Performance and Information Team and Communications and Engagement Team utilise a range of methods to capture public view on a range of police and crime related issues. We recognise the range of perspectives that different communities have and the need for them to receive accurate information in return. Our surveys include wide-scale, national services through YouGov, who are valued for their high methodological standards. This tool enables us to track responses to questions about perceptions of police and safety in addition to attitudes and behaviours on relevant issues such as community cohesion and responses to media topics. We also conduct a biannual survey, weighted using the same methodology but containing bespoke questions to monitor public concerns and priorities. Surveys are subject to further testing through local and targeted focus groups, engagement with community safety managers and more spontaneous opportunities to speak to people who would not otherwise be able or likely to commit to a focus group setting. Standards, governance and complaints (including legal and HR) In Hampshire, it is the responsibility of the Standards and Compliance team to ensure the statutory requirements of the PCC are met. The team is responsible for the management of the PCCâ&#x20AC;&#x2122;s complaints functions, which includes overseeing the local police complaints system, acting as the independent review function, and handling complaints against the Chief Constable. The team is also responsible for ensuring compliance with the legal responsibilities of any organisation, including compliance with the General Data Protection Regulations (GDPR), the Data Protection Act, and employment and equality legislation. Some functions are provided by other public sector partners such as Hampshire County Council and Hampshire Constabulary, and the team is responsible for managing the relationship with those organisations and ensuring it is delivering an effective service for the OPCC. Commissioning and partnerships Commissioning involves the use of money and influence to ensure that the needs of the communities are met with the best possible services, targeted at where it will be most effective, provided by the best possible organisations, at the best possible cost. The OPCC Commissioning Team has the scale, expertise and influence to bring together a wide range of local, regional and national partners to bring about real change that will impact on the quality of life of vulnerable people, reduce offending and support victims of crime. By working in partnership at the pan Hampshire level we can both gain from commissioning across the whole area where that is most appropriate, foster local voluntary organisations for smaller locally based services, and deal with the whole spectrum of need. Strategy, programme management and resource planning The Programme Management and Business Support teams provide a range of governance and support services to the PCC and the wider office and manage the delivery of the Police and Crime Plan.

The team oversees the end-to-end governance process of planned delivery, from strategic decisionmaking and project governance through to benefit realisation. The management of strategic risk is an important part of this function, effectively minimising potential threats to the delivery of the Commissionerâ&#x20AC;&#x2122;s priorities, whilst enabling opportunities for innovation to thrive.

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The team provide support the PCC in discharging his/her statutory duties and work directly with the scrutiny panels who hold the Commissioner to account, the Police and Crime Panel and Joint Audit Committee, cultivating positive and productive working relationships with our key stakeholders. The Business Support team provide a first point of contact service for the public, managing enquiries, correspondence and Freedom of Information requests on behalf of the PCC. The team provide the day-to-day functional management of the office, by delivering a variety of administrative and support services to all the teams within the OPCC. The Chief Executive also has responsibility for the management and day to day running of the OPCC.

THE CHIEF EXECUTIVE AND THE CHIEF POLICE OFFICER TEAM The PCC’s professional adviser on policing is the Chief Constable and it is 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.

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. 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 Andy Lowe.

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THEME 7: MANAGING THE ESTATE The Hampshire and Isle of Wight police estate has been changing to meet the needs of Hampshire Constabulary police 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 has fundamentally changed both the working environment and the way people feel about the places in which they work. We are leading the way in state of the art police investigation centres, now open and operating in Southampton, Basingstoke and Portsmouth. 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. • Complete construction work 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 has seen the complete reprovision of accommodation for Custody and Investigation Teams through three Police Investigation Centres (PIC); in Southampton, Basingstoke and Portsmouth.

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 • Shared Headquarters in Eastleigh has been providing both policing and fire service shared office accommodation, training, conferencing facilities, and uniform stores since 2016. Working with local authorities • In partnership with Hampshire County Council, Hampshire Constabulary’s new Operational Headquarters in the heart of Winchester has been developed. This replaced the old headquarters at West Hill. • Neighbourhood bases at Rushmoor Borough Council, Basingstoke and Deane Borough Council and New Forest District Council, New Milton Town Council, Hart, Portsmouth, Southampton, Gosport, Isle of Wight and East Hampshire are in place along with shared accommodation at various Hampshire Fire and Rescue sites. 23

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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. • Working with the Ministry of Defence and Defence Infrastructure Organisation to provide a centralised Training facility to accommodate the Uplift in Police Officer recruitment, continued development of Investigation skills and key operational competencies. • In conjunction with the Ministry of Defence and Her Majesty’s Naval Base, Portsmouth, developing a modern and efficient Response and Patrol hub.

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. • Procurement support, legal advice and estates advice are provided by Hampshire County Council.

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THEME 8: ROLE OF THE CHIEF CONSTABLE The Chief Constable is the most senior police officer in Hampshire Constabulary, and 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 must have regard to the Police and Crime Plan issued 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.

HAMPSHIRE CONSTABULARY’S CHIEF CONSTABLE For Hampshire Constabulary the Chief Constable is Olivia Pinkney, who was appointed in April 2016. Mrs Pinkney previously served as Deputy Chief Constable for Sussex Police and as an Assistant Inspector of Constabulary with Her Majesty’s Inspectorate of Constabulary. Mrs Pinkney is also the national policing lead for Local Policing.

CHIEF OFFICER TEAM Chief Constable Olivia Pinkney has appointed the following individuals into her Chief Officer Team to help her deliver the Police and Crime Plan and run an effective organisation: • Deputy Chief Constable Sara Glen – Ms Glen is responsible for wellbeing, force performance, ethical standards and oversees professional standards, force risk, inspection, learning and force development • Assistant Chief Constable Maggie Blyth – Ms Blyth is the strategic lead for neighbourhood policing, public protection (safeguarding vulnerable people) and emergency response teams • Assistant Chief Constable Ben Snuggs – Mr Snuggs is the strategic lead for all of our contact centres and the Joint Operations Unit across Hampshire and Thames Valley • T-Assistant Chief Constable Craig Dibdin – Mr Dibdin is the strategic lead across all investigations teams, custody, the wider criminal justice system and intelligence • Ben Pratt, Director of Communications – Mr Pratt is responsible for all internal and external communications, including digital engagement with the public 25

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• Richard Croucher, Chief Finance Officer – Mr Croucher is responsible for discharging the statutory duties of the Chief Finance Officer of the Constabulary as well as being the chief officer for Transport, Stores, Procurement and Pensions • Amanda Cooper, Chief Information Officer and Chief Digital Officer – Ms Cooper is responsible for IT and information management strategies across Hampshire Constabulary and Thames Valley Police • Gemma Gair, Head of HR and Workforce Development – Ms Gair is the strategic HR lead for the force, responsible for setting the direction of all people services

OPERATIONAL STRUCTURE The operational structure of the constabulary can be summarised into four commands: • Response and 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 and Neighbourhoods – this command encompasses all Neighbourhood Policing Teams (including PCSOs) and Safeguarding and Offender Management departments. • Intelligence, Tasking and Co-ordination – this command oversees assessment of threat and risk, prioritises resourcing and co-ordinates delivery to meet the control strategy.

PARTNERSHIPS One of Hampshire Constabulary’s Areas of Focus is ‘Building Partnerships That Enable a Better Public Service’. Examples include: • In 2014, the constabulary agreed to share its back office delivering HR, finance and services for Hampshire Fire and Rescue Service and Hampshire County Council. The partnership also services Oxfordshire County Council and a number of London boroughs. • As part of the South East Policing region, Hampshire has a collaborative agreement with Surrey, Sussex, Thames Valley and Kent to provide resources for the South East Regional Organised Crime Unit (SEROCU) and Counter Terrorism Policing South East (CTPSE). • Hampshire also collaborates with Thames Valley Police through the Joint Operations Unit, Information Technology, Information Management and Contact Management. Building Partnerships That Enable a Better Public Service has been established to a maturity beyond that in many public service agencies (e.g. co-location with fire and council services, Joint Operations Unit (JOU), Information and Communication Technology (ICT) and contact teams, in addition to welldeveloped relationships with universities and third sector organisations). The force continues to deliver plans to further improve problem solving in communities. Neighbourhood teams work with partners and active citizens with the aim being to reduce crime and offending and identify and protect people in need of help. Integrated Offender Management and Multi-Agency Safeguarding Hubs are also partnership focused and aligned. Adverse Childhood Experience (ACE) work is a core component of the force response to serious violence and protecting young people, and this is being developed and led in the partnership arena. 26

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THE FORCE AREA Hampshire Constabulary serves approximately two million people, spread out over 1,602 square miles. It is one of the largest police areas in England and Wales, and home to critical national infrastructure including major ports, airports and oil refineries. The contrast between large swathes of countryside and the growing cities of Portsmouth and Southampton means that the area is neither rural nor urban but a mix of both. During summer months the population swells, with tourists arriving and bringing yet more complexity to the job of keeping the public safe. More information on the Force Area can be found on Appendix 2: Demographics.

CLEAR DIRECTION AND PURPOSE

The force has a clear purpose of delivering SAFER communities. The force has identified Six Areas of Focus to deliver that purpose. Having a clear focus has helped to drive a significant improvement in performance.

HIGH HARM OFFENCES To achieve SAFER communities, the force has set a very clear strategic direction to prioritise tackling high harm offences. These type of offences are prevalent in the force’s Control Strategy (an evidencebased assessment of where the threat to public safety actually sits), and there is evidence presented in this document of a focus on high harm in departments across the force. The force is highly productive, but such is the level of resourcing that it is not possible to respond to all crime. The question is: what do we respond to? This is often a very difficult decision, it can be subjective, and the higher the demand gets the more incidents that cannot be deployed to or investigated. The force therefore uses a THOR (Threat, Harm, Opportunity and Risk) model. Within this, high harm offences are prioritised. Unlike crimes such as lower level anti-social behaviour or car crime, the offenders and victims of these high harm offences (e.g. domestic abuse, sexual abuse, trafficking) can be ‘hidden’ from the eyes of society. The force has a mature and well-scrutinised approach to this prioritisation, and risk is managed effectively with an increasing but appropriate proportion of reported incidents managed without deployment. This approach can create disconnect between public perception of where policing should direct its finite resources and where these resources are best used to deliver the greatest value, but it does serve to protect the most vulnerable in our communities. If the force received average funding (HMICFRS assesses this would give us £43.5m more) the situation would be different, with the ‘bar’ of what can be responded to moving to accommodate investigation of more low level crime. 27

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Chief constables have operational independence to direct their resources to investigate crime.

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THEME 9: THE ROLE OF THE POLICE AND CRIME PANEL The Hamphire Police and Crime Panel (PCP) is responsible for scrutinising and supporting the PCC for Hampshire. The PCP is made up of representatives from each of the local authorities in the Hampshire policing area. This includes the unitary authorities of Portsmouth, Southampton and the Isle of Wight, the 11 Hampshire borough and district Councils and Hampshire County Council. To better meet the balanced appointment objective, three additional local authority members have been co-opted to the PCP following agreement from the Home Secretary. Two non-political members of the PCP are also appointed to add to the collective spread of experience and knowledge. The PCP’s current Chairman is Councillor David Stewart (Isle of Wight Council).

RESPONSIBILITIES AND POWERS Meeting formally around four times per year, the PCP examines and makes recommendations on various aspects of the PCC’s activity. In particular, responsibilities and powers include: • To review the draft Police and Crime Plan or any variation of it • To review and scrutinise decisions and actions by the PCC • To review (and have the power to 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 (and have the power to veto) the appointment of the Chief Constable • To confirm senior officer (Chief Executive, Chief Finance Officer) and political roles (Deputy PCC) in the PCC’s office • 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 IOPC to investigate Further information on the Panel, including role and responsibilities, membership, meetings and minutes, panel news, can be found at: www.hants.gov.uk/aboutthecouncil/governmentinhampshire/police-crime-panel

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APPENDICES

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APPENDIX 1: PRACTICAL INFORMATION ABOUT BEING A PCC • Salaries for PCCs are set and reviewed by the Review Body on Senior Salaries, appointed by the Government. The PCC for Hampshire receives an annual salary of £86,700 • A PCC is is entitled to claim for authorised allowances in respect of expenses incurred while carrying out their functions, which are of the kinds and amounts determined by the Home Secretary. The current Expenses Scheme is published on the OPCC website • The Office of the PCC for Hampshire is St George’s Chambers, St George’s Street, Winchester, Hampshire. This is deemed to be the place of work of the PCC and as such, expenses cannot be claimed for travel between home and place of work, except in exceptional circumstances • As a PCC is a public office holder, there is no formal contract of employment, required number of hours to be worked each week, or annual leave entitlement • Provision has been made to enable a PCC to join the Local Government Pension Scheme • A PCC is required to sign a Code of Conduct upon taking office, which sets out the desire for the PCC and those within their office to act within the intentions of the Policing Protocol and abide by the Nolan Principles. A PCC is also required to sign a Register of Disclosable Interests

APPENDIX 2: NATIONAL POLICING BODIES There are a number of national bodies that Police and Crime Commissioners (PCCs) interact and work closely with. This section provides a summary of those bodies and their interaction with PCCs, links are attached providing further information.

ASSOCIATION OF POLICE AND CRIME COMMISSIONERS (APCC) www.apccs.police.uk The Association of Police and Crime Commissioners (APCC) is the national body which supports Police and Crime Commissioners and other local policing bodies across England and Wales. It provides national leadership and influence, to help facilitate change in the policing and criminal justice landscape. The APCC services are overseen and directed by the Chairman and board of Directors. The current Chief Executive is Susannah Hancock. The APCC offers the following services to members (PCCs): • Provides 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, Police Reform and Transformation Board and other police professional bodies (and fire and rescue bodies).

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• Provides a range of opportunities for members to come together to debate and discuss national policing and criminal justice policy and engage with senior stakeholders. • Assists PCCs to share practice and identify ways to achieve efficiencies through collaboration. • Support those PCCs seeking to take on and fulfil fire and rescue governance responsibilities.

NATIONAL POLICE CHIEF COUNCIL (NPCC) www.npcc.police.uk The NPCC brings police forces in the UK together to help policing coordinate operations, reform, improve and provide value for money. The NPCC 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 current chair is Martin Hewitt QPM. The NPCC has the following functions: • The co-ordination of national operations including defining, monitoring and testing force contributions to the Strategic Policing Requirement, and working with the National Crime Agency where appropriate. • The command of counter terrorism operations and delivery of counter terrorist policing through the national network as set out in the Counter Terrorism Collaboration Agreement. • The co-ordination of the national police response to national emergencies and the co-ordination of the mobilisation of resources across force borders and internationally. • The national operational implementation of standards and policy as set by the College of Policing and Government. • To work with the College of Policing, to develop joint national approaches on criminal justice, value for money, service transformation, information management, performance management and technology. • Where appropriate, to work with the College of Policing in order to develop joint national approaches to staff and human resource issues, including misconduct and discipline, in line with the Chief Officers’ responsibilities as employer.

ASSOCIATION OF POLICING AND CRIME CHIEF EXECUTIVES (APACE) www.apace.org.uk The Association of Policing & Crime Chief Executives (APACE) is the professional body which represents chief executives and other senior staff within the Offices of Police and Crime Commissioners (OPCCs). APACE supports and develops PCC chief executives so that they can provide their PCCs with the necessary legal, technical and specialist capability. To develop a clear role in working side by side with national bodies and stakeholders on issues where APACE members can play an advisory and technical role. The Association’s aims are to: • Provide professional support and development for its members in their role of providing

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advice, technical, legal, procedural and administrative support to the offices of police and crime commissioners. • Liaise and work closely on behalf of its members with any bodies representing the interests of police and crime commissioners, chief officers and police and crime panels, anybody representing the interests of police and crime commissioner’s chief finance officers, government departments and other relevant bodies. • Provide a forum for professional debate within its membership and with partner organisations in policing, local and central government. • Represent and promote the interests of its members to key stakeholders and partners involved in the governance of policing and crime.

INDEPENDENT OFFICE FOR POLICE CONDUCT (IOPC) policeconduct.gov.uk The Independent Office for Police Conduct (IOPC) oversees the police complaints system in England and Wales. The IOPC investigate the most serious matters, including deaths following police contact, and set the standards by which the police should handle complaints. The IOPC is independent, and makes decisions entirely independently of the police and government. It is not part of the police service. Police forces deal with the majority of complaints against police officers and police staff. The IOPC 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 IOPC. The IOPC 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 IOPC uses learning from its work to influence changes in policing, ensure accountability and spread best practice and high standards of customer service. The IOPC 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. The IOPC is currently led by Director General Michael Lockwood

POLICE AND CRIME COMMISSIONERS TREASURERS SOCIETY (PACCTS) paccts.org.uk PACCTS represents the Treasurer of each of the 41 Police and Crime Commissioners in England and Wales, as well as the Treasurer to the Mayor’s Office for Policing and Crime, and the Chamberlain of the Common Council of the City of London.

Police and Crime Commissioners are elected to ensure police forces are accountable to the public. They are responsible for setting the budget and council tax precept for the force, as well as setting strategic policing priorities, holding the force to account through the Chief Constable and consulting and involving the public. The PACCTS is supported by a Technical Support Team which supports the Society’s members by providing research and information on the police funding environment. The Team provides ongoing support throughout the financial year by co-ordinating consultation responses and producing briefings and analyses developments in police finance.

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The Technical Support Team undertakes the following tasks to provide support to Society members: • Produce briefings on funding announcements that affect police finance; • Provide analysis and information on the police finance distribution system and in particular the formula funding mechanism, including the effects of data and methodology changes; • Provide analysis of the annual police finance settlement for individual members as well as police overall; • Co-ordinate surveys of members on various financial issues, including budget plans and spending. These can be used by members and the Society to aid lobbying of central government and inform consultation responses; • Respond to consultations on behalf of the Police and Crime Commissioners Treasurers’ Society and in conjunction with Association of Police and Crime Commissioners (APCCS); • Attend meetings with central government on behalf of the Society; • Prepare and present update reports on developments in police finance at the regular meetings of PACCTS; • Produce regular newsletters, updating members on the Technical Support Team’s current work and relevant news items from the press; and • Update the PACCTS website, a comprehensive resource for members where information such as survey results, briefings, analysis and consultation responses is provided primarily on passwordprotected webpages. The current President of the society is Charlotte Radford (Chief Finance Officer for Nottinghamshire OPCC)

HER MAJESTY’S INSPECTORATE OF CONSTABULARY AND FIRE & RESCUE SERVICE (HMICFRS) www.justiceinspectorates.gov.uk/hmicfrs Her Majesty’s Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS) independently assesses the effectiveness and efficiency of police forces and fire & rescue services – in the public interest. HMICFRS ask the questions that citizens would ask, and publish the answers in accessible form, using their expertise to interpret the evidence and make recommendations for improvement. HMICFRS provide authoritative information to allow the public to compare the performance of their police force – and, in future, their fire & rescue service – against others. Evidence is used to drive improvements in the services they provide to the public. The public want the police and fire & rescue services (FRSs) to succeed in their duties to keep people safe and secure. It is in the public interest that the quality of policing and fire & rescue in England, Wales and Northern Ireland keeps improving. HMICFRS inspect, monitor and report on the efficiency and effectiveness of the police and FRSs with the aim of encouraging improvement. Providing accessible information on the performance of forces and FRSs, HMICFRS allow their public, and peers, to see how they are doing. This will place pressure on those forces and FRSs requiring improvement in aspects of policing and fire & rescue to raise their game. 34

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HMICFRS is independent of the government, police and fire & rescue service. • HM Inspectors are appointed by the Crown. They are not employees of the police service, the fire & rescue service or the government. • In the dual role of HM Chief Inspector of Constabulary and HM Chief Inspector of Fire & Rescue Services, the Chief Inspector reports on the efficiency and effectiveness of police services in England and Wales, and on the efficiency and effectiveness of fire & rescue services in England. • HM Inspectors may be called to give evidence before committees of Parliament, and must also account for their actions to the public through the media. As is the case with all public bodies, HM Inspectors are also susceptible to judicial review. • Although HMICFRS’s budget is set by the government, and the inspection programmes require the Home Secretary’s approval, no Minister, police and crime commissioner or fire authority can interfere with the contents of an HMICFRS report or the judgment of HM Inspectors. Information about HMIC inspections of Hampshire Constabulary can be found here: www.justiceinspectorates.gov.uk/hmicfrs/police-forces/hampshire Sir Tom Winsor, is the current Her Majesty’s Chief Inspector of Constabulary and Her Majesty’s Chief Inspector of Fire & Rescue Services. Zoe Billingham is the HMI for Police and Fire and Rescue Services in the East, South East and East Midlands.

COLLEGE OF POLICING (COP) www.college.police.uk/Pages/Home.aspx The College of Policing was established in 2012 as the professional body for everyone who works for the police service in England and Wales. The purpose of the College is to provide those working in policing with the skills and knowledge necessary to prevent crime, protect the public, and secure public trust. The College is a not-for-profit membership organisation, and is aiming to achieve chartered status. The College has three complementary functions: • Knowledge – develop the research and infrastructure for improving evidence of ‘what works’. Over time, this will ensure that policing practice and standards are based on knowledge, rather than custom and convention. • Education – support the development of individual members of the profession. CoP set educational requirements to assure the public of the quality and consistency of policing skills and facilitate the academic accreditation and recognition of our members’ expertise. • Standards – draw on the best available evidence of ‘what works’ to set standards in policing for forces and individuals. Examples include our Authorised Professional Practice (APP) and peer reviews. The College set standards in professional development, including codes of practice and regulations, to ensure consistency across the 43 forces in England and Wales. The College has a remit to set standards for the police service on training, development, skills and qualifications, and provides maximum support to help the service implement these standards. 35

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A fundamental development within the College is the use of knowledge and research to develop an evidence-based approach to policing. The College hosts the “What Works Centre for Crime Reduction”, which involves collaboration with academics and a university consortium. The College has 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. The current Chief Executive Officer is Mike Cunningham

HOME OFFICE www.gov.uk/government/organisations/home-office The Home Office is the lead government department for immigration and passports, drugs policy, crime, fire, counter-terrorism and police. The Home Office works to ensure visible, responsive and accountable policing in the UK The Home 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 • fire prevention and rescue 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. The current Home Secretary, is Rt Hon Priti Patel MP. The Minister of State (Minister for Crime and Policing) is the Rt Hon Kit Malthouse MP.

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APPENDIX 3: DEMOGRAPHIC INFORMATION POPULATION Hampshire and the Isle of Wight has a population of around 2 million residents (ONS est. 2020 1,991,338 ) with a near 50/50 gender split (female population 50.57%, male population 49.42%). With a predominantly white (92.9%) self-defined ethnicity for Hampshire residents, the districts of Southampton (7.47%) and Basingstoke and Deane (5.71%) see higher Asian populations, and Portsmouth (3.72%) and Southampton (3.54%) seeing higher populations of those self-defined as Black. Fareham sees a 100% British nationality population compared to Southampton where 20% of the population are non-British. People in and out of the county in any given year. With four universities, there are high volumes of students coming into the county each academic year, including international students adding to local cultural diversity. The median age of our population varies, with the Isle of Wight having a median age of 50yrs, Southampton sees a median age of 32yrs. Southampton (16.7% and 17%) and Portsmouth (15% and 16%) sees higher numbers of those aged 18- 24yrs and 24-34yrs compared to Hampshire and the Isle of Wight, those aged 65 and over are predominantly on the Isle of Wight (27.7%) and in Hampshire (21%).

LOCAL AUTHORITIES The Hampshire policing area contains four top tier authorities (Hampshire, Isle of Wight, Portsmouth, Southampton) and within this Hampshire is made up of 11 districts (Gosport, Fareham, Winchester, Havant, East Hampshire, Hart, Rushmoor, Basingstoke and Deane, Test Valley, Eastleigh, New Forest).

GEOGRAPHY 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 county Sussex.

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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. 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, the Naval port and other facilities in and around 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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If you would like this document in a different or more accessible format please contact us.

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Candidate Briefing Pack - Elections 2021

Articles inside

Theme 9: The role of the Police and Crime Panel

Appendix 3: Demographic Information

Theme 8: Role of the Chief Constable

Theme 5: Budget and Finance

Theme 7: Managing the Estate

Theme 6: The Role of the Chief Executive and the Chief Finance Officer

Theme 1: The Role of the Police and Crime Commissioner

Theme 3: Representing the Voice of the Public

Theme 4: Commissioning and Partnerships

Theme 2: Policing and Criminal Justice

Introduction