Agenda item

The Panel considered a report from the Commissioner which updated members on key strategic areas pertinent to the Commissioner in undertaking his role and a structural review of the Office of the Police and Crime Commissioner (OPCC). A copy of the report, marked “Agenda Item 6”, and a copy of a diagram of the OPCC structure which was tabled, is filed with these minutes.

Arising from discussion the following points were noted:

Strategic Update

·         The Commissioner had renewed the Chef Constable’s contract. He would now be in the role until at least June 2018. The Commissioner commented that they had developed a strong team and, in giving him the maximum length of contract he was able to, he would be allowing the Chief Constable the opportunity to see the Force Change Programme through to its conclusion;

·         It was felt that, in extending the Chief Constable’s contract, there would be a knock-on boost in staff morale at the Force;

·         The Force had been subject to a number of HMIC inspections, and had received a “good” rating in the PEEL Inspection. The Commissioner expressed his desire to achieve the highest rating: “outstanding”. Concerns were shared by the Commissioner and the Panel about the burden of the HMIC inspections and the resources they required;

·         The PCC attended a debrief on the outcome of the HMIC inspections. The inspections did not provide a list of recommendations at the end of the process, so it therefore required work of the PCC and the Chief Constable in order to establish a way forward to improve future results;

·         Joint partnerships between the police and communities were considered a success, particularly in regard to encouraging crime reporting amongst minority groups. There had however been some issues regarding the Force’s contact centre staff not being able to understand some of those reporting crime. The PCC offered to take this matter back to the Chief Constable.

Structural Review of the OPCC

·         HR processes had been completed in regard to the revised structure of the OPCC. Vacancies had been made available for internal application before being advertised externally in early 2015;

·         As a result of significant investment in commissioning, the post of Head of Partnerships and Commissioning had been created;

·         Only one Policy Advisor would be appointed to help the PCC at this time. This was an appointment outside of the usual human resources process required of Police appointments. A view was expressed by the Panel that the statement in Appendix A that Policy Advisors would “normally reflect the Commissioner’s own political affiliation” was redundant and, if included, would limit the pool of candidates the Commissioner might be able to employ;

·         Though the PCC had considered appointing up to five Policy Advisors, he had no plans to do so. There was a maximum cost which would mean that the Policy Advisor would only work one day per week for £200 per day;

·         The Policing Advisor post had been requested from the Force as it enabled high performing officers to be exposed to the political environment via the OPCC. It would enable collaboration between the Force and the OPCC for the benefit of both parties. The Panel felt that there was a danger of confusion between the two Advisor posts;

·         Some one-off capacity funding had been received by the OPCC from the Ministry of Justice which would help to establish the Victims and Witnesses support function;

·         The following three appointments had recently been made to the new structure: Head of Policy and Strategy, Resources Manager and an Assurance Officer. The new structure and the posts within it were part of the 2015/16 budget;

·         The PCC believed that there was no conflict between officers in the Policy and Strategy area of his office and the newly appointed Policy Advisor. The PCC felt that his Policy Advisor would provide advice and “horizon scanning” on areas such as what other Forces were doing. The Policy Advisor would work alongside the PCC. Other officers at the OPCC would engage with the Advisor at the point at which a Strategy or Policy was to be created;

·         The OPCC website was to be updated by January 2015 in order to meet the requirements of the Publications Scheme.

RESOLVED:

(a)          The content of the report was noted;

(b)          That the Panel’s congratulations be extended to the Chief Constable in being given a five year extension to his contract.