Police and Crime Commissioners Transition Sponsorship Programme
GOVERNANCE, DELIVERY & STRATEGIC LINKS
STRATEGIC
LINKS (see Annex C)
PCC Transition Sponsorship Board (See full TOR & membership at Annex A)
GOVERNANCE



Monitor progress for effective and seamless transition.
Set agreed priorities for the programme.
Provide a forum for partners to overcome barriers and challenges.
Police Value
for Money
Gold Group
PCC Transition Implementation Board (See full TOR & membership at Annex B)



To review, implement and monitor the projects of the PCC Transition Programme on a regular basis, ensuring that all
are being effectively driven towards timely implementation.
To identify barriers to implementation and interdependencies between projects, mitigating any issues or risks.
To make decisions on appropriate matters for escalation to the PCC Transition Sponsorship Board, ensuring the PCC
Sponsorship Board remains strategic within its governance.
DELIVERY
National Crime
Agency
Programme
Developing
Police
Professional
Working Group
Project Groups (See Proposed New Programme Structure paper)
 Work to ensure that key products are delivered on time and to an appropriate quality.
 Remove emerging barriers and mitigate specific risks.
1.
Elections
2. Police
Authority
Support &
Challenge
Ministry of
Justice
3.
Transfer
Schemes
4.
Strategic
Policing
Requirement
Local
Government
Reforms
4A.
Comms &
awareness
raising
4B.
Induction
of PCC &
Capability
of OPCC
Health
Reforms
5.
Checks &
Balances
6.
Wales
Voluntary
Sector &
Community
Activists
7.
Partners &
Commissioning
8.
Finance &
Contracts
Research &
Think-Tanks
New-Co
Working Group
Tom Winsor
Review (part
II)
Annex A
PCC Transition Sponsorship Board
Terms of Reference

To develop, agree and review on a regular basis the PCC Transition Programme.

To ensure that the PCC Transition Programme and its Projects contribute to and ultimately secure an effective, coherent and seamless
transition to PCCs.

To provide strategic oversight of the work undertaken by the Project Groups.

To provide a regular forum for joint discussion and communication on the opportunities and challenges facing transition to PCCs.

To monitor progress on delivery, to identify barriers to delivery and to develop solutions to them; to advise on remedial action where
necessary.

To act as the main reporting channel to Ministers on PCC transition issues.

To ensure that the implications of the Board’s programme of work are taken into account across other reform agendas and vice-versa.

To ensure that all key partners are properly engaged with the Transition Programme.
Membership*
Nick Herbert (Chair)
Stephen Rimmer
Stephen Kershaw
Mandie Campbell
Sir Hugh Orde
Zoe Billingham
Kit Malthouse
Bob Atkins
Catherine Crawford
Mark Burns Williamson
Craig Mackey
Paul Kett
Patrick White
Fraser Sampson
Jane Furniss
Mark Castle
Nick Gargan
Cllr Henri Murison
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Minister of State for Policing and Criminal Justice
Director General, Crime and Policing Group.
Director of Policing
Director of Drugs, Alcohol and Partnerships
President Association of Chief Police Officers
Her Majesty’s Inspector of Constabulary
Deputy Mayor for Policing
Chief Financial Officer, Mayor’s Office for Policing and Crime
Chief Executive, Mayor’s Office for Policing and Crime
Chair of the APA
Deputy Commissioner Met Police
Director, MOJ
Director, CLG
Chair, APACE
IPCC
Chief Executive APA
Chief Executive NPIA
LGA
* Members of Project Groups and
Project Leads will be invited to
attend the PCC Transition
Sponsorship Board as and when
required, the Sponsorship Board
will also request highlight reports
from the transition project leads to
ensure progress is monitored.
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Annex B
PCC Transition Implementation Board
Membership*
Stephen Kershaw (Chair)
Mark Castle
Bob Jones
Paul Minton
Steve Oakley
Vicky Harrington
Catherine Crawford
Jacky Courtney
Tom Flaherty
Judith Mullett
Mark Norris
Steve Oakley
Ann Marie Field
Oscar Ramudo
Amobi Modu
Sarah Severn
Ziggy MacDonald
Stuart Gibby
Sharon Sawers
Home Office, Director Policing
Chief Executive, Association of Police Authorities
Association of Police Authorities
National Policing Improvement Agency
Independent Police Complaints Commission
Her Majesty’s Inspector of Constabulary
Mayor’s Office for Policing and Crime
Association of Police Authority Chief Executives
Association of Chief Police Officers
Metropolitan Police Service
Local Government Association
Independent Police Complaints Commission
Head, Police Reform Unit
Deputy Head, Police Reform Unit
Head, Community Safety Unit
Head, Police Protective Services and Strategic Centre for Organised Crime
Head, CPG Group Finance Unit
Head, Counter Terrorism Policing Unit
Deputy Director, Communications Directorate
Secretariat:
Andrew Woodward – (Police Reform Unit, HO)
* Other members working on the Projects will be invited to attend the PCC Transition Implementation Board as and when required, the
Implementation Board will also request highlight reports from the transition project leads in advance of the Sponsorship Board to ensure progress
is monitored.
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Annex C
STRATEGIC LINKS
There are a range of reforms within Policing and activities outside policing that will present opportunities and risks that need to be managed in
order to not only achieve a seamless transition to Police and Crime Commissioners but ensure that we have done all we can collectively to ensure
that PCCs can make a positive impact from the very beginning.
Below are some key reforms and opportunities which the programme needs to have a strategic link to and the reasons for this:
Police Value for Money Gold Group
The Home Secretary has set out why the overall settlement for policing is necessary, challenging, but manageable. Ministers have been clear
that the primary responsibility for delivering the settlement can only be local. PCCs will be responsible for local police force budgets and will be
required to ensure value for money.
National Crime Agency Programme
The NCA will be working closely with Chief Constables, leaders of other law-enforcement organisations, Police Authorities, Police and Crime
Commissioners and the government to ensure that the NCA delivers the maximum protection possible for communities within the resources it has
available. The Strategic Policing Requirement sets out the national threats which local forces need to tackle across force boundaries. This will be
an important lever for ensuring that the policing capabilities, capacity and interoperability required to support the NCA are maintained. PCCs will
have responsibility for the totality of policing and the public will hold them to account for this – they will therefore be central to the delivery of the
Strategic Policing Requirement and the work of the NCA.
Developing Police Professional Working Group
The Professional Body will take responsibility for developing professional skills and leadership in the police service and PCCs will have a key role
to play in shaping this. They will also be responsible for the budgets that will pay for many of the products offered by the body.
New-Co Working Group
PCCs are envisaged to be owners of the company, but police authorities will be initial owners. There will need to be a process for police authority
owners to be replaced by PCCs once elected and this has been considered in the governance proposals for the company and legal structure.
Tom Windsor Review (part II)
PCCs will have a keen interest in the recommendations and implementation of the Windsor review findings given the likely impact on police forces.
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Ministry of Justice
The Home Office Structural Reform Plan sets out how we should cooperate with the Ministry of Justice to provide Police and Crime
Commissioners, with as much information as possible on crime levels, sentencing and rehabilitation of offenders. There is also an ongoing
relationship to ensure consistent policy development between the two departments.
PCCs will also have a key role in the criminal justice system and we are working with MOJ colleagues to ensure this is the case and arrangements
are reflected in primary legislation where necessary. PCCs could potentially inherit powers that currently sit with MoJ. For example, the
Government will be consulting on PCCs becoming the commissioners of victims services.
Local Government Reforms
The PCC relationship with local authorities will be critical in working together to reduce crime. Councillors will sit on the police and crime panels to
scrutinise the PCC and local authority officials will be involved in the administration of the panels.
The programme will need to ensure that we coordinate with DCLG, including on their proposals for precept to ensure that our combined proposals
work well together.
It is also possible that the elections for city mayors, subject to a positive referendum, could take place on the same date as the election for PCCs.
If this is the case, DCLG, the Home Office and the Electoral Commission will need to work closely together to establish a clear narrative on the
interplay between elected mayors and PCCs, and explain the different boundaries on which the elections are taking place.
Health Reforms
It will be important to recognise the links between health and community safety/crime reduction and need for PCCs to work closely with local
health bodies including Health and Wellbeing Boards in order to influence health spend and ensure appropriate health outcomes for drug misusing
offenders.
Voluntary Sector and Community Activists
Key to the successful roll-out of Police and Crime Commissioners will be the engagement of this wider range of partners who will interact with and
be impacted upon by Police and Crime Commissioners. There is a wide range of partners across the community landscape that the PCC will need
to establish effective, co-operative working relationships. These include the voluntary and community sector, community safety partnerships, and
local authorities, all of whose engagement is crucial to the successful roll-out and implementation of PCCs. Recognising PCC role as one of a
number of community leaders – need to work together to define and meet local priorities and concerns. PCCs will have to ensure that public
priorities are acted upon, victims are consulted and that the most vulnerable individuals are not overlooked.
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Commissioning role likely to involve voluntary and community sector and the public mandate will galvanise the sector to get even more involved in
helping address the causes of crime.
Research and Think-Tanks
As Part of the awareness raising of PCCs and ensuring that the election debate is well informed, Think Tanks contribute to research has a key role
to play to inform the elections, help influence manifestos and support PCCs in the future.
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