CANDIDATE BRIEFING
Mark Stokes
Chief Exec OPCCN
CORE FUNCTIONS
THE PCC ROLE
 Be the voice of the people for policing and criminal justice
 Set crime and policing objectives in a Police and Crime Plan
 Bring community safety partners together to align priorities
 Commission local support services for victims
 Secure an efficient and effective police service
 Set the policing budget and precept
 Hire (and if necessary fire) the Chief Constable, and hold
him/her to account for the service delivered
 Contribute to national/international policing capabilities set out
by the Home Secretary (counter-terrorism, cyber crime)
 Test, influence and lobby Government policy.
THE PCC OFFICE
Wymondham-based team led by statutory posts of Chief Executive
and Chief Finance Officer
Primary aim: support and advise the PCC in delivering his/her
manifesto and Police and Crime Plan objectives
 Strategy and resource planning
 Partnership working, commissioning and service delivery
 Engagement and information management
 Obtaining the views of the public
 Media relations
 Research, including strategic needs assessments
 Scrutiny, evaluation and performance
 Management and day-to-day running of the PCC office.
COMMISSIONING
 Devolved responsibility for Victims’ Commissioning from MOJ
and funding of £966k
 Legislative powers to make grants and/or commission goods or
services to deliver Police and Crime Plan objectives
 Total 2015/16 commissioning budget is approx. £2m
 Continuous process of assessing and addressing need.
Understand
Understand community needs to inform
strategic priorities
Plan
Our Approach
Plan, design and deliver services to
meet those needs and secure
value for money
Do
Commission in-house services
and outside providers - from the public,
private, voluntary and community
sectors
Review
Review and validate what we are doing
to deliver against our priorities
Current commissioning themes based on needs assessment:
 Victims and Witnesses
 Domestic Abuse and Sexual Violence
 Rehabilitation of Offenders
 Mental Health, Drugs and Alcohol
Since 2012, the PCC has commissioned a range of services across all
four commissioning themes
Size and length of funding agreements with providers vary,
dependent upon purpose of funding, nature of service/project
being commissioned and desired outcomes.
FINAN
FINANCE
Funding for policing comes from:
 Grants from the Home Office
 Annual Council Tax precept
For 2015/16 the operational policing budget for Norfolk is
£143.836m
40% of the budget is raised through Council Tax. The precept for a
Band D household in 2015/16 is £208.80 per annum (£4 a week).
MEDIUM-TERM FINANCIAL PLAN
2015/16
£m
2016/17
£m
2017/18
£m
2018/19
£m
2019/20
£m
(9.1)
(15.5)
(20.7)
(23.6)
(26.4)
7.0
12.1
16.1
17.0
17.1
Deficit after savings
(2.1)
(3.4)
(4.5)
(6.6)
(9.3)
Net Revenue Budget
146.8
144.0
141.8
140.7
139.8
Deficit before savings
Planned / forecast savings
 These figures are based on 25% real terms cuts in Government grant
over the life of this Parliament
 At 40% real terms, the unfinanced gap of £9.3m would double.
The cumulative deficit in 2019/20 of £9.3m equates to 186 officers
The Chief Constable has launched a wholesale review of what
policing in Norfolk could look like in 2020.
Norfolk 2020 will ask officers and staff, partners and the public to
consider how policing might be delivered in the future, taking into
account:
 Ongoing financial challenges
 A reduced workforce
 Technological developments
 Changing demands on policing.
COMMUNICATION & ENGAGEMENT
PCCs have a legal duty to obtain the views of the community
about crime and policing in their local area
 Community views, including those of victims, must be
considered in development of a Police and Crime Plan
 Community views, including those of business rates payers,
must be considered in the setting of the precept.
Stakeholders with
whom we consult and
engage include:
ACCOUNTABILITY & SCRUTINY
Holding the PCC to account
 The Norfolk Police and Crime Panel publicly scrutinises and
supports PCC progress against Police and Crime Plan
 Membership: representation from 7 local authorities,
co-opted members and independents
 Responsible Authority for handling all complaints against PCC
 Legislative powers include reviewing Police and Crime Plan, PCC
Annual Report and senior staff appointments. Also review and
potential veto of precept and Chief Constable appointment.
Holding the Chief Constable to account
 PCC publicly holds the Chief Constable to account for the policing
service delivered in Norfolk
 Public meetings held to receive updates on performance against
Police and Crime Plan objectives, as well as budget reports.
Financial scrutiny
 The Audit Committee is independent of both the PCC and
Constabulary
 Publicly considers internal and external audit reports, advising on
governance and risk management.
Inspection and oversight
 Her Majesty’s Inspectorate of Constabulary (HMIC) –
external inspectorate for policing performance
 Independent Police Complaints Commissions (IPCC) –
public police complaints oversight
TRANSPARENCY
Transparent decision making
• Decision-making and accountability framework with
publication of decision notices
Accessible Information
• Specified Information Order
• Freedom of Information
National Recognition
• CoPaCC transparency quality mark awarded to
OPCCN
What's Next……
 Consultation…
 Greater role for PCCs in complaints and discipline
 Police volunteer reforms
 Blue light collaboration
 Pre Election
 Open Session OPCCN & Police
 Candidate information - Website Portal & Transparency
 SPOC – Chief Executive
 Post Election
 PCC Full induction Pack
 Engagement Plan
QUESTIONS?