Strategic diagram

Police and Crime Commissioners

Following their election on 15 November 2012 Police and Crime Commissioners (PCC) will have the following responsibilities and powers:

  • appoint (and be able to dismiss) chief constables, although the chief constable will appoint all other officers within the force
  • set out a five-year police and crime plan (the plan), although it may be refreshed each year and may be fully reopened at the PCC's discretion.
  • determine local policing priorities, publish the plan, set a local precept and set the annual force budget (including contingency reserves) in consultation with chief constables. The plan will need to take account of national policing challenges, set out in a new 'Strategic Policing Requirement'. The plan must be published and remain a public document including any updates or amendments made during the five-year period
  • receive the policing grant from the Home Office, various grants from Department for Communities and Local Government and the local precept (as well as other funding streams yet to be determined)
  • commission policing services from the chief constable (or other providers - in consultation with the chief constable). These services shall be set out in the plan where their objectives and funding will be publicly disclosed
  • publish an annual report which will set out progress made by the PCC against the objectives set out in the plan
  • publish annual financial accounts, including showing how resources were consumed in respect of priorities and how value for money was secured
  • regularly consult and involve the public and have regard to the local authority priorities
  • require a report from chief constables at any time about the execution of their functions

To ensure police accountability for communities living, working and spending their leisure time in force areas, robust and sound governance structures for PCCs will be required. This will be a constant process requiring interaction between our democratically elected PCC, the public and police force.

To assist and support the achievement of results the OPCC will need to fulfil a range of functions which have been placed in the following four headings:


Considers two-way information flows in its widest sense - all information in (through whatever means) and all information out to communities.

The core function of obtaining views of public, victims, business community, community safety and CJS partners are included with this responsibility area. Such things as Communication, PR, media and marketing are all important. This area also covers primary and secondary research, consultation, environmental scanning and information gathering, processing, management, and presentation.

Strategy and Resource management

The Police and Crime Plan sets the strategic direction for the Force and potentially other stakeholders and includes those functions related to all resources available for delivery. This includes the expected use, planning and co-ordination of all available resources - financial, people, ICT, and physical assets. Functions within this area of responsibility include financial management and probity, risk management, treasury management, and strategy in relation to the PCC's own business plan.

Commissioning and service delivery

This area concerns itself with established and new methods of delivering the Police and Crime Plan including the commissioning of services, contracting, grant giving, and joint delivery with partners and communities such as participatory budgeting/community budgets. There are a number of support functions required to do this successfully such as project appraisal and evaluation, contract management and procurement. It is also concerned with relationships with the Chief Constable, partners and communities.

Scrutiny and Performance

A core function will be to oversee / scrutinise / challenge performance outcomes of the Force and others who have been commissioned to deliver policing and community safety against the Police and Crime Plan. It also includes the functions required to work with and respond the Police and Crime Panel and to provide the administration and support of ICVs. Functions in this area include internal and external audit, value for money, external inspections, quality assurance, and dealing with and monitoring complaints. It is also concerned with relationships with the Police and Crime Panel.

This could also include the continuous improvement agenda through the use of research, assessment and review, data mining, analysis etc which provides a reality check on how services are being delivered with a view to making recommendations for change / improvement.

Equality, diversity and human rights operates as the 'golden thread' throughout the framework.