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Appendices to the Policing Plan 2008-2011

Warwickshire Police Authority

Protecting our communities together

Availability of this Plan

Warwickshire Police Authority via: (: :: *: 01926 412322 [email protected] 3 Northgate Street, Warwick, CV34 4SP

Warwickshire Police via: (: :: *: 01926 415305 (Mark Richards, Business Planning Manager) [email protected] Police Headquarters, PO Box 4, Leek Wootton, Warwick, CV35 7QB

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Protecting our communities together

roviding the best possible protection for our communities is the reason we all come to work."

Keith Bristow (2007). Protecting our Communities Together. Internal Marketing and Communications Material.

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Contents

1. Policing in England and Wales

National Values for the Police Service Comprehensive Spending Review Public Service Agreements Service Transformation Agreement National Community Safety Plan Cutting Crime: A New Partnership Working Together to Cut Crime and Deliver Justice Violent Crime Strategy Safe. Sensible. Social. The Next Steps in the Alcohol Strategy The Review of Policing Police Efficiency and Productivity Strategy

7

7 9 10 11 12 14 15 16 18 19 20

3. Performance Measures and Targets 4. Best Value Performance Plan

User Satisfaction Confidence Fairness, Equality and Diversity Crime Level Offences Brought to Justice Sanction Detections Enforcement Traffic Quality of Life Frontline Policing Resource Use

33 38

38 38 39 40 41 41 42 42 43 43 44

2. Governance Statements

Warwickshire Police Authority Warwickshire Police

22

22 27

5. Financial Summary 2008-11

Revenue Budget Capital Programme Efficiency Plan

45

45 49 51

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Contents (Continued)

6. Crime and Disorder Reduction Partnerships

North Warwickshire Nuneaton and Bedworth Rugby Stratford Warwick

52

52 52 53 53 54

9. Our People

Personnel Numbers Staff Deployment Rank Profile Age Profile Ethnicity Profile Declared Disability Profile

72

72 72 73 74 75 79

7. Accessibility

By Telephone In Person By e-mail Police Station Opening Hours Police Station Accessibility Information Safer Neighbourhood Teams

55

55 55 55 56 60 60

10. Members of the Police Authority 11. National Actions for the Police Service

Strategic Policing Priority 1 Strategic Policing Priority 2 Strategic Policing Priority 3 Strategic Policing Priority 4 Strategic Policing Priority 5 Strategic Policing Priority 6

80 82

82 86 87 89 90 91

8. Confidence and Equality

Race Relations Amendment Act 2000 Disability Discrimination Act 2005 Equality Act 2006 Equality Impact Assessment

66

66 68 70 71

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Contents (Continued)

12. The Control Strategy

Accountability Death and Injury All Harms Loss Fear and Distress

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92 92 93 93 94

13. Glossary of Terms

95

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Appendix One:

Policing in England and Wales

National Values for the Police Service

Introduction

In publishing the common values for the police service in England and Wales, the Home Secretary has sought to articulate what the police service can expect from Central Government and what people can expect from the police service. We have outlined the Home Secretary's expectations below.

The Police Service's Mission

The police service will protect and reassure the public, prevent and reduce crime, maintain order and bring criminals to justice. In re-publishing this mission, the Home Secretary has recognised that the challenges the police service currently faces are great: "It falls to the police service to deliver neighbourhood policing that is accessible and responsive to local people's priorities, whilst at the same time meeting the threat from serious crime and terrorism. Both are important to the public."

Accountability

An accountability framework is crucial, if the police service, as a publicly funded service and enforcement agency is to address the challenges currently faced. There are several tiers of accountability, addressing, strategic, operational and local accountability. The Home Secretary has defined this framework as follows: · Central Government is accountable to Parliament for policing nationally. It will only intervene following the occurrence of a serious issue, where local steps to address it have failed · The Police Service is accountable to local communities to deliver the services that they want · Chief Officers are operationally accountable for ensuring the fairness and impartiality of law enforcement. · Police Authorities are responsible for ensuring forces possess the resources required, have initiated local priorities and a performance framework that meets local people's expectations and are held to account

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Appendix One:

Policing in England and Wales

Core Values

The Home Secretary expects every police officer and member of police staff to demonstrate a sense of service to the public. It is expected that the police service will be: fair and impartial, acting with integrity; free from corruption; respectful towards liberty and compassion; free from racism; equally accessible to all communities; and committed to individual protection and a common well-being. In adopting these values the Home Secretary wants a police service, which is: · Trusted and respected everywhere, which serves locally and protects nationally, in that the service acts with the consent of citizens and communities · Accountable and public facing in which neighbourhood policing is driven by public need and expectations · Collaborative, working in partnership with other forces and authorities and with other partners to identify and solve problems that come to the fore and to tackle the local and national issues faced

Continuous Improvement

The Home Secretary wants the police service to commit to delivering: · Visible, responsive and accountable local policing · Joint local problem-solving and the delivery of services through collaboration and partnerships · Local communities helping to shape services and citizens valuing their contact with the police · A service representative of, rooted in and trusted by the communities it serves · An efficient, flexible and productive service that delivers maximum value for taxpayers' investment · World class capacity to deal effectively with terrorism and serious crime · The right people doing the right job · A new focus on skills and leadership development · Greater rewards for effective performance in the workforce · The latest technology in place to help deliver for the public

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Appendix One:

Policing in England and Wales

Comprehensive Spending Review (CSR)

This report set out the Government plans to realise the following four goals: 1. Sustainable growth and prosperity, in order to improve people's standard of living 2. Fairness and equality for all, so that everyone can make the most of their talents and share in rising national prosperity 3. Stronger communities and a better quality of life, enabling people to lead healthy safe and fulfilling lives 4. A more secure, fair and environmentally sustainable world, with the United Kingdom playing a leading global role As part of its spending commitments the Government is seeking to drive better value for money from its expenditure by: · Delivering at least 3% net, cash-releasing value for money savings per year · Reducing administration budgets by 5% a year in real terms across departments Whilst recognising that the police service can contribute to the delivery of all four of the above goals, its focus will be on supporting the delivery of `stronger communities and a better quality of life, enabling people to lead healthy safe and fulfilling lives', and specifically: · Building strong and cohesive communities, by investing in the shared public institutions and facilities that support thriving social networks, with a revitalised role for local authorities and the third sector to reshape services around the communities that use them · Building safe and secure neighbourhoods by continuing to invest in the police and the security services to lead the fight against crime and terrorism, and working with local communities to tackle the root causes of these threats

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Appendix One:

Policing in England and Wales

Public Service Agreements (PSAs)

The delivery of the four goals contained within the Comprehensive Spending Review (and listed on the previous page) are underpinned by thirty Public Service Agreements, which articulate the Government's highest priority outcomes and set out a shared vision spanning departmental boundaries. Each PSA is underpinned by a single `Delivery Agreement', which is shared across all of the contributing departments and delivered in consultation with delivery partners and frontline workers. Robust accountability is achieved through one Secretary of State taking lead responsibility for their delivery. As a police service we will support the Home Office deliver its PSAs: · To make communities safer · To reduce the risk to the UK and its interests overseas from international terrorism · To reduce the harm caused by alcohol and drugs · To ensure controlled, fair migration that protects the public and contributes to economic growth We will also have a major role to play in supporting the Ministry of Justice deliver its PSA to provide a more effective, transparent and responsive criminal justice system for victims and the public. Whilst our primary focus surrounds the delivery of those PSAs which relate to our core business of delivering efficient, effective and economical policing services, we recognise our wider social responsibilities. Therefore during the development of this Plan we have reviewed each PSA to identify where, if applicable and appropriate, we can contribute to the delivery of the Government's broader goals. Whilst recognising our broader social responsibilities and the part we can play in supporting others to deliver their objectives we will not be distracted from our core business, which is to protect and reassure the public, prevent and reduce crime, maintain order and bring criminals to justice.

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Appendix One:

Policing in England and Wales

Service Transformation Agreement

Published as part of the Comprehensive Spending Review, this Agreement plans to change the way public services respond to local people and businesses, ensuring they better reflect their specific needs rather than the organisations. Representing a step change in service delivery it will result in services being: delivered in ways and at times that people expect them; right first time so they do not have to initiate repeat contact(s); and `joined up' on behalf of the person using them. In reducing the number of unnecessary and avoidable contacts people make, public service organisations will have to look critically and fundamentally at: · The way services are designed and delivered · The relationship between the various public, private, or voluntary organisations that have a role to play We are responding to these challenges by modernising policing in Warwickshire and we are committed to delivering the very best possible policing services for our communities, a police service that they would want to choose. In developing such a service we will explore the right collaborative opportunities within the police service and the right partnerships with other organisations. We will seek to innovate to help us develop and deliver acceptable, affordable and sustainable services that we believe will meet the challenges facing policing in the future.

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Appendix One:

Policing in England and Wales

National Community Safety Plan 2008-11

In December 2007 the Home Office published its latest national Community Safety Plan. This plan continues to drive partnership working and re-emphasises the need for agencies to ensure that local people are empowered, engaged and involved in local problem solving. We have ensured that the national priorities for the police service and the supporting key actions have influenced our thinking in developing this plan.

National Priorities for the Police Service

In publishing the National Community Safety Plan, the Home Secretary has set the following national priorities for the police service: 1. Reduce crime in line with the national PSAs (23 and 25) including focussing on more serious violence (particularly involving the use of firearms and other weapons), serious acquisitive crime (particularly prolific and other priority offenders and drug misusing offenders); alcohol related crime and disorder and anti-social behaviour 2. Increase public confidence in and satisfaction with the police through an emphasis on the quality of service provided to the public 3. In line with PSA 24, work in partnership to deliver a more effective, transparent and responsive Criminal Justice System for victims and the public 4. Work jointly to ensure that adequate capability and capacity exists across England and Wales to deliver effective policing to tackle serious and organised crime and to provide other protective services 5. In respect of counter terrorism and violent extremism in line with CONTEST and the counter-terrorism PSA, work with and through local communities as appropriate to disrupt terrorists and their operations; protect key sites and people going about their daily lives; deter those who facilitate terrorism; stop people from becoming or supporting terrorists or violent extremists; and be prepared to respond to a terrorist attack and its consequences

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Appendix One:

Policing in England and Wales

6. The tougher financial settlement for the CSR period requires both Police Authorities and Forces to make

the best use of resources, with a continuing commitment to achieve significant cashable improvements in efficiency and productivity. The Police Service should see resource management as a core responsibility of delivering sustainable improvement These priorities, along with various other locally and nationally driven issues have informed our thinking as we developed this Plan and they will directly underpin the delivery of our vision. We recognise the importance of delivering accessible and responsive neighbourhood policing, whilst also addressing the threats posed by serious crime and terrorism and our success in delivering these services will be monitored using the Home Office's new performance framework: Assessment of Policing and Community Safety. We are therefore committed to playing our part in tackling cross-border, regional and national issues.

National Actions

In developing this Plan we have considered all of the national actions for the police service covering 2008/09. We will look to embed those actions that are relevant to Warwickshire within our directorate-specific `Protection Plans', which we are currently developing. In addressing these actions we will look to introduce challenging and innovative solutions which will best enable us to deliver our vision for policing in Warwickshire. We are committed to delivering an affordable, acceptable, and sustainable policing service, therefore we will implement a staged programme of activity over the coming three years, which will enable us to focus our resources on those actions which really matter to our communities. The national actions for the police service can be found in Appendix Nine at the rear of this Plan.

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Appendix One:

Policing in England and Wales

Cutting Crime: A New Partnership

In publishing the Government's crime strategy for the next three years, the Home Secretary identified the need to protect communities from harm, stating that every effort will be taken to achieve this. This strategy has been influenced by the following challenges: · Organised crime across international borders, e-crime and the threat from international terrorism continues to grow · The use of drugs and alcohol continues to be among the biggest causes of crime and puts some people at greater risk of offending and of being a victim · Anti-social behaviour continues to be a major priority, particularly in the most deprived communities · Doing more to reduce re-offending and to ensure that crime is detected and punished appropriately In delivering this strategy the Government want to see new relationships being developed between citizen, local agencies and central government in which: · Services will be subjected to less direct central control resulting in professionals having greater flexibility in how they work · Local people being empowered to help shape local priorities and to contribute to the development and delivery of solutions · Stronger partnerships are built with the voluntary sector and business and industry This strategy has identified a number of areas which represent the focus of attention for the next three years. We have taken these into account during the development of this Plan and reflected those issues most relevant to our communities. However to achieve this we will need to work in partnership with local communities, and those public, private and voluntary sector organisations that may have a role to play in making it happen. Our Local Area Agreement will be crucial in ensuring that everyone who can contribute to maximising community safety plays their part.

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Appendix One:

Policing in England and Wales

Working Together to Cut Crime and Deliver Justice

In publishing its vision for the Criminal Justice System, the three ministers responsible (Home Secretary, Lord Chancellor and Secretary of State for Justice and the Attorney General) describe a system which: · Is more effective in bringing offences to justice, especially serious offences · Engages the public and inspires confidence · Puts the needs of victims at its heart · Has simple and efficient processes This Plan also defines how criminal justice agencies will work together to improve their efficiency and effectiveness in bringing offences to justice. It also sets our how the criminal justice system will support the Government's wider drive to make communities safer through reducing crime and re-offending. It also recognises that whilst progress has been made in addressing volume crime there is more to do to: · Tackle some of the more serious offending such as sexual and violent crime and to support the victims of these offences · Intervene earlier and more effectively with young people who are at risk: both victims and offenders · Tackle problems such as mental health, substance misuse and social exclusion which can underlie criminality We are committed to protecting our communities from harm and in partnership with others we will, wherever possible, work to prevent the harm caused by those who commit crime in our communities. Where we cannot prevent it, we will work hard to minimise its impact. Focusing on those offences which cause the most harm, we will provide the best policing response we can, in investigating offences, gathering intelligence and securing convictions. Whilst we are committed to securing convictions against those people that commit crime, we will also work to disrupt the ability of the most serious criminals and crime groups who operate in the county.

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Appendix One:

Policing in England and Wales

Saving Lives. Reducing Harm. Protecting the Public.

This plan recognises that serious violence is rare, but when it does occur it causes significant harm in terms of physical injury, psychological trauma and fear to the wider society. The Government's PSA's recognise the need to tackle serious violence as it looks to save lives, reduce harm and protect the public. Delivering this vision - to save lives, reduce harm and protect the pubic- will be underpinned by the following objectives: · To reduce gun crime and gang-related violence · To crack down on knife crime, in particular involving young people · To drive forward work on sexual violence, with a particular focus on improving the investigation and prosecution of rape and protecting children from sex offenders · To roll out the good practice we have developed in tackling domestic violence · To reduce street prostitution, human trafficking and all forms of sexual exploitation · To ensure that local agencies work together to identify those individuals in their communities who are at risk of involvement in serious violence, either as perpetrators or victims, and are in a position to respond appropriately and robustly to prevent offending and re-offending · To ensure that victims of violence have access to better care and support In setting out a range of actions that will look to drive forward reductions in these priority crime types this plan focuses on two cross-cutting themes: · To ensure that agencies are able to work together to: - Manage known violent offenders as well as those at risk of involvement in serious violence as either a perpetrator or victim - Prevent the occurrence of serious violence or an escalation of its seriousness

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Appendix One:

Policing in England and Wales

·

To provide care and support for victims of serious violence to: - Reduce the impact and subsequent harm caused by these offences - Reduce future risk and vulnerability - Work with victims to secure convictions

We take the protection of our communities from harm very seriously - our new police service has been specifically built around this and we have defined the range of harms - death, injury, loss and distress - that will shape the way we police the county. Warwickshire currently does not have major gun, gang-related or knife related crime problems. Whilst this does not mean that incidence of such violence do not occur in Warwickshire, their prevalence is low and we will not be complacent in addressing these issues. We have recognised the need to address that serious violence which occurs between people who have or have had some form of relationship and we continue to learn the lessons from our experience. In response to this type of offending we have put in place a robust `Protecting Vulnerable People' structure within our Protective Services Directorate, ensuring that following the reporting of such offences we can initiate an appropriate, risk-based response which will protect vulnerable victims from further harm. Serious violence is addressed as part of our daily tasking process, thereby ensuring that resources are prioritised on protecting from harm the most vulnerable communities and vulnerable people. We believe that by designing and implementing a new police service, focussed on addressing a risk-based approach to harm reduction we continually seek to maximise the protection we give to our communities. We have also recognised that we need to tackle the issue of serious violent crime differently. We have appointed a Serious Violent Crime Manager to lead the partnership response to violence.

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Appendix One:

Policing in England and Wales

Safe. Sensible. Social. The Next Steps in the Alcohol Strategy

In publishing this strategy the Government stated that it did not want drunken violence, vandalism and packed accident and emergency departments to be the hallmark of a Saturday night out in Britain. In challenging the idea that drunken anti-social behaviour is acceptable or normal, this strategy spells out the health risks of harmful drinking and looks to ensure: · That licensing legislation intended to protect young people and deal with irresponsibly managed premises is being used effectively · That efforts are focused on dealing with the minority of drinkers who cause or experience harm to themselves, their communities and their families · That an environment is shaped in which sensible drinking is promoted through better information and communication and drawing on the commitment and professionalism of those working to reduce the harm alcohol causes Underpinned by a range of actions, realising this strategy will deliver the Government's long-term goal of minimising the health harms, violence and anti-social behaviour associated with alcohol, while ensuring that people are able to enjoy alcohol safely and responsibly. We recognise the role that alcohol and other substance use has on the levels of criminality and anti-social behaviour within our communities. Whilst we recognise the benefits a strong night-time economy can bring we will not tolerate the actions and behaviours of a small minority of people who continually commit crime and antisocial behaviour whilst intoxicated. We are committed to working with our partners to reduce the impact that alcohol and other substance abuse can have on people's lives. Whilst our primary focus will be on reducing the incidence of violence, associated criminality and anti-social behaviour, we will work with others to tackle those issues which cause the most concern wherever they occur.

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Appendix One:

Policing in England and Wales

The Review of Policing

Sir Ronnie Flanagan, Her Majesty's Chief Inspector of Constabulary has been commissioned to undertake an independent review of policing, examining four specific areas: reducing bureaucracy, mainstreaming neighbourhood policing, making the most effective use of resources and enhancing local accountability. At the outset of this review it was identified that local people are seeking reassurance that their communities are being protected from the wider threats associated with a world which is perceived as becoming a more dangerous place. The challenges the police service face include: · The emergence of a new and more potent terrorist threat, which will continue to test the skills and the fortitude of the police service · Ever increasingly complex investigations, the threats posed by organised crime and the delivery of the full range of specialist policing activity that has been called `protective services' · Diminishing tolerance of anti-social behaviour in conjunction with ever growing locally driven needs and expectations In addressing these and many more issues Sir Ronnie Flanagan believes that answers will only be found through truly effective partnership working with our communities and understanding the challenges presented by the `Global Neighbourhood'. In addressing these challenges we will prioritise our resources accordingly. We have made and will continue to make difficult decisions relating to the way we deliver policing services. We are confident that by focusing our resources and effort on tackling those issues which cause communities the most harm, wherever they occur, all of our communities will reap the resultant benefit.

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Appendix One:

Policing in England and Wales

Efficiency and Productivity Strategy for the Police Service

This strategy sets out a framework against which the police service will improve its efficiency and productivity. Defined as being any change which enables more or better outputs to be delivered for every £1 spent, efficiency and productivity gains must substantially release people, equipment, technology and money and: · Boost outputs or outcomes where the gain is made · Be redeployed elsewhere · Help balance the budget To deliver this strategy the police service needs to ensure that: · Improving efficiency and productivity is seen as a core responsibility of all its people · Good practice is fostered, driven forward and shared across the service · Efficiency and productivity improvements can be explained nationally and locally · Its successes in delivering efficiency and productivity gains are recognised for example through the Audit Commission's `Police use of Resources' assessment · Support and assistance is given to forces and authorities where it appears that insufficient progress is being made or where it is unclear that they will achieve their targets In recognising that the financial climate for the three-year period 2008 to 2011 will be challenging, the strategy emphasises the need for identifying and realising efficiency and productivity improvements to be central to the police services mission. Success has therefore been defined as forces and authorities: · Achieving cashable efficiency and productivity gains worth at least 9.3% (based on gross revenue expenditure) over three years · Remaining financially viable and delivering the best possible service within the resources available · Have cultures in place which place sustainable resource management as a core responsibility

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Appendix One:

Policing in England and Wales

We take our responsibilities to deliver an efficient and effective harm reduction focussed policing service seriously. We recognise both the timeliness and the importance of this strategy and are actively seeking to embed efficiency, effectiveness and productivity into our daily activities. As we move forward we are challenging senior managers to develop a vision of service in the future that will enable us to maximise the protection delivered to our communities, enhance service range and quality and generate cash savings that can be reinvested into other areas of the business. We have also established an Efficiency and Productivity Management Group, which is responsible for mainstreaming the identification and delivery of efficiency and productivity gains across the force. This strategy has set us a very challenging target. However we believe that as a result of our 150 Forward programme the force embraces the need to challenge existing structures, working practices and procedures in its drive to protect communities from harm.

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Appendix Two:

Governance Statements

Warwickshire Police Authority: Code of Corporate Governance

Introduction

1.1 Governance is about how police authorities ensure that they are doing the right things, in the right way, for the right people, in a timely, inclusive, open and accountable manner. It comprises the systems, processes, culture and values by which organisations are directed and controlled, and through which they account to, engage with and, where appropriate, lead their communities. This Code of Corporate Governance describes how Warwickshire Police Authority discharges its responsibilities in this respect, and particularly its two overarching statutory responsibilities: · To secure an efficient and effective local police service · To hold to account the Chief Constable of Warwickshire Police Force for the exercise of his functions and those of persons under his direction and control · The Chief Constable has a statutory responsibility for the control, direction and delivery of operational policing services The CIPFA/SOLACE Framework Delivering Good Governance in Local Government sets out six core principles on which effective governance should be built: · Focusing on the purpose of the authority and on outcomes for the community and creating and implementing a vision for the local area · Members and officers working together to achieve a common purpose with clearly defined functions and roles · Promoting values for the authority and demonstrating the values of good governance through upholding high standards of conduct and behaviour · Taking informed and transparent decisions which are subject to effective scrutiny and managing risk · Developing the capacity and capability of members and officers to be effective

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1.2

1.3

Appendix Two:

Governance Statements

1.4 Engaging with local people and other stakeholders to ensure robust public accountability To achieve this a framework has been formulated locally which ensures that these principles are fully integrated in the conduct of the authority's business as well as establishing a means of demonstrating compliance. The authority can also demonstrate that the systems and processes in place are: · Monitored for their effectiveness in practice · Subject to annual review to ensure they remain up to date

·

1.5

The Code of Corporate Governance

2.1 Accordingly, the authority has developed a Code of Corporate Governance which incorporates the core good governance principles, develops these in a local context, and sets out the arrangements for reviewing their effectiveness. 2.2 The way in which each of the core principles of good governance is put into practice by the authority is set out below: 2.2.1. The authority aims to focus on the purpose of the authority and on outcomes for the community to create and implement a vision for the local area. To achieve this the authority will: · Ensure that partnerships are underpinned by a common vision of their work that is understood and agreed by all parties · Decide how the quality of service for users is to be measured and make sure that the information needed to review service quality effectively and regularly is available · Ensure that the vision and priorities are developed through robust mechanisms underpinned by informed consultation, are a basis for corporate and service planning, and link to local area or performance agreements · Communicate the authority's activities and achievements, financial position and performance

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Appendix Two:

Governance Statements

2.2.2. The authority aims to ensure members and officers working together to achieve a common purpose with clearly defined functions and roles. To achieve this the authority will: · Set out a clear statement of the respective roles and responsibilities of the authority and its members individually and the authority's approach towards putting this into practice · Determine a scheme of delegation and reserve powers within the constitution, including a formal schedule of those matters specifically reserved for collective decision of the authority taking account of relevant legislation and ensure that it is monitored and updated when required · Maintain protocols to ensure effective communication between officers and members · Ensure clarity of the legal status of partnerships and the roles and responsibilities of members and officers both collectively and individually in relation to the partnership and the authority 2.2.3. The authority aims to promote the values of the authority and demonstrate the values of good governance through upholding high standards of conduct and behaviour. To achieve this the authority will: · Ensure that the authority's leadership sets a tone for the organisation by creating a climate of openness, support and respect · Put in place arrangements to ensure that systems and processes are designed in conformity with appropriate ethical standards, and monitor their continuing effectiveness in practice · Ensure that standards of behaviour and personal conduct are defined and communicated through codes of conduct and protocols, and are monitored by an effective standards committee · Ensure that equalities issues are incorporated into planning, consultation and service delivery processes

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Appendix Two:

Governance Statements

2.2.4. The authority aims to take informed and transparent decisions which are subject to effective scrutiny and risk management arrangements. To achieve this the authority will: · Develop and maintain effective arrangements to challenge and scrutinise force performance and compliance with other requirements · Ensure that effective, transparent and accessible arrangements are in place for dealing with complaints · Maintain open and effective mechanisms for documenting evidence for decisions and recording the criteria, rationale and considerations on which decisions are based · Maintain an effective audit committee · Ensure that risk management is embedded into the culture of the organisation 2.2.5. The authority aims to develop the capacity and capability of members and officers to be effective in their roles. To achieve this the authority will: · Assess the skills required by members and officers and make a commitment to develop those skills to enable roles to be carried out effectively · Ensure that statutory officers have the resources and support necessary to perform effectively in their roles · Maintain effective arrangements for reviewing performance of the organisation as a whole and of individual members and officers · Ensure that effective arrangements designed to encourage individuals from all sections of the community to engage with, contribute to and participate in the work of the authority

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Appendix Two:

Governance Statements

2.2.6. The authority aims to engage with local people and other stakeholders to ensure robust public accountability. To achieve this the authority will: · Make clear to themselves, all staff, the community and stakeholders, what they are accountable for and to whom · Ensure arrangements are in place to enable the authority to engage with all sections of the community effectively. These arrangements should recognise that different sections of the community have different priorities and establish explicit processes for dealing with these competing demands · Publish annual plans and achievement reports in a timely fashion · Ensure the authority is open and accessible to the community and to service users

Arrangements for Review of Governance

3.1 The authority has put in place the following arrangements to review the effectiveness of the Code of Corporate Governance: · Each year, the Police Authority will review governance arrangements to ensure compliance with this Code and will consider whether changes to the Code need to be made to reflect best practice and changing circumstances. The review will provide assurance that governance arrangements are adequate and operating effectively and will identify actions required to improve effective governance · The Police Authority will report annually on the outcome. In this task, the Authority will be assisted by reports and advice from the Standards Committee, Monitoring Officer, Treasurer, legal advisors, internal audit, the police force, officers of the Authority, external audit and HMIC · An annual governance statement will be prepared as an outcome of the review · An action plan with timed actions and clear monitoring and reporting requirements will be produced in relation to any areas of governance requiring further development. The action plan will be reviewed on a regular basis

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Appendix Two:

Governance Statements

Warwickshire Police: Code of Corporate Governance

Introduction

1.1. Governance is about how the police ensure that they are doing the right thing, in the right way, for the right people, in a timely, inclusive, open and accountable manner. It comprises the systems, processes, culture and values by which the organisation is directed and controlled and through which it accounts to, engages with and protects our communities from harm. 1.2. This Code of Corporate Governance describes how Warwickshire Police discharges these responsibilities and particularly the statutory responsibility of the Chief Constable: · The control, direction and delivery of operational policing services. 1.3. The CIPFA/SOLACE Framework, Delivering Good Governance in Local Government sets out six core principles on which effective governance should be built: · Focusing on the purpose of the force and on outcomes for the community and creating and implementing a vision for the local area · Working together to achieve a common purpose with clearly defined functions and roles · Promoting values for the force and demonstrating the values of good governance through upholding high standards of conduct and behaviour · Taking informed and transparent decisions which are subject to effective scrutiny and managing risk · Developing the capacity and capability of officers and staff to be effective · Engaging with local people and other stakeholders to ensure robust public accountability 1.4. To achieve this, a framework has been formulated locally which ensures that these principles are integrated in the conduct of the force's business.

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Appendix Two:

Governance Statements

1.5. The force can also demonstrate that the systems and processes in place are: · Monitored for their effectiveness in practice · Subject to scheduled review to ensure they remain up to date

The Code of Corporate Governance

2.1. The force has developed a Code of Corporate Governance, which incorporates the core good governance principles, develops these in a local context, and sets out the arrangements for reviewing their effectiveness. 2.2. The way in which each of the core principles is put into practice by the force is set out below: 2.2.1. The force aims to focus on its purpose and outcomes to create and implement a vision for the local area. To achieve this, the force will: · Assess the risks and focus on harm reduction, in line with the Force vision of "Protecting our communities together" · Ensure that it constantly seeks to identify opportunities to be more effective and efficient through ways of working that best achieve our desired outcomes. This could include partnership and collaboration. · Ensure that partnerships are underpinned by a common vision of their work that is understood and agreed by all parties · Decide how the quality of service for users is to be measured and make sure that the information needed to review service quality effectively and regularly is available · Ensure that the vision and priorities are developed through robust mechanisms underpinned by informed consultation, are a basis for corporate and service planning and link to local area or performance agreements · Communicate the force's activities and achievements, financial position and performance.

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Appendix Two:

Governance Statements

2.2.2. The force aims to ensure officers, staff and volunteers work together to achieve a common purpose with clearly defined functions and roles. To achieve this, the force will: · Set out a clear statement of the respective roles and responsibilities of the force and the Chief Officers individually and the force's approach towards putting this into practice · Outline the decision making process, bodies and their responsibilities · Ensure effective communication between officers, staff, volunteers and Warwickshire Police Authority · Ensure clarity of the legal status of partnerships and the roles and responsibilities of participants · Define the individual and collective roles and responsibilities of those involved in force meetings. 2.2.3. The force aims to promote the values of the force and demonstrate the values of good governance through upholding high standards of conduct and behaviour. To achieve this, the force will: · Ensure that the force's leadership sets a tone for the organisation by creating a climate of openness, support and respect · Put in place arrangements to ensure that systems and processes are designed and maintained in conformity with appropriate ethical and legal standards · Treat everyone fairly, with respect and dignity, maximising diversity and promoting equality of opportunity · Ensure that standards of behaviour and personal conduct are defined, communicated and monitored by an appropriate force-level meeting · Consistently challenge unacceptable behaviour and standards within a supportive environment · Ensure that equalities issues are incorporated into planning, consultation and service delivery processes · Ensure all officers, staff and volunteers take personal responsibility and ownership for delivering a quality service

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Appendix Two:

Governance Statements

2.2.4. The force aims to take informed and transparent decisions that are subject to effective scrutiny and risk management arrangements. To achieve this, the force will: § Develop and maintain effective arrangements to challenge and scrutinise its performance and compliance with other requirements § Ensure that effective, transparent and accessible arrangements are in place for resolving complaints and grievances § Maintain open and effective mechanisms for documenting evidence for decision making § Empower its people to make courageous decisions and learn from experience § Maintain a risk-based internal audit and inspection programme and co-ordinate external audit activity § Embed risk management into the culture of the organisation § Embed equality impact assessment into the culture of the organisation 2.2.5. The force aims to develop the capacity and capability of its people to be effective in their roles. To achieve this, the force will: · Assess the skills required by officers, staff and volunteers and make a commitment to develop those skills to enable roles to be carried out more effectively in order to maximise the level of protection provided to the community · Ensure that all officers, staff and volunteers have the resources and support necessary to perform effectively in their roles · Maintain effective arrangements for reviewing performance of the organisation as a whole and of individual members of staff and officers · Recognise and reward good performance through the personal development review process

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Appendix Two:

Governance Statements

2.2.6. The force aims to engage with local people and other stakeholders to ensure robust accountability To achieve this, the force will: · Make clear to themselves, all staff, the community and stakeholders, what they are accountable for and to whom · Ensure arrangements are in place to enable the force to engage with all sections of the community effectively. These arrangements must be capable of providing a service that is responsive to the needs and expectations of a diverse community, securing public trust and confidence in policing · Put in place arrangements designed to encourage individuals from all sections of the community to engage with, contribute to and participate in the work of the force · Publish annual plans and financial reports in a timely fashion · Ensure that information about accessing our services reaches the whole community and is kept up to date

Arrangements for Review of Governance

3.1. The force has put in place the following arrangements to review the effectiveness of the Code of Corporate Governance: · Each year, the force will review governance arrangements to ensure compliance with this Code and will consider whether changes to the Code need to be made to reflect best practice and changing circumstances. The review will provide assurance that governance arrangements are adequate and operating effectively and will identify actions required to improve effective governance · The force will report annually on the outcome. In this task, the force will be assisted by reports and advice from the Police Authority, legal advisors, internal audit, external audit and HMIC and their staff. · An annual governance statement will be prepared as an outcome of the review

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Appendix Two:

Governance Statements

· An action plan with timed actions and clear monitoring and reporting requirements will be produced in relation to any areas of governance requiring further development. The action plan will be reviewed on a regular basis

NB: This code of corporate governance is awaiting endorsement from Warwickshire Police Authority.

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Appendix Three:

Performance Measures and Targets

Assessment of Policing and Community Safety (APACS)

Background to APACS

Working with its partners, the Home Office has developed a new performance framework which will: · Simplify national and local performance arrangements · Align the performance management of crime, drugs and policing by combining existing performance assessment arrangements · Join up with the wider performance management frameworks of community safety partners · Broaden the scope of performance management to take account of important community safety work which has not previously been included The resultant performance framework is intended to monitor and assess the crime and community safety work of the police service and its partners across England and Wales.

The role of APACS

In replacing a number of crime and community safety related frameworks APACS will provide a balanced assessment of crime and community safety issues, which focuses on the most serious crimes and most serious criminals. It will also simplify the assessment for monitoring community safety performance, harmonise related frameworks and contain shared indicators and targets.

Its relationship with other frameworks

In covering key services delivered by the police working on their own or in partnership, APACS will complement the performance management arrangements being developed by partner agencies. The relationship between APACS and other performance frameworks is illustrated over the page. The resultant assessments and monitoring arrangements will inform local people as to our performance and enable us, in conjunction with our partners to improve performance against national and local priorities.

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Appendix Three:

Performance Measures and Targets

Performance Management: The overall landscape

National Suite

wider Home Office an LAA suite

PSA e.g. SOCA e.g. transport

APACS

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Appendix Three:

Performance Measures and Targets

The structure of APACS

APACS consists of five domains: confidence and satisfaction, promoting safety, tackling crime, serious crime and protection and organisational management. Each domain is based on a common set of performance indicators and professional judgements, supported by diagnostic indicators plus any measures selected locally to reflect local priorities for improvement.

Promoting Safety

This domain will focus on: · Anti-social behaviour · Anti-social use of alcohol · Street drug use · Arson/deliberate fires · Low-level offending · Road safety

Tackling Crime

This domain will focus on: · Serious acquisitive crime · Assaults with injury · Domestic violence · Crime investigation (including hate crime) · Re-offending by adults and young people · Drug related-re-offending · Re-offending by priority and other prolific offenders · Bringing offences to justice

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Appendix Three:

Performance Measures and Targets

Serious Crime and Protection

This domain will focus on: · International terrorism · Domestic extremism · Serious violent crime, including domestic homicide · Gun crime and knife crime · Bringing violent and sex offenders to justice · Support to rape victims · Organised crime (including removing the benefits of crime) · Taking criminals off our roads · Civil emergencies

Confidence and Satisfaction

This domain will focus on: · How people feel about their area on issues like community safety, anti-social behaviour plus wider effectiveness and fairness · Direct experience of victims and witnesses of crime · Comparative levels of satisfaction with services received

Organisational Management

Discussions remain on-going as to the areas this domain will focus on.

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Appendix Three:

Performance Measures and Targets

Performance Management: APACS Working Arrangements The diagram below seeks to illustrate how APACS will be used to drive further improvements in performance. Start

Scrutiny good practice and lessons learned POLICY priorities, objectives and plans Standards and Targets desired levels of performance

Communicate practitioners, public and opinion formers

APACS Monitor/Assess actual to desired performance

Measures of priorities objectives and plans

Cascading HO interest into national suite and LAAs

Response freedoms and flexibilities; support

Results actual levels of performance

Verification audit and inspection

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Appendix Four:

Best Value Performance Plan

2006/07 Out-turn 2007/08 Target Out-turn

User satisfaction

SPI 1 SPI 1a SPI 1b SPI 1c SPI 1d SPI 1e Satisfaction of victims of domestic burglary, violent crime, vehicle crime and road traffic collisions with respect to: Making contact with the police Action taken by the police Being kept informed of progress Their treatment by staff The overall service provided Using the British Crime Survey, the percentage of people who think their local police do a good job 90.7% 77.3% 53.7% 87.7% 72.5% 92.7% 79.6% 65.1% 93.3% 83.3%

1

89.9% 79.3% 62.9% 92.3% 81.6%

Confidence

SPI 2a 49.1% 51%2 48.6%2

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Appendix Four:

Best Value Performance Plan

2006/07 Out-turn 2007/08 Target Out-turn

Fairness, equality and diversity

SPI 3a SPI 3b SPI 3c SPI 3d SPI 3e SPI 3g Satisfaction of victims of racist incidents with respect to the overall service provided Comparison of satisfaction for white users and users from minority ethnic groups with respect to the overall service provided Percentage of PACE searches which lead to arrest by ethnicity of the person searched Comparison of sanction detection rates for violence against the person offences by ethnicity of the victim Proportion of police recruits from minority ethnic groups compared to the proportion of people from minority ethnic groups in the economically active population Percentage of female police officers compared to overall force strength 61.2% 1:0.933 8.4%5 5.9%6 1:0.897 4.3% 23.5% N/A N/A N/A N/A 86.2% 1:0.984 9.7%5 9.8%6 1:0.918 0% 24.1%

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Appendix Four:

Best Value Performance Plan

2006/07 Out-turn 2007/08 Target Out-turn

Crime level

SPI 4 SPI 4a SPI 4b SPI 5b SPI 5e SPI 5f PSA 1 Local Local Local Local Using the British Crime Survey: The risk of personal crime The risk of household crime Violent crime per 1,000 population Life-threatening crime and gun crime per 1,000 population Acquisitive crime per 1,000 population All Recorded offences Domestic burglary per 1,000 households Vehicle crime per 1,000 population Reduce business crime Identify and charge the 10 most prolific drug suppliers for heroin, crack and cocaine 6.1% 16.3% 3.97 0.433 21.62 45,255 12.59 14.65 -3.7% N/A N/A N/A N/A N/A N/A N/A -10% -8%

10

5.7%9 17.2%9 7.57 0.43 18.5 39,959 10.71 10.04

10

10

10

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Appendix Four:

Best Value Performance Plan

2006/07 Out-turn 2007/08 Target Out-turn 28.8%11 11,66911

Offences brought to justice

SPI 6b PSA 3 Percentage of offences brought to justice Number of notifiable offences resulting in conviction, caution or TIC at court Percentage of notifiable offences resulting in a sanction detection Percentage detected of domestic burglary Percentage detected of violent crime Percentage detected of vehicle crime Percentage detected of criminal damage Number of sanctioned detections for offences of supply offences for heroin and cocaine Number of formal street warnings for cannabis 27.7% 12,024 36% 11000

Sanction detections

SPI 7a Local Local Local Local Local Local 26.36% 14.98% 51.46% 13.37% 13.11% 39 650 25% 18% 50% 13% 15% N/A N/A 25.7% 13.9% 47.7% 10.6% 14.7% N/A N/A

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Appendix Four:

Best Value Performance Plan

2006/07 Out-turn 2007/08 Target Out-turn

Enforcement

SPI 8a SPI 8c Percentage of domestic violence incidents where an arrest was made related to the incident Value of cash forfeiture orders and confiscation orders per 1,000 population Number of people killed or seriously injured in road traffic collisions Number of people killed or seriously injured in road traffic collisions per 100 million vehicle km travelled Reduce the number of all killed/seriously injured casualties by 40% by 2010 Reduce the number of children killed/seriously injured casualties by 50% by 2010 Reduce the number of persons slightly injured by 50% by 2010 22.8% 1,728 25% N/A 28.6% 1,346

Traffic

SPI 9a(i) SPI 9a(ii) Local Local Local 400 4.6 400 21 2054 -28% -35% -7% -28% -44%12 3.912 -44%12 -68%12 -18%12

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Appendix Four:

Best Value Performance Plan

2006/07 Out-turn 2007/08 Target Out-turn

Quality of life

SPI 10 SPI 10a(i) SPI 10a(ii) SPI 10b SPI 10c SPI 11a SPI 12a SPI 13a SPI 13b Using the British Crime Survey: Fear of crime:- burglary Fear of crime:- car crime Perceptions of anti-social behaviour Perceptions of local drug use/drug dealing Percentage of police officer time spent on frontline policing Delivery of cashable and non-cashable efficiency targets Percentage of working hours lost due to sickness for police officers Percentage of working hours lost due to sickness for police staff 9.3% 10.2% 12.5% 11.5% 18.3% 63.9% £2,592k 10.4%13 11.1%13 13.7%13 13.4%13 20.9%13 N/A14 £7,872k15 4.63% 5.7%

SPI 10a(iii) Fear of crime:- violent crime

Frontline policing Resource use

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Appendix Four:

Best Value Performance Plan

Key:

1 2 3 4 5 6 7 8 9 10

11 12 13 14 15

The target for this indicator was to `Be 2% above the Most Similar Force Average'. Most Similar Force Average' based on up to end Q3 data, Q4 data not available until end June/early July. The target for this indicator was to `Be 1% above the Most Similar Force Average'. Figures to 12 months end December 2007. During 2006/07 71.5% of white users and 66.5% of minority ethnic group users were satisfied with respect to the overall service provided. During 2007/08 77.8% of white users and 76.5% of minority ethnic group users were satisfied with respect to the overall service provided. This relates to the percentage of PACE searches of white people that lead to an arrest. This relates to the percentage of PACE searches of minority ethnic groups that lead to an arrest. During 2006/07 44.1% of violence against the person offences committed against white people and 39.4% of violence against the person offences committed against members of minority ethnic groups were sanction detected. During 2007/08 44.1% of violence against the person offences committed against white people and 40.3% of violence against the person offences committed against members of minority ethnic groups were sanction detected. This is the most recent available data for this indicator, 12 months to end December 2007. No specific target was set for reducing business crime, however we are working towards delivering the CDRP and LAA target of a 15.9% reduction. This is the most recent data available for this indicator and relates to the twelve months ending January 2008. This indicator is reported on a calendar year basis (i.e. January to December). This is the most recent data available for this indicator and relates to the twelve months ending December 2007. Information is only collected once a year and is not yet available for 2007/08. This is the most recent data available for this indicator and relates to the nine months ending December 2007.

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Appendix Five:

Financial Summary 2008-11

Introduction

We are in the process of a capping appeal. On 27th March the Secretary of State for Communities and Local Government proposed a maximum budget of £84.082 million (the cap). This is £1.333 million lower than the budget we set on 20th February. We are challenging the proposed cap and have submitted our case to retain the budget of £85.415 million and the outcome of this appeal is not known at the time of publishing this year's policing plan. Therefore, the budget set out below is the one set by the Authority.

Revenue Budget

Where the money comes from

12% 6% 0% 4% 27%

5%

How we plan to spend it

12% 3% 1% 4% 33%

6% 27% 2%

Police Grant Business Rates Council Tax Fees and Charges Reserves

16%

Other Home Office Grants Revenue Support Grant Debt Charges Grant Police Pensions

16% 26%

Police Authority Local Policing Resources Pensions

DCC Protective Services Reserves * Corporate Finance

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Appendix Five:

Financial Summary 2008-11

Capital Programme

Where the money comes from

21% 0% 18%

How we plan to spend it

16% 1% 1% 2% 37%

22% 1%

61%

18% Scientific Support FTSU SARC

2%

Property

Annual Grant Other Grants/Contributions

Loan Balance B/F 2007/2008

IT Replacement IM Strategy Transport C/F resource to 2009/2010

MIU Vehicles (Rugby)

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Appendix Five:

Financial Summary 2008-11

Revenue Budget

£'000 Budget 2007/2008 (Including investment in 38 critical investigative posts) Add 1. Inflation Pay: Police Support Staff Adjustment to base for the 2007/08 pay award National Insurance Prices: Specific General Fees and Charges £'000 £'000 Add 2. One off costs to be met from reserves Budget Reserve: Force reorganisation training costs Body Armour Special Events General Reserve for Repair and Maintenance: Repair & Maint Backlog Net Cost of reconfiguring the Force Revisions to expenditure FYE victims and witnesses FYE 38 critical protective service posts Major Investigation Unit Public Contact Strategy volume crime m'gnt £'000 £'000 £'000

84,517

1,228 616 (-)275 41

300 444 1,444

2,188

974

1,610

607 367 (-)45

146 124 312 310

929

2,539

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Appendix Five:

Financial Summary 2008-11

£'000 Increments IPLDP grant transferred to Police Grant Police Authority Strategic HR Collaboration Arrangement Local Government Pension Scheme RCCS: Borrowing costs IM Strategy and Replacement Property Development Transport Surveillance equipment 466 180 128 50 20 350 185 154 574 10 £'000 £'000 Savings and increased income 150 forward implementation plan (net) 2007/2008 One-off investment Reduction in Police Pensions employers contribution from 24.6% to 24.2% Central Motorway Patrol Group Rule 2 Grant Interest on Balances 3,009 Total Net Budget Proposal 2008/2009 £'000 £'000 £'000

(-)1,645 (-)130

(-)152 (-)287 (-)125 (-)775

(-)3,114

(-) 105 90,113

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Appendix Five:

Financial Summary 2008-11

Capital Programme

2007/08 Forecast (1) £000 A ESTIMATED EXPENDITURE (i) Contractually Committed Property IT Replacement IM Strategy Committed Sub Total (ii) Not yet committed Property Transport IT Replacement IM Strategy Scientific Support Contribution to Rugby BID Force Technical Support Unit Sexual Assault Referral Centre MIU Vehicles Rugby 46 Other 3,897 Not Yet Committed Sub Total 836 699 1,158 1,105 0 53 0 0 Total Expenditure 2008/09 (2) 2009/10 (3) 2010/11 (4) 2011/12 (5) 2012/13 (6) £000 £000 £000 £000 £000 Total £000

284 173 252 709 2,788 1,328 1,530 1,325 157 47 100 72 7,347 8,056 14,075 14,075 11,172 11,172 10,339 10,339 8,532 8,532 8,499 1,170 2,082 2,298 26 6,591 1,197 1,480 1,860 44 6,220 1,058 1,620 1,418 23 4,061 1,016 2,330 1,073 52

284 173 252 709 28,159 5,769 9,042 7,974 302 0 47 100 72 0 51,465 52,174

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Appendix Five:

Financial Summary 2008-11

2007/08 Forecast (1) £000 B ESTIMATED RESOURCES (-)594 Brought Forward (-)1,525 General Capital Grant (-)3,000 Borrowing (-)503 Capital receipts (-)5,622 Total resources (-)1,725 Net In Year Cumulative (Surplus) / Deficit 2008/09 (2) 2009/10 (3) 2010/11 (4) 2011/12 (5) 2012/13 (6) £000 £000 £000 £000 £000 Total £000

(-)1,525 (-)5,000 (-)6,525 1,531 (-)194

(-)1,525 (-)13,000 (-)14,525 (-)450 (-)644

(-)1,525 (-)1,265 (-)7,000 (-)9,000 (-)2,720 (-)500 (-)11,245 (-) 10,765 (-)73 (-)717 (-)426 (-)1,143

(-)1,265 (-)6,000 (-)124 (-)7,389 1,143 0

(-)7,105 (-)40,000 (-)3,344 (-)50,449

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Appendix Five:

Financial Summary 2008-11

Efficiency Plan

2008/09 £m Safer Neighbourhood Teams Resource Planning Critical Incident Management Community Safety Crime Recording Judicial Services Local Policing Domestic Abuse Unit Child Protection Unit Economic Crime Unit Surveillance Team Major Investigation Team HOLMES Unit CID Intelligence Taskforce Central Motorway Police Group Road Safety Unit 0.267 0.080 0.033 0.286 0.144 0.035 0.845 0.018 0.026 0.050 0.122 0.018 0.080 0.448 0.199 0.225 0.287 0.106 Air Support Unit Safety Camera Unit Bikesafe Environmental Crimes Unit Protective Services Finance Information Technology Human Resources Learning and Development Property Services Information Assurance Resources Staff Office Professional Standards Removal of BCU Structure Performance & Standards Force Total 2008/09 £m 0.054 0.026 0.053 0.021 1.733 0.131 0.159 0.156 0.183 0.020 0.020 0.669 0.022 0.076 0.113 0.211 3.458

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Appendix Six:

Crime and Disorder Partnerships

North Warwickshire Crime and Disorder Reduction Partnership

The Partnership's priorities for the next three years are: · Criminal damage · Violent crime · Anti-social behaviour

Nuneaton & Bedworth Crime and Disorder Reduction Partnership

The Partnership's priorities for the next three years are: · Wounding · Criminal damage · Domestic burglary · Anti-social behaviour · Theft from vehicles · Common assault · Theft of vehicles It is also proposing to address the following: · Community reassurance · Drugs, alcohol and substance misuse · Other acquisitive crime specifically theft from the person, business crime and vehicle crime

It is also proposing to address the following: · Sustaining reductions in vehicle crime, domestic burglary and business crime · Providing reassurance to local communities to tackle the high perceptions of crime and disorder · Tackling alcohol and drugs misuse · Supporting stronger communities by ensuing local cohesive communities · Supporting the provision of appropriate support services to the victims of crime and disorder

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Appendix Six:

Crime and Disorder Partnerships

Rugby Crime and Disorder Reduction Partnership

The Partnership's priorities for the next three years are: · Priority communities · Serious violent crime · Safe and cleaner including antisocial behaviour, volume crime and environmental issues · Safer futures · Community engagement

Stratford Crime and Disorder Reduction Partnership

The Partnership's priorities for the next three years are: · Violent crime · Anti-social behaviour, including criminal damage

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Appendix Six:

Crime and Disorder Partnerships

Warwick Crime and Disorder Reduction Partnership

The Partnership's priorities for the next three years are: · Criminal damage · Road safety and excess speed · Anti-social behaviour including fear of crime · Serious violent crime · Business crime Other potential priorities include: · Domestic burglary · Vehicle crime The partnership has also identified alcohol and substance misuse as being an issue, however these have been escalated to county level for assessment.

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Appendix Seven:

Accessibility

By Telephone

In an Emergency: Dial 999

In relation to incidents where: · There is a danger to life · Use or immediate threat of use, of violence · Serious injury to a person and/or · Serious damage to property In relation to incidents of crime: · The crime is, or is likely to be serious, or any crime in progress · An offender has just been disturbed at the scene · An offender has been detained and poses or is likely to pose a risk to other people For incidents involving traffic: · A collision which involves or is likely to involve serious personal injury · The road is blocked or there is a dangerous or excessive build up of traffic

In Person

We operate Front Counter Services at all of our publicly accessible Police Stations. The opening hours for each of these stations is listed on the next few pages. Whilst we will endeavour to deliver the published working times, they may be subject to variation dependent upon other operational requirements. The accessibility of our police stations to people with disabilities currently varies. We are working to maximise the number of stations in which we can deliver services to people with disabilities. Recognising that differing disabilities will require differing support, we have attempted to define the range of support currently available at each publicly accessible police station. It is sometimes necessary to close stations for operational reasons. In order to ensure that your journey is not wasted check that the station is open by calling our Information Line on 01926 415155.

24/7 General Assistance and Enquiries

Please contact us using the number for your local police station. Please note that these calls are answered in our Headquarters-based Communications Centre.

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By e-mail

All of our Police Stations and Safer Neighbourhood Teams can be accessed via e-mail and we will respond to these messages as quickly as possible. Details of these e-mail addresses are listed also.

Appendix Seven:

Accessibility

Police Station Opening Hours

North Warwickshire Borough

Atherstone Police Station Sheepy Road Atherstone CV9 1HF ( 01827 718092 : [email protected] Open Monday to Sunday: 9am to 6pm The station is closed between 1pm and 1:45pm Coleshill Police Station Birmingham Road Coleshill B46 1DJ ( 01675 464444 : [email protected] Open Monday to Friday: 8am to 5pm

Nuneaton and Bedworth Borough

Bedworth Police Station High Street Bedworth CV12 8NH ( 02476 643111 : [email protected] Open Monday to Friday: 8am to 5pm Nuneaton Police Station Warwickshire Justice Centre Vicarage Street Nuneaton CV11 4JU ( 01675 464444 : [email protected] Open to the public 24 hours a day

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Appendix Seven:

Accessibility

Police Station Opening Hours

Rugby Borough

Rugby Police Station Newbold Road Rugby CV21 2DH ( 01788 541111 : [email protected] Open Monday to Sunday: 8am to 12 midnight

Stratford District

Alcester Police Station Priory Road Alcester B49 5DZ ( 01789 762207 : [email protected] Open Monday to Friday: 9am to 5pm The station is closed at lunchtime

Henley in Arden Police Station 62 High Street Henley in Arden B95 5AN ( 01564 792691 : [email protected] Open by prior appointment

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Appendix Seven:

Accessibility

Police Station Opening Hours

Stratford District

Shipston Police Station West Street Shipston on Stour CV36 4HD ( 01608 661415 : [email protected] Open Monday to Friday: 8am to 4pm The station is closed at lunchtime Southam Police Station High Street Southam CV47 0HB ( 01926 812366 : [email protected] Open Monday to Friday: 9am to 5pm The station is closed at lunchtime

Stratford District

Stratford Police Station Rother Street Stratford upon Avon CV37 6RD ( 01926 451111 : [email protected] Open Monday to Sunday: 8am to 12 midnight Wellesbourne Police Station Kineton Road Wellesbourne CV35 9NE ( 01789 842114 : [email protected] Open Monday and Tuesday: 9:30am to 2:30pm

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Appendix Seven:

Accessibility

Police Station Opening Hours

Warwick District

Kenilworth Police Station Smalley Place Kenilworth CV8 1QG ( 01926 851111 : [email protected] Open Monday to Friday: 9am to 5pm The station is closed between 1pm and 2pm Leamington Police Station Hamilton Terrace Leamington CV32 4LX ( 01926 451111 : [email protected] Open to the public 24 hours a day

Warwick District

Warwick Police Station Priory Road Warwick CV34 4NA ( 01926 410111 : [email protected] Open Monday to Thursday: 9am to 5pm The station is closed between 1pm and 2pm Open Friday: 9am to 1pm

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Appendix Seven:

Accessibility

Police Station Accessibility Information

Police Station Atherstone Coleshill Bedworth Nuneaton Rugby Kenilworth Leamington Leek Wootton (HQ) Warwick Alcester Henley in Arden Shipston Southam Stratford Wellesbourne Wheel Chair Access û û ü ü ü û û ü ü ü ü û ü ü û ü ü û ü ü ü û Front Office Hearing Loop System ü ü ü ü ü û ü Visitors Designated Disabled Parking ü û û ü ü ü û ü û ü ü û ü û û Visitors Toilets With Disabled Facilities û û ü ü ü û ü ü û ü û û û û û

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Appendix Seven:

Accessibility

Safer Neighbourhood Teams

North Warwickshire Borough

Borough Commander: Chief Inspector Michael Wylde ( 01926 415000 (extn 3601) : [email protected]

North Warwickshire East : [email protected] North Warwickshire North : [email protected] North Warwickshire South : [email protected] North Warwickshire West : [email protected]

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Appendix Seven:

Accessibility

Safer Neighbourhood Teams

Nuneaton and Bedworth Borough

Borough Commander: Chief Inspector Michael Naughton ( 01926 415000 (extn 3100) : [email protected]

Nuneaton Town Centre : [email protected] Bedworth Town Centre : [email protected] Nuneaton Central : [email protected] Nuneaton South : [email protected] Nuneaton East : [email protected] Nuneaton West : [email protected] Nuneaton North : [email protected] Bedworth East : [email protected] Bedworth West : [email protected]

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Appendix Seven:

Accessibility

Safer Neighbourhood Teams

Rugby Borough

Borough Commander: Chief Inspector Robert Musgrove ( 01926 415000 (extn 3701) : [email protected]

Rugby Rural North : [email protected] Rugby Rural Central : [email protected] Rugby Rural South : [email protected] Rugby Town East : [email protected] Rugby Town North : [email protected] Rugby Town West : [email protected] Rugby Town Centre : [email protected]

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Appendix Seven:

Accessibility

Safer Neighbourhood Teams

Stratford District

District Commander: Chief Inspector Christine Wadsworth ( 01926 415000 (extn 4501) : [email protected]

Southam : [email protected] Alcester North : [email protected] Alcester South : [email protected] Shipston : [email protected] Stratford Town Centre : [email protected] Wellesbourne : [email protected]

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Appendix Seven:

Accessibility

Safer Neighbourhood Teams

Warwick District

District Commander: Chief Inspector Tim Bailey ( 01926 415000 (extn 4100) : [email protected]

Warwick Rural East : [email protected] Warwick Rural West : [email protected] Warwick Central : [email protected] Kenilworth : [email protected] Leamington Spa North : [email protected] Leamington Spa South : [email protected] Leamington Spa Town Centre : [email protected] Whitnash : [email protected]

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Appendix Eight:

Confidence and Equality

Race Relations (Amendment) Act 2000

The General Duty

This Act places new statutory duties on public authorities, including the police service. The aim of these statutory requirements is to make the promotion of race equality central to the work of each public body. The duty will underpin all policy and practice, including planning, policymaking, service delivery, regulation, inspection and employment. There are two main duties. The first duty is known as a general duty that requires this force to have regard in all it's functions to the need to: · Eliminate unlawful racial discrimination · Promote equality of opportunity · Promote good relations between persons of different racial groups

The Specific Duties

In addition to the general duty, two other specific duties are required under the Act: · To publish a Race Equality Scheme every three years setting out: The functions and policies, or proposed policies that have been assessed as relevant to meeting the General Duty The arrangements for assessing and consulting on the likely impact of its proposed policies on the promotion of race equality The arrangements for monitoring policies for any adverse impact on the promotion of race equality The arrangements for publishing the results of such assessments and consultation The arrangements for ensuring public access to information and services which it provides The arrangements for training staff in connection with the general and specific duties

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Appendix Eight:

Confidence and Equality

·

The organisation must monitor (using the same categories as in the 2001 Census) employment procedures and policies to show the number of people from each minority group who: Are employed by the organisation Apply for employment Apply and receive training Seek and obtain promotion Benefit or suffer detriment as a result of performance assessment processes (Performance and Development Review) Take out grievances or are subject to grievance or disciplinary procedures Leave employment with the organisation

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Appendix Eight:

Confidence and Equality

Disability Discrimination Act 2005

The Disability Discrimination Act 2005 gives public authorities a statutory duty to promote equality of opportunity. The aim is to help public authorities to provide fair and accessible services and to improve equal opportunities in employment for disabled staff and members of the public.

The General Duty

The Disability Discrimination Act 2005 establishes a General Duty, which requires that, in its functions we must have due regard to the need to: · Promote equality of opportunity (between disabled people and other people) · Eliminate discrimination that is unlawful under the Act · Eliminate harassment of disabled people that is related to their disabilities · Promote positive attitudes towards disabled people · Encourage participation by disabled people in public life · Take steps to take account of disabled people's disabilities, even where that involves treating disabled people more favourably than other people The General Duty requires us to adapt a proactive approach, mainstreaming disability equality into all decisions and activities: through policy, practice, planning, service delivery, employment and training.

The Specific Duties

In addition to the general duty there are five specific duties imposed on the police service. · To produce and publish a Disability Equality Scheme, demonstrating how we intend to implement the general and specific duties and how we will report on them · To involve disabled people in the development of the Scheme

·

The Scheme should include a statement of:

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Appendix Eight:

Confidence and Equality

·

·

The way in which disabled people have been involved in the development of the scheme Methods for impact assessment Steps taken towards fulfilling the General Duty (the "action plan") The arrangements for gathering information in relation to employment, and, where appropriate the delivery of training and our functions Arrangements for putting the information gathered to use, in particular in reviewing the effectiveness of our action plan and in preparing subsequent Disability Equality Schemes Take the steps set out in the action plan within three years of the Scheme being published (unless it is unreasonable or impracticable to do so) and put into effect the arrangements for gathering and making use of information Publish a report containing a summary of the steps taken under the action plan, the results of our information gathering and the use to which we have put the information

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Appendix Eight:

Confidence and Equality

Equality Act 2006

The General Duty

The Equality Act 2006 amends the Sex Discrimination Act to place a statutory duty on all public authorities, when carrying out their functions, to have due regard to the need: · To eliminate unlawful discrimination and harassment · To promote equality of opportunity between men and women

The Specific Duties

To support progress in delivering the general duty, there is also a series of `specific duties' which apply to public authorities. Those specific duties, in brief, are: · To prepare and publish a gender equality scheme, showing how it will meet its general and specific duties and setting out its gender equality objectives · In formulating its overall objectives, to consider the need to include objectives to address the causes of any gender pay gap · To gather and use information on how the public authority's policies and practices affect gender equality in the workforce and in the delivery of services · To consult stakeholders (i.e. employees, service users and others, including trade unions) and take account of relevant information in order to determine its gender equality objectives · To assess the impact of its current and proposed policies and practices on gender equality · To implement the actions set out in its scheme within three years, unless it is unreasonable or impracticable to do so · To report on the scheme every year and review the scheme at least every three years

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Appendix Eight:

Confidence and Equality

Equality Impact Assessment: Policing Plan 2008-11

This Policing Plan has been equality impact assessed. The Plan aims to support equality, diversity and human rights in all aspects of our activities and service provision. A copy of the assessment can be found on the Warwickshire Police web-site and its Intranet, Bear Connections.

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Appendix Nine:

Our People

Personnel Numbers

Male Police Officers Special Constables (Headcount) Police Staff (ex PCSOs) PCSO's 778.75 138 252.15 67 Female 245.76 70 371.73 64.5 Local Policing

Special Constables

Headcount Local Policing Protective Services Male 138 0 Female 70 0

Police Staff (excluding PCSOs)

Male 106.48 60.93 61.23 23.5 Female 203.67 75.63 68.41 24.03

Staff Deployment

Police Officers

Male Local Policing Protective Services Resources Command 406.75 344 15 13 Female 161.54 83.23 1 0

Protective Services Resources Command

PCSOs

Male Local Policing Protective Services 67 0 Female 64.5 0

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Appendix Nine:

Our People

Rank Profile

Police Officers

Male ACPO Chief Superintendents Superintendents Chief Inspectors Inspectors Sergeants Constables 4 4 12 13 48 128 569.75 Female 0 0 0 2 5 13 225.76

Special Constables

Headcount Chief Officer Deputy Chief Officer Senior Area Officers Area Officers Section Officers Special Constables Male 1 1 1 4 10 121 Female 0 0 2 1 6 61

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Appendix Nine:

Our People

Age Profile

Police Officers

Male 25 and Under 26 to 40 41 to 55 56 and Over 46 371.75 359 2 Female 23 167.06 54.7 1 25 and Under 26 to 40 41 to 55 56 and Over

Police Staff (excluding PCSOs)

Male 9 60.12 100.87 82.15 Female 32.5 139.39 151.69 48.15

Special Constables

Headcount 25 and Under 26 to 40 41 to 55 56 and Over Male 26 61 43 8 Female 20 33 16 1

PCSOs

Male 25 and Under 26 to 40 41 to 55 56 and Over 11 33 22 1 Female 19 34.5 11 0

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Appendix Nine:

Our People

Ethnicity Profile

Police Officers

Male White British White Irish White Other Mixed White & Black Caribbean Mixed White & Black African Mixed White & Asian Mixed White & Other Asian or Asian British Indian Asian or Asian British Pakistani 718.75 7 15 2 0 0 1 14 6 Female 229.96 0 4.8 1 0 1 0 8 0 Asian or Asian British Bangladeshi Asian or Asian British Other Black or Black British Caribbean Black or Black British African Black or Black British Other Chinese or Other Chinese Chinese or Other Other Not Stated Male 0 2 2 0 0 1 1 9 Female 0 0 0 0 1 0 0 0

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Appendix Nine:

Our People

Special Constables

Headcount White British White Irish White Other Mixed White & Black Caribbean Mixed White & Black African Mixed White & Asian Mixed White & Other Asian or Asian British Indian Asian or Asian British Pakistani Male 131 0 3 0 0 0 0 4 0 Female 63 0 2 0 0 0 1 2 0 Asian or Asian British Bangladeshi Asian or Asian British Other Black or Black British Caribbean Black or Black British African Black or Black British Other Chinese or Other Chinese Chinese or Other Other Not Stated Male 0 0 0 0 0 0 0 0 Female 0 0 1 0 0 0 0 1

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Appendix Nine:

Our People

Police Staff (excluding PCSOs)

Male White British White Irish White Other Mixed White & Black Caribbean Mixed White & Black African Mixed White & Asian Mixed White & Other Asian or Asian British Indian Asian or Asian British Pakistani 239.34 4 2.81 1 0 0 0 4 0 Female 344.11 1 7.61 0 0 0.5 1 9.51 0 Asian or Asian British Bangladeshi Asian or Asian British Other Black or Black British Caribbean Black or Black British African Black or Black British Other Chinese or Other Chinese Chinese or Other Other Not Stated Male 0 0 0 1 0 0 0 0 Female 0 2 2 1 0 0 0 3

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Appendix Nine:

Our People

PCSOs

Male White British White Irish White Other Mixed White & Black Caribbean Mixed White & Black African Mixed White & Asian Mixed White & Other Asian or Asian British Indian Asian or Asian British Pakistani 62 0 1 0 0 0 0 1 0 Female 60.5 0 0 0 0 0 0 1 0 Asian or Asian British Bangladeshi Asian or Asian British Other Black or Black British Caribbean Black or Black British African Black or Black British Other Chinese or Other Chinese Chinese or Other Other Not Stated Male 0 1 0 1 0 0 0 1 Female 0 2 0 1 0 0 0 0

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Appendix Nine:

Our People

Declared Disability Profile

Police Officers

Male Declared Non-disabled Declared Disabled 738.75 40 Female 237.76 8 Declared Non-disabled Declared Disabled

PCSOs

Male 66 1 Female 64.5 0

Special Constables

Male Declared Non-disabled Declared Disabled 136 2 Female 70 0 Please Note: All of the information contained within this Appendix relates to the total number of people `employed' by Warwickshire Police and not our establishment (budgeted full time equivalents). Therefore the information contained within this Appendix will not agree with that contained in the Directorate specific resource profiles contained within Part Five of this Plan.

Police Staff (excluding PCSOs)

Male Declared Non-disabled Declared Disabled 233.88 18.27 Female 355.35 16.39

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Appendix Ten:

Members of the Police Authority

Philip Blundell (Chair) Independent Member : [email protected] Ian Francis (Vice Chair) Magistrate Member (until 30th September 2008) 1 : [email protected] Please mark your e-mail FAO Ian Francis Councillor Chris Davis Leamington Milverton Constituency : [email protected] Councillor Eithne Goode Leamington North Constituency : [email protected] Councillor Bob Hicks Nuneaton Abbey Constituency : [email protected] Councillor Richard Hobbs Wootton Wawen Constituency : [email protected] Councillor Katherine King Brownsover Constituency : [email protected] Councillor Philip Morris-Jones Fosse Constituency : [email protected] Councillor Izzi Seccombe Stour and the Vale Constituency : [email protected] Councillor John Vereker CBE Rugby Overslade Constituency : [email protected]

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Appendix Ten:

Members of the Police Authority

Councillor Anne Forwood Atherstone Constituency : [email protected] Dorrette McAuslan Independent Member : [email protected] Please mark your e-mail FAO Dorrette McAuslan Steve Nicklin Independent Member : [email protected] Please mark your e-mail FAO Steve Nicklin Philip Robson Independent Member : [email protected] Please mark your e-mail FAO Philip Robson John Rennie (until 30th April 2008) Independent Member : [email protected] Please mark your e-mail FAO John Rennie

1

Michael Edwards Magistrate Member (until 30th September 2008) 1 : [email protected] Please mark your e-mail FAO Michael Edwards Alan Woodward Magistrate Member (until 30th September 2008) 1 : [email protected] Please mark your e-mail FAO Alan Woodward

From October 2008, the constitution of the Police Authority is changing. There will no longer be three Magistrate Members and instead there will be three more Independent Members. You can also write to Members at the following address: Warwickshire Police Authority, 3 Northgate Street, Warwick, CV34 4SP.

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Appendix Eleven:

National actions for the Police Service

Strategic Policing Priority One

Reduce crime in line with the national PSAs (23 and 25) including focussing on more serious violence (particularly involving the use of firearms and other weapons), serious acquisitive crime (particularly prolific and other priority offenders and drug misusing offenders); alcohol related crime and disorder and anti-social behaviour.

Key Actions for the Police Service 2008/09

Police Authorities and Chief Constables may wish to consider the following key actions, depending on the profile of local problems: · Engage in multi-agency information sharing in order to identify those people in the local area who are involved, or at risk of involvement, in violence or sexual offending either as perpetrators or victims. This can include implementation of MARAC arrangements according to national standards. This should include working in partnership with local partners on high-risk/MAPPA cases · Improve recording and analysis of domestic violence offences and ensure that these are prioritised at all stages from arrest through to prosecution, with a focus on reducing repeat victimisation · Implement the recommendations of HMIC and HMCPSI's Without Consent with regard to the investigation and prosecution of rape offences · Take steps to reduce the incidence of all weapon-enabled crime, including the possession of knives and, working closely with other agencies, the supply of firearms · Identify the members of violent gangs in the local area and intervene to prevent gang-related violence, particularly involving the use of firearms, including through mediation, use of the civil justice system and other disruptive tactics, and working closely with other agencies partners and the community

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Appendix Eleven:

National actions for the Police Service

·

· ·

· · · ·

·

Make appropriate use of the Drug Interventions Programme (DIP) and Prolific and other Priority Offenders (PPO) programme, to tackle drug-related acquisitive crime, and persistent offending Ensure that Prolific and Other Priority Offenders (PPOs) are actively targeted, monitored and managed under the `Catch and Convict' strand of the PPO strategy Work together with other criminal justice agencies, particularly NOMS, in a multi-agency approach to manage prolific and other priority offenders in the community, in custody and release on licence Fully support the Premium Service approach from arrest to sentence for prolific and other priority offenders being brought to justice Use intelligence-led processes to tackle the serious acquisitive crimes that is causing the greatest problems locally Work with the full range of partners - particularly Children's Services and Youth Offending Teams - to identify those at risk, both as perpetrators and/or victims of crime, and take preventative action to stop escalation Use the full range of disposals available in order to respond to youth crime and disorder Make full use of Safer Schools Partnerships Ensure effective consultation and engagement with young people to design strategies to tackle youth crime Work with licensed premises (on and off licenses) to ensure that the sale of alcohol and its consumption are managed in a responsible manner. Where this partnership approach does not result in more responsible retailing or management of premises, the powers contained in the Licensing Act should be used appropriately Tackle issues associated with the night-time economy, both by stopping problems from escalating and by working with partners to prevent problems and to ensure effective enforcement where they do occur

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Appendix Eleven:

National actions for the Police Service

·

·

·

·

·

·

Work with local partners and the community, establishing accurate problem profiles of drug related crime, offending and anti-social behaviour and identifying the highest harm-causers to the community whose drug misuse is the key driver for offending behaviour. Implement proportionate offender management strategies to tackle drug misuse and to reduce drug-related crime, offending and anti-social behaviour. This should include prolific and other priority offenders whose substance misuse is a key driver for their offending behaviour Work with other agencies, partners and the community, to robustly tackle drug dealing and supply. Coordinate enforcement and demand reduction activity, using powers in the Proceeds of Crime Act 2002 to maximum effect and building a comprehensive intelligence picture from the street level up Ensure that there are effective routes for engagement with the community to establish the nature of problems and concerns, and provide feedback and reassurance that drug dealing, crime and anti-social behaviour are a priority and are being tackled Work with partners to champion implementation and delivery of the new 2008 Drug Strategy, and support the approach that improves engagement in treatment outcomes for all drug users, including prolific and other priority offenders In line with the consultation document Improving Health, Supporting Justice, work with mental health services to secure early assessment of people coming into contact with the police or who appear to be mentally disordered, as the first step towards admission to health facilities, informed decisions about risk assessment and criminal justice action, and/or diversion into health treatment, as appropriate Engage fully with regional reducing re-offending partnership arrangements, for example through attendance at Regional Reducing Re-offending Partnership Boards, to ensure that regional priorities in relation to reducing re-offending are identified and addressed more effectively

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Appendix Eleven:

National actions for the Police Service

· ·

·

Implement the Roads Policing Strategy with the aim of reducing the number of people killed or seriously injured on the roads, focusing on the most serious offences, especially sea-belt wearing offences, speeding, and drink and drug driving Support and engage with a local partnership response to reducing the volume and seriousness of reoffending as a key component of tackling high-volume and serious crime, particularly in those local areas where reducing re-offending is identified as a priority Take account of the forthcoming Youth Justice Board/Home Office guidance on the Prevent and Deter strand of the PPO Strategy

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Appendix Eleven:

National actions for the Police Service

Strategic Policing Priority Two

Increase public confidence in and satisfaction with the police through an emphasis on the quality of service provided to the public.

Key Actions for the Police Service 2008/09

Police Authorities and Chief Constables may wish to consider the following key actions, depending on the profile of local problems: · Continue the drive to tackle anti-social behaviour by dealing with local concerns quickly - building on the success already achieved across England and Wales · Together with community safety partners and other agencies, work to integrate Neighbourhood Policing with Neighbourhood Management (where it exists) and to explore alternative options in areas where it does not · Improve on and continue to support effective community engagement through Neighbourhood Policing teams. By July 2008 provide locally specific crime information which will better inform the relationship between the police service and the community, including by working with Neighbourhood Watch, residents' associations and similar organisations · Continue to improve complaints handling

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Appendix Eleven:

National actions for the Police Service

Strategic Policing Priority Three

In line with PSA 24, work in partnership to deliver a more effective, transparent and responsive Criminal Justice System for victims and the public.

Key Actions for the Police Service 2008/09

Police Authorities and Chief Constables may wish to consider the following key actions, depending on the profile of local problems: · Work in partnership to improve the effectiveness and efficiency of the CJS in bringing offences to justice, especially in relation to serious offences, prolific and other priority offenders and the Premium Service. In particular to: Improve sanction detection rates for serious violent crime and serious acquisitive crime Work with the CPS to examine local processes in order to reduce unnecessary work on, and time dedicated to, case file preparation Improve the effectiveness of processes to investigate and prosecute rape and serious sexual offences Implement local action plans as per the recommendations of the 2007 HMIC and HMCPSI inspection report Without Consent · Increase the levels of public confidence in the fairness and effectiveness of the CJS. In particular: Work with LCJB and CDRP partners to involve and consult individuals and communities on priorities in delivery of local CJS services, including prolific and other priority offender schemes and the Premium Service Use this to develop and agree local delivery plans to address local concerns Encourage and support police officers and staff to act as advocates for the CJS

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Appendix Eleven:

National actions for the Police Service

· ·

·

Increase the proportion of victims and witnesses who are satisfied with the way they are treated by the CJS, particularly by meeting the standards set out in the Quality of Service Commitment and the Code of practice for Victims of Crime Identify and explain race disproportionality at key points within the CJS and have strategies in place to address any racial disparities that cannot be explained or objectively justified. In particular: Ensure that key data are collected to the 16+1 ethnicity standard Use local data to identify areas of disproportionality and use diagnostic tools to analyse and understand the reasons for any identified race disproportionality Identify local priorities for action and implement robust and measurable strategies Reduce the harm caused by crime by increasing the quantity of criminal assets recovered, in line with agreed annual recovery targets and delivery plans

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Appendix Eleven:

National actions for the Police Service

Strategic Policing Priority Four

Work jointly to ensure that adequate capability and capacity exists across England and Wales to deliver effective policing to tackle serious and organised crime and to provide other protective services.

Key Actions for the Police Service 2008/09

Police Authorities and Chief Constables may wish to consider the following key actions, depending on the profile of local problems: · Conduct robust, local, risk-based assessments of the levels of threat, capability and capacity to identify improvements needed in the protective services set out by the Home Office in the Minister of State for Security, Counter-terrorism, Crime and Policing's letter of 14 February 2007 · Work with HMIC, the Home Office and other agencies involved in developing and delivering improvement plans to ensure that those plans generate significant improvements in high-need areas by 2009 and, throughout England and Wales, meet the ACPO Threshold Standards for Protective Services by 2011 · Implement the improvement plans, including collaborative arrangements where appropriate, in a manner that ensures that there is appropriate provision of protective services, in particular to address serious and organised crime, at a local, regional and national level, as well as providing the necessary support to regional and national initiatives, including criminal asset recovery · Take account of advice from ACPO, APA, the Home Office and their partners on best practice for joint working, in particular the reports from the evaluation of protective service demonstrator sites · Develop further opportunities for joint working to improve the delivery of protective services

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Appendix Eleven:

National actions for the Police Service

Strategic Policing Priority Five

In respect of counter terrorism and violent extremism in line with CONTEST and the counter-terrorism PSA, work with and through local communities as appropriate to disrupt terrorists and their operations; protect key sites and people going about their daily lives; deter those who facilitate terrorism; stop people from becoming or supporting terrorists or violent extremists; and be prepared to respond to a terrorist attack and its consequences.

Key Actions for the Police Service 2008/09

Police Authorities and Chief Constables may wish to consider the following key actions, depending on the profile of local problems: · Work with national and local partners and the community to stop people from becoming or supporting terrorists or violent extremists · Increase capability in all forces, but particularly in high-priority areas, to enable engagement in the full range of counter-terrorism policing activities - from intelligence and investigation through to intervention - by disruption and prosecution · Strengthen border security, policing the transport infrastructure to maximise safety for passengers and staff, and enhance protective security advice in relation to crowded places, iconic sites and hazardous sites in the UK and abroad · Develop, maintain and evaluate resilience through effective counter-terrorism training and exercising at local, regional and national levels - including fulfilling UK chemical, biological, radiological and nuclear requirements · Target the illegal activities of extremists who intimidate those involved in legitimate animal research and testing

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Appendix Eleven:

National actions for the Police Service

Strategic Policing Priority Six

The tougher financial settlement for the CSR period requires both Police Authorities and Forces to make the best use of resources, with a continuing commitment to achieve significant cashable improvements in efficiency and productivity. The Police Service should see resource management as a core responsibility of delivering sustainable improvement.

Key Actions for the Police Service 2008/09

Police Authorities and Chief Constables may wish to consider the following key actions, depending on the profile of local problems: · The Police Efficiency & Productivity Strategy for 2008-11 will set out targets for efficiency & productivity improvements, as well as a framework for the Police Service to make the improvements needed. The Strategy will provide the context, but the delivery of the improvements is the responsibility of authorities and forces locally. The role of the Strategy is to assist them · Improving efficiency and productivity by making better use of resources is a core responsibility for all involved in the Police Service. This is also the case for the Home Office, APA and ACPO. The NPIA will play a key role · Forces and Authorities will produce three-year Policing Plans setting out how they will deliver their national and local priorities, including the necessary efficiency and productivity increases · There is much good work already happening across the Police Service. We must foster this good practice, disseminate it across the service, and drive it forward dynamically. We must make sure that we manage and share this knowledge for the benefit of all 43 authorities and forces

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Appendix Twelve:

The Control Strategy

Accountability

Baseline to `Raise the Bar'

We will improve harm reduction across the whole county. To achieve this we will: · Retain `Silver' leads for harm causing crime types to drive process, policy, procedure and performance

Additionality to `Narrow the Gap'

We will `narrow the gap' between neighbourhood areas which disproportionately experience harm and those that benefit from lower levels. We will also address the other identified gaps in harm protection in the Control Strategy. To achieve this we will: · Appoint `Silver' leads to develop and deliver performance for the below identified issues

Death and Injury

Domestic Abuse

Reduce repeat victimisation.

Alcohol Related Violent Crime

Reduce alcohol-related violence.

Counter Terrorism and Domestic Extremism

Develop and drive the force's delivery of the CONTEST strategy.

Confrontational Acquisitive Crime

Reduce car key burglary offences. Reduce distraction burglary offences.

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Appendix Twelve:

The Control Strategy

All Harms

Organised Crime and Drug Supply

Disrupt and dismantle the groups posing the greatest degree of harm. Promote asset confiscation/forfeiture as a means of reducing harm and maximising impact on those causing harm, across all policing activity.

Target High Crime Geographical Areas for `Death and Injury', Loss and Fear and Distress'

Priorities those Safer Neighbourhood Areas that experience disproportionate levels of all harms in order to `narrow the gap'.

Community Understanding

Identify and address local needs through the capture, storage and analysis of community intelligence. Increase public confidence, satisfaction and engagement in order to ensure our communities: · Don't live in fear · Have confidence to report crime, submit intelligence and be witnesses

Loss

Key issues in respect of `Loss' will be addressed by the adoption of priority Safer Neighbourhood Areas and the retention of `Silver' leads for all `Loss' harm types.

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Appendix Twelve:

The Control Strategy

Fear and Distress

Hate Crime

Encourage the reporting of hate crime and ensure a quality service is delivered in response.

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Appendix Thirteen:

Glossary of Terms

Acquisitive Crime - `Acquisitive Crime' as defined in the recorded crime statistics published by the Home Office covers property crime. This encompasses Theft, Burglary, Motor Vehicle Crime, Fraud and Counterfeiting. Alcohol Strategy - A Government plan that outlines the health risks of harmful drinking, and highlights the need for licensing legislation to be enforced, that action is taken against the minority of drinkers who harm themselves, the community or their family and that sensible drinking is promoted. Association of Chief Police Officers (ACPO) - An independent, professionally led strategic body. In the public interest and, in equal and active partnership with Government and the Association of Police Authorities, ACPO leads and co-ordinates the direction and development of the police service in England, Wales and Northern Ireland. Association of Police Authorities (APA) - Represents police authorities in England, Wales and Northern Ireland, both on a national level, and locally. It influences policy on policing and supports local police authorities. Automatic number plate recognition (ANPR) - A system that enables number plate numbers to be linked to data that identifies information about a vehicle, including if a vehicle is taxed, insured and has a current MOT. Basic Command Unit (BCU) - The management structure of many Police forces, through which a designated geographical area is policed. Blueprint for Change - A comprehensive business case for change. British Crime Survey (BCS) - A regular survey undertaken by the Home Office providing a key source of information about levels of crime and public attitudes to crime, and other Home Office issues. The results play an important role in informing Home Office policy.

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Appendix Thirteen:

Glossary of Terms

Central Ticket Office (CTO) - The processing office that deals with fixed penalty tickets issued by police officers and traffic wardens. Child Protection Unit (CPU) - A dedicated unit that ensures that there is a consistent, and professional, service to all reports of child abuse and the need to safeguard children. Community Safety Accreditation Scheme - An arrangement where individuals are accredited to gather information about people, and vehicles, that may be of interest to the police. Comprehensive Spending Review (CSR) - A report that sets out the Governments plans for sustainable growth and prosperity in order to improve people's standard of living, fairness and equality for all, stronger communities and better quality of life, and a more secure, fair and environmentally sustainable world. CONTEST - A strategy for combating terrorism, which aims to prevent terrorist acts with measures to ensure that offenders are identified and prosecuted, together with robust planning and training processes. Co-ordinating and Tasking Office (CATO) - Co-ordinates operational activity across the force and ensures the effective and efficient use of resources through recognised tasking procedures. Providing dedicated intelligence support around the clock enhances performance. Corporate Services and Standards Portfolio -The name given to a part of the Warwickshire Police management model that incorporates Corporate Development and Professional Standards. Crime and Disorder Reduction Partnership (CDRP) - An arrangement in each District that combines the force with other public bodies, and groups, and which collaborate to address the needs of the local community. Criminal Investigation Department (CID) - The part of the force that investigates crime, including serious violence, gun crime and robbery, together with the more complex fraud investigations, surveillance, hi-tech crime, financial crime/fraud and the targeting of key criminals.

Warwickshire Police Authority - Appendices to the Policing Plan 2008-11 Page 96 of 104

Appendix Thirteen:

Glossary of Terms

Criminal Justice Simple Speedy Summary (CJSSS) - A process to improve the way cases are managed and dealt with, focusing on the methods that make the justice system work well. Criminal Justice System (CJS) - Responsible for the delivery of justice for all, by convicting and punishing the guilty and helping them to stop offending, while protecting the innocent. It is responsible for bringing offenders to justice; and carrying out the orders of court, such as collecting fines, and supervising community and custodial punishment. Crown Prosecution Service (CPS) - The principal prosecuting authority for criminal cases in England and Wales. District Intelligence Unit (DIU) - Provides Intelligence and Tasking Officers, aligned to a central hub, working at district level in support of local priorities. Domestic Abuse Unit (DAU) - A unit with an expertise in dealing with the victims of domestic abuse. Domestic House Burglary (BDH) - Burglary of a private dwelling. Drug and Alcohol Action Team (DAAT) - Representatives from the police, and other bodies, that work together to deliver the Governments drug and alcohol strategies at a local level. Drug Interventions Programme (DIP) - A key part of the Government's strategy for tackling drugs and reducing crime. Field Intelligence Officer (FIO) - An officer who manages and assesses intelligence against threat, risk and opportunity. Force Intelligence Department (FID) - A department operating at local (District/Force) and regional (Crossborder) levels. Its function is to define threats, managing risks and identifying opportunities to facilitate preventative and enforcement activity.

Warwickshire Police Authority - Appendices to the Policing Plan 2008-11 Page 97 of 104

Appendix Thirteen:

Glossary of Terms

Force Surveillance Unit (FSU) - A team that provides a specialised and mobile surveillance capability. Harms Analysis Intelligence Group (HAIG) -A team whose function is to undertake dynamic risk assessment of incident, crime response and investigation and which is instrumental in delivering intelligence led policing. Her Majesty's Crown Prosecution Service Inspectorate (HMCPSI) - The independent Inspectorate for the Crown Prosecution Service. Her Majesty's Inspectorate of Constabulary (HMIC) - A body that is appointed by the Crown whose role is to examine, and improve, the efficiency of the Police Service in England and Wales. HOLMES - Home Office Large Major Enquiry System used in all major incidents including serial murders, multi-million pound fraud cases and major disasters. Independent Advisory Group (IAG) - Lay advisors who give a citizens perspective on policies and functions. Integrated Equality Scheme - A process to ensure that all people are treated equally. Justice Centre - A single location where the Police, Crown Prosecution Service, Probation Service, Youth Offending Team and the Victim and Witness Support team are all housed together in one building. Local Area Agreement (LAA) - A three-year agreement that highlights the priorities of the County. Local Criminal Justice Board (LCJB) - A combination of the counties agencies that work together to deliver an efficient, and effective, Criminal Justice System. Local Policing Directorate - The part of Warwickshire Police that manages Borough and District Policing, Judicial Services, Customer Contact and Community Safety. Local Strategic Assessment - A process of review of the priorities of local communities that the CDRP will in turn focus on.

Warwickshire Police Authority - Appendices to the Policing Plan 2008-11 Page 98 of 104

Appendix Thirteen:

Glossary of Terms

Major Incident Team (MIT) - A core team that come together to manage and co-ordinate all activities relating to major incidents. Major Investigation Unit (MIU) - A team that manage major investigations. Multi-Agency Public protection Arrangements (MAPPA) - Supports the assessment and management of the most serious sexual and violent offenders. Multi-Agency Risk Assessment Conferences (MARAC) - A forum for sharing information, and taking action, to reduce harm to very high risk victims, and their children. National Community Safety Plan - A Government plan to encourage public service organisations to work together and to ensure the involvement of local people in local problem solving. National Intelligence Model (NIM) - A Model for Policing' that ensures that information is fully researched, developed and analysed to provide intelligence that senior managers can use to provide strategic direction, make tactical resourcing decisions about operational policing and manage risk. National Offender Management Service (NOMS) - Ministry of Justice service which aims to reduce offending, punish and rehabilitate offenders and ensure victims feel that justice has been done. Neighbourhood Profile - An analysis that illustrates the demographic/community make-up within geographical areas of the county, and which helps to shape subsequent policing plans. Office for Criminal Justice Reform (OCJR) - The cross-departmental team that supports all criminal justice agencies in working together to provide an improved service to the public. As a cross-departmental organisation, OCJR reports to Ministers in the Ministry of Justice, the Home Office and the Office of the Attorney General.

Warwickshire Police Authority - Appendices to the Policing Plan 2008-11 Page 99 of 104

Appendix Thirteen:

Glossary of Terms

Operational Taskforce (OTF) - A team of 100 Officers who will undertake the policing of the Strategic Road Network, including motorways, respond to all firearms incidents, and provide a daily flexible and taskable resource to support targeted policing activities. Organised Crime Groups (OCG) - Manifests itself most graphically in drug addiction, sexual exploitation and gun crime.These groups operate across global frontiers in tight-knit gangs, display in-depth knowledge of law enforcement methods and exploit sophisticated technologies to conceal their activities from the authorities. Partners and Communities Together Panels (PACT) - A combination of local people, Police and other interested parties, who highlight the important local issues and identify solutions. People Movement Plan - A plan that identifies every post that is involved in the Blueprint for Change Plan, and that ensures that all of the recommendations affecting people are actioned. Persistent Young Offenders. (PYO) - A young person aged 10 to 17 years who has been sentenced by any Criminal Court in the UK on three or more separate occasions for one or more recordable offence. Police Authority - An independent body of local people whose role is to work closely with the Chief Constable, and his staff, to make sure that the force delivers effective and efficient policing services, and is pubicly accountable for its actions. Police Community Safety Officers (PCSOs) - Officers who work in designated local areas whose role is to tackle anti-social behaviour, gather intelligence, dealing with quality of life issues and providing public reassurance. Police and Criminal Evidence Act (PACE) - Combined with the PACE Codes of practice provides the core framework of police powers and safeguards around stop and search, arrest, detention, investigation, identification and interviewing detainees.

Warwickshire Police Authority - Appendices to the Policing Plan 2008-11 Page 100 of 104

Appendix Thirteen:

Glossary of Terms

Police National Computer (PNC) - A national information system, available to the police, criminal justice agencies and a variety of other non-policing organisations. Professional Standards Department (PSD) - Investigates all incidents of potential misconduct bought to their attention and manage any subsequent cases in accordance with Police Regulations. Prolific and Other Priority Offender Programme (PPO) - A cross-government crime reduction strategy that aims to catch and convict offenders, rehabilitate and resettle offenders, and to undetake preventative action. Prosecutors Pledge - A ten point Pledge that describes the level of service that victims can expect to receive from prosecutors. The Pledge is a step towards the objective of placing victims at the heart of the criminal justice system and is applicable to all prosecuting authorities, including advocates instructed by the prosecuting authorities in the Crown Court. Protection Plan - A plan of action that identifies how each Directorate will contribute towards delivering the vision of the force. Protecting Vulnerable People (PVP) - The combined responsibilities of the Domestic Abuse Unit, Child Protection Unit and Public Protection Unit. Protective Services Directorate - The part of Warwickshire Police that manages Operations, Major Crime, Intelligence and Special Investigations. Public Protection Unit (PPU) - A specialist unit responsible for the management and investigation of crimes involving adult abuse, child abuse, domestic abuse, sex and dangerous offenders and vulnerable and intimidated witnesses. Public Service Agreement (PSA) - Identifies the Governments highest priorities from the Comprehensive Spending Review, and sets out the key priority outcomes the Government wants to achieve.

Warwickshire Police Authority - Appendices to the Policing Plan 2008-11 Page 101 of 104

Appendix Thirteen:

Glossary of Terms

Regional Reducing Re-offending Partnership Board (RRRPB) - A process of the National Offender Management Service (NOMS), which supports the government's cross-departmental strategy to reduce reoffending. Resource Directorate - The part of Warwickshire Police that manages Finance, Communications, Human Resources, Transport, Information Technology, Property Services, Learning and Development and Information Assurance. Restorative Justice Disposal - A process where in those cases where it is considered that an alternative to a police reprimand, final warning or prosecution, may be more effective, especially where a minor crime has been committed, an apology or reparation may be considered. Safer Neighbourhood Team (SNT) - A combined team of Police Officers, PCSO's and Special Constables who undertake high profile policing in local communities to tackle anti-social behaviour, and issues of local concern. Safer School Partnership (SSP) - Representatives from the Police, and other bodies, who aim to protect children and young people from harm, reduce youth crime and anti-social behaviour, prevent children and young people from becoming victims, support a safer school environment, ensuring that participating bodies have suitably trained staff in place. Sanction Detection Rate - A target that is set for action to be taken against offenders such as a charge, summons, and penalty notice for disorder, police caution/reprimand/final warning. Senior Investigating Officer (SIO) - The primary manager responsible for leading an investigation. Service Transformation Agreement - An agreement that public services sign-up to which ensure that the needs of local people and businesses come first, rather than the needs of the organisation.

Warwickshire Police Authority - Appendices to the Policing Plan 2008-11 Page 102 of 104

Appendix Thirteen:

Glossary of Terms

Scenes of Crime Officer (SOCO) - Civilian personnel employed by Police Authorities to investigate crime scenes in order to recover evidence by use of fingerprints, photographic and forensic techniques. Sexual Offences Unit (SOU) - A unit that manages rape and other investigations into serious sexual offences. Scientific Support Unit (SSU) - Provides technical expertise and equipment to support criminal investigations using fingerprint, photographic and forensic science technology. Silver Lead - A part of an agreed framework for managing the local multi-agency response to, and recovery from, emergencies. The three management tiers are Bronze (operational level), Silver (tactical level) and Gold (strategic level). Special Branch (SB) - Deals with any matters, which may involve any form of subversive activity, such as terrorism, which may affect life or property, acquiring intelligence in relation to national security and domestic extremism. Stop and Search - Police powers to detain members of the public and to search them to allay, or confirm suspicion that a person may be in possession of a stolen article or offensive weapon, or other prohibited items such as drugs. Warwickshire Police uses these powers to protect the public from crime and terrorism. Tactical Tasking and Co-ordinating Group - A decision-making team who decide on the most effective use, and deployment of resources. Victim Code - A code of practice for victims of crime that sets out the services victims can expect to receive from the criminal justice system. Victim and Witness Information Partnership (VIP) - A multi-agency partnership that seeks to ensure that victims and witnesses are treated sensitively, are kept informed of developments within their case, and have information and advice at all stages in the process.

Warwickshire Police Authority - Appendices to the Policing Plan 2008-11 Page 103 of 104

Appendix Thirteen:

Glossary of Terms

Volume Crime Management Model - A plan, based on best practice, of how best to manage the processing of the majority of crimes, excluding serious incidents. Warwickshire Race Equality Partnership - A team of representatives from the police, and other bodies, who provide people with advice and support about discrimination. Witness and Victim Experience Survey (WAVES) - A Government survey designed to help to determine victim and witness satisfaction with the Criminal Justice System. Witness Charter - Sets out the proposed standards of service for all prosecution and defence witnesses. Youth Offending Team (YOT) - Representatives from the Police, and other bodies, that focus on preventing offending of young people aged between 10 and 17 who have offended, or are likely to offend.

Warwickshire Police Authority - Appendices to the Policing Plan 2008-11 Page 104 of 104

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