Agenda item

To receive any questions or deputations in line with Rule 31 and 31A of the Panel’s Rules of Procedure.

The Police and Crime Panel (‘the Panel’) received one written question to the meeting:

‘What are the Police and Crime Commissioner’s personal initiatives are to [sic] "Enable effective and efficient operational policing which meets the needs of the people it serves"’

The Police and Crime Commissioner (‘the Commissioner’) provided a response to this question, which would be forwarded to the member of the public, as they were not present at the meeting:

‘The Panel will be aware that one of the priorities in my Police and Crime Plan is to enable effective and efficient policing and, importantly, the work I do beyond policing. This includes efforts that enable better policing and greater capacity in the constabulary from reducing demand and protecting people from risks that they will offend or enter the Criminal Justice System.

Each Quarter you receive an update from me regarding progress against my delivery plan, including those actions that impact on effective and efficient policing. Many of my initiatives are displayed around the room for those present today and outlined on my website.

But to draw attention to just a small number of highlights:

• Since day one I have been working on the introduction of an improved call management system that will improve the public’s experience of 999 and 101, and indeed all engagement and communication with the Constabulary. This is a significant investment that will have a hugely positive impact in both policing and for the public;
• I have facilitated the introduction of a network of Hate Crime reporting centres -  while hate crime figures show that more people are coming forward to report hate crime, when they previously might not have done so due to fear or lack of confidence, having more independent reporting centres across the Hampshire policing area will help those most vulnerable members of our communities feel more confident to come forward and report these crimes. This will help the constabulary to build a fuller intelligence picture;
• My Estate Strategy supports effective delivery of modern policing today and to take into account changing demands to ensure that our estate is fit to support police and the communities they serve into the future. 2017 saw two significant milestones under the Estate Strategy:

•      The first was the Northern Police investigation centre which became operational in April and was officially opened in August by the Home Secretary.

•      The second was the ground breaking at the site of the Eastern Police investigation Centre, a key need for the people of Portsmouth, to match the facilities in Southampton and at Basingstoke. This new centre, along with the supporting Neighbourhood and Response and Patrol team bases will keep policing in the heart of the city and enhance operational effectiveness for the area.

•      And from management of the Estate, I am able to be a net contributor via this effort to the budget.

• I am proud to have created a unique service, through the multi-agency stalking clinic which sees psychologists, psychiatrists, Police, Probation, the Crown Prosecution Service and a dedicated victim advocate come together to manage the risks posed by stalking. The clinic has been recognised as best practice by HMICFRS and recently been awarded funding from the National Police Transformation Fund to extend its work through the introduction of rehabilitative treatment for stalkers.
• I enable a large number of organisations, reflected behind me and around the room, that provide services locally to support victims and reduce offending. These vital services provide a lifeline for the people they work with and support frontline policing by helping prevent people from taking the wrong path or having increased vulnerability, thus reducing demand on our hard pressed officers. This is an essential part of my role and a relatively small but impactful part of my expenditure to support the most vulnerable in our communities. 
• As you will be aware a key personal responsibility is for me to hold the Chief Constable to account over performance. At a series of public meetings I seek to gain reassurance, on behalf of the communities that I represent, that their priorities are being met and that the risks they face and issues they have are being effectively responded to. In addition I regularly challenge the Chief Constable at briefings and through specific challenges as they arise during our routine meetings.
• I remind us all that the four pillars of my plan, each of which has significant personal commitment from me are:

•      To champion community needs

•      To strengthen partnerships

•      To enable effective & efficient operational policing; and

•      To reduce offending

These are enriched by the work of my team and a very wide range of valued partners - for none of us are alone in our efforts – but they flow from my plan and my commitment to serve the communities I represent – to keep all of us SAFER’

The Commissioner also noted the mis-reporting in the press around the Hampshire Marine Unit, and noted that this had been a potential saving proposal put forward by the Constabulary, but that this had been personally vetoed by the Commissioner as he felt it a key service to protect for the future.

The Chairman thanked the Commissioner for his full response to the question posed. No further questions or deputations were received.