Candidates Briefing Pack - Police & Crime Commissioner 2021 ElectionsI - Cheshire PCC
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Candidates Briefing Pack
Police & Crime Commissioner
2021 ElectionsI
1
Introduction
On 6 May 2021, the election of Police & Crime Commissioners will take place across England and Wales
for the third time.
This will enable the people of Cheshire to elect a Police & Crime Commissioner (Commissioner) who
will be accountable for how crime is tackled in their local area. The role of the Commissioner is to be
the voice of the people and hold the Chief Constable to account for delivering an efficient and effective
police service.
The Commissioner will ensure community needs are met as effectively as possible, and will improve local
relationships through building confidence and trust. The Commissioner will work in partnership across
a range of agencies at local and national level to ensure there is a unified approach to preventing and
reducing crime and ensure that services are available to support victims of crime to cope and recover.
This briefing document has been prepared by the Office of the Police & Crime Commissioner and
Cheshire Constabulary to provide candidates with useful information on police governance and
accountability, and an overview of the Constabulary.
3The Police Accountability Framework
The role of Police & Crime Commissioner
Commissioners are responsible for the totality of policing within their police force area. Public
accountability for the delivery and performance of the police service is placed into the hands of the
Commissioner on behalf of their electorate. The Commissioner will draw on their mandate to set
and shape the strategic objectives of the Constabulary in consultation with the Chief Constable. The
Commissioner is accountable to the electorate; the Chief Constable, to the Commissioner. The Police &
Crime Panel maintains a regular check and balance on the performance of the Commissioner as well as
supporting in a ‘critical friend’ role.
The Commissioner’s main duties are to:
• hold the Chief Constable to account on behalf of the people of Cheshire;
• secure the effectiveness and efficiency of Cheshire Constabulary;
• decide the budget, allocate assets and funds to the Chief Constable; and set the police council tax
precept for the force area;
• set the strategic direction and objectives of the force through the Police and Crime Plan, which
must have regard to the Strategic Policing Requirement set by the Home Secretary;
• prepare and issue an annual report on delivery against the objectives set within the Police and
Crime Plan;
• publish information to enable people to assess the performance of the Commissioner and Chief
Constable; and
• appoint, suspend or remove the Chief Constable.
The Commissioner has wider responsibilities than those relating solely to the police force, including:
• the ability to provide or commission services intended to help victims and witnesses of crime and
anti-social behaviour.
• the ability to provide or commission services that will secure, or contribute to securing, crime and
disorder reduction.
• the ability to bring together Community Safety Partnerships at the force level;
• a duty to ensure that all collaboration agreements with other Commissioners and forces deliver
value for money or enhance the effectiveness of policing capabilities and resilience;
• a wider responsibility for the enhancement of the delivery of criminal justice in their area;
The Policing and Crime Act 2017 introduced opportunities for PCCs to take on responsibility for fire and
rescue governance. Under the legislation PCCs can join their local Fire and Rescue Authority; alternatively
PCCs can consult the public and submit a business case to the Home Secretary seeking to replace the
Fire and Rescue Authority in their area. This option formally creates a Police, Fire and Crime Commissioner
(PFCC).
PFCCs are responsible for:
• putting in place arrangements to deliver an efficient and effective fire and rescue service;
• setting the fire and rescue objectives for their area through a fire and rescue plan;
4• appointing the Chief Fire Officer, hold them to account for delivery of objectives, and if necessary
dismiss them; and
• setting the service budget and determine the precept.
Commissioners currently have responsibility to monitor complaints made against officers and staff,
whilst having responsibility for complaints against the Chief Constable. However, the role continues to
develop and legislation introduced to enhance the Commissioner’s role in the police complaints process
was introduced in February 2020. Further information is available via the Police & Crime Commissioner’s
website (https://www.cheshire-pcc.gov.uk/contact-me/complaints-and-compliments/) and in Section
14 of the national PCC Candidate Briefing produced by the Association of Police & Crime Commissioners:
https://www.apccs.police.uk/media/5936/apcc_pcc_candidate_briefing_december_2020-002.pdf.
A summary of the statutory functions of the Commissioner is attached at Appendix 1 and detailed
information on PCC powers and responsibilities is available here on the Home Office website.
Who can stand as a Police & Crime Commissioner?
Anyone can choose to stand as Commissioner, candidates do not have to belong to apolitical party,
however, they must:-
• Be 18 years or over
• Be an EU or Commonwealth citizen
• Be a resident of Cheshire
A person may not stand as a Commissioner if:
• they have been convicted of an imprisonable offence
• they are a serving; civil servant, judge, police officer, member of the regular armed forces,
employee of a council within the police force area, employee of a police related agency or another
government agency, member of staff in the Office of Police and Crime Commissioner, member of
police staff (including PCSOs), member of a police authority, unless they first stand down from their
position.
• MEPs, MSPs, AMs and MPs will be able to stand as PCCs, but will need to stand down from their
existing post before being able to accept the post of PCC.
• they are the subject of a debt relief restriction order or a bankruptcy restriction order.
Salary of the Police & Crime Commissioner
The Salary for Police & Crime Commissioner’s is determined and set by the Home Secretary. The salary for
the Police & Crime Commissioner for Cheshire is £76,500.
The role of Chief Constable
The Chief Constable is responsible for maintaining the Queen‘s Peace, and has direction and control
over the force‘s officers and employed staff. The Chief Constable holds office under the Crown, but is
appointed by the Commissioner.
The Chief Constable is accountable to the law for the exercise of police powers, and to the Commissioner
for the delivery of efficient and effective policing, management of resources and expenditure by the
police force. The function of a Chief Constable is to direct and control the police force and its’ staff in such
a way as is reasonable to assist the Commissioner to exercise their functions.
5The Chief Constable is responsible to the public and accountable to the Commissioner for the following
functions:
• lead the force in a way that is consistent with the attestation made by all constables on
appointment and ensuring that it acts with impartiality;
• appoint the force’s senior officers and senior staff in consultation with the Commissioner;
• support the Commissioner in the delivery of the strategy and objectives set out in the Police &
Crime Plan;
• assist the Commissioner in planning the force’s budget and providing the Commissioner with
access to information, officers and staff as required;
• have regard to the Strategic Policing Requirement when exercising their policing activity in respect
of their force’s national and international policing responsibilities;
• notify and brief the Commissioner of any matter or investigation on which the Commissioner may
need to provide public assurance either alone or in company with the Chief Constable;
• being the operational voice of policing in the force area and regularly explaining to the public the
operational actions of officers and staff under their command;
• enter into collaboration agreements with other chief constables, other policing bodies and
partners that improve the efficiency or effectiveness of policing and with the agreement of their
Commissioner;
• remain politically independent of their Commissioner;
• manage all complaints against the force, its officers and staff, below the rank of Chief Constable,
and ensuring that the Commissioner is kept abreast of developments of those complaints in a
regular, meaningful and timely fashion;
• exercise the power of direction and control in such a way as is reasonable to enable their
Commissioner to have access to all necessary information and staff within the force;
• have day to day responsibility for financial management of the force within the framework of the
agreed budget allocation and levels of authorisation issued by the Commissioner;
• In Cheshire, the Chief Constable is the employer of police staff.
A summary of the key statutory functions of the Chief Constable is attached at Appendix 2.
The role of the Police & Crime Panel
The Police & Crime Panel is responsible for scrutinising the exercise of a Commissioner’s functions
(not those of the Chief Constable or the Constabulary) and also for supporting the Commissioner in
undertaking their responsibilities. The Panel has a number of specific duties which include:
• To consider the Cheshire Police and Crime Commissioner’s proposed council tax precept for
policing, with the power to veto
• To consider the Commissioner’s proposed appointment of a Chief Constable, with the power to
veto
• The ability to review the police and crime plan and annual report
• Undertaking confirmation hearings for the appointment of the Chief Constable and the
Commissioner’s Statutory Officers (Chief Executive and Chief Finance Officer)
• Undertaking confirmation hearings for a Deputy Police & Crime Commissioner, if one is appointed
• To request reports and call the Police and Crime Commissioner to attend its meetings
• To consider complaints against the Police and Crime Commissioner of a non-criminal nature.
6The Panel will not scrutinise the performance of the Constabulary - that is the role of the Police and
Crime Commissioner. The Panel will only scrutinise the actions and decisions of the Commissioner.
A summary of the key statutory functions of the Police and Crime Panel is attached at Appendix 3.The
Cheshire Police & Crime Panel comprises ten Councillors drawn from the four Borough Councils in
Cheshire together with three Independent Members. Further information on the Panel can be found at:
https://www.cheshireeast.gov.uk/council_and_democracy/your_council/cheshire-police-and-crime-
panel.aspx
Policing Protocol
The Policing Protocol Order was issued in 2012 and sets out how the police governance arrangements
will operate under the Police & Crime Commissioner accountability model. It clarifies the roles and
responsibilities of the Commissioner, Chief Constable and Police & Crime Panel and how they should
work together to fight crime and improve policing. The Policing Protocol is available at: https://www.gov.
uk/government/publications/policingprotocol-order-2011-statutory-instrument
Strategic Policing Requirement
The Strategic Policing Requirement was first published by the Home Secretary in July 2012. It sets out
the Home Secretary’s view of the national threats that the police must address and the national policing
capabilities which are required to counter those threats. Both Police & Crime Commissioners and Chief
Constables are required to have regard to the Strategic Policing Requirement in carrying out their duties.
The Strategic Policing Requirement was updated in 2015 and the revised version can be found here:
https://www.gov.uk/government/publications/strategic-policing-requirement
Financial Management Code of Practice
The Financial Code of Practice for Police Forces in England and Wales clarifies the financial governance
arrangements in policing and provides statutory guidance to ensure the effective management of
financial matters. The Code of Practice was updated in July 2018 and can be found here: https://www.
gov.uk/government/publications/financial-management-code-of-practice
Office of the Police & Crime Commissioner
The Office of the Police & Crime Commissioner supports the Commissioner in achieving the objectives
set out in the Police & Crime Plan and assists the Commissioner to hold the Chief Constable to account
for the delivery of policing services.
The Office of the Police & Crime Commissioner for Cheshire currently has a staffing establishment of
9.8 full time equivalent staff. These are permanent staff who form the ‘civil service’ and will provide core
support to the Commissioner. They are not political appointees and are politically restricted employees.
The operating budget for the Office for 2020/21 was £788,000. The Office’s running costs are one of the
lowest in England and Wales.
Further information on the Office can be found at https://www.cheshire-pcc.gov.uk/who-i-am/about-
the-opcc/the-office/staff-information/
Role of Chief Executive – The functions of the Chief Executive are undertaken
by the Chief of Staff within the Office of the Police & Crime Commissioner for
Cheshire
Every Commissioner must appoint a Chief Executive, who will also act as the Monitoring Officer
and Head of the Paid Service. The Chief Executive will work with the Commissioner to deliver the
Commissioner’s vision, strategy and identified priorities.
7They will ensure the Commissioner’s Office is managed effectively and help the Commissioner to scrutinise the Constabulary’s activities and hold the Chief Constable to account. The Chief Executive will support and advise the Commissioner in delivering their manifesto, through the Police & Crime Plan, and ensure their legal duties and responsibilities are met. The Chief Executive must also fulfil the statutory and legal functions of Monitoring Officer. This role involves reporting to the Commissioner if it appears that any proposal, decision or failure within their organisation constitutes, has given rise to, or is likely to break the law or a code of practice. Role of Chief Finance Officer - The functions of the Chief Finance Officer are undertaken by the Director of Finance within the Office of the Police & Crime Commissioner for Cheshire Every Commissioner must also appoint a Chief Finance Officer who is responsible for ensuring the financial affairs of the Commissioner and the Constabulary are properly administered. The Chief Finance Officer has a similar role to the Monitoring Officer in connection with any unlawful or potentially unlawful spending by the Commissioner, or those acting on the Commissioner’s behalf, this is known as the Section 151 Officer role. Further information on the role of the Chief Finance Officer can be found within the Financial Management Code of Practice. Police and Crime Plans The Commissioner must issue a Police and Crime Plan as soon as possible after taking office, and in any case by the end of the financial year (31 March). It should cover the full terms of office but may be revised at any time. The Commissioner must consult the Chief Constable and have regard to the Police & Crime Panel in making or revising the plan. The plan must set out the Commissioner’s policing and crime objectives, details of grants made to partners, resources the Chief Constable will be given and how he/ she will be held to account. The plan must also have regard to the Strategic Policing Requirement. The Commission must obtain the views of local people and victims of crime before the plan is issued. 8
Cheshire Constabulary
The Cheshire policing area
Cheshire covers an area of great diversity, with large rural expanses, areas of extensive heavy industry,
a number of urban areas including Chester and Warrington and has a large expanse of motorway.
According to 2011 census data, Cheshire has a population of just over one million people. Cheshire
consists of four unitary Borough Councils: Cheshire East, Cheshire West & Chester, Halton and Warrington.
There are 440,000 households in the County with an average of 2.33 people per household. Whilst
Cheshire is a largely affluent area, there are also areas of multiple deprivation. Halton is ranked nationally
as the 39th most deprived area in the country but there are also pockets of deprivation in each of the
four council areas.
The population of Cheshire is predicted to rise by approximately 120,000 in the next seventeen years.
The county is also home to around 50,000 students, and both the University of Chester and Manchester
Metropolitan University have major campuses in Cheshire. The average age of residents in Cheshire is
42.2 years. Cheshire’s population is predominantly made up of White British which account for 96.9% of
the population. Mixed race is the next highest ethnicity at 1%, with Asian British Indian 0.5% and Asian
British Other at 0.4%.
The policing area of Cheshire covers 919 square miles with a strategic crossroads in the national
motorway infrastructure. This position in the region means that its population is well placed to travel
outside the area for employment and significant numbers travel to Greater Manchester and Merseyside.
Close proximity to these areas has an impact on the patterns of travelling criminality. The force area also
borders the international airports of Manchester and Liverpool and the county is bisected by the West
Coast Mainline providing rapid access into and out of the area.
Category Cheshire East Cheshire West Halton Warrington Total
& Chester
Population as at 2016 376,695 335,680 126,903 208,809 1,048,087
Projected population 15% (2030) 10% (by 2035) 3.6% 11.8%
growth 58,100 increase (2015 to 2037) (2015 to 2037)
4617 increase 24473 increase
Projected growth in 65% (by 2030) 46% (by 2035) 42% (by 2037) 56% (2016 to
older people (65+) by Over 100,000 2041)
2030 Over 21,000
Projected growth in 134% (2030) More than 200% by 2037 141 % (2016 to
older people (85+) 100% (2035) to From 2100 to 2041)
20,000 6400 10,284
Square miles covered 450 354 31 70 905
Housing development 36,000 by 2030 22,000 by 2030 8050 18,900
planned (2014 to 2037) (2017 to 2037)
9Plan for average 1,800 1,100 (2030) 552 945
number of houses built
per annum
Ranking in indices of 228 183 39 175
multiple deprivation
out of 317 English
Local Authorities
Number of lower layer 234 212 79 127
super output areas
(Geographical Area)
Life expectancy 83.6 82.8 80.3 82.4 82.2
females (North West
81.9, UK 82)
Life expectancy males 80.1 79.7 77.2 78.9 78.9
(North West
78.1, UK 77.9)
Cheshire Constabulary
Cheshire Constabulary was founded in 1857 and is now responsible for protecting a population of over a
million people.
Mission and Values
The Constabulary’s mission is:
Delivering even safer communities for the whole of Cheshire.
In doing so we must put ‘victims first’ and protect vulnerable people. In order to gain the confidence,
trust and support of the people that we serve, we must be a police service connected with, based within
and accessible to, local communities.
The Constabulary’s policing style is Community Policing – a team that is connected with, based within
and accessible to local communities. Community Policing is a way of working that includes everyone.
The Constabulary’s objectives are encapsulated in the simple clear identity of ‘We Care’
We care about our people
Our people, which includes police officers, police staff and volunteers, are our most important resource
and must be treated with dignity, care and respect.
We will listen to our staff, and ensure that they are provided with the leadership, support and resources to
maximise their safety and deliver an effective and efficient police service.
We will ‘operationalise’ our approach, ensuring that we trust our people to work together, as a team, and
prioritise the ‘front line’, in order to deliver a service that meets the needs of our communities.
10We care about people that need us
We will ensure that we provide an immediate response to emergencies, and record all crimes in
accordance with the National Crime Recording Standards (NCRS). We will prioritise ‘people that need us
most’, which includes individuals or communities, during times of an emergency or personal crisis that
may be targeted due to their vulnerability.
We care about our communities
In order to gain the confidence, trust and support of the people that we serve, we must be a police
service that is connected with, based within, and accessible to, local communities.
We will work with partners and communities to adopt a problem solving approach that prevents crime
and antisocial behaviour. Our ‘policing style’ will be Community Policing, which includes every member of
the Constabulary working together to serve our communities.
Constabulary Structure
The Constabulary’s policing model has been in place since July 2015 and is currently being amended
on a phased basis as a result of a recent review. The current model incorporates 8 local policing units
supported by a number of central specialist operational departments and a number of professional
‘support’ functions delivered in collaboration with Cheshire Fire and Rescue Service.
Community Policing
The current model is based on 122 local communities each with a dedicated, named PCSO and Police
Constable. These are grouped in to 8 Local Policing Units, each led by a Chief Inspector. These Local
Policing Units are grouped within each Local Authority footprint with a dedicated Superintendent
supporting effective local partnership and problem solving activity for each.
Local Policing Unit Local Authority
Runcorn
Halton
Widnes
Warrington Warrington
Chester
Ellesmere Port Cheshire West and Chester
Northwich
Crewe
Cheshire East
Macclesfield
Specialist Units
Working in support of the Local Policing Units are specialist departments whose focus is on addressing
serious crime and protecting the most vulnerable individuals and groups within our communities from
harm.
There are specialist capabilities to tackle child sexual exploitation, rape, domestic abuse, human
trafficking and modern slavery. There is also a strong focus on reducing the considerable harm caused by
organised crime groups which impact within Cheshire and to prevent terrorism networks operating in
the area.
Other specialist units include: Call Management, Criminal Justice and Custody, Police Dogs, Firearms
Licensing, Forensics, Intelligence, Major Investigations Team. Where appropriate some of these units
operate in collaboration with North Wales Police.
11All units are supported by a range of support services including: information technology, finance, human
resources, planning & performance, legal services, fleet management and other corporate functions.
Budgeted 2021/22 Establishment
Police Officer 2225
Police Staff 1657
PCSO 200
PCSO (Partner funded) 5
Change Programme
With changing demands on the Constabulary, evolving priorities and the national officer uplift
programme, the Constabulary has undertaken a review to assess the effectiveness of the police
operating model in Cheshire. Over the last year, the Constabulary has undertaken the ‘Cheshire Futures
Programme’, led by the Deputy Chief Constable and managed by a Superintendent, to review the
Constabulary’s structures and ensure that the Force is best placed to continue to meet key priorities. The
programme applied the following principles:
• Ensuring resources and responsibilities are distributed fairly
• Using resources efficiently and in accordance with the organisational need
• Ensuring the Chief Constable’s ‘We Care’ principles are adopted and practiced day to day
The programme developed a number of proposals for operational re-structuring which are currently
being implemented in a phased way.
The Constabulary also has a ‘Business Services Futures’ programme which is currently considering the
technology and structures for supporting functions such as Finance, Human Resources and Procurement.
In line with the Policing Vision 2025 the Constabulary is seeking to embed the capabilities required
to deliver policing services in the digital and cyber world. Where most effective the Constabulary
will mainstream skills and technology for the front line and retain specialist capabilities as necessary
to prevent and detect crime and protect communities. The Constabulary is investing significantly in
technology providing the ability to spend more time being visible in our communities and helping the
organisation to be more efficient and effective in the way it works.
The Police and Crime Plan includes the requirement to deliver an efficient and effective police service by
investing in an accessible police estate connected with our communities. Working with partners (such as
Cheshire Fire and Rescue Service) opportunities are being explored to provide an estate that is fit for the
future and offers value for money.
Her Majesty’s Inspectorate of Constabulary and Fire &
Rescue Services (HMICFRS): Peel Inspection of Cheshire
Constabulary
PEEL is an annual assessment of police forces in England and Wales. Forces are assessed on their
effectiveness, efficiency and legitimacy. They are judged as ‘outstanding’, ‘good’, ‘requires improvement’
or ‘inadequate’ on these categories (or pillars) based on inspection findings, analysis and Her Majesty’s
Inspectors’ (HMIs) professional judgment across the year.
12In 2018/19, HMICFRS adopted an integrated PEEL assessment (IPA) approach to the existing PEEL
inspections. IPA combines into a single inspection the effectiveness, efficiency and legitimacy areas of
PEEL. These areas had previously been inspected separately each year.
In addition to the inspection findings, the HMICFRS assessment is informed by analysis of:
• force data and management statements;
• risks to the public;
• progress since previous inspections;
• findings from our non-PEEL inspections;
• how forces tackle serious and organised crime locally and regionally; and
• our regular monitoring work.
HMICFRS also inspected all forces in four areas:
• protecting vulnerable people;
• firearms capability;
• planning for the future; and
• ethical and lawful workforce behaviour.
HMICFRS provides an overall judgement for each of the three categories and gradings for the core
questions which underpin each area. The inspection outcomes for Cheshire Constabulary are briefly
outlined below and further information can be found on the HMICFRS website via the following link:
https://www.justiceinspectorates.gov.uk/hmicfrs/peel-assessments/peel-2018/cheshire/?
Overall Summary
Effectiveness Good
Preventing crime and tackling anti-social behaviour Good
Investigating crime Good
Protecting vulnerable people Good
Tackling serious and organised crime Good
Armed response capability Ungraded
Efficiency Good
Meeting current demands and using resources Good
Planning for the future Good
Legitamacy Good
Fair treatment of the public Good
Ethical and lawful workforce behaviour Good
Fair treatment of the workforce Good
13HM Inspector’s observations
“I am pleased with the performance of Cheshire Constabulary in keeping people safe and reducing
crime. The constabulary is good at preventing crime and anti-social behaviour. It is good at
investigating crime and has continued to improve through clearer procedures and better supervision.
The constabulary identifies vulnerable victims well and works with partners to support them.
I am impressed by the significant improvements the constabulary has made to its crime recording
processes since our last inspection. The constabulary understands its demand well. It is using this
information to develop financial and workforce plans for the future. These include increasing the
number of its officers.
The constabulary continues to uphold an ethical culture and promote standards of professional
behaviour well. However, I am concerned that it doesn’t consistently comply with legislation when
dealing with detainees in custody. Overall, I commend Cheshire Constabulary for sustaining its
positive performance over the past year. I am confident that it is well equipped for this to continue.”
Phil Gormley
HM Inspector of Constabulary
Effectiveness - Good
How effectively does the force reduce crime and keep people safe?
“Cheshire Constabulary is good at preventing crime and tackling anti-social behaviour. The constabulary
is good at investigating crime, and we have seen some improvements since our last inspection. These
include a new investigations board and a cyber-crime investigations team. Cheshire Constabulary is good
at protecting vulnerable people, and it has a good grasp of the scale of vulnerability in its area. Since our
last inspection, it also has a better understanding of how to support people with mental health issues.
This is being achieved through the implementation of a new strategy, effective leadership and training
for its staff. The constabulary is good at tackling serious and organised crime.”
Efficiency - Good
How efficiently does the force operate and how sustainable are its services?
“Cheshire Constabulary is good at meeting current demand. The constabulary is good at planning for the
future. It has done some positive work to understand and predict future demand. The constabulary has a
regular police presence within its communities and responds to public feedback.
It has plans to introduce 50 more frontline roles. The constabulary remains committed to local policing.
It is making several improvements, such as making it easier for people to access its services online.
It manages its finances well and has made significant savings. Its focus has been on non-pay and
protecting workforce numbers. It now needs to develop its longer-term plans.”
Legitimacy - Good
How legitimately does the force treat the public and its workforce?
“Cheshire Constabulary is good at treating the public fairly. The constabulary promotes an ethical culture,
and the workforce is aware of expected behaviours and values. It now has an ethics committee. It has
learnt from a high-profile case involving one of its officers. Its work has involved reassuring the public
and raising the profile among staff of abuse of position and the importance of reporting ethical issues.
The constabulary generally manages corruption risks well, and it is good at assessing intelligence. Threat
assessments are good but would benefit from being more localised. The constabulary is good at treating
its workforce fairly.”
14Police Budget 2021/22
The Commissioner is legally required to set an annual budget and precept taking into account
Government funding, national and organisational demands and precept regulations. This requirement
is supported by the production of a Medium Term Financial Strategy (MTFS) with the annual budget
forming the first year of the Strategy
Government Funding
Fundamental to the financial scenario for 2021/22 was the amount of Government funding allocated to
Cheshire. On 17 December 2020, the Home Office announced the funding settlement.
The settlement for 2021/22 stated that the overall funding for the policing system will total up to £15.8
billion. Within this, available funding to Police and Crime Commissioners would by up to an additional
£703 million, predicated on Commissioners raising the Precept by the maximum amount permissible.
The additional funding includes an increase of £415 million to Government grants for the recruitment
of a further 6,000 additional officers by the end of March 2022, the second year of the Police Uplift
Programme (PUP). To ensure that progress in recruitment is maintained, and to track the use of this
investment efficiently, the Government will continue to ring-fence £100 million of the additional funding.
As part of this settlement the Government has also set out its expectations of policing with the following;
6,000 further officers – on top of the first tranche of 6,000 to be recruited in 2020/21 – recruited by the
end of March 2021; £120m of efficiency savings from across the law enforcement sector – which are
reflected in the funding set out as part of the settlement – delivered in 2021/22; Policing needs to ensure
that high quality data is collected and utilised effectively to support local delivery, identify efficiencies
and support the National Policing Board’s drive to deliver the best possible policing outcomes for the
public.
As set out as part of the funding settlement, Commissioners were also able to raise further funding
through precept flexibility. They were empowered to increase their Band D precept by up to £15 in
2021/22, without the need to call a local referendum. Based on the above funding settlement, pension
grant, PUP grant and with a maximum increase of £15 per year for Band D, this potentially provides
Cheshire with funding of £219.8m in 2021/22 – an estimated £11.99m increase of which £5.8m (nearly
half ) will come from local taxpayers.
There has been a shift in how policing in Cheshire is funded over the last decade. The graphs on the
following page outline the budget for Cheshire Police alongside central government funding over the
last decade. The make-up of this funding has changed over this time. In 2010/11 28% of Cheshire’s
funding came from council tax, compared to 43% in 2021/22. Cheshire still remains in the bottom
10 forces nationally in terms of Band D costs. It is essential to ensure that the Chief Constable has the
resources necessary to protect the public of Cheshire as well as deliver commitments at a national level
and without this increase in the precept police budgets will not be maintained and additional savings
will be required.
In order to meet the increasingly complex operational demand and national priorities and to support
investment in local policing priorities, the current Commissioner has increased the police element of
council tax by 7.1% or £15 per year for a Band D property. This provides a net budget for 2021/22 of
£207.8m which compares to £195.62m in the previous year.
This followed consultation with both the public of Cheshire and local business leaders and advice
from the Chief Constable on the resources needed to help people feel safer. During January 2021, the
Commissioner undertook a public consultation exercise on the police budget and a potential council
tax increase of up to £1.25 per month for policing. Overall there were 2,282 responses, of which 68% of
respondent supported increasing the council tax to fund policing.
15This decision will enable investment to support the Chief Constable to deliver on Cheshire priorities and operational demands including the community police model to provide every community with a dedicated Police Constable (PC) and Police Community Support Officer (PCSO), supporting the vulnerable, enhancing public contact and major crime and prevention including support for tackling county lines issues and cyber-crime. All investment will continue to be set against the Constabulary’s efficiency programme. This continues to be delivered through an annual Priority Based Budgeting process which has provided efficiency savings for the forthcoming year and identified opportunities to redirect resources to priority functions to maximise delivery against the current Police & Crime Plan. 16
17
Police recorded crime statistics for the year ending
September 2020
The table below provides an overview of the police recorded crime statistics for the year ending
September 2020. These statistics have been taken from the Office of National Statistics bulletin
published on 3rd February 2021.
Cheshire North West England & Wales
Rate of % change Rate of % change Rate of % change
No of
offences per compared offences compared offences compared
Crime Type Recorded
1,000 to Sept per 1,000 to Sept per 1,000 to Sept
Crimes
population 2019 population 2019 population 2019
All recorded
91,588 85.9 -2% 91.4 -9% 83.5 -7%
crime
Violence
against 39,593 37.1 +13% 34.0 0% 30.1 +4%
the person
Sexual
2,948 2.8 +1% 2.7 -8% 2.6 -6%
Offences
Robbery 443 0.4 -15% 1.1 -23% 1.3 -17%
Theft
19,685 18.5 -19% 26.5 -20% 26.7 -21%
Offences
Burglary 4,059 3.8 -10% 6.4 -18% 5.5 20%
Vehicle
3,097 2.9 -17% 6.2 -18% 6.7 -16%
Offences
Theft from
393 0.4 -44% 1.2 -32% 1.4 -28%
person
Bicycle Theft 1,283 1.2 -12% 1.1 -8% 1.4 -14%
Shoplifting 5,227 4.9 -23% 4.7 -21% 4.8 -23%
All other
5,626 5.3 -21% 6.9 -23% 7.0 -23%
theft
Criminal
Damage 9,319 8.7 -4% 10.3 -8% 8.8 -8%
and arson
Drug
1,967 1.8 -9% 3.6 +20% 3.3 +16%
Offences
Possession
of 383 0.4 -20% 0.9 +1% 0.8 -1.8%
weapons
Public Order
15,399 14.4 -8% 10.1 -10% 8.0 +6%
offences
18Collaboration
Regional Collaboration
The Police & Crime Commissioners and forces in the North West region have entered into collaborative
agreements for the provision of a range of policing services. A Joint Oversight Committee consisting of
the Commissioners and Chief Constables of the six forces in the North West Region (Cheshire, Cumbria,
Greater Manchester, Lancashire, Merseyside and North Wales) sets the strategic direction and provides
oversight of collaborative activity. The current collaborations are listed below:
The North West Regional Organised Crime Unit was established in 2012 to tackle serious and organised
crime which crosses county borders within the region.
North West Motorway Patrol Group – A collaboration which is led by Cheshire and involves Greater
Manchester and Merseyside police. The Group, which was set up in 2008 in partnership with the Highway
Agency, is responsible for policing the motorway network in the North West.
Underwater Search and Marine Unit – This Unit operates across the North West providing a specialist
team of police officers who are experienced in search and recovery operations.
North West Chronicle Collaboration - Chronicle is a computer system that manages training and
operations for specialist functions (armed policing, public order, search, dogs, Taser and negotiators). The
main purpose of the collaboration is to standardise and merge six regional systems into one.
North West Strategic Roads Automatic Number Plate Recognition - This collaboration involves Cheshire,
Greater Manchester, Lancashire, Merseyside and Cumbria. The collaboration has strong links to the
North West Motorway Policing Group as Automatic Number Plate Recognition (ANPR) is identified as an
effective method of providing protective services across the region’s strategic road network.
North West (NW) Regional Firearms Policy Collaboration - This collaboration is aimed at delivering
standardised joint training and methods of working between the six forces in the North West.
Cheshire and North Wales Firearms Alliance - Cheshire and North Wales have entered into a collaboration
arrangement for the provision of Firearms Officers which enables a team of specially trained officers to
deploy quickly to incidents in Cheshire and North Wales.
A Tri-Force programme involving Cheshire, Merseyside and North Wales through which the forces are
sharing a core IT platform and are also exploring opportunities for further collaboration that this will
facilitate.
North West Counter Terrorism - Delivering all 4 strands of the Governments Contest Strategy; Prevent,
Pursue Protect & Prepare. This collaboration provides resilience regionally and Nationally, Cheshire is part
of a tri force hub with Merseyside and North Wales.
Bluelight Collaboration
The Policing and Crime Act 2017 placed a statutory duty upon emergency services to keep collaboration
opportunities under review and, where it is in the interests of their efficiency and effectiveness, to put
those collaboration opportunities into practice.
Cheshire Fire Authority and the Commissioner have committed to collaborate in the best interests of the
communities they serve while ensuring the two organisations unique brand and identity are maintained.
19Working together a single, shared headquarters and integrated support functions providing services to both organisations has been established. This includes joint professional teams for services including ICT, finance, HR, facilities, corporate communications, legal, performance and planning. An Executive Board made up of senior representatives from Cheshire emergency services including the Commissioner, Chair of the Fire Authority, Chief Constable, Chief Fire Officer and Chief of Staff continue to work to explore what further opportunities there could be to collaborate closer, in areas such as estates, to improve efficiency and delivery of service to local communities. Commissioning Police & Crime Commissioners are responsible for commissioning services to support victims and witnesses to cope and recover from the impact of crime. They are also responsible for commissioning activities which will contribute to community safety and crime reduction. Services for victims of crime The Ministry of Justice allocates funding to Police & Crime Commissioner’s to invest in service for victims of crime. This amounts to an annual grant of approximately £1.2m for Cheshire. This funding has been utilised to deliver a wide range of services for victims including: Cheshire CARES Cheshire CARES (Cope and Recovery Enhanced Service) is the victim care service commissioned to provide support to victims of crime in Cheshire, to assist them to cope and recover as best they can. Cheshire Constabulary is commissioned to provide the Cheshire CARES service. The service is provided to meet the needs of the individual and is offered seven days a week to anyone who has been victim of crime, regardless of whether or not they have reported to the offence to the police. The service supported more than 66,000 people in 2019/20. Provision of Information for Victims A Victims Information Pack is in place which outlines a victim’s entitlements under the Victims Code of Practice and the EU directive on Victims’ rights and provides information on the services available in Cheshire to help victims cope and recover as best they can. A Victim’s Service website, which is part of the PCC’s website, also provides an online directory of the support and advice agencies are able to provide in Cheshire. Restorative Justice and Mediation Hub The charity Remedi is been commissioned to provide a Restorative Justice & Mediation Hub for Cheshire. Restorative Justice can help the recovery process for the victim by providing an element of closure to the case as they’re able to hear first-hand the motives behind the offender’s actions. It also helps offenders understand the effect their crime has on the victim, deterring them from further offences. The Hub has improved the consistency and quality of restorative justice and increased the utilisation of this service by victims of the most serious crimes. Remedi have been awarded national accreditation through the Restorative Justice Council’s quality kite mark. 20
Tackling Domestic Abuse
Cheshire’s four domestic abuse partnerships are supported to deliver a range of services to support
those who suffer domestic abuse and to tackle perpetrators including: funding for Independent
Domestic Violence Advocates. A Cheshire-wide initiative, ‘Open the Door’, has also been developed. This
is a collaboration between the Office of the Police & Crime Commissioner, Cheshire Constabulary and
the four local authorities in Cheshire, where all agencies have joined forces to provide information for
residents around what help and support is available to them locally. The county-wide resource promotes
self-help and early intervention, aiming to equip people with the tools to feel safe and confident in
having a conversation about domestic abuse – whether it’s their situation or someone else they are
worried about. More information can be found at www.openthedoorcheshire.org.uk
Survivors of Rape and Sexual Assault
Support services for victims of rape and sexual assault are jointly commissioned with an alliance of
funding partners, including Cheshire’s four local authorities and NHS England. The service supported
more than 1,100 people in 2019/20 and is available to victims of recent and non-recent offences and
provides services to those under 13. In addition, funding is provided to the NSPCC to deliver work to
support those young people who have been subject to children sexual abuse.
Further information on commissioned services for victims can be found at: https://www.cheshire-pcc.
gov.uk/what-i-do/supporting-victims/
Community Safety funding
Police & Crime Commissioners became responsible for commissioning community safety activity
upon taking up office in 2012. In Cheshire, upwards of £1m has been invested in community safety
activities each year and is focused on delivering better outcomes for local communities. This funding
is allocated to support a range of projects including, specific work to address substance misuse and
reduce reoffending, funding for the Youth Justice Service DIVERT scheme and ring-fenced funding for
Community Safety Partnerships to support their important work.
A wide range of preventative and partnership activities have also benefited from this funding including:
engagement projects with young people, a women’s centre programme to reduce and prevent
offending and service to enhance the community response to those in mental health crisis. Funding from
the Commissioner only represents a small part of the total budget of Community Safety Partnerships and
Youth Justice Services.
Safer Communities Fund
The Safer Communities Fund has been established to encourage local residents and communities to get
involved in the prevention and reduction of crime and to allow community groups to bid for monies to
help create safer communities across Cheshire. The fund is supported from money seized from criminals
under the Proceeds of Crime Act (PoCA 2002).
Applications must support crime prevention or reduction or the objectives within the Police and Crime
Plan; must be located within Cheshire; and must focus on local needs. This could include, but is not
limited to, projects that will:
• Support victims
21• Protect vulnerable people
• Tackle anti-social behaviour and drugs
• Improve road safety
• Promote a safe night time economy
Further information on the Safer Communities Fund can be found at https://www.cheshire-pcc.gov.uk/
what-i-do/making-cheshire-safer/proceeds-of-crimecommunity-fund/
Community Police Fund
Applications are open to police officers and PCSOs to support their work with local communities to keep
Cheshire safe and must be submitted to the Office of the Police and Crime Commissioner (OPCC) directly
by local policing teams.
The aim is to fund projects which support:
• Community safety
• Local problem solving
• Connection between policing and communities
• Community Assets
Each of the 122 policing communities in Cheshire is allocated a £1,000 grant to work with the community
on bids that address the above issues. An additional £10,000 will be allocated to each of Cheshire’s eight
Local Policing Unit to support larger scale projects which address local need.
Each local police team will work closely with their local community as they look to develop bids for
projects which address the community safety needs of their local area and meet the priorities in the
Police and Crime Plan.
Partnership working
The Police Reform and Social Responsibility Act 2011 put in place a flexible framework for working in
partnership. This includes two related reciprocal duties for Commissioners and their community safety
and criminal justice partners to work together. Though the two duties are worded slightly differently,
their aim is the same - to make sure that local leaders work in partnership to achieve the most effective
outcomes.
Although some of the key partnerships are not mandated on a statutory footing, strong links are
maintained and joint working takes place in order to enhance the delivery of community safety, public
protection and criminal justice.
The responsibilities of a range of key partnerships are briefly outlined below:
Sub Regional Leaders Board
The Cheshire and Warrington Sub-regional Leaders Board is a collaborative partnership which brings
together key public and private sector partner organisations from across the Sub-region. The Board and
its partners work to deliver two overarching priorities – economic growth and public service reform – set
out in Prospectus for Inclusive Growth and Public Sector Transformation Programme.
22A key theme running through both of these plans is inclusivity. The Board has committed that in
delivering growth and reform, they need to make sure they continue to create a local economy that
works for all, not just some, of the county’s residents and businesses.
The Board recognise that this can only be achieved through a collaborative, strategic approach and
effective partnership working across the Sub-region; relationships the Board are determined to further
develop in the best interests of every community within Cheshire and Warrington. The Board has also
stated its intention to continue discussions with central government about a substantial transfer of
powers, responsibilities and funding to the Subregion, as well as developing a Local Industrial Strategy for
the area.
Further information on the Cheshire and Warrington Sub-regional Leaders Board can be found at: https://
cheshireandwarringtonsubregion.org.uk/
Community Safety Partnerships
Statutory Partnerships established under Section 17 of the Crime and Disorder Act 1998. The partnerships
bring together a range of agencies to prevent and reduce crime and disorder. Cheshire has four
Community Safety Partnerships, one for each of the local council areas. The Commissioner works closely
with the Partnerships to address local and force area issues and promote closer working.
Local Criminal Justice Board
A non-statutory partnership established in April 2003 to improve the delivery of justice and services to
victims and witnesses and to secure public confidence in the criminal justice system. The Commissioner
is the Chair of the Criminal Justice Board in Cheshire. The Board’s priorities currently include criminal
justice performance, addressing overcriminalisation of children in care, crime in prisons, achieving better
outcomes for women in contact or at risk of contact with the CJS and local criminal justice service
compliance with the victim code of practice.
The Home Office has published guidance on how police and crime commissioners and their partners
might engage with each other to improve the effectiveness of the criminal justice system. The protocols
do not seek to prescribe any particular mode of engagement either nationally or locally, but highlight
the benefit of bringing together all parts of the criminal justice system to focus on shared priorities, while
respecting independent roles and responsibilities. More information can be found at: https://www.gov.
uk/government/publications/police-and-crime-commissioners-engagement-protocols
Safeguarding Children
The Child and Social Work Act 2017 requires the Local Authority, the local Clinical Commissioning
Group and the police to make arrangements to work together to safeguard and promote the welfare of
children. The arrangements must include how the agencies will work together to identify and respond to
the needs of children.
Local Safeguarding Adults Boards
The Care Act 2014 set out a clear framework for how local authorities and other partners should protect
adults at risk of abuse or neglect. This include the establishment of Local Safeguarding Adult Boards to
develop and implement a Safeguarding Strategy.
Health & Wellbeing Boards
The Health and Social Care Act 2012 established Health and Wellbeing Boards as a forum where key
leaders from the health and care system work together to improve the health and wellbeing of their local
population and reduce health inequalities.
23Working with the Voluntary Sector Cheshire has a Compact Agreement which provides a set of overarching principles for the voluntary sector and the Police & Crime Commissioner to work together effectively. Funding has also been provided to build the capacity of the voluntary sector to support community safety activity. National Bodies This section provides an overview of national bodies. The list is not exhausted and can be complimented by reading Section 15 & 16 of the national PCC Candidate Briefing produced by the Association of Police & Crime Commissioners: https://www.apccs.police.uk/media/5936/apcc_pcc_candidate_briefing_ december_2020-002.pdf Association of Police and Crime Commissioners The Association of Police and Crime Commissioners (APCC) is the national body that supports Commissioners and other local policing bodies across England and Wales, to provide national leadership and influence change in the policing and criminal justice landscape. Further information can be found at: http://www.apccs.police.uk/ National Police Chief’s Council The National Police Chief’s Council brings together the 43 Chief Constables in England and Wales and their chief officer teams to co-ordinate national operational policing including: testing force responses to the Strategic Policing Requirement and co-ordinating the police response to national emergencies. Further information can be found at: http://www.npcc.police.uk/ College of Policing The College of Policing is the professional body for policing in England and Wales. The college is responsible for setting standards in professional learning, development and training and for undertaking research to support evidence based policing. Further information can be found at: https://www.college. police.uk/Pages/Home.aspx Her Majesty’s Inspectorate of Constabulary and Fire & Rescue Services Her Majesty’s Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS) independently assesses the effectiveness and efficiency of police forces and fire & rescue services. Further information can be found at: https://www.justiceinspectorates.gov.uk/hmicfrs/ Independent Office for Police Conduct The Independent Office for Police Conduct (IOPC) oversees the police complaints system in England and Wales. They investigate the most serious matters, including deaths following police contact, and set the standards by which the police should handle complaints. They use learning from their work to influence changes in policing. They are independent, and make decisions independently of the police and government. Further information can be found at: https://www.policeconduct.gov.uk/ 24
Association of Police and Crime Chief Executives
The Association of Police and Crime Chief Executives (APACE) is the professional association which
supports Chief Executives and other senior staff within the Offices of Police and Crime Commissioners.
Further information can be found at: http://www.apace.org.uk/
Police & Crime Commissioner’s Treasurers Society
The Police & Crime Commissioner’s Treasurers Society (PACCTS) is the professional body which supports
Chief Finance Officers within the Offices of Police and Crime Commissioners. Further information can be
found at: http://www.paccts.org.uk
25Appendix 1
Functions of the Commissioner as defined in the Police
Reform & Social Responsibility Act 2011
Function Reference
Secure the maintenance of an efficient and effective police force for that area s1(6)
Strategic Planning
Prepare a draft and issue a police and crime plan s5 (Regs)
Review the police and crime plan, particularly in the light of s5(9)
(i) any report or recommendations made by the police and crime panel; and
(ii) any changes in the strategic policing requirement
Holding to account
Hold the chief constable to account for:
• the functions of the chief constable, and of persons under the direction and s1(7)
control of the chief constable.
• the exercise of the duty to have regard to police and crime plan s1(8)(a)
• the exercise of the duty to have regard to strategic policing requirement s1(8)(b)
• the exercise of the duty to have regard to codes of practice issued by Secretary s1(8)(c)
of State
• the effectiveness and efficiency of the chief constable’s arrangements for co- s1(8)(d)
operating with other persons
• the effectiveness and efficiency of the chief constable’s arrangements for s1(8)(e)
engagement with local people
• the extent to which the chief constable achieves value for money s1(8)(f )
• the exercise of duties relating to equality and diversity s1(8)(g)
• the exercise of duties in relation to the safeguarding of children and the s1(8)(h)
promotion of child welfare
Partnership working
To provide or arrange for the provision of: 143 ASBP&CA’14
(a) services to secure crime and disorder reduction;
(b) services to help victims or witnesses of, or other persons affected by, offences
and anti-social behaviour;
(c) services specified by the Secretary of State
Have regard to the relevant priorities of each responsible authority s10(1)
Act in co-operation with responsible authorities s10(2) (CDA Regs)
Make arrangements with criminal justice agencies for the exercise of functions so as s10(3)
to provide an efficient and effective criminal justice system for the area
Prepare a community remedy document for the area S101 ASBP&CA’14
Enter into collaboration agreements s22A PA’96
Keep collaboration agreements under review s22C PA’96
Provide advice and assistance to a body outside the UK s26 PA’96
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