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2013-14 ANNUAL GOVERNANCE STATEMENT

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ContentsINTRODUCTION 4Document Overview 4

Force Mission and Vision 4

Our Commitment 5

Responsibilities 5

THE GOVERNANCE FRAMEWORK 6Governance Framework Overview 6

Changes in the Governance framework following Stage 2 Transition on 1 April 2014 7

Regional Collaboration 8

ANNUAL REVIEW 9The Annual Review of Effectiveness of the governance framework 9

Force Risk Management 11

Review of Internal Controls 12

OUTCOME OF THE REVIEW OF EFFECTIVENESS 14Outcome of the Review of Effectiveness 14

IMPROVEMENT PROGRAMME 16The Force Vision and Change Programme 16

Operational Performance 16

Business Continuity 17

Code of Ethics 17

Staff Awareness of Confidential Reporting (“Whistle Blowing”) 17

Information Security 17

Monitoring Relevant Professional and Legislative Guidance 17

Value for Money and Income Generation 18

Human Resources Issues 18

Strategic Alliance 19

Police & Crime Plan and the Chief Constable’s Delivery Plan 19

CONCLUSION 20ANNEX 1: COMPLIANCE WITH CIPFA CORE PRINCIPLES 21Core Principle 1 21

Core Principle 2 23

Core Principle 3 25

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Core Principle 5 30

ANNEX 2: FORCE STRATEGY 2014-2018 31ANNEX 3: HOW THE POLICE & CRIME PLAN MAPS TO THE FORCE STRATEGY

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INTRODUCTIONDOCUMENT OVERVIEW

Devon & Cornwall Police is legally required to produce an Annual Governance Statement. The statement sits alongside the accounts for Devon & Cornwall Police and gives assurance to the PCC and the public of Devon & Cornwall Police’s governance arrangements.

This document provides an overview of the Force’s Mission, Vision, Values and Priorities and the responsibilities of the Chief Constable and Chief Financial Officer.

It also provides a summarised account of how our management arrangements are set up to meet the principles of good governance and how we obtain the assurance that these arrangements are both appropriate and effective.

A number of activities were undertaken to produce this statement which included:

An annual review of the effectiveness of governance arrangements A review of internal controls

Lastly, this statement identifies a number of areas for improvement and development that have arisen from this process.

2013-14 was the first full year that Devon & Cornwall Police was under the oversight of the Police & Crime Commissioner (PCC); this statement has sought to reflect that transition.

FORCE MISSION AND VISION

Devon and Cornwall Police has an enduring mission:

‘Building Safer Communities Together’We police effectively with the support of local people and partner agencies. Our mission reflects the importance of us all working together to build safe and thriving communities.

To achieve our mission we have established a Vision:

To be the best rural, coastal and urban police service.

The force strategy to achieve this vision was launched in 2013-14, and is provided in Annex 2.

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OUR COMMITMENT

This Vision is supported by the commitment that we have made to the communities that we serve:

We care about where we live and police, and our officers and staff are approachable, open, friendly and treat people with dignity. We put the public first, not ourselves. We enable our officers, staff and other public services to achieve their purpose. By behaving in this way we:

Better support young people to achieve and thrive Help people live safe, healthy and fulfilling lives Encourage communities to flourish

RESPONSIBILITIES

The Chief Constable of Devon & Cornwall Police is responsible for the direction and control of the force in accordance with the Police & Crime Commissioner (PCC) for Devon & Cornwall’s Police & Crime Plan. This requires the Chief Constable to deliver an efficient and effective police force, which conducts its business in accordance with the law and proper standards, ensuring that public money is safeguarded, properly accounted for, and used economically, efficiently and effectively. The Chief Constable also has a responsibility to ensure that there are proper arrangements for the governance of the force and appropriate arrangements are in place for the management of risk.

The Director of Finance & Resources undertakes the role of Chief Financial Officer (CFO) of the Chief Constable. The CFO has a personal fiduciary duty for the proper financial administration of the force. The role and responsibilities of the CFO are set out in the Scheme of Delegation.

The Chief Constable’s financial management arrangements conform to the governance requirements of both the CIPFA Statement of the Role of the CFO in the Public Sector and the CIPFA Statement on the Role of the Chief Finance Officer of the Police & Crime Commissioner and the Chief Finance Officer of the Chief Constable.

The Chief Constable must ensure that good value for money is obtained, and this includes ensuring persons under his direction and control obtain value for money in exercising their functions.

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THE GOVERNANCE FRAMEWORKGOVERNANCE FRAMEWORK OVERVIEW

The governance framework comprises the systems, processes, and values through which the Force manages its activities.

The Chief Officer Group chaired by the Chief Constable is responsible for ensuring the Force has a corporate governance framework that reflects core principles of good governance and also the values and goals of the Force.

The core principles of good governance that underpin the Force’s governance framework are set out in the diagram below, as are the values and goals of the Force which flow from these principles.

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Core Good Governance PrinciplesFocussing on the purpose of the PCC and the Force and on the outcomes for the community and implementing a vision for the local areaLeaders, officers and partners working together to achieve a common purpose with clearly defined functions and rolesPromoting values for the Force and demonstrating the values of good governance through upholding high standards of conduct and behaviourTaking informed and transparent decisions which are subject to effective scrutiny and managing riskDeveloping the capacity and capability of the Force to be effective

Our Values

Fairness and Respect

Integrity

Courage

Professionalism

Our Goals

Putting Victims First

Prevention

Targeting Offenders

Community Based Services


Annex 1 sets out in detail how each of the core good governance principles are met within the Force and this is summarised below:

Core principle 1, focussing on the purpose of the PCC and the Force and on the outcome for the Community and implementing a vision for the local area; this principle is met by putting serving the public at the heart of the Force Strategy (as outlined at Annex 2).

Core Principle 2, leaders, officers and partners working together to achieve a common purpose with clearly defined functions and roles; this principle is met by:

Developing a Force Strategy that aligns with the Police & Crime Plan as demonstrated at Annex 3,

Working effectively with the PCC and his office, including via the Joint Management Board,

Establishing an agreed scheme of governance with the PCC, and clearly disseminating strategic plans, priorities and targets to the force.

Core Principle 3, promoting the Chief Constable’s values and demonstrating the values of good governance through upholding high standards of conduct and behaviour; this principle is achieved by putting our values at the centre of the Force Strategy (see Annex 2).

Core Principle 4, taking informed and transparent decisions which are subject to effective scrutiny and management of risk; this principle is achieved by;

Updating our meetings and decision making structures to ensure that they are effective and transparent

Maintaining an effective joint internal audit function with the OPCC Undertaking internal reviews and inspections Operating within the agreed parameters of the Scheme of Consent Operating a Joint Risk Register with the OPCC and taking effective action to

manage and mitigate risk Operating a clear policy on information transparency

Core Principle 5, developing the capacity and the capability of the Force to be effective; this principle is to be achieved by:

Making leadership and staff development a key part of the force vision and the force change programme

Introducing quarterly performance management reviews within the geographic areas and departments led by the Deputy Chief Constable.

CHANGES IN THE GOVERNANCE FRAMEWORK FOLLOWING STAGE 2 TRANSITION ON 1 APRIL 2014

Following the election of the Police & Crime Commissioner (PCC), the PCC owned all force assets and liabilities, and was the employer of all police staff. The second stage (Stage 2) involved the PCC and Chief Constable deciding which assets and staff would transfer to the Chief Constable. All staff who were not directly employed in the Office of The Police & Crime Commissioner (OPCC) were successfully transferred to the employment of the Chief Constable on 01 April 2014. The assets that have transferred to the Chief Constable are set out in the Scheme of Consent.

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The Chief Constable worked closely with the Police & Crime Commissioner and his office to draft a revised scheme of governance and this scheme will apply from 1 April 2014.

REGIONAL COLLABORATION

The force continues to work in collaboration with its regional neighbours both operationally and in support functions.

From an operational perspective:

Special branch is now regionally managed. The ROCU core competencies are being developed within the region building on

ZEPHYR capability. Regional witness protection is now being delivered as is regional prison

intelligence officers. Regional Forensic is now a detailed business case with a Head of Regional

Forensic Services now recruited. A five force major crime collaboration is currently being scoped.

Devon & Cornwall Police remain the strategic lead for the South West Police Procurement Department which provides strategic procurement services to Devon & Cornwall, Dorset, Gloucestershire and Wiltshire. The department was established in April 2012 and has delivered in excess of £2m in collaborative year on year savings.

Regional Fleet Managers are engaged collaboratively to exploit initiatives that could improve interoperability, reduce duplication of effort while simultaneously maximising fleet savings. A single person is about to be appointed for vehicle purchases across four forces, which it is hoped will lead to increased standardisation.

There are an increasing number of cross border collaborations in relation to training. For example, the jointly funded post of Regional Training Co-ordinator has a remit to maximise collaborative training, drive out the benefits and ensure fairer trading of places on courses. The regional Heads of Learning & Development meet quarterly.

The Force has embarked on project to investigate the opportunities for a strategic alliance with Dorset Police. This is described in more detail in the improvement plan section below.

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ANNUAL REVIEWTHE ANNUAL REVIEW OF EFFECTIVENESS OF THE GOVERNANCE FRAMEWORK

The Chief Constable has a responsibility to conduct, at least annually, a review of the effectiveness of the force’s governance framework and system of internal control. The review is informed by the work of:

Director of Finance & Resources; Director of Legal Services & Information Management; Chief Officers, Department Heads and Commanders; Managers within the force who have responsibility for the development and

maintenance of the governance environment; The Head of Internal Audit; External Auditors Review against the CIPFA principles Other reviews

The governance framework is continuously reviewed throughout the year as follows:

The Chief Officer Group considers key governance processes and recommends areas for improvement;

A Joint Risk Register is compiled and reviewed by the Joint Management Board (JMB) and Chief Officers with detailed reviews being undertaken on selected risks;

Quarterly Performance Management Reviews (PMRs) with geographic areas and operational departments, led by the Deputy Chief Constable have commenced;

The Force Performance Group reviews the force’s performance monthly (moving to quarterly following the introduction of the PMRs (above)) and its ability to respond to current and emerging issues;

The Professional Standards Department continuously reviews complaints and matters arising from confidential reporting and produces monthly reports;

The PCC Treasurer establishes a risk based internal audit plan; The Joint Management Board (JMB) and the PCC’s Performance &

Accountability Board (PAB) regularly scrutinise performance in specific areas; An Information Strategic Group provides governance of the force’s information

management processes; The force Health & Safety Committee monitors and manages strategic health

and safety issues; A People Strategic Group provides oversight of the force’s people issues. The Joint Audit Committee scrutinises the governance framework and individual

governance issues as it saw fit.

The Force is subject to a number of external audits and inspections during the year which are described below. Reports are either considered by the Chief Officer Group or by individual Chief Officers based on the subject area as appropriate.

During 2013-14 Her Majesty’s Inspector of Constabularies (HMIC) conducted the following reviews:

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Valuing the Police Phase 3 (May 2013) Custody (October 2013) Domestic Abuse (November 2013) Undercover Policing (December 2013) Crime Data Integrity (February 2014) Making Best Use of Police Time (February 2014) Road Traffic Incidents involving Fatalities (March 2014)

During 2013-14 Internal Audit undertook the following audit activity:

Continuous Auditing: Payroll Assurance (monthly) Covert Human Intelligence Services (payments administration) Due diligence: Transfer of Helicopter to National Police Air Service Duplicate invoice testing (National Fraud Initiative) Efficacy of P&G scoring spreadsheet Follow Up: Creditor & Payroll Data Matching Income Review Inventory Processes Management of Force Change Program Mid-GatewayTM Healthcheck: UNIFI Project Seized & Found Cash Handling UK/EU Late Payment Compliance Assessment of ICT Governance Due diligence: Stage 2 Transfer Efficacy of Pay & Grading calculation spreadsheet ICT Managed Services Contract Replacement

The Force Review & Inspections Team has carried out a number of reviews during 2013-14, related to the force Development Programme and also individual thematic reviews and training evaluation.

Reviews and inspections:

Use of appointments inspection Custody inspection Performance Management Review of Torbay’s response to the Evening and

Night Time Economy (ENTE) Post Implementation Review of the Force Support Group Force Policy Review Summons Inspection following Rule 43 Recommendations Violence With Injury Pilot Evaluation – Exeter, East and Mid Devon West Cornwall Positive Outcomes Performance Management Review

Hypothesis testing: Change in arrest rates

Performance monitoring: Domestic abuse cautions briefing DASH (Domestic Abuse Stalking and Harassment) Risk Assessment

Compliance E-mail governance

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Workshops:

Dedicated Decision Maker and Outcome up-dates in conjunction with Audit and Compliance

Quality Assurance of recommendations reviews:

Use of appointments inspection Role of the Detective Inspector National Decision Making (NDM) post implementation review Contingency and Operations Planning Unit post implementation review Custody inspection Sexual Offences Liaison Officer (SOLO) post implementation review South Devon Performance Management Review

The outcomes and recommendations from reviews are retained centrally and progress against resulting action plans is tracked through to closure. Significant issues are highlighted in Table 1 in the section below on the outcomes of the effectiveness review.

Workplace audits and the corporate change programme have continued to identify high levels of health and safety commitment within force. A three year health and safety action plan was developed and is being delivered.

FORCE RISK MANAGEMENT

Over the course of 2013-14, the revised approach to managing strategic risks to the force was further developed, in conjunction with the Office of the Police & Crime Commissioner (OPCC), through the adoption of a shared Joint Risk Register (JRR) approach. The JRR is a tool for logging and managing the strategic risks facing the force and the OPCC, and their associated mitigating actions. The JRR is regularly reviewed at the Joint Management Board.

The following diagram illustrates how risk management is aligned with and compliments the planning and performance management processes.

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Risks & Incidents

Planning & RecommendationsPerformance

REVIEW OF INTERNAL CONTROLS

Section 4 of the Accounts and Audit Regulations (England) 2011 requires the Chief Constable to conduct a review of internal controls within the Force and publish the outcome within his Annual Governance Statement. Senior managers provide assurance annually through the use of a questionnaire that key controls are in place to ensure compliance with relevant laws and regulations, internal policies and procedures, and that expenditure is lawful. The questionnaire has been revised to maintain its relevance to the force, it now assesses both compliance and the evidence of compliance, to facilitate any future assurance mapping work. There is an aspiration to move away from an annual exercise to a continuous risk based approach in the future.

In 2013-14, the assurance process was undertaken at portfolio and department level, as appropriate. Analysis of the returns for individual control areas identified a number of areas for development, all of which are already in train.

REVIEW OF 2013-14 IMPROVEMENT PROGRAMME

The 2013-14 improvement programme had twelve areas where a need to improve the effectiveness of the governance arrangements was identified. Six of these areas remain as areas for improvement and development for 2014-15 they are:

Management of the Force Change Programme (see item 1 in table 1 below) Operational Performance (see item 2 in table 1 below)

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Business continuity (see item 3 in table 1 below) Information security (see item 5 in table 1 below) Value for money (see item 7 in table 1 below) Income generation (see item 7 in table 1 below)

For the following areas improvement work is complete and these areas will be managed as business as usual:

Risk Management – Joint Risk Register in place and within the force risk is more closely linked with planning and performance

Business planning processes – Significant improvement were achieved in 2013-14 with activity linked to force priorities

People data quality - A targeted and structured programme of improvements and initiatives has continued throughout 2013-14 to improve data quality and establish a culture within the organisation to maintain people data quality

Staff absence – The Deputy Chief Constable led work to improve attendance – processes have been strengthened and will be part of the ongoing HR management process

Partnership Governance – the Peninsula Strategic Assessment is the driving force and shapes activity in line with the priorities of the Police & Crime Commissioner

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OUTCOME OF THE REVIEW OF EFFECTIVENESSOUTCOME OF THE REVIEW OF EFFECTIVENESS

Force performance provides an overall indication of effectiveness and this shows that overall crime in Devon & Cornwall increased marginally by 0.2%, or 201 offences, during 2013-14 to 85,139 recorded offences. For the twelve months to September 2013 66.8% of respondents to the British Crime survey answered excellent or good when asked 'In general, how good a job do you think that the police in your local area are doing?’ The force is placed seventh nationally for this confidence measure.

For 2012-13, which is the latest year available, the external auditor issued an unqualified opinion on the accounts of the PCC and the Chief Constable confirming they give a true and fair view of the financial position as at 31 March 2013 and the income and expenditure for the year. In addition he issued an unqualified conclusion in respect of the PCC's and the Chief Constable’s arrangements for securing economy, efficiency and effectiveness in their use of resources.”

Governance of environmental management issues continues to be strong and this is evidenced by the fact the Force was the best performing police force in the most recent Carbon Reduction Commitment Energy Efficiency Scheme league table as administered by the Environment Agency.

The processes in place to check the effectiveness of the governance framework are comprehensive. For this reason there is a reasonable level of assurance that management is aware of the strengths and weakness of the governance arrangements. The areas where weaknesses have been identified and further improvement is required are listed in table 1 below.

Table 1 - Identified Issues and Areas Requiring Further Improvement1. The Change Programme: there is an ongoing programme of scrutiny of the change

programme through Gateway Reviews and Internal Audits and change programme should remain an area of focus for governance activity

2. Operational performance; during 2013-14 the Force experienced a dip in performance as evidenced by both overall crime levels (where the increase was marginal) and more significantly, levels of violent crime.

3. Business Continuity – as evidenced by the key controls review4. Staff awareness that that they may confidentially report information / concerns, and that they

will be adequately protected under the whistle blowing policy – as evidenced by the key controls review.

5. Information assets are effectively managed and safeguarded.6. Monitoring relevant professional and legislative guidance to ensure effective and compliant

operations.7. Value for Money and income generation. Overall the HMIC VFM profile shows that the Force

provides good value for money however given the funding reductions faced over the next four years value for money is an ongoing consideration. The 2012-13 HMIC value for money profile shows that Devon & Cornwall Police increased income generation compared to the previous year although it still resides in the bottom quartile when compared to other forces. Work is in hand to improve income generation and income processes. Value for money work is ongoing and more detail is provided in the improvement programme below.

8. Human Resources – there is a need to clarify and strengthen the HR strategy and the role of the HR Directorate

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The improvement programme to address these issues is set out below.

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IMPROVEMENT PROGRAMMETHE FORCE VISION AND CHANGE PROGRAMME

The force change programme continues to be a high risk activity, especially in light of the current extremely challenging financial environment. However it is considered essential towards our vision to be the best rural, coastal, and urban police service. To this end the change programme now comprises:

UNIFI (Crime & Intelligence) Digital Interview Recording Mobile Data Criminal Justice System Efficiency (CJSE) (closing April 2014) Investigate Crime Safeguarding Vulnerable People Respond to Incidents - Readiness for Change

The wider Respond to Incidents review (to be renamed “Policing the Demand”) will be considered for reincorporation into the Programme in May. The programme scope will continue to be carefully controlled in the context of a focus on priorities to support Force Strategy and to keep programme risk to an acceptable level.

The STORM (Command & Control) and Duty Management projects were completed in 2013-14 and removed from the programme.

The work being done by the Force Change Programme continues to inform and direct force activity for the future and it will be necessary to ensure that improvement work is integrated seamlessly with normal activity to ensure that policing services continue to maintain the current high levels of performance.

The priorities for the programme for 2014-15 are:

(a) Further development of project managers to support the delivery of transformational change

(b) A refresh of the Central Design Team(c) More effective marketing & communications supported by the Business Change

Marketing Plan.

OPERATIONAL PERFORMANCE

The PCC’s revised performance regime will enable a more informed approach to violent crime, which will result in targeting of specific aspects of violent crime, whilst acknowledging that in other areas (such as domestic abuse, hate crime and sexual offences) increased reporting may indicate an increased confidence in police. In addition the new Performance Management Review Programme that will overseen by the Deputy Chief Constable will focus on improving performance in the key target areas set out in the Police & Crime Plan.

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BUSINESS CONTINUITY

Since the completion of the Annual Assurance Statement for 2012-13, governance for Business Continuity has been revisited. A new Business Continuity Champions Network has been set up and local plans have been written or revised for submission to the Emergency Planning Unit for review, quality assurance and refinement. Force plans have been reviewed in tandem with the local plans. From this process, tactical options will be developed and incorporated into a force plan. There has been a good level of engagement in the revised process which needs to be maintained, together with testing and exercising of plans and further embedding of business continuity understanding at all levels. ICT Service Recovery remains a focus within the force and consultation is taking place with the business around the criticality of systems and associated restoration requirements and priority through the developing network of Information Asset Owners.

The force has a strong record in delivering disaster recovery (i.e. during extreme weather, fulfilling resourcing obligations outside the force and during multi-agency exercises), for which the force and the Local Resilience Forum (LRF) have received positive feedback from central government.

CODE OF ETHICS

In response to nation-wide concerns about ethics in policing; an implementation and monitoring programme for a force code of ethics will be developed during 2014/15 under the leadership of an Assistant Chief Constable.

STAFF AWARENESS OF CONFIDENTIAL REPORTING (“WHISTLE BLOWING”)

This is to be incorporated in People & Leadership’s development plans for 2014-15. The Head of PSD is intending to dip sample and test the awareness and confidence of officers and staff in respect of the whistle blowing policy to make an informed judgement on this statement and the existing process in place.

INFORMATION SECURITY

The work of the Information Strategic Group and Information Asset Owners will continue in 2014-15 under the oversight of the force Senior Information Risk Owner (SIRO).

MONITORING RELEVANT PROFESSIONAL AND LEGISLATIVE GUIDANCE

This area for improvement has been notified to People & Leadership so that the necessary remedial actions can be put in place. Plans will be developed during 2014-15.

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VALUE FOR MONEY AND INCOME GENERATION

The Force continues to focus on value for money and is working with the PCC to look in particular at income generation and Estates Management. The project for the redevelopment at Headquarters is being reviewed for overall costs. The HMIC Value for Money Report indicates overall low costs for Devon & Cornwall; individual areas where costs are higher than average (ICT, custody) are subject to review. Other reviews that commenced in 2014-15 are in Crime and Criminal Justice, and Public Enquiry Offices. In addition a project is in place to review why Devon and Cornwall has a relatively low level of income, and to identify additional income streams.

Although comparative data shows that the Force has below average overall costs funding forecasts for 2015-16 and beyond indicate that further costs savings will be required. Within the Police & Crime Plan the Police & Crime Commissioner has set a priority to make every penny count in protecting services for the long term. Part of this priority involves seeking further efficiency savings and a financial roadmap is being drawn up to deliver financial security and ensure the service is maintained within a balanced budget. The Chief Constable will assist the Police & Crime Commissioner to develop this roadmap, with the objective of developing a vision as to how £12M of additional savings can be delivered by 2017-18. Exploration of a strategic collaboration with Dorset as described below is part of this project.

In late 2013, Devon Audit Partnership reported on our approach and systems around income generation. The recommendations from this included, for example, improved accounting of such income, reviewing policies around policing events, and how the force provides resources to other forces. These will all be taken forward as part of the development of the Financial Roadmap for the force.

HUMAN RESOURCES ISSUES

The force is actively working towards the introduction of a new HR Strategy that will clearly set out the overall ethos of the Directorate and clarify its organisational role. In support of this document the Directorate will also adopt a dedicated delivery model that will reinforce the function’s enabling role and specify how the service will be delivered.

Moving forward, the specific goals for the function will be:

• To develop the necessary policy and procedure to ensure the effective management of the people aspects of change activity;

• To ensure that the force values are appropriately reinforced and embedded;• To develop and maintain an effective workforce plan, ensuring the availability of

staff is appropriately linked to stated organisational requirements;• To maintain and co-ordinate effective delivery of a comprehensive learning and

development plan, ensuring the co-ordinated delivery of all Force training;• To ensure the maintenance of an effective pay and reward system, where

necessary developing new proposals to reflect organisational need;• To undertake regular staff surveys and respond appropriately to the findings in an

effort to improve overall levels of employee engagement;• To ensure the efficient and effective adoption of new policy and procedure that

reflects key developments in employment law and nationally negotiated settlements.

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Behind these overarching goals a detailed service plan will be maintained that identifies specific targets and key measures of success. These documents will be constantly updated to reflect the latest position and to take into account specific issues arising from performance data, assessment of risk and new developments at national, regional and local level.

STRATEGIC ALLIANCE

Devon & Cornwall Police and Dorset Police are exploring how the two forces can collaborate effectively across all areas of policing. This is considering a number of factors, including how policing services can be maintained to a high standard for the communities within both force areas. The Project will look at how residents and visitors can continue to receive the highest possible service including the protection of neighbourhood policing.

The alliance will have no detrimental impact on the policing service delivered on the ground across the three counties. Both forces remain committed to sustaining neighbourhood policing.

The initial scoping exercise is expected to take around six months to complete.

POLICE & CRIME PLAN AND THE CHIEF CONSTABLE’S DELIVERY PLAN

The Police & Crime Commissioner (PCC) refreshed the Police & Crime Plan in March 2014. The Chief Constable is developing his delivery plan, which is aligned with, and supports, the refreshed Police & Crime Plan and Force Strategy (Annex 2 and 3). Progress against the Chief Constable’s Delivery Plan will be scrutinised at the Joint Management Board and the PCC’s Performance & Accountability Board.

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CONCLUSIONOver the coming year, we will continue to monitor the areas outlined in this statement to further enhance governance arrangements. We will work in partnership with the Police & Crime Commissioner to deliver these arrangements and we are satisfied that these steps will address the improvements that were identified in the review of effectiveness. We will monitor their implementation and operation as part of our next annual review.

Signed:

Shaun Sawyer Sandy GoscombChief Constable of Devon & Cornwall Police Director of Finance and Resources

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ANNEX 1: COMPLIANCE WITH CIPFA CORE PRINCIPLES

This section outlines the compliance with each core principle within the CIPFA document “Delivering Good Governance in Local Government - Guidance Notes for Police”.

CORE PRINCIPLE 1Focussing on the purpose of the PCC and the Force, and on outcomes for the community, and creating and implementing a vision for the local area

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How core principle 1 should be reflected in force policies and working practices:

Demonstration of compliance:

The Chief Constable’s purpose and vision are in line with the PCC’s Police & Crime Plan

PCC’s Police & Crime Plan Chief Constable’s Delivery Plan Mapping of the Force Strategy to the Police &

Crime Plan (see Annex 3)The Chief Constable’s vision for the local area and its impact on governance arrangements are reviewed on a regular basis

Peninsula Strategic Assessment PCC’s Police & Crime Plan Chief Constable’s Delivery Plan Force Tactical Tasking process

Partnerships are underpinned by a common vision of their work that is understood and agreed by all parties

Peninsula Strategic Assessment PCC’s Police & Crime Plan Chief Constable’s Delivery Plan Peninsula Community Safety Partnership

Chairs meeting Contribution to Community Safety

Partnerships and Safer DevonAnnual performance is reported on a timely basis to communicate the Chief Constable’s activities and achievements, and the Force’s financial position and performance

Annual financial statement Annual performance data

The quality of service for users is measured accurately and the information is available on a timely basis

Force performance framework Force Development Programme

Effective arrangements are in place to identify and deal with failure in service delivery

Complaints Handling Process (inc. 2012 Police Discipline Regulations and appropriate HR legislation)

Victim Satisfaction Surveys Force performance framework Independent Police Complaints Commission

(IPCC) oversightValue for money is measured and the Chief Constable has the information needed to review value for money and performance effectively.

Force performance framework Chief Constable’s Delivery Plan Medium Term Financial Strategy Her Majesty’s Inspector of Constabulary Value

for Money Profile

The environmental impact of policies, plans and decisions is measured

Force Carbon Management Plan Sustainability Strategy and Plan

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CORE PRINCIPLE 2Leaders, officers and partners working together to achieve a common purpose with clearly defined functions and roles

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Force working arrangements reflect a clear understanding of the respective roles and responsibilities of the senior officers and staff of the Office of the PCC and the Force

Joint Management Board Command Team portfolios Role Profiles Personal Development Review

Force policies and working arrangements conform to the agreed scheme of delegation, taking account of relevant legislation, and ensuring that policies and working arrangements are monitored and updated when required.

The PCC’s scheme of delegation is well publicised and underpins decision making

The PCC’s standing orders are well publicised and underpin decision making

Force policies are aligned with the PCC’s financial regulations

Force Financial Policies Standing Orders for Tenders and Contracts

The Chief Constable has reached a shared understanding with the PCC of the their respective roles and objectives

Scheme of Consent Personal Development Review Performance management framework Joint meetings Force Strategy Chief Constable’s Delivery Plan

The Director of Finance and Resources is responsible to the Chief Constable for ensuring that appropriate advice is given on all financial matters, for keeping proper financial records and accounts, and for maintaining an effective system of internal financial control

The Director of Finance & Resources fulfils the role of Chief Financial Officer (CFO) and has the Section 151 responsibilities

Financial Reporting Compliance with The Role of the CFO of the

Police & Crime Commissioner and the CFO of the Chief Constable and reporting on it accordingly in the annual governance statement

CFO’s joint operating protocol that sets out information sharing between the PCC’s CFO and the Chief Constable’s CFO

Protocols to ensure effective communication between the PCC the OPCC and the Chief Constable and members of the force chief officer group in their respective roles

Joint Management Board

Effective mechanisms exist to monitor service delivery

Joint Management Board Performance management framework

The PCC’s vision, strategic plans, priorities and targets are clearly articulated and disseminated to the force

PCC’s Police & Crime Plan Force Strategy Chief Constable’s Delivery Plan Performance management framework Community Safety Partnership Chairs Meeting Peninsula Strategic Assessment “Have Your Say” local initiatives Independent Advisory Groups

When working in partnership: there is clarity about the legal

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CORE PRINCIPLE 3Promoting values for the Chief Constable and demonstrating the values of good governance through upholding high standards of conduct and behaviour (as it applies to the force through the Chief Constable)

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The Chief Constable’s leadership sets a tone for the force by creating a climate of openness, support and respect

PCC’s Police & Crime Plan Force Mission, Vision, Policing Style and

Values Force Strategy Chief Constable’s Delivery Plan Senior Leadership Executive Expectation of Leaders Statement

Standards of conduct and personal behaviour expected are defined and communicated through codes of conduct and protocols

Clearly defined “Standards of Professional Behaviour” exist for both Police Officers and Police Staff, supported by the 2012 Police Discipline Regulations and appropriate HR legislation

Personal Development Review Complaints Handling Process (inc. 2012

Police Discipline Regulations and appropriate HR legislation)

Corruption Policy Intelligence Led Integrity Testing Policy Gifts & Hospitality Policy Standing Orders for Tenders & Contracts IPCC oversight

Arrangements to ensure that the Chief Constable and senior officers are not influenced by prejudice, bias or conflicts of interest in dealing with different stakeholders are in place and there are appropriate processes to ensure that they continue to operate in practice


Business Interests Policy Standing Orders for Tenders & Contracts Role of Professional Standards Department

Shared values including leadership values both for the organisation and staff reflect public expectations as articulated in the PCC’s Police & Crime Plan

PCC’s Police & Crime Plan Clearly defined “Standards of Professional

Behaviour” exist for both Police Officers and Police Staff, supported by the 2012 Police Discipline Regulations and appropriate HR legislation

Business Interests Policy Standing Orders for Tenders & Contracts Protected Disclosure working practices (a

‘Making Protected Disclosures (Whistle blowing)’ Policy is being developed)

Equality Standard for the Police Service; policies and practices together with Equality Impact Assessment processes have been brought into line with the Equality Act 2010

The shared value articulated in the Police & Crime Plan are communicated to staff, partners and the community

PCC’s Police & Crime Plan Clearly defined “Standards of Professional

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CORE PRINCIPLE 4Taking informed and transparent decisions which are subject to effective scrutiny and managing risk



An effective review and scrutiny function is in place which encourages constructive challenge and enhances the force’s performance

Internal audit programme Review & Inspections Team programme

Effective mechanisms for documenting evidence for decisions and recording the criteria, rationale and considerations on which decisions are based are in place

Strategic meeting agendas and minutes Critical and Major Incident Policy Logs National Decision Model Scheme of delegation

Put in place arrangements to safeguard the Chief Constable and employees against conflicts of interest and put in place appropriate processes to ensure that they continue to operate in practice


Business Interests Policy

In conjunction with the PCC, an effective Audit Committee (or equivalent) is developed and maintained

Joint Audit Committee (JAC)

Effective, transparent and accessible arrangements are in place for dealing with complaints

Complaints Handling Process (inc. 2012 Police Discipline Regulations and appropriate HR legislation)

Complaints performance informationThose making decisions whether for the Chief Constable or partnership are provided with information that is fit for the purpose – relevant, timely and gives clear explanations of technical issues and their implications

Briefing papers from the appropriate subject matter experts

Performance data, which is subject to audits for NSIR1 and NCRS2 compliance and subject to scrutiny at Force Performance Group

Professional advice on matters that have legal or financial implications is available and recorded well in advance of decision making and used appropriately

Suitably qualified professionals lead the Finance, Legal, Human Resources, Estates and Procurement Departments

Risk management is embedded into the culture, with all parties recognising that risk management is part of their job

Risk management strategy and working practices

Financial standards and working practices

1 National Standard for Incident Recording2 National Crime Recording Standard

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Arrangements are in place for whistle blowing to which staff and all those contracting with the PCC have access

‘Making Protected Disclosures (Whistle blowing)’ policy

All policies processes and decisions actively recognise the limits of lawful activity, for example the ultra vires doctrine, but also strive to utilise powers to the full benefit of the community

Director of Legal Services is a member of the Chief Officer Group

Briefing papers and guidance from the appropriate subject matter experts

Legal advice sought from appropriate external sources when required

All policies and processes recognise the limits of lawful action and observe both the specific requirements of legislation and the general responsibilities placed on the Chief Constable by public law

Briefing papers and guidance from the appropriate subject matter experts

Role of the Director of Legal Services

All policies and processes observe all specific legislative requirements placed upon the Force , as well as the requirements of general law, and in particular the requirement to integrate the key principles of good administrative law – rationality, legality and natural justice

Command Team portfolios Role Profiles Statutory provisions Briefing papers and guidance from the

appropriate subject matter experts Equality and Diversity policies Equality and Diversity training Training and development programmes

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CORE PRINCIPLE 5Developing the capacity and capability of the Force to be effective



Induction programmes are tailored to individual needs and opportunities for Chief Constable and officers and staff to update their knowledge on a regular basis

Personal Development Review Learning and Development Programme Role specific training Management development programmes Links with College of Policing, and external

partnersStatutory officers have the skills, resources and support necessary to perform effectively in their roles and that these roles are properly understood

Role profiles Personal Development Review Role specific training Training panels

The skills required by the Chief Constable and officers are reviewed at least annually and there is a commitment to develop those skills to enable roles to be carried out effectively

Personal Development Review Role specific training 360 degrees feedback Workforce planning Performance reporting through balanced

scorecard and performance indicators

Career structures are in place for officers to encourage participation and development

Personal Development Review Personal development training High Potential Development Scheme (HPDS) Talent Management Succession Planning

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ANNEX 2: FORCE STRATEGY 2014-2018

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ANNEX 3: HOW THE POLICE & CRIME PLAN MAPS TO THE FORCE STRATEGY

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Documents

Actions / questions are given in red - Amazon Web …€¦ · Web viewSuitably qualified professionals lead the Finance, Legal, Human Resources, Estates and Procurement Departments