West Midlands Strategic Policing and Crime Board

Information for applicants for the roles of

Assistant Police and Crime Commissioners

and

Non-Executive Board Membersof the Strategic Policing and Crime Board

Contents

  1. Welcome
  2. About the West Midlands and West Midlands Police
  3. The role of West Midlands Police and Crime Commissioner
  1. Strategic priorities
  2. Strategic Policing and Crime Board

6.Appointment and selection process

West Midlands Police and Crime Commissioner

Closing date for applications: noon on Monday 23 May 2016

Dear Applicant

Thank you for your interest in the role of an Assistant Police and Crime Commissioner or Strategic Policing and Crime Non-Executive Board Member of West Midlands Strategic Policing and Crime Board. I am seeking two Assistant Commissioners and 6 Non-Executive Board Members to work with me. Interviews will take place on 26 May and 31 May, and I hope that successful appointees can take up their posts on 1 June 2016. The first meeting of the Strategic Policing and Crime Board will take place on Tuesday 7 June 2016.

I have the challenging role of ensuring that the 2.74 million people of the West Midlands are served by an efficient and effective police force. The Force is one of the largest in the country with a budget in excess of £540m and around 6,900 police officers and 3000 police staff headed by the Chief Constable, Mr David Thompson.

The world of policing is dynamic and demanding. The West Midlands is a large, diverse and complex policing area. To meet the challenging agenda I face, I will have a Strategic Policing and Crime Board to work as a team under my leadership. Positions on the Board offer the opportunity to deliver my commitment to improve the lives of the public of the West Midlands. I want the people of the West Midlands to have pride in their police. I welcome applications from anyone with a genuine interest in policing and the delivery of high quality services and performance.

To assist you in completing your application I have provided background information about my office and West Midlands Police Force. However please do contact us on 0121 626 6060 should you wish to discuss the post further.

I look forward to receiving your application.

Kind regards

David Jamieson

West Midlands Police and Crime Commissioner

2. About the West Midlands and West Midlands Police

West Midlands Police is the second largest police force in England and Wales. It covers an area of 384 square miles and serves a population of 2.74 million (over 1 million households). The region sits at the very heart of the country and covers the three major cities of Birmingham, Coventry and Wolverhampton. It also includes the busy and thriving districts of Dudley, Sandwell, Solihull and Dudley. The majority of the area is densely populated but there are some rural areas.

The region’s economy has diversified from its historic heavy industry roots of the Industrial Revolution. With the decline in traditional manufacturing, both the public and private sectors have rejuvenated the area. Birmingham now has a commercial and shopping area which is among the largest in Europe. This is complemented by a wide range of social amenities such as the National Exhibition Centre, National Indoor Arena, the International Convention Centre, theatres, galleries and many large conference facilities. The area boasts a thriving nightlife, centred around Birmingham City Centre. West Midlands hosts a number of Premiership and Championship football clubs together with many others in the other leagues.

The region is well served by rail and road links. Road and rail travel is supplemented by significant air traffic through Birmingham International and Coventry airports. The area is proud of its academic institutions, being home to a number of universities located in Birmingham, Coventry, Walsall and Wolverhampton.

The population of the West Midlands is diverse. At approximately 34%, the black and minority ethnic population is significantly above the national average. Approximately 10% of the population were born outside of the UK. The average earnings and house prices for the region are lower than the national average.

There are seven local authorities within the area, Birmingham, Coventry, Dudley, Sandwell, Solihull, Walsall and Wolverhampton, each with a Crime and Disorder Reduction Partnership/Community Safety Partnership. The area is also served by three Local Enterprise Partnerships (LEPs), Staffordshire and West Midlands Probation Service, Community Rehabilitation Company and a number of NHS structures, adding complexity to the partnership landscape. A West Midlands Combined Authority with a directly elected mayor is in underdevelopment.

West Midlands Police is one of the best performing metropolitan police forces in the country. Significant and sustained reductions across volume crime have been achieved. The Force hosts aCounter Terrorism Unit, West Midlands Regional Organised Crime Unit, Central Motorway Police Group and the National Ballistics Intelligence Service.

Local policing is delivered through ten local policing units (LPUs), soon to become eight Neighbourhood Policing Units (NPUs). Other than Birmingham, which because of its size will have twoNPUs, the other six NPUs are coterminous with local authority boundaries. Each NPU is headed by a Chief Superintendent. The work of the local NPUs is supported by a number of specialist central and support departments.

West Midlands Police has a reputation for continuous improvement, innovation and empowering leadership with a talent to continuously evolve and meet changing needs. The Force aims to deliver policing that is accessible and responds to the needs of local people. Neighbourhood policing provides a named team of local officers who can influence the policing priorities within their neighbourhood. They work with colleagues and partner agencies to address the concerns of their communities.

West Midlands Police faces the biggest financial challenge of any police force in the country. We have already made cuts of over £120 million since 2010, with further reductions ahead. Partly in response to the financial pressure, but also to improve policing, the Force is working with a private sector partner in a major transformation programme known as WMP2020.

3. Role of the West Midlands Police and Crime Commissioner

There are 41 police and crime commissioners in England and Wales covering each of the 41 forces outside of London. Policing in London, Scotland and Northern Ireland has different arrangements. Together with the Home Secretary and chief police officers, PCCsare responsible for policing in England and Wales.

The Commissioner has a number of statutory roles, which include:

  • representing all those who live and work in the communities in their force area and identifying their policing needs
  • setting priorities that meet those needs by agreeing a police and crime plan
  • holding the Chief Constable to account for achieving the Commissioner’s priorities as efficiently and effectively as possible
  • setting the force budget(West Midlands Police Budget)
  • hiring and, if necessary, dismissing the Chief Constable

To fulfill these roles, the Commissioner has a range of powers and responsibilities. The Commissioner:

  • must produce a Police and Crime Plan
  • must produce an Annual Report
  • must set the policing budget and "precept", which is the part of local council tax that goes to policing
  • appoints and, if necessary, dismisses the Chief Constable
  • makes Crime and Disorder Reduction Grants
  • has oversight of how complaints against the police are managed
  • must keep under review opportunities for collaboration
  • has duties relating to national criminal threats, safeguarding of children, and consulting the public
  • has a role in ensuring the effectiveness of the wider criminal justice system
  • commissions services for victims of crime, and develops restorative justice services in our area

The Commissioner is supported in his work by a team headed by the Chief Executive and Monitoring Officer. Further information on the work of the Commissioner and the statutory framework in which the Commissioner works can be found on the Commissioner’s website:

The Commissioner is supported and scrutinised by a separate Police and Crime Panel. The Panel is made up of twelve councillors from across the West Midlands and two independent members.. The Panel is set up under the provisions of the Police Reform and Social Responsibility Act 2011.

Further information on the work of the Commissioner and the statutory framework in which the Commissioner works can be found on the Commissioner’s website.

Information on West Midlands Police can be found at

5. Strategic Policing and Crime Board

The purpose of the Strategic Policing and Crime Board is to ensure that the Commissioner is able to effectively engage and represent all areas of the West Midlands and to support the Commissioner in his role of ensuring an efficient and effective police service for the West Midlands through the setting of the strategic direction for the Force and holding the Chief Constable to account for the exercise of his functions.

The principal terms of reference for the Board, which will work as a team under the leadership and direction of the Commissioner, are to:

  • maintain an overview of the implementation of the Commissioner’s manifesto in order to ensure consistency in approach but having regard to the differing needs in the West Midlands
  • assist the Commissioner to monitor the implementation and achievement of the Police and Crime Plan and support the Commissioner in any work required to vary the Plan during his term of office
  • scrutinise, support and challenge the overall performance of the force including against the priorities agreed within the Plan
  • advise the Commissioner in exercising his functions in setting the budget and precept.
  • ensure the effective working of arrangements for consulting with and engaging local residents, communities and victims of crime
  • ensure effective working with local authorities and other partners and advise the Commissioner on their effectiveness in achieving the outcomes from his award of crime and disorder reduction grants.
  • advise and support the Commissioner in his decision making role and in holding the Chief Constable to account
  • support the Commissioner more generally in the fulfilment of his statutory duties, to include equalities and human rights obligations.

The Board will comprise 9 members, including the Commissioner, two Assistant Police and Crime Commissioners (APCCs), and sixNon-Executive Board members.

The APCCs will have particular roles to engage with the public and partners across the Force area in the public, private and third sectors.

The six Non-Executive Board members will be expected to provide an independent element of challenge, and work in embedded governance role. Three of the Non-Executive Board Memberswill also be expected to form part of the membership of the Joint Audit Committee as required under a statutory Financial Code of Practice. The Joint Audit Committee supports both the Commissioner and the Chief Constable. The inclusion of Non-Executive Board members on the Committee is supported by the Chief Constable. However, the Chief Constable will not have a role in their selection. It is expected that the Joint Audit Committee will comprise a total of up to eightmembers with the other two members being joint appointments of the Chief Constable and Commissioner.

Meetings will take place regularly on a fortnightly basis, and every second one will take place in public. Meetings are likely to take place on a Tuesday.

The role profiles of the Assistant Police and Crime Commissioners and the Non-Executive Board members are shown in the following tables.

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Strategic Police and Crime Board

Board Member Roles

Board Member / Role / Knowledge and skills
Assistant PCCs / To support the PCC generally in the exercise of the PCC’s statutory functions
To have a commitment to delivery of the PCC’s manifesto and the political ambitions of the PCC.
To help the PCC to uphold the very high standards of public life detailed in the Nolan Principles
To proactively contribute to the working of the Strategic Policing and Crime Board
To exercise such decision making powers as may be delegated
To undertake on behalf of the PCC community engagement and consultation activities
To represent the PCC as required
To act as a critical friend and to provide advice and challenge as appropriate
To help promote equality and diversity within the Force and across the West Midlands / Knowledge:-
  • Crime and policing strategy and policy and PCC manifesto
  • Local and community issues, covering large geographical areas within the West Midlands, often with different issues and complexities in rural and urban issues
  • Governance of a public body and governing board membership
Specialist skills:-
  • Leadership
  • Chairing meetings
  • Networking with community interests
  • Problem solving
  • Holding to account
  • Oversight of strategic budgets and financial management
  • Responsiveness to equalities, diversity and human rights issues
People skills:-
  • Communication with citizens and local groups in a variety of geographic areas
  • Working with the Chief Constable and other senior officers
  • Working with local authorities and other partners
Customer service:-
  • Oversight and knowledge of professional standards and complaints matters on behalf of the PCC
  • Involvement in commissioning and grant making on behalf of the PCC
Decision making:-
  • Delegated decision making
  • Contribution to Strategic Board discussion
  • Advice to PCC in decision making role

Non-Executive Board Members / To proactively contribute to the working of the Strategic Policing and Crime Board
To support development and delivery of the Police and Crime Plan
To advise the PCC in decision making
To undertake on behalf of the PCC community engagement and consultation activities
To act as a critical friend to the PCC and the Strategic Policing and Crime Board
To act as a member of the Commissioner’s and Chief Constable’s Joint Audit Committee (3 of the six Non-Executive Board members are required to undertake this role, and a small additional fee will be payable for this) / Knowledge:-
  • Crime and policing strategy and policy and PCC manifesto
  • Local and community issues, covering particular geographical areas within the West Midlands.
  • Governance of a public body and governing board membership
  • Understanding of the audit role and function
We aim to make appointments that will achieve a cross section of the following specialist skills:-
  • Leadership
  • Chairing meetings
  • Networking with community interests
  • Problem solving
  • Holding to account
  • Strategic budget management
People skills:-
  • Communication with citizens and local groups
  • Working with the Chief Constable and other senior officers
  • Working with local authorities and other partners
  • Team working in the ability to negotiate and understand the views of others
  • Providing intelligent challenge
Decision making:-
  • Contribution to Strategic Board discussion
  • Advice to PCC in decision making

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6. APPOINTMENT AND SELECTION PROCESS

The selection process will be based upon the principles set out in the Code of Practice published by the Commissioner for Public Appointments which relate to ministerial appointments to public bodies. These principles are that appointments be made on merit by an objective, fair and open selection process.

The closing date for applications will be:

noon on Friday 20 May 2016 for Assistant Police and Crime Commissioner applications

noon on Monday 23 May 2016 for Non-Executive Board Members.

For Assistant Police and Crime Commissioners, interviews will take place on 26 May 2016and will be conducted by the Commissioner and the Chief Executive.

For Non-Executive Board Members, interviews will take place on 31 May and will be conducted by the Commissioner and the two newly appointed Assistant Police and Crime Commissioners.

Applications must consist of:

  • a completed application form
  • a completed vetting form
  • a completed diversity monitoring form
  • a covering letter stating whether the applicant wishes to be considered for:
  • an Assistant Police and Crime Commissioner, or
  • a Non-Executive Board member; or
  • both an Assistant Police and Crime Commissioner, and a Non-Executive Board member.

TERMS OF APPOINTMENT

Persons appointed to the Board will not be members of the Commissioner’s staff, nor will they be employees. They will be engaged on a contract for services with detailed terms and conditions which will secure the proper performance of their role in the public interest. Appointees will not be politically restricted. APCCs and Non-Executive Board Members will be engaged on a 12 month contract, with potential for annual renewal.

The contract for services will be liable for termination by the Commissioner at any time with immediate effect without any further payment other than outstanding fees. The contract for services will include a requirement for regular reviews of performance under the contract. A detailed list of the terms of appointment is set out in this pack.

The fee for these posts will be:

- Assistant Police and Crime Commissioners will be paid a daily rate set according to the skills and experience of the candidate, and likely to be equivalent to approximately £30k per annum.

-Non-Executive Board Members will be paid at the rate of £7,500 per annum.

The time commitment expected of APCCs will be between 15and 37 hours per week by negotiation, and in the case of Non-Executive Board members an average of 2 to 3 days per month. Attendance at required meetings and events will be monitored and failure to attend meetings without good reason may lead to deduction from fees or termination of the contract.

SELECTION CRITERIA

All applicants will be required to demonstrate that they have the skills and knowledge set out in the table above, and that they have flexibility to accommodate other meetings and events as required by the Commissioner.