(a)

the Special Constabulary was not properly integrated with the regular workforce in a way that would enhance it’s capability and capacity, and improve policing in Devon and Cornwall;

(b)

there was a need to transform the Special Constabulary, including better deployment and training of it’s members, although there was a reluctance to do this;

(c)

there was an unsatisfactory level of volunteering within the Police force, although there were a few positive aspects, such as Street Pastors and the Police Cadet Scheme;

(d)

proposals had been made to the Chief Constable for the development of the Special Constabulary, including large scale recruitment, upskilling of the workforce, integration in to the regular workforce, and ways of deploying Special Constables to local teams.  These proposals would prove to be expensive, but were considered worthwhile;

(e)

the Police and Crime Commissioner had made it clear to the Chief Constable that he was prepared to resource this endeavour, which would cost in excess of £1 million;

(f)

the Chief Constable’s position on this proposal was not yet known, although it was thought that he was in support of it;

(g)

the Police and Crime Commissioner was willing to support the establishment of an effective volunteer infrastructure, and was keen to determine the roles that could be established within local communities;

(h)

it was agreed that the PCC would provide a further written update report for the Panel to review at its meeting in April.

In response to questions, Members were advised that –

(i)

it was accepted that that there was a structural separation between the Regular and Special Constabulary, however it was acknowledged that the 2 Constabularies needed to work together in the future;

(j)

there were currently 72 voluntary care organisations within the Victim Care Hub, who delivered support to victims of crime;

(k)

there was potential to work more closely with other ‘blue light’ services in the future to provide support to local communities;

(l)

there was a requirement for a suitable volunteer support mechanism with the Police;

(m)

the Special Constabulary report had been supplied by a consultant, Volunteering Values Ltd and it was recognised that both reports were difficult to understand and of poor quality.  A request was made for the Panel to be provided with the cost of Volunteering Values’ report;

(n)

it was important that members of the Special Constabulary showed a commitment to their own community;

(o)

there was too great an emphasis on the Special Constabulary being a route in to the regular workforce;

(p)

there was a formal process in place for the dismissal of members of the Special Constabulary;

(q)

plans to recruit ‘specialist’ Special Constables (to deal with issues such as cyber crime) were ongoing;

(r)

following the demise of a number of smaller police stations, there was potential for Special Constables to deploy from home in the future;

(s)

the Special Constabulary were the origin of today’s regular Police force and there was a strong and proud history behind the concept and the use of the name.