(a)

this version of the Plan was the final draft, and set out the priorities for Devon, Cornwall and the Isles of Scilly for the next three and a half years;

(b)

the PCC had worked closely with the Chief Constable on the Plan, and aimed to work with Community Safety Partnerships (CSPs),  Local Authorities, businesses and voluntary and charitable organisations;

(c)

transformation was required to create a more resilient, sustainable and effective police force, and the Strategic Alliance with Dorset Police was under way;

(d)

the focus of the plan was ‘Safe, Resilient and Connected Communities’ and the five priorities were –

·         Priority 1 – Connecting Communities and Policing

·         Priority 2 – Preventing and deterring crime

·         Priority 3 – Protecting people at risk of abuse and those who are vulnerable

·         Priority 4 – Supporting victims and witnesses and helping them to get justice

·         Priority 5 – Getting the best out of the police

(e)

the correct governance and accountability mechanisms needed to be in place to ensure that the force was sufficient, effective and making the best of resources to deliver high quality services;

(f)

the four key areas that would be used as performance indicators to measure the success of the Plan were –

·         public/victim experience surveying

·         performance metrics

·         service standards reporting

·         HMIC reporting

(g)

the PCC wanted to financially support a range of initiatives over the next three years including the following -

·         Community Safety Partnerships (CSPs)

·         Safeguarding Children Boards

·         Safeguarding Adults Boards

·         Sexual Assault Referral Centres (SARCs)

·         Youth Offending Service

·         Mental Health – Street Triage

(h)

the Police and Crime Plan would be formally launched in January 2017 in an easier to read format;

In response to questions, the Panel were advised  that –

(i)

the ‘delayed charging and diversion scheme’ was an innovative pilot scheme, the aim of which was to look at the issues that caused an offender to offend, to delay the point of charging and allow the offender to show that they can turn their life around.  The scheme is victim led and would only happen if the victim agreed.  This is an early restorative justice approach to help ensure that victims get justice and the offender does not offend again.  Only one other area in the country (Durham) has been using this scheme, and Devon and Cornwall have sought guidance from them.  Police Transformation funding of £750,000 was available for this initiative;

(J)

teams were in place to support victims of domestic abuse, and funding was available to recruit specialist lawyers to work closely with the Sexual Offence and Domestic Abuse Investigation Teams (SODAIT).  It was hoped that this expertise would improve the quality of investigations, speed up the process and lead to a much improved experience for the victim;

(k)

the final version of the Police and Crime Plan would clearly state who was responsible for each part of it;

(l)

road safety was an important issue for the force, and the PCC would be supporting a number of traffic initiatives throughout the life of the Plan;

(m)

the PCC and Chief Constable supported investment in technology to transform service delivery in the Force area, this included -

·         the converging of ICT systems with Dorset (including the sharing of HR and Finance systems using Agresso);

·         a five force collaboration involving digital forensics under the Socrates system;

·         the introduction of the Emergency Services Network (ESN) as a replacement for the airwave radio;

·         an increase in the use of body-worn video for police officers (which would require a large investment in ICT);

·         the use of digital files to transfer information to the Crown Prosecution Service (CPS);

(n)

the PCC appreciated the valuable contribution made by Community Safety Partnerships (CSPs) across the region and welcomed any contribution they could make to the Plan;

(o)

the Chief Constable acknowledged that members of the public encountered problems when contacting the police and steps were being taken to address any issues.

(1)

to welcome the sentiment and strategic direction of the Plan;

(2)

that the Police and Crime Commissioner produces a further draft of the Police and Crime Plan for consideration by the Panel.  This should address concerns raised by the Panel which included greater prominence for the peninsular strategic assessment, clearer delineation between the strategic, operational and partner responsibilities throughout the Plan, more explicit emphasis around the ICT strategy, and some clearer measures around the priorities;

(3)

any further questions or feedback was to be made via the Lead Officer in order to aid the further development of the Plan.