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In defining strategic objectives, powers and policy considerations should include: police duties and other statutory/common law obligations; human rights obligations; legal basis for police action; relevant Association of Chief Police Officers (ACPO) policy, authorised professional practice (APP), force policy, or applicable code(s) of practice
- How Do Police and Crime Commissioners Hold Police Forces to account?
- What Other Organisations Play A Role in Police Accountability?
- How Do Complaints Against The Police Work?
Democratic accountability is exercised through elected police and crime commissioners (PCCs). In some areas, the mayor fulfils this role. The responsibilities of PCCs include appointing their forces' chief constable, setting its budget and strategic objectives, and for scrutinising performance. The Met’s chief – known as the met commissioner– is ap...
The home secretary is responsible for setting out the capabilities required to manage national threats (published in a Strategic Policing Requirement), for providing grants to PCCs, and overseeing bodies like the Independent Office for Police Conduct (IOPC). The home secretary can also direct poorly performing forces to develop plans to address the...
The complaints system is important for holding officers to account. By ensuring malpractice is addressed, the system seeks to increase the legitimacy of, and so public confidence in, the police. This process has two parts: complaints and discipline. The complaints process has four stages: first, a complaint must be recorded if it meets certain cond...
Feb 26, 2019 · With only 6% of police officers agreeing that change was managed well in their force, the Police Foundation today presents four recommendations for police leaders: – The College of Policing should adopt a clear set of principles to guide change management across the police service.
of police policy dinners, bringing together senior police officers, Police and Crime Commissioners, academics and government officials to address three questions: • How do we manage police performance without top down target setting? • What does a successful performance management system look like?
First-line leaders should do the following. Lead a team to act in the public interest, to prioritise public service, cut crime and improve the safety and wellbeing of the public. Uphold the police Code of Ethics. Lead a team, upholding the highest standards of professional behaviour.
The generic command structure, nationally recognised, accepted and used by the police, other emergency services and partner agencies, is based on the gold, silver, bronze (GSB) hierarchy of command and can be applied to the resolution of both spontaneous incidents and planned operations.
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The principles set out in this document describe themes that are important to good organisational leadership. Having a common understanding of the principles laid out in this document and how they could be implemented should improve the quality of organisational leadership across the police service.
