The Office of the Police and Crime Commissioner (OPCC) supports the work of the Police and Crime Commissioner (PCC) for Gloucestershire.
This team exists to enable PCC Martin Surl to successfully carry out his duties. The OPCC is led by a Chief Executive, whose responsibility is to manage the staff team and provide a monitoring role to ensure that standards remain high.
The team also includes a Chief Finance Officer to advise the PCC on financial matters. Other specialist staff provide support on key areas of business and manage the administrative functions of the OPCC.
17 members of the team are directly employed by the OPCC, the remaining are either paid by the Constabulary or jointly funded. A structure of the OPCC is shown in the chart below.
The appointment of staff in the OPCC is based on Gloucestershire Constabulary’s human resources and legal policies.
You can find out more about recruitment and careers here.
The Chief Executive supports and advises the PCC in delivering all of his statutory duties and responsibilities. He works with the PCC to deliver the PCC’s vision, strategy and identified priorities, and facilitates appropriate scrutiny of the Constabulary’s activities. The Chief Executive also ensures the effective strategic and operational leadership of the Office of the PCC (OPCC).
The Chief Executive also holds the role of Monitoring Officer, with a remit to draw to the PCC’s attention any actual or possible contravention of law, maladministration or injustice. He is also a qualified solicitor and as such is the senior legal adviser to the PCC and has oversight of all property and estates owned by the PCC and occupied by the Constabulary.
The Deputy Chief Executive represents the PCC at many strategic partnerships and boards within the County. He is responsible for seeing that the delivery of the Police and Crime Plan is monitored through close engagement with the respective Priority Leads. Further, he ensures that all elements of the OPCC’s commissioning work are managed effectively including contract management of the Victim Support contract, monitoring of the Commissioner’s Fund and, that the annual allocation of the Ministry of Justice victim funds are utilised effectively.
The Deputy Chief Executive also has a strategic lead in relation to Criminal Justice supporting the CJ Policy Officer in their work relating to the Criminal Justice Board and delivery groups which focus on Reducing reoffending, victims and witnesses and, performance. He is also working closely with the Ministry of Justice in relation to the Probation service and its’ future. The Deputy Chief Executive is a member of the South West Reducing Reoffending board which is a multi-agency partnership that provides strategic governance for regional collaboration for the delivery of resettlement and rehabilitative services. This board also provides vision and strategic direction to partnerships delivering reducing reoffending across the region.
As a member of the APCC national Victims Portfolio group, he contributes to work that provides a clear oversight on the direction of the future approach to supporting all victims.
He chairs Restorative Gloucestershire, a multi-agency partnership, which is held in high esteem nationally and one which is constantly seeking opportunity to promote restorative practice. He is also Chair of the Gloucestershire Sexual Violence partnership, a multi-agency partnership which will focus on improving services to victims and survivors and, improving education for all.
The Chief Finance Officer is a qualified and experienced accountant who is a key member of the OPCC’s Leadership Team, helping it to develop and implement strategy in order to resource and deliver the PCC’s strategic objectives sustainably and in the public interest.
He is actively involved in and influences all material business to ensure that immediate and longer term implications, opportunities and risks are fully considered and align with the overall financial strategy.
He leads and encourages the promotion and delivery of good financial management so that public money is safeguarded at all times and used appropriately, economically, efficiently and effectively.
The Head of Public Affairs is a joint post between the Office of the Police and Crime Commissioner (OPCC) and the Constabulary and helps ensure their roles and services are communicated, understood and supported in line with the vision and priorities set out in the Police and Crime Plan and Corporate Strategy.
The postholder is responsible for developing communications and public engagement strategies, policies and protocols for the OPCC and Constabulary and ensuring they are implemented, monitored, evaluated and updated as well as for providing independent judgement and advice in the fields of internal and external communication, community engagement and public affairs.
The Head of Public Affairs chairs relevant forums and works with other senior managers to create and sustain communication channels to enable effective engagement with staff, as well as keeping up to date with partner and Parliamentary developments locally and nationally to advise colleagues in the OPCC and Constabulary on emerging issues.
The Policy Officers are responsible for researching and advising the PCC and Deputy PCC in relation to the many areas of policy relevant to the PCC’s role such as police performance, the criminal justice system, reducing reoffending and liaising with the Police and Crime Panel. They respond to requests for information from local and national organisations – such as the Home Office or local councils – on things like consultations, deal with enquiries and concerns from members of the public and provides guidance to the PCC around how he should meet his statutory duties. To do this, they must first interpret local and national information documents, government policy and local data, and then advise the PCC and DPCC to help them come up with an appropriate response for Gloucestershire.
They also manage Gloucestershire’s Custody Visitor Scheme, the OPCC Risk Register and represent the OPCC at various external multi-agency meetings.
One unique aspect of the Police and Crime Commissioner’s role is his ability to commission services. The Commissioning Officer co-ordinates all the processes associated with this aspect of work including:
- managing the Commissioner’s Fund
- managing and working in partnership with PCC-funded projects
- liaising with the priority leads and key stakeholders
As well as this, she supports the Deputy Chief Executive in the delivery and performance of the Police & Crime Plan.
The Communications Advisor is essential to the Police and Crime Commissioner’s Accessibility and Accountability priority.
Who is the PCC? What does he do? What difference has he made? These are some of the questions often posed by the public or, on their behalf, by the media. He acts as a conduit to facilitate answers to those and other questions as well as providing accurate, up-to-date information on the day-to-day work of the PCC.
One of the elements of the Commissioner’s Police and Crime Plan, which makes it different from many others, is the way it has encouraged communities to come up with their own ideas for reducing crime and anti-social behaviour.
The Liaison and Development Officer plays a key role in supporting projects developed through the Commissioner’s Fund – more than 200 to date – by putting them in touch with relevant police officers and staff who can help them carry out their plans.
The Police and Crime Plan is founded on the belief that everyone has a vested interest and can play a part in making Gloucestershire a safer, better place to live. His role combines the science of ‘designing out’ crime – helping local people make their neighbourhoods safer – and assisting in measures that are socially sustainable.
“In a healthier Gloucestershire an individual will have a better understanding of crime and disorder in the local community, find value in the local community, and be able to act with others to make the community better. Together these three –understanding, valuing and empowerment – result in a sense of coherence as a community member.”