Association of Chief Police Officers of England, Wales& Northern Ireland

Guidance on Police Community Support Officers

(PCSOs)

Status: Please note that this guidance, created in December 2002,

Was reviewed on 22 June 2005. Amendments have been made

to chapters 1, 3, 7, 9 and 10.

Copyright © 2002. All rights reserved. Association of Chief Police Officers of England, Wales and Northern Ireland. Registered number: 344583: 25 Victoria Street, London SW1H 0EX

1

Guidance on Police Community Support Officers (PCSOs)

Contents

Section Page

1. Introduction 3

2. The Background 4

3. Role and Purpose of The PCSO 5 - 6

4. Legislation 7 - 9

5. Consultation & Communication 10 - 12

6. Finance 13

7. Operational Deployment 14 -18

8. Recruitment & Employment 19 - 21

9. Training & Development 22 - 25

10. Equipment & Uniform 26 - 27

11. Evaluation and monitoring 28 - 29

Appendices

A Police Reform Act relevant extracts i - xB Significant citizens’ powers xi - xiiiC Suggested key messages xivD National competency framework xv - xxE Specimen health & safety risk assessment xxi - xxvi F Centrex guide to PCSO training xxvii - xxxiiiG Specimen PDP xxxiv – lxiH Specimen uniform specification lxii - lxiiiI Specimen rules of engagement / safe working model lxiv - lxvJ Specimen monitoring proposal lxviK Personal Protective Equipment / legislative position Ixvii - lxix

2

1. Introduction

1.1. The purpose of this Guidance is to assist forces in introducing and developing Police Community Support Officers (PCSOs) in their area. It aims to raise the main issues; highlight good practice; and draw attention to any known pitfalls.

1.2. While this Guidance is not prescriptive it does represent the best available practice. Forces can be expected to diverge from the Guidance but should, it is suggested, have clear reasons for doing so.

1.3. The introduction and development of PCSOs has been part of the policing environment since 2002, this guidance document has been updated in light of the experience gained from forces both during and post implementation.

1.4. One of the key aspects of PCSOs is that their focus will vary from one area to another, and this will affect many decisions about their powers, training, equipment etc. Users should therefore always make sure they are using the most recent version of the Guidance, which is available on the ACPO Intranet.

1.5. This Guidance deals purely with the issues relating to PCSOs and does not seek to cover other parts of the extended police family or the police reform agenda, complimentary though they are.

1.6. This document could not have been prepared without the co-operation of staff from several forces, particularly the Metropolitan Police, Lancashire Constabulary and West Yorkshire Police, and reviewed with the help of the above forces including Gloucestershire Police, Nottinghamshire Police, Northumbria Police, Sussex Police, Lincolnshire Police, The Home Office and The Association of Police Authorities. Many thanks to them

3

2. The Background

2.1. Uniform presence on streets and in public places has long ceased to be the sole preserve of police officers. The last decade has seen massive growth in the presence of privately funded security patrols in communities and shopping centres. More recently, a growing variety of warden schemes have involved local authorities and other agencies or partnerships in peacekeeping or community safety patrols, using paid and trained staff who are not directly a part of the police service. Meanwhile, public demand for uniform police foot patrols shows no sign of abating.

2.2. The development of the “mixed economy” of patrol, coupled with the need for assurance about their probity, professionalism and tasking, have created a natural role for the police service as trainer, guide and close partner to other organisations. This has given rise to the concept of the “extended police family” – incorporating all those who fulfil quasi-police functions. The police service currently assumes a parental role in this family owing to our expertise, experience, information, powers and traditional place as a service of resort.

2.3. However, partnerships and communities now increasingly expect to have a key role in setting the local priorities for policing. Local policing efforts which are responsive to communities and partners are more likely to provide reassurance and to attract sustained support.

2.4. Until the enactment of the Police Reform Act 2002 (PRA), police officers – supported by Special Constables and Traffic Wardens – were the only means for the service to provide the routine patrol presence which the public expect from us. This arrangement had limitations because of resource levels, increases in demand and the many competing priorities placed upon most patrolling officers. For example, the need for mobility and for a swift response to urgent calls mean that officers are increasingly vehicle-borne and their patrol tasks tend to be “trumped” by urgent incidents, paperwork, custody requirements etc.

2.5. The PRA creates the possibility for police support staff, endowed with limited powers, to undertake a variety of uniformed patrolling tasks. These staff are designated Police Community Support Officers (PCSOs).

2.6. PCSOs have the potential to increase dramatically the police service presence on the streets, thereby providing reassurance to the public; to free up the time of regular officers for the tasks which require their higher level of training and skills; and to enhance community policing.

4

3 . Role and Purpose of The PCSO

3.1. PCSOs have been introduced to help bridge a gap between public demand for the reassurance and contact provided by uniformed police officers patrolling on foot in light of increasing demands placed upon the service generally.

3.2. This gap has created a market for services in which the police service must engage in order to control and influence standards; provide consistency for local communities and ensure high levels of accountability for patrol staff; while maximising the impact of patrols on visibility and public reassurance.

3.3. Other potential benefits of PCSOs include an increase in the police service’s ability to engage with local communities by having patrol staff locally employed and locally deployed and increasing the diversity of our workforce.

3.4. PCSOs are not substitutes for police officers, nor do they represent “policing on the cheap”. In the main current funding relies on specific government grants and finance from other partners. Although integrated within forces, PCSOs have a distinct role, which avoids high-risk activity and places no duty on them to engage in levels of risk beyond their basic levels of training. They will be additional eyes and ears, with a brief to observe and report.

3.5.The Role of Police Community Support Officers

3.6. The following represents the ACPO position on the role of PCSOs within the police service adopted by “Chief Constables’ Council in January 2005”. It should be borne in mind when considering how to develop the role of PCSOs within forces.

3.7. The fundamental role of the PCSO is to contribute to the policing of neighbourhoods, primarily through highly visible patrol with the purpose of reassuring the public, increasing orderliness in public places and being accessible to communities and partner agencies working at local level. The emphasis of this role, and the powers required to fulfil it, will vary from neighbourhood to neighbourhood and force to force.

3.8. As the role of PCSOs develops in the light of legislative changes, forces may wish to explore the scope of powers appropriate to be delegated. There is an expectation that their role will develop to encompass a wider range of duties some of which, until very recently, have been the preserve of sworn police officers. While we would encourage the development and expansion of the role of PCSOs, we believe it should always remain within the framework of neighbourhood policing with an emphasis on engagement as opposed to enforcement and, for the sake of clarity, distinction should be made between the role of a PCSO and that of a sworn police officer.

5

3.9. It is ACPO’s view that only sworn police officers are appropriate for the following circumstances: -

i. Wherever there is a clear likelihood that a confrontation will arise. However, PCSOs should have sufficient support, equipment and training to cope safely with confrontations that arise spontaneously in the course of their primary role of patrol, reassurance and tackling anti-social behaviour.

ii. Where there is scope for exercise of a high degree of discretion – for example, where a situation is complex owing to a number of different parties involved, where there is particular sensitivity within a community about police action, or where a large range of enforcement options are available;

iii. Where police action is likely to lead to a higher than normal risk of harm to anyone;

iv. Where there is a clear likelihood that police action will include any infringement of a person’s human rights - for example intruding into their privacy or deprivation of their liberty (beyond the temporary detention period available to PCSOs);

v. Where the incident is one which is likely to lead to significant further work, or other activity being undertaken which has the potential to impact adversely upon the PCSOs fundamental role to undertake visible patrol duties.

3.10. In short, PCSOs have rapidly established a unique role for themselves within the police service, which is best seen as a complement to, not a replacement for, the role of sworn police officers.

6

4. Legislation

4.1. Section 38 of the Police Reform Act 2002 (PRA) enables chief police officers to designate any person who is employed by the Police Authority and is under the chief officer’s direction and control as a community support officer.

4.2. The term “community support officer” is already in use by a variety of locally-based staff fulfilling community safety functions. In order to provide clarity the term “Police Community Support Officer” should be used to denote staff in all forces who are fulfilling the role within the terms of the PRA.

4.3. Section 42 of the Act makes various supplementary provisions in relation to PCSOs, notably:- Requirement for PCSO to produce on request a designation document if

exercising a power; The document to include information about the uniform approved to be

worn by the PCSO; Power of a Chief Officer to modify or withdraw the designation; Liability of the Police Authority for the PCSO’s actions.

4.4.Section 46 of the Act creates the following offences:- Assaulting a PCSO in the execution of his duty; Resisting or wilfully obstructing a PCSO in the execution of his duty; Impersonating, or falsely claiming to be, a PCSO with intent to deceive; For PCSOs, making a false suggestion that one possesses powers that

exceed those designated by the chief officer.4.5. The powers of PCSOs are set out in Part 1 of Schedule 4 to the PRA. A full

version is at Appendix A but in summary the powers are as follows:-

1. Issue Fixed Penalty Notices (FPNs) for offences of disorder2. Detain for up to 30 minutes suspects who fail to give details3. Use reasonable force to detain as at 24. Impose requirements and dispose of alcohol consumed in designated

public places5. Enter any premises to save life and limb or prevent serious damage to

property6. Carry out PACE road checks and stop vehicles to do so7. Stop and search vehicles & belongings in areas authorised under the

Terrorism Act 2000.8. Seize vehicles used to cause alarm etc.9. Issue Fixed Penalty Notices for offences of cycling on footways, dog

fouling, litter10.Require name and address from suspects11.Require name and address from person acting in anti-social manner12.Confiscate and dispose of alcohol from young persons

7

13.Seize and dispose of tobacco from young persons14.Authorise removal of abandoned vehicles15.Stop vehicles for testing16.Make traffic directions for abnormal vehicles.

Notes

4.6. Powers 9 to 16 inclusive can also be bestowed by the chief officer on accredited members of other organisations, e.g. neighbourhood wardens or private security patrols; powers 1 to 8 are only applicable to PCSOs.

4.7. The power (1 above) to issue FPNs for disorder offences is the subject of a pilot scheme run by the Home Office and has not yet been approved for PCSOs. It is unlikely to be available before August 2003. For other powers the commencement date is 2 December 2002 – except for the power to seize vehicles under s.59, (8 above) which commences on 1 January 2003.

4.8. The practical aspects of the new FPN powers – e.g. training, revisions to FPN formats and administrative processes – are likely to be still under development in many forces. Local arrangements will need to be made to facilitate the use of FPNs by PCSOs.

4.9. The powers (2 and 3) to detain a person for a limited period, and to use reasonable force to do so, are politically more sensitive than the others and are being piloted over two years in six forces only (Devon & Cornwall, Gwent, Lancashire, Metropolitan, Northamptonshire, West Yorkshire). Her Majesty’s Inspectorate of Constabulary will be undertaking a specific evaluation of these powers.

4.10. Subject to the above paragraph, chief officers have discretion over which of the powers in Part 1 of Schedule 4 to bestow on their PCSOs. In order to reduce training requirements and ensure PCSOs’ efforts are focused on their core business, it is likely that only those powers necessary to meet the envisaged deployment should be bestowed. There is nothing in the legislation preventing PCSOs in the same force having different powers according to local needs (e.g. detention powers in one Division but not in another, as in Lancashire).

4.11. PCSOs will need to carry with them documentary evidence of their designated powers to produce under section 42 (1). There is no national model for such a document at this time.

4.12. It should be borne in mind that, in addition to Schedule 4 provisions, PCSOs will have the same powers as any other citizen, e.g. to make arrests or act in defence of themselves or another. The most significant of these powers are listed at Appendix B.

8

4.13. Overall, the powers of PCSOs (and accredited persons) need to be set in context. Most PCSOs will spend most of their time discharging their street duties without recourse to their powers, like regular police officers. Further discussion of this issue is at section 9.

-o-o-o-o-o-

Complaints / discipline / allegations of misconduct

4.14. There is no provision in the Act for PCSOs to be subject to a Code of Conduct or other disciplinary or complaint mechanisms akin to those which apply nationally to police officers. Until 1 April 2004, PCSOs will be subject to the same conditions as currently apply to other members of support staff, and it is to be hoped that these will provide sufficient means to resolve issues of professional standards. There is no national standard for support staff conditions of service, and use should be made of the prevailing systems in the PCSO’s home force.

4.15. The withdrawal or modifying of a designation will be a possible way of addressing some disciplinary issues. This will depend on whether or not any alleged misconduct has been proven and, if so, to what extent and on the seriousness of the misconduct.

4.16. A new complaints system will come into force nationally in 1 April 2004 which extends the scope to handle complaints against police officers to those made against all persons under the direction and control of the chief officer.

9

5. Consultation & Communication

Consultation

5.1. There is no requirement in the PRA for chief officers to conduct any particular consultation in respect of PCSOs (but different requirements exist for other schemes, for example the accreditation of other community support organisations).

5.2. However, the Police Authority – as the employer and budget holder, and because of their general statutory responsibility to consult with the public and to secure an effective and efficient police service for their community – would expect to be consulted prior to the establishment of a PCSO scheme. Arrangements vary between forces, but some Authorities may see it as their role to engage in specific public consultation exercises, either with the community at large or with Crime & Disorder Reduction Partnerships (CDRPs), concerning the deployment of PCSOs. How consultation is pursued is not a subject for national guidance and will vary depending upon each force’s unique partnership arrangements between Authorities and chief officers. It is however essential to take account of an Authority’s views in making plans to introduce PCSOs.

5.3. It is also highly advisable to engage CDRPs and partners generally in an understanding of the role of PCSOs and the other provisions of the PRA. This may help to remove some of the potential confusion over the variety of patrol schemes which might co-exist and help to demarcate their roles. It may also generate interest either in additional funding for PCSO posts or in accreditation, either of which will bring benefits in quantity or quality of patrol and therefore in public reassurance. There is also potential for the involvement of CDRPs in setting objectives and targets for PCSO deployment and participating in some evaluation activities. Furthermore, PCSOs could assume the “eyes and ears” role for partners as well as police, e.g. by arranging for prompt repair of street lighting or referring truants to an education agency.

5.4. Staff associations are likely to have a particular interest in PCSO schemes and it may be advisable to engage with them at an early stage. Involvement of Police Federation and Unison representatives – for example as members of project teams - can help to ensure effective communication, build trust and bring to the forefront practical issues which will need to be resolved at an early stage.

5.5. Aside from these bodies, there will be great scope for using existing methods of internal and external consultation to PCSOs to allay concerns, highlight the benefits, raise key tactical and community issues and generally contribute to the effective implementation of a scheme.

10

Communication

5.6. The role of PCSO is a major innovation which needs to be explained to internal and external audiences. A communication plan, containing the right key messages and exploiting a variety of media, will help to achieve this. Options to consider include:-

5.7. Internal

Global e-mail to all staff Dedicated intranet site Briefing leaflet for all staff Item in Weekly Orders Letters to Special Constabulary and Traffic Wardens Briefing pack for line managers Press announcement Posters

5.8.External

Press announcement Letter / briefing to partners Website Features in local media Posters & leaflets Police community forums.

5.9. Communication plans will also need to be informed by key messages concerning PCSOs. Some suggestions are at Appendix C.

5.10. Certain key target audiences, particularly internally, will have particular needs and a detailed communication plan can make a major contribution to the operational success of PCSOs. For example:-

Control rooms will need to understand the role of the PCSO, the powers they will have, the limits of their activity, their right to disengage from situations (see section 9) and (where the detention power is used) the significance of the 30-minute detention period.

Operational supervisors and managers may need to be briefed about the particular role of PCSOs; the need to avoid co-opting them for other tasks for which they were neither provided or trained; and differences between their terms of engagement and those of a police officer.

11

Where PCSOs are deployed in support of community beat officers, the latter may need guidance on how to make best use of the additional resource to enhance their own effectiveness.

12

6. Finance

6.1 The Home Office has allocated significant funding to start up PCSO schemes in police forces. In the first bidding round, each of the 27 forces who submitted a bid was successful in securing start-up funds for the year 2002-3 and salary and on-costs continuing into 2003-4.

6.2 However, full funding is unlikely to extend beyond the first two years (or less) of a scheme. There is an intention on the part of the Home Office to provide some level of support – probably between 30%-70% - into years 3 and 4; however, the remainder of the costs will need to be found by other means.

6.3 In announcing Home Office spending plans on 5 December 2002, The Minister of State announced that the costs of PCSOs recruited during the financial year 2003-4 would be funded at a level of 50%. Further detail is awaited.

6.4 Funding from local authorities or use of funding streams via CDRPs is an option, as is sponsorship or other partnership ventures. Partners will be more interested in helping to sustain PCSO schemes if they feel they have been involved in the oversight and governance of local PCSO schemes from an early stage.

6.5 While PCSO funding is currently additional to force budgets, it will be an option in future for some PCSO costs to be found from within them.

6.6 The extent to which PCSOs are seen as contributing to the National Policing Plan will be a factor in identifying further funding streams which could be used to support a PCSO scheme.

6.7 Whether the uncertainty over future funding affects long-term planning will be a matter for individual forces. It may affect the terms and conditions under which PCSOs are employed – some forces have used fixed term appointments in order to limit their financial commitment - and forces and Police Authorities will wish to take an early view on the duration of the commitments they are prepared to make.

6.8 Evaluation of operational benefit, in addition to cost comparisons, will play an important role in determining to what extent PCSOs represent best value for the service in the future.

13

7. Operational Deployment

7.1 In order to ensure that the recruitment, training, and equipment of PCSOs are closely aligned to their purpose, forces should consider carefully the role they envisage for PCSOs. It will then be crucial to ensure that the definition of the role is translated into the terms of the National Competency Framework (NCF).

7.2 Guidance concerning the NCF is at Appendix D.

7.3 Please Refer to Chapter 3 (3.5 to 3.10) for the ACPO position statement on the role of Police Community Support Officer

7.4 PCSOs have rapidly established a unique role for themselves within the police service that is best seen as a complement to, not a replacement for, the role of sworn police officers.

National Policing Plan

7.5 The National Policing Plan 2005-2008 (NPP), published in November 2004, sets out targets and strategic priorities for the police service nationally, with the expectation that force plans will integrate with the national picture.

7.6 Chapter 3 of the Plan identifies the key priorities and states we will provide a citizen-focused police service which responds to the needs of the communities and individuals, especially victims and witnesses, and inspire public confidence in the police, particularly among minority ethnic communities, prioritising;

Citizen focus

Neighbourhood policing

Accessibility

Frontline Delivery

A representative police service

To take action with partners to increase detections

7.7 The Home Office Strategic Plan 2004 – 2008 sets out priorities to be achieved through the National Policing Plan above as:

Preventing Crime by reducing the number of young people who become young offenders.

Tackling Anti-social behaviour.

Catching and convicting offenders.

14

Tackling serious and organised crime.

Reducing the fear of crime and anti-social behaviour.

Building stronger and cohesive communities.

7.8 PCSOs can directly affect police performance and public reassurance. They can also directly help with the priorities above.

7.9 Other parts of the NPP with particular relevance to PCSOs include “making greater use of police community support officers to achieve agreed outcomes” (NPP Chapter 3 para 3.26). The government’s Anti-Social Behaviour unit undertakes through the Together Academy “to provide an understanding of the impact anti-social behaviour has on communities and equip PCSOs and key police colleagues involved in neighbourhood policing with the tools, know how and determination to tackle anti-social behaviour”.

7.10 PCSOs have a clear role to play in helping forces achieve key performance indicators on fear of crime, feelings of public safety, public satisfaction levels, and supporting overall performance in most of the domains within the proposed Policing Performance Assessment Framework (PPAF).

7.11 Effective deployment of PCSOs will need to take account of National and Force policing priorities, they should be directed or tasked within the National Intelligence Model (NIM) framework and be enabled to participate in local tasking and given access to computer briefing systems.

7.12 The primary purpose of PCSOs is to contribute to the policing of neighbourhoods through highly visible patrol with the purpose of reassuring the public, increasing orderliness in public places and being accessible to communities and partner agencies working at local level.

See Chapter 3 (paragraphs 3.5. to 3.10)

7.13 PCSOs should not be abstracted to perform tasks that do not form part of their core role or for which they are not trained. For example: prisoner escort or as a general driver. This reduces the effectiveness for which they are employed. There may be a false expectation that PCSOs – like police officers –

will have a duty to engage in almost any situation or perform any task asked of them. To preserve their core role, and for the sake of clarity for all concerned, it will need to be made clear that PCSOs have a limited number of powers and tasks, outside of which they should neither stray nor be expected to.

Forces, local BCU Commanders and Police Authorities may wish to raise public awareness of the role carried out by PCSOs, They have a

15

different level of duty and expectation placed upon them and will be within their rights to decline to perform tasks which are outside their terms of reference or which they assess as too risky. For example, a PCSO might reasonably observe and follow a shoplifter rather than intervene and detain. Similarly, a PCSO must be more prepared to walk away from a situation than is traditionally the case with police officers.

7.14 Tools to help avoid these pitfalls include having published and agreed “rules of engagement”, and training PCSOs to take a structured approach to dealing with incidents by reference to the situation, their powers, and safety considerations. At Appendix I are examples of both, courtesy of the Metropolitan Police.

7.15 The general pattern of supervision for PCSOs is by reporting to a Sergeant or Community Beat Manager who is line managed by an inspector responsible for a neighbourhood policing team or sector. The aim continues to be to integrate PCSOs within existing structures. Forces should consider the burden placed on supervisors of excessive numbers of staff. Consideration of using a neighbourhood policing team model may assist the process of supervision, as well as integrating PCSOs within core policing

7.16 It is not intended that PCSOs’ deployment will lead to them generating additional burdens on forces’ bureaucracies. However, capacity and capability will be required for processing offence reports, fixed penalty notices etc. as well as reports such as risk incidents, dangerous occurrences (R.I.D.D.O.R.) etc. Furthermore, forces may wish to monitor PCSOs’ activity or use of powers including the power of detention.

7.17 PCSOs will be in a position to gather considerable intelligence, which will need to be processed, again in accordance with the NIM. The potential for PCSOs to gain access to people who might not countenance giving information to a police officer should not be overlooked. Forces will need to ensure that information sources are handled and overseen in accordance with the prevailing legislation and local procedure.

7.18 TRAFFIC WARDENS and (POLICE) COMMUNITY SUPPORT OFFICERS

7.19 It has been identified that a number of forces wish to provide PCSOs with the full range of powers available to Traffic Wardens. This is in line with the Traffic Warden Order 1970 and other associated legislation relating to the Traffic Warden function, including that of the Vehicles Excise and Registration Act 1994.

7.20 Forces should take account of the primary role and responsibilities of PCSOs and should consider that the allocation of Traffic Warden powers

16

is seen as secondary to a PCSO’s primary purpose. As such, these powers should be provided as a means to complement the PCSO function.

7.21 This section offers practical advice to forces seeking to provide PCSOs with traffic warden powers. It has been prepared in cognisance of the fact that PCSOs allocated such powers will be operating in an environment where decriminalisation of parking enforcement has not taken place. In those areas where decriminalisation exists, forces will need to decide whether it is practicable to appoint traffic wardens with PCSO powers as decriminalisation transfers criminal offences into the civil arena e.g. on street parking enforcement and therefore outside the responsibility of the police service.

7.22 The Police Reform Act 2002, empowers Chief Officers to designate Traffic Wardens as Police Community Support Officers.

7.23 On those occasions where Forces wish to directly employ PCSOs with immediate access to traffic warden powers, individuals must be appointed as a Traffic Warden and then designated with the CSO/PCSO powers. While this is a technical anomaly a number of forces have already employed PCSOs on this basis and are conversant with the requirement.

7.24 Only those appointed as traffic wardens and designated as PCSOs can exercise the full range of traffic warden powers.

7.25 Under section 42(2)(a) of the Act the uniform worn by PCSOs whilst exercising their functions is as determined or approved by the Chief Officer of Police who designated.

7.26 The following schedule, in line with Home Office Circular 65/2002, details the additional insignia necessary for Traffic Wardens designated as PCSOs. Traffic Wardens not so designated shall continue to wear the uniform prescribed in Home Office Circular 7/1994 as amended by HO Circular 57/1997.

Prescribed Uniform to be worn by Traffic Wardens who are designated also as Police Community Support Officers

SCHEDULE - Traffic wardens designated as CSOs shall wear the same uniform as that determined or approved for CSOs by the chief officer of police for that force, except that it shall bear the following distinguishing marks: -

(a) A breast badge bearing the word “TRAFFIC”(b) On each shoulder of each outer garment, a shoulder

flash bearing the word “TRAFFIC”

17

(c) On each outer garment, a number to identify the traffic warden designated as a CSO. The number may contain letters as well as figures.

7.27 Where Traffic Warden powers are required, full account should be taken of employment and designation requirements and the provisions necessary for uniform. Importantly, Forces should ensure that where PCSOs enter the Force they can only be employed as a Traffic Warden and then designated as a PCSO. This should be recorded in an officer’s statement of particulars and identified at the time that an offer of employment is made to each individual. It is also considered good practice to ensure prospective candidates are made aware of this requirement at the time of interview to ensure a clear understanding, while recognising that the traffic warden power may be ancillary to the core function of the PCSO.

7.28 It is a matter for individual Chief Officers’ discretion whether Traffic Wardens can be converted to a PCSO without an appropriate selection process. Where this is the case Forces should be confident that their selection process will withstand scrutiny in respect of equality of opportunity. It is considered good practice that all potential candidates for PCSO posts, regardless whether appointed as a traffic warden and designated as a PCSO undertake an appropriate application and selection process in line with existing Force procedures as opposed to direct appointment in these roles.

18

8. Recruitment and Employment

8.1. Job descriptions and person specifications for PCSOs should be built according to force formats but around the National Competency Framework specification for PCSOs.

8.2. Forces will need to consider a number of issues in relation to recruiting and employing PCSOs. These will include the following:-

8.3. Fixed-term or unlimited contracts – some forces who have opted for the latter have considered inserting a “foresight clause” to ensure that prospective PCSOs are properly made aware of the long-term funding situation. Short, fixed term contracts tend to deter many applicants and reduce the pool from which PCSOs can be selected. Conversely, permanent posts carry with them the risk of incurring greater financial obligations and therefore placing additional pressure on resources.

8.4. Future changes in employment law may affect the viability of short fixed-term contracts. Forces who employ PCSOs on a fixed-term basis should not fall foul of the 2002 Regulations on fixed-term appointments provided they can give a sound objective basis for terminating employment at the conclusion of a contractual period. It is essential to have thought this through in consultation with forces’ HR experts in advance of signing contracts.

8.5. Medical requirements will need to be specified. Forces will need to consult their occupational health experts, who will have regard to the type deployment envisaged. PCSOs designated with the power to detain and use reasonable force may require a higher level of physical fitness than others. Forces will need to ensure that the medical standards applied to their recruits are appropriate to the tasks they are expected to perform.

8.6. PCSO posts will need to be subjected to a force’s job evaluation process. Early indications are that PCSOs tend to emerge as similar to or slightly higher graded than Traffic Wardens (with the detention power likely to increase the grading).

8.7. Aspects of deployment such as working hours will affect the allowances payable. Some forces are restricting working hours to (for example) between 0800 and 2400; others wish to have the greater flexibility of 24-hour availability, for example in city centres with a 24-hour economy or to be more able to relieve police officers of duties such as scene guarding.

8.8. Staff turnover rates may exceed those of regular officers – if so, recruitment, financial and training plans will need to allow for this.

19

8.9. PCSO vacancies may be attractive to some existing support staff as well as to new applicants. Existing support staff are less likely to need significant periods of notice prior to taking up their posts. There are significant variations between forces, but there may be impact on (for example) Traffic Warden and Special Constabulary numbers.

8.10. Forces need to bear in mind the possibility that applicants for PCSO posts will be more representative of women and minority ethnic communities than those for regular police posts. This could be of significance in building links with some under-represented communities. Where this is a particular concern for the force, consideration should be given to ensuring that advertisements for vacancies are inclusive of such groups.

8.11. Being a PCSO, for some, is an opportunity to engage in worthwhile work without the kind of long-term personal commitment associated with a regular police career. It would be wrong to assume that PCSOs are less able than regular officers.

8.12. A full Health & Safety Risk Assessment will need to be conducted in force. A specimen example is at Appendix F.

8.13. Forces with an effective communication strategy on PCSOs will be in a better position to give potential applicants positive information on the post and how it fits into policing. The need for an informative recruitment pack is greater because this is a role that is likely to be unfamiliar to prospective applicants.

8.14. Vetting procedures need to be planned into the recruitment timetable. Forces will need to decide their stance on how minor, few or expired previous convictions will affect an applicant’s chances of selection.

8.15. There is scope for seasonal working by PCSOs, which may prove particularly useful for forces coping with fluctuating demands, for example those generated by seasonal tourist destinations. Part-time working is also a useful option – not only may it attract quality staff who would otherwise be unable to commit themselves to a PCSO post, but it may impact on allowances and therefore reduce costs. Annual hours contracts can have other advantages.

8.16. All the options should be considered with the advice of an HR professional.

8.17. Exit interviews for staff who resign are good HR practice in all cases. They will have particular value in respect of PCSOs and forces should have a plan for conducting EIs and dealing with the information they provide.

20

Complaints / discipline / allegations of misconduct

8.18. There is no provision in the Act for PCSOs to be subject to a Code of Conduct or other disciplinary or complaint mechanisms akin to those which apply nationally to police officers. Until 1 April 2004, PCSOs will be subject to the same conditions as currently apply to other members of support staff, and it is to be hoped that these will provide sufficient means to resolve issues of professional standards. There is no national standard for support staff conditions of service, and use should be made of the prevailing systems in the PCSO’s home force.

8.19. The withdrawal or modifying of a designation will be a possible way of addressing some disciplinary issues. This will depend on whether or not any alleged misconduct has been proven and, if so, to what extent and on the seriousness of the misconduct.

8.20. A new complaints system will come into force nationally in 1 April 2004 which extends the scope to handle complaints against police officers to those made against all persons under the direction and control of the chief officer.

21

9. Training and Development

9.1. A Chief Officer of police or a Director General shall not designate a person under this section unless they are satisfied that that person-

(a) is a suitable person to carry out the functions for the purposes of which they are designated;

(b) is capable of effectively carrying out those functions; and(c) has received adequate training in the carrying out of those functions

and in the exercise and performance of the powers and duties to be conferred on him by virtue of the designation.’

9.2. This places a clear duty of care upon Forces to ensure that all PCSOs are capable of fulfilling their role and they are trained effectively before they are deployed to their duties.

9.3. Because of the innovative and diverse nature of PCSO schemes nationally, there was initially insufficient time to build a national training model for PCSOs. Training of trainers and course evaluation, while important, have taken time to develop and it has been a matter for individual forces with ACPO guidance to decide how they wished to train their PCSOs.

9.4. However a body of good practice has developed in relation to the training and the lead forces involved are willing to assist and give guidance. The following practices and guidelines are recommended:

9.5. Centrex in consultation with ACPO and the Home Office has produced a set of ‘Learning Descriptors’ that relate to the role of the PCSO. These are linked directly to the National Occupational Standards (NOS) and several pilots have been run using the NOS and the ‘Learning Descriptors.’

9.6. Copies of the ‘ PCSO National Learning Programme Guide’ and the ‘Learning Descriptors’ are available from Centrex. A copy of the NOS are available on the Skills For Justice website at www.skillsforjustice.com click on our work in the left menu column, then on national occupational standards and then police community support officers.

9.7. It is not possible to design a single training package that will suit all Forces but it is essential that the relevant learning descriptors/NOS are used in the design process of the training to ensure a national level of consistency.

9.8. Training Matters (2002), Home Office Circular 18/2002 and the white paper ‘Policing a New Century’, should be referred to in the design of the training. Other references should also be made to documents such as the ‘Rules of Engagement’ (appendix I) throughout the training programme and not only delivered in isolation

22

9.9. Throughout the country the initial training packages for PCSOs are being delivered both locally and centrally, depending upon numbers and Force requirements. The actual course length usually ranges from four to six weeks in length and is dependent upon the powers designated and local procedures and requirements.

9.10. It is essential that Forces are aware of their obligation under the Police Reform Act. Part 4 of the Act, Chapter 1 S.38 states

9.11. Subject where appropriate to training needs analysis, initial training should include:

Corporate induction

Diversity, ethics and community awareness

Inter-personal skills

First aid

Self-defence (“empty hand skills”)

Communications and radio procedure

Problem-solving approaches to crime and disorder

Scene management

Tasking and intelligence gathering

Evidence gathering and witness skills

PCSO powers and procedures

Citizens’ powers and procedures

Human rights

Anti-Social Behaviour, Anti-Social Behaviour Contracts and Youth Referral

9.12. Local orientation at the PCSOs station will also need to be facilitated. Depending on local policing structures, this may be carried out by the relevant Beat Manager, a Tutor or “Parent” Constable, Training Officer or other suitable person.

9.13. Some Forces have trained and appointed current PCSOs as tutors or mentors. They are responsible for carry out a period of mentoring or tutoring similar to that of the role of the Tutor Constable.

9.14. From the initial training, through the initial stages of deployment and throughout the whole of the probationary period there needs to be a

23

structured monitoring and development process, comparable to the probationer constable’s Personal Development Profile (PDP), linked directly to the ‘NOS /’Learning Descriptors’ for the role of the PCSO.

9.15. Centrex are developing a nationally agreed Personal Development Profile (PDP) for PCSOs in line with the Initial Police Learning Development Programme (IPLDP), this should be available in 2005.

9.16. It should also be borne in mind that some PCSOs are looking to eventually become police officers. Many of the NOS are relevant for both the role of a Police Constable and a PCSO.

9.17. With the imminent changes in the training of probationer police officers, the work in relation to ‘Accredited Prior Learning,’ and the recommendations in the recent HMIC paper ‘Modernising The Police Service,’ it is essential that Forces ensure they have a recognised process that monitors and develops the individual PCSO.

9.18. This would also cater for the recognition of the experience and skills of a PCSO wishing to transfer to another Force, in circumstances similar to the police officers transferring from one Force to another.

9.19. All PCSOs should receive regular continuation training and the initial training package should regularly be reviewed.

9.20. All PCSOs should undertake regular continuation training in Self Defence and First Aid, as recommended by local Force procedures ACPO directives.

9.21. Further training aimed at enhancing and building on current skills should also be designed according to local need. Continuation training could include areas such as:

Major incident training

Sex Offenders Act

Major incident house to house training

RIPA (Regulatory Investigatory Powers Act)

Searching for vulnerable persons

Understanding mental health

POPs training

9.22. New powers have been made available for designation. Further information can be found on.

www.homeoffice.gov.uk/hmc/diversitymatterspdf

24

www.legislation.hmso.gov.uk and www.centrex.police.uk/digest

9.23. When new powers become available, the individual Forces need to ensure that PCSOs have been adequately trained and are capable of effectively using those additional powers before the Chief Officer designates them.

9.24. The role of the PCSO in comparison to that of the police officer is still relatively new. It is clear that there is still some lack of understanding of the role of the PCSO.

9.25. It is imperative that all those in the police service are aware of the importance of the role, what the role actually entails ensuring that PCSOs are used effectively and correctly to ensure there is no mission, creep, nor abuse of authority.

9.26. Forces should look to ensure that both current and new staff, both police officer and police staff members receive an input on the role of the PCSO. This could be delivered in a variety of ways and reinforced with an internal website and other local methods of communication.

9.27. It is essential that all supervisors both police officer and police staff are made aware of the role of the PCSO and their responsibilities as supervisors.

9.28. Initial supervisor courses should include a session on the role of the PCSO and the ‘Extended Policing Family’ and again the input can be reinforced through the use of items such as laminated cards, websites and internal Force circulars.

25

10. Equipment and Uniform

10.1. Forces will wish to equip PCSOs in accordance with their different plans for deployment and with health and safety considerations.

10.2. Access to vehicles may be necessary in rural areas, although the clear emphasis of PCSOs is high visibility foot patrol. Cycle patrol is an alternative in some areas. In urban areas, walking or public transport may be sufficient to allow PCSOs to patrol their areas effectively.

10.3. Where PCSOs are allocated force vehicles, these should be liveried so that the vehicle is recognisable to the public as belonging to the police, but visibly distinct from other marked police vehicles.

10.4. The main issues regarding equipment for PCSOs are their uniform and appointments.

Uniform

10.5. PCSOs should be recognisable to the public as police staff but visibly distinct from regular police officers. The Home Office desires PCSOs to look similar across the country.

10.6. A general pattern of uniform has emerged as follows:- Peaked cap (for men) or bowler hat (for women), with plain dark blue

band and enamel cap badge without royal crest but bearing the words “Community Support Officer” or “ Police Community Support Officer”

Black or Blue anoraks, or reflective yellow / part reflective yellow, part blue jacket with the designation “Community Support Officer” or “Police Community Support Officer” in white on blue background with separate police force crest / logo

White or Blue uniform shirt Royal blue epaulettes and tie Standard issue or dark blue uniform trousers.

10.7. The uniform was closely based on the Metropolitan Police CSO uniform, the first to have been developed. A copy of the specification is at Appendix H. While it is understood that forces may wish to vary from the norm, this should be done on objective grounds (such as economy), which can be audited.

10.8. Forces should also note that there are special safety considerations about headgear (e.g. level of head protection) and reflective wear (e.g. European standard EN471). A rigorous Health & Safety Risk Assessment should identify the safety standards which apply. Forces should also be in a position to respond to any national changes in relation to head protection as they emerge.

10.9. The issue of additional badging – for example, to reflect that a PCSO has been provided via a local source of funding such as a Local Authority –

26

should be avoided. This has the potential to lead to confusion with Local Authority funded Wardens and is not therefore recommended as good practice. This position should be outlined to any partner agency prior to the commencement of any partnership agreement.

Appointments

10.10. These need to be considered in the light of the type of duties envisaged. PCSOs will need access to communication (probably an Airwave terminal or – additionally in some rural areas with poor coverage – mobile telephones); means of recording evidence in respect of offences they deal with or witness (either a pocket notebook, incident or offence booklet or equivalent); and equipment for their protection in accordance with health and safety risk assessments.

10.11. Each force will need to consider what level of protective appointments will be appropriate to its PCSOs. Passive protective equipment e.g. Body armour has become commonplace and forces should consider issue of this equipment in light of local health and safety assessments.

10.12. The issue of Incapacitant spray, handcuffs and batons could all be considered as options, although it is not envisaged that forces will progress down this particular route. Further information on this issue is at Appendix K.

Summary

10.13. There are substantial legislative and regulatory considerations that need to be taken into account prior to the issuing of Personal Protective Equipment (PPE) to Police Community Support Officers. There are also considerable Officer Safety Training requirements associated with the issuing and use of PPE and Forces will need to be in a position to commit resources to both initial and regular refresher training. Training is however essential and Forces must be able to demonstrate adequate levels of competence in the event of any subsequent complaint, challenge or litigation.

10.14. Forces must clearly define the role and powers of their PCSOs prior to making decisions about equipment.

10.15. It is the view of ACPO that the issue of non-passive Personal Protective Equipment, while a matter for local decision is contrary to the primary roles of Police Community Support Officers and should only be considered in extreme circumstances.

27

11 Evaluation and monitoring

Plans for the evaluation of PCSO schemes have been built into most successful funding bids. Partnership with a local academic establishment can help to add objectivity and resilience to the process of evaluation.

It may be that forces will find some benefit in collaborating over evaluation, perhaps jointly engaging one or more evaluators.

Her Majesty’s Inspectorate of Constabulary will be conducting a specific evaluation of the PCSOs’ power to detain which is to be trialled in six forces nationally.

The Home Office Research, Development and Statistics Directorate (RDS) are involved in this evaluation and are available to give advice and support to any force piloting PCSOs.

Current indications are that the Home Office will wish to monitor numbers of PCSOs and the make-up of the PCSO workforce, and be kept abreast of indicators of reassurance and confidence from forces.

Forces will doubtless wish to make best use of available data to support an evaluation, but it is likely that additional information gathering will be required. There is no nationally accepted approach and the diverse uses of PCSOs limits the scope to standardise measurement between forces. However, the following quantitative data should be gathered in respect of all forces, where possible with specific samples in areas patrolled by PCSOs commencing before their introduction:

Levels of crime and recorded crime (BVPI 120, 126, 127, 128)

Levels of fear of crime (BVPI 121)

Feelings of public safety (BVPI 122)

Public reassurance and quality of life (BVPI 189)

Days lost through sickness (BVPI 26).

As from April 2003 forces will have an obligation to carry out activity-based costing. This is another opportunity for measuring PCSO activities.

Other indicators which will assist forces in assessing the impact of PCSOs could include the following:-

InputsMake-up of PCSO staff in relation to gender, age and ethnicity Staff turnover (e.g. % staff leaving the service in a 12-month period)Sickness levels of PCSOs, both absolute and relative to police officers and other support staff

28

Training cost per PCSOStaff attitude surveys for PCSOs, police officers and other stakeholdersOutputsUse of PCSO powersIncident attendanceSubmission of intelligence reportsUse of detention powers (where applicable)Citizens arrestsCrime reports submittedActivity analysis

OutcomesImpact on reassurance / quality of lifeImpact on feelings of safetyImpact on fear of crimeLevels of recorded crime / incidentsLevels of calls from publicImpact on police officer time (including reduction in abstractions, but also for example officer time assisting PCSOs).

Qualitative evaluation will be equally important and surveys, although more expensive and therefore generally limited in number, will help to set other measures in context and raise issues. PCSOs themselves will be a particularly valuable source of qualitative information.

Forces will need to ensure that adequate sampling is done before the introduction of PCSOs, and in control areas where PCSOs will not be deployed, in order to validate their conclusions at a later stage.

Some forces are adopting a performance management approach with several indicators tailored to the objectives they have set for PCSOs. An example of such an approach, from West Yorkshire Police, is at Appendix J.

29

APPENDIX A

The following extracts from the Police Reform Act 2002 relate to PCSOs. A full copy of the Act can be found at www.legislation.hmso.gov.uk.

Part 4 Police Powers Etc.

Chapter 1 Exercise of police powers etc. by civilians

Section 38: Police powers for police authority employees

(1) The chief officer of police of any police force may designate any person who:(a) Is employed by the police authority maintaining that force, and(b) Is under the direction and control of that chief officer, as an officer of

one or more of the descriptions specified in subsection (2).

(2) The description of officers are as follows- (a) community support officer;(b) investigating officer;(c) detention officer;(d) escort officer.

(3) A Director General may designate any person who- (a) is an employee of his Service Authority, and(b) is under the direction and control of that Director General, as an investigating officer.

(4) A chief officer of police or a Director General shall not designate a person under this section unless he is satisfied that that person- (a) Is a suitable person to carry out the functions for the purposes of

which they are designated;(b) Is capable of effectively carrying out those functions; and(c) Has received adequate training in the carrying out of those

functions and in the exercise and performance of the powers and duties to be conferred on him by virtue of the designation.

(5) A person designated under this section shall have the powers and duties conferred or imposed on him by the designation.

(6) Powers and duties may be conferred or imposed on a designated person by means only of the application to him by his designation of provisions of the applicable Part of Schedule 4 that are to apply to the designated person; and for this purpose the applicable Part of that Schedule is- (a) in the case of a person designated as a community support

officer, Part 1;(b) in the case of a person designated as an investigating officer,

Part 2;

i

(c) In the case of a person designated as a detention officer, Part 3; and(d) In the case of a person designated as an escort officer, Part 4.

(7) An employee of a police authority or of a Service Authority authorised or required to do anything by virtue of a designation under this section- (a) Shall not be authorised or required by virtue of that designation to

engage in any conduct otherwise than in the course of that employment; and

(b) Shall be so authorised or required subject to such restrictions and conditions (if any) as may be specified in his designation.

(8) Where any power exercisable by any person in reliance on his designation under this section is a power which, in the case of its exercise by a constable, includes or is supplemented by a power to use reasonable force, any person exercising that power in reliance on that designation shall have the same entitlement as a constable to use reasonable force.

(9) Where any power exercisable by any person in reliance on his designation under this section includes power to use force to enter any premises, that power shall not be exercisable by that person except- (a) In the company, and under the supervision, of a constable; or(b) For the purpose of saving life or limb or preventing serious damage

to property.

-o-o-o-o-o-

Section 42: Supplementary provisions relating to designations and accreditations

(1) A person who exercises or performs any power or duty in relation to any person in reliance on his designation under section 38 or 39 or his accreditation under section 41, or who purports to do so, shall produce that designation or accreditation to that person, if requested to do so.

(2) A power exercisable by any person in reliance on his designation by a chief officer of police under section 38 or 39 or his accreditation under section 41 shall be exercisable only by a person wearing such uniform as may be-

(a) Determined or approved for the purposes of this Chapter by the chief officer of police who granted the designation or accreditation; and

(b) Identified or described in the designation or accreditation; and, in the case of an accredited person, such a power shall be exercisable only if he is also wearing such badge as may be specified for the purposes of this subsection by the Secretary of State, and is wearing it in such manner, or in such place, as may be so specified.

(3) A chief officer of police who has granted a designation or accreditation to any person under section 38, 39 or 41 may at any time, by notice to the

ii

designated or accredited person, modify or withdraw that designation or accreditation.

(7) For the purposes of determining liability for the unlawful conduct of employees of a police authority, conduct by such an employee in reliance or purported reliance on a designation under section 38 shall be taken to be conduct in the course of his employment by the police authority; and, in the case of a tort, that authority shall fall to be treated as a joint tortfeasor accordingly.

-o-o-o-o-o-

Section 46: Offences against designated and accredited persons etc.

(1) Any person who assaults- (a) A designated person in the execution of his duty,(b) An accredited person in the execution of his duty, or(c) A person assisting a designated or accredited person in the execution of his duty,Is guilty of an offence and shall be liable, on summary conviction, to imprisonment for a term not exceeding six months or to a fine not exceeding level 5 on the standard scale, or to both.

(2) Any person who resists or wilfully obstructs- (a) A designated person in the execution of his duty,(b) An accredited person in the execution of his duty, or(c) A person assisting a designated or accredited person in the execution of his duty,Is guilty of an offence and shall be liable, on summary conviction, to imprisonment for a term not exceeding one month or to a fine not exceeding level 3 on the standard scale, or to both.

(3) Any person who, with intent to deceive- (a) impersonates a designated person or an accredited person,(b) makes any statement or does any act calculated falsely to suggest that

he is a designated person or that he is an accredited person, or(c) makes any statement or does any act calculated falsely to suggest that

he has powers as a designated or accredited person that exceed the powers he actually has,Is guilty of an offence and shall be liable, on summary conviction, to imprisonment for a term not exceeding six months or to a fine not exceeding level 5 on the standard scale, or to both.

(4) In this section references to the execution by a designated person or accredited person of his duty are references to his exercising any power or performing any duty which is his by virtue of his designation or accreditation.

iii

Schedule 4

Section 38

Powers Exercisable by Police Civilians

Part 1 Community Support Officers

Powers to issue fixed penalty notices

1. (1) Where a designation applies this paragraph to any person, that person shall have the powers specified in sub-paragraph (2) in relation to any individual who he has reason to believe has committed a relevant fixed penalty offence at a place within the relevant police area.

(2) Those powers are the following powers so far as exercisable in respect of a relevant fixed penalty offence-

(a) The powers of a constable in uniform and of an authorised constable to give a penalty notice under Chapter 1 of Part 1 of the Criminal Justice and Police Act 2001 (c. 16) (fixed penalty notices in respect of offences of disorder);

(b) The power of a constable in uniform to give a person a fixed penalty notice under section 54 of the Road Traffic Offenders Act 1988 (c. 53) (fixed penalty notices) in respect of an offence under section 72 of the Highway Act 1835 (c. 50) (riding on a footway) committed by cycling;

(c) The power of an authorised officer of a local authority to give a notice under section 4 of the Dogs (Fouling of Land) Act 1996 (c. 20) (fixed penalty notices in respect of dog fouling); and

(d) The power of an authorised officer of a litter authority to give a notice under section 88 of the Environmental Protection Act 1990 (c. 43) (fixed penalty notices in respect of litter).

(3) In this paragraph "relevant fixed penalty offence", in relation to a designated person, means an offence which-

(a) Is an offence by reference to which a notice may be given to a person in exercise of any of the powers mentioned in sub-paragraph 1(2)(a) to (d); and(b) Is specified or described in that person's designation as an offence he has been designated to enforce under this paragraph.

Power to detain etc.2. (1) This paragraph applies if a designation applies it to any person.

(2) Where that person has reason to believe that another person has committed a relevant offence in the relevant police area, he may require that other person to give him his name and address.

iv

(3) Where, in a case in which a requirement under sub-paragraph (2) has been imposed on another person-

(a) That other person fails to comply with the requirement, or(b) The person who imposed the requirement has reasonable

grounds for suspecting that the other person has given him a name or address that is false or inaccurate, the person who imposed the requirement may require the other person to wait with him, for a period not exceeding thirty minutes, for the arrival of a constable.

(4) A person who has been required under sub-paragraph (3) to wait with a person to whom this Part of this Schedule applies may, if requested to do so, elect that (instead of waiting) he will accompany the person imposing the requirement to a police station in the relevant police area.

(5) A person who- (a) Fails to comply with a requirement under sub-paragraph (2),(b) Makes off while subject to a requirement under sub-

paragraph (3), or(c) Makes off while accompanying a person to a police station in

accordance with an election under sub-paragraph (4), is guilty of an offence and shall be liable, on summary conviction, to a fine not exceeding level 3 on the standard scale.

(6) In this paragraph "relevant offence", in relation to a person to whom this paragraph applies, means any offence which is- (a) A relevant fixed penalty offence for the purposes of the

application of paragraph 1 to that person; or(b) An offence the commission of which appears to that person to

have caused- (i) Injury, alarm or distress to any other person; or(ii) The loss of, or any damage to, any other person's property;

but a designation applying this paragraph to any person may provide that an offence is not to be treated as a relevant offence by virtue of paragraph (b) unless it satisfies such other conditions as may be specified in the designation.

Power to require name and address of person acting in an anti-social manner

3. (1) Where a designation applies this paragraph to any person, that person shall, in the relevant police area, have the powers of a constable in uniform under section 50 to require a person whom he has reason to believe to have been acting, or to be acting, in an anti-social manner (within the meaning of section 1 of the Crime and Disorder Act 1998 (c. 37) (anti-social behaviour orders)) to give his name and address.

v

(2) Sub-paragraphs (3) to (5) of paragraph 2 apply in the case of a requirement imposed by virtue of sub-paragraph (1) as they apply in the case of a requirement under sub-paragraph (2) of that paragraph.

Power to use reasonable force to detain person4. (1) This paragraph applies where a designation-

(a) Applies this paragraph to a person to whom any or all of paragraphs 1 to 3 are also applied; and

(b) Sets out the matters in respect of which that person has the power conferred by this paragraph.

(2) The matters that may be set out in a designation as the matters in respect of which a person has the power conferred by this paragraph shall be confined to- (a) Offences that are relevant penalty notice offences for the purposes

of the application of paragraph 1 to the designated person;(b) Offences that are relevant offences for the purposes of the

application of paragraph 2 to the designated person; and(c) Behaviour that constitutes acting in an anti-social manner (within

the meaning of section 1 of the Crime and Disorder Act 1998 (c. 37) (anti-social behaviour orders)).

(3) In any case in which a person to whom this paragraph applies has imposed a requirement on any other person under paragraph 2(2) or 3(1) in respect of anything appearing to him to be a matter set out in the designation, he may use reasonable force to prevent that other person from making off while he is either-

(a) Subject to a requirement imposed in that case by the designated person under sub-paragraph (3) of paragraph 2; or

(b) Accompanying the designated person to a police station in accordance with an election made in that case under sub-paragraph (4) of that paragraph.

Alcohol consumption in designated public places

5. Where a designation applies this paragraph to any person, that person shall, within the relevant police area, have the powers of a constable under section 12 of the Criminal Justice and Police Act 2001 (c. 16) (alcohol consumption in public places)- (a) to impose a requirement under subsection (2) of that section; and(b) to dispose under subsection (3) of that section of anything surrendered to him;and that section shall have effect in relation to the exercise of those powers by that person as if the references to a constable in subsections (1) and (5) were references to that person.

Confiscation of alcohol

vi

6. Where a designation applies this paragraph to any person, that person shall, within the relevant police area, have the powers of a constable under section 1 of the Confiscation of Alcohol (Young Persons) Act 1997 (c. 33) (confiscation of intoxicating liquor)- (a) To impose a requirement under subsection (1) of that section; and(b) To dispose under subsection (2) of that section of anything surrendered to him;and that section shall have effect in relation to the exercise of those powers by that person as if the references to a constable in subsections (1) and (4) (but not the reference in subsection (5) (arrest)) were references to that person.

Confiscation of tobacco etc.

7. Where a designation applies this paragraph to any person, that person shall, within the relevant police area, have- (a) The power to seize anything that a constable in uniform has a duty to seize under subsection (3) of section 7 of the Children and Young Persons Act 1933 (c. 12) (seizure of tobacco etc. from young persons); and(b) The power to dispose of anything that a constable may dispose of under that subsection;and the power to dispose of anything shall be a power to dispose of it in such manner as the police authority may direct.

Entry to save life or limb or prevent serious damage to property

8. Where a designation applies this paragraph to any person, that person shall have the powers of a constable under section 17 of the 1984 Act to enter and search any premises in the relevant police area for the purpose of saving life or limb or preventing serious damage to property.

Seizure of vehicles used to cause alarm etc.

9. (1) Where a designation applies this paragraph to any person- (a) That person shall, within the relevant police area, have all the powers of a constable in uniform under section 59* of this Act which are set out in subsection (3) of that section; and(b) References in that section to a constable, in relation to the exercise of any of those powers by that person, are references to that person.

(2) A person to whom this paragraph applies shall not enter any premises in exercise of the power conferred by section 59(3)(c) except in the company, and under the supervision, of a constable.

Abandoned vehicles

vii

10. Where a designation applies this paragraph to any person, that person shall have any such powers in the relevant police area as are conferred on persons designated under that section by regulations under section 99 of the Road Traffic Regulation Act 1984 (c. 27) (removal of abandoned vehicles).

Power to stop vehicle for testing

11. Where a designation applies this paragraph to any person, that person shall, within the relevant police area, have the power of a constable in uniform to stop a vehicle under subsection (3) of section 67 of the Road Traffic Act 1988 (c. 52) for the purposes of a test under subsection (1) of that section.

Power to control traffic for purposes of escorting a load of exceptional dimensions

12. (1) Where a designation applies this paragraph to any person, that person shall have, for the purpose of escorting a vehicle or trailer carrying a load of exceptional dimensions either to or from the relevant police area, the power of a constable engaged in the regulation of traffic in a road-

(a) to direct a vehicle to stop;(b) to make a vehicle proceed in, or keep to, a particular line

of traffic; and(c) to direct pedestrians to stop.

(2) Sections 35 and 37 of the Road Traffic Act 1988 (offences of failing to comply with directions of constable engaged in regulation of traffic in a road) shall have effect in relation to the exercise of those powers for the purpose mentioned in sub-paragraph (1) by a person whose designation applies this paragraph to him as if the references to a constable engaged in regulation of traffic in a road were references to that person.

(3) The powers conferred by virtue of this paragraph may be exercised in any police area in England and Wales.

(4) In this paragraph "vehicle or trailer carrying a load of exceptional dimensions" means a vehicle or trailer the use of which is authorised by an order made by the Secretary of State under section 44(1)(d) of the Road Traffic Act 1988.

Carrying out of road checks

13. Where a designation applies this paragraph to any person, that person shall have the following powers in the relevant police area- (a) The power to carry out any road check the carrying out of which by

a police officer is authorised under section 4 of the 1984 Act (road checks); and

viii

(b) For the purpose of exercising that power, the power conferred by section 163 of the Road Traffic Act 1988 (c. 52) (power of police to stop vehicles) on a constable in uniform to stop a vehicle.

Cordoned areas

14. Where a designation applies this paragraph to any person, that person shall, in relation to any cordoned area in the relevant police area, have all the powers of a constable in uniform under section 36 of the Terrorism Act 2000 (c. 11) (enforcement of cordoned area) to give orders, make arrangements or impose prohibitions or restrictions.

Power to stop and search vehicles etc. in authorised areas

15. (1) Where a designation applies this paragraph to any person- (a) that person shall, in any authorised area within the relevant

police area, have all the powers of a constable in uniform by virtue of section 44(1)(a) and (d) and (2)(b) and 45(2) of the Terrorism Act 2000 (powers of stop and search)- (i) to stop and search vehicles;(ii) to search anything in or on a vehicle or anything carried by the driver of a vehicle or any passenger in a vehicle;(iii) to search anything carried by a pedestrian; and(iv) to seize and retain any article discovered in the course of a search carried out by him or by a constable by virtue of any provision of section 44(1) or (2) of that Act;and

(b) the references to a constable in subsections (1) and (4) of section 45 of that Act (which relate to the exercise of those powers) shall have effect in relation to the exercise of any of those powers by that person as references to that person.

(2) A person shall not exercise any power of stop, search or seizure by virtue of this paragraph except in the company, and under the supervision, of a constable.

-o-o-o-o-o-

* Section 59 creates a new offence as follows:-

Section 59: Vehicles used in manner causing alarm, distress or annoyance(1) Where a constable in uniform has reasonable grounds for believing that a motor vehicle is being used on any occasion in a manner which-

(a) contravenes section 3 or 34 of the Road Traffic Act 1988 (c. 52) (careless and inconsiderate driving and prohibition of off-road driving), and

(b) is causing, or is likely to cause, alarm, distress or annoyance to members of the public,

he shall have the powers set out in subsection (3).(2) A constable in uniform shall also have the powers set out in subsection (3) where he has

ix

reasonable grounds for believing that a motor vehicle has been used on any occasion in a manner falling within subsection (1).(3) Those powers are-

(a) power, if the motor vehicle is moving, to order the person driving it to stop the vehicle;

(b) power to seize and remove the motor vehicle;

(c) power, for the purposes of exercising a power falling within paragraph (a) or (b), to enter any premises on which he has reasonable grounds for believing the motor vehicle to be;

(d) power to use reasonable force, if necessary, in the exercise of any power conferred by any of paragraphs to (a) to (c).

(4) A constable shall not seize a motor vehicle in the exercise of the powers conferred on him by this section unless-

(a) he has warned the person appearing to him to be the person whose use falls within subsection (1) that he will seize it, if that use continues or is repeated; and

(b) it appears to him that the use has continued or been repeated after the warning.

(5) Subsection (4) does not require a warning to be given by a constable on any occasion on which he would otherwise have the power to seize a motor vehicle under this section if-

(a) the circumstances make it impracticable for him to give the warning;

(b) the constable has already on that occasion given a warning under that subsection in respect of any use of that motor vehicle or of another motor vehicle by that person or any other person;

(c) the constable has reasonable grounds for believing that such a warning has been given on that occasion otherwise than by him; or

(d) the constable has reasonable grounds for believing that the person whose use of that motor vehicle on that occasion would justify the seizure is a person to whom a warning under that subsection has been given (whether or not by that constable or in respect the same vehicle or the same or a similar use) on a previous occasion in the previous twelve months.

(6) A person who fails to comply with an order under subsection (3)(a) is guilty of an offence and shall be liable, on summary conviction, to a fine not exceeding level 3 on the standard scale.(7) Subsection (3)(c) does not authorise entry into a private dwelling house.(8) The powers conferred on a constable by this section shall be exercisable only at a time when regulations under section 60 are in force.(9) In this section-

"driving" has the same meaning as in the Road Traffic Act 1988 (c. 52);

"motor vehicle" means any mechanically propelled vehicle, whether or not it is intended or adapted for use on roads; and

"private dwelling house" does not include any garage or other structure occupied with the dwelling house, or any land appurtenant to the dwelling house.

x

APPENDIX B

The most significant general powers which apply to any person are:-

1. Arrest for an arrestable offence under Section 24(4) and (5) of the Police and Criminal Evidence Act 1984;

2. Arrest of a person committing, about to commit or threatening to renew a Breach of the Peace under common law;

3. Use of reasonable force to prevent crime or arrest offenders or persons unlawfully at large, under Section 3(1) Criminal Law Act 1967.

These are set out in more detail below.

1. Arrest for an arrestable offence under Section 24(4) and (5) of the Police and Criminal Evidence Act 1984

Sections 24(4) to 24(5) of the Police and Criminal Evidence Act 1984 state:

24(4) Any person may arrest without a warrant -

(a) anyone who is in the act of committing an arrestable offence;(b) anyone whom he has reasonable grounds for suspecting to be committing such an offence.

24(5) Where an arrestable offence has been committed, any person may arrest without a warrant -

(a) anyone who is guilty of the offence;(b) anyone who he has reasonable grounds for suspecting to be guilty of it.

Case law

The stated case of R v Self (1992) below is significant because it clarifies that this is a “deliberate policy to ensure that citizens only arrest in the clearest of circumstances”.

R v SELF

[1992] 95 CrAppR 42

Court of Appeal

H, whilst in a shop, was observed to pick up a chocolate bar and leave. A store detective, shop assistant and onlooker followed and a struggle took place, during which the assistant and onlooker were assaulted. H was arrested under section 24(5) of PACE and was subsequently charged with the theft of the chocolate and two charges of 'assault with intent to resist arrest' on the shop assistant and onlooker.

At Crown Court he was found not guilty of the theft, but guilty of the two assaults. He appealed against these convictions on the grounds that for a member of the public to make a lawful arrest under section 24(5), an arrestable offence MUST, as a pre-condition, have been

xi

committed. In this instance, no theft had been committed therefore the store detective and assistant had no valid power to arrest. If this was correct then he could not be guilty of using force to try and prevent an unlawful attack on his person.

HELD

Appeal allowed. Conviction quashed.

At the Crown Court trial H had been found not guilty of stealing, so an arrestable offence had not been committed by him. It is a condition of the citizen's power (see the phrase in capitals above) that such an offence should be committed before an arrest can be lawfully made. H could not be convicted of resisting arrest if that arrest was unlawful.

NOTES A police officers' power to arrest for an arrestable offence is much wider and allows the arrest as long as the officer has reasonable grounds to suspect that an arrestable offence has been committed; section 24(6) of PACE. In these circumstances, had the onlooker been an off duty police officer who had called upon the others to assist him in the arrest, it is likely that the arrest would have been lawful even if H had been subsequently found not guilty.

This case highlights a legal limit for any citizen making an arrest. H may well be in a position to sue the citizens involved in this case for unlawful imprisonment and assault. The police officer who arrested H after he had been detained by the shop staff etc. would be protected from such civil action by section 24(6) so long as he acted on reasonable suspicion. This is a deliberate policy to ensure that citizens only arrest in the clearest of circumstances.

2. Arrest of a person committing, about to commit or threatening to renew a Breach of the Peace under common law

A “Breach of the Peace” was defined in R v Howell and the following is the current test which must be applied:

A Breach of the Peace is committed whenever harm is done, or is likely to be done, to a person, or, in his presence to his property, or, whenever a person is in fear of being harmed through an assault, affray, riot or other disturbance.

Any person can arrest:

(a) where a breach of the peace is committed by the person arrested in the presence of the person making the arrest; or

(b) where the person making the arrest reasonably believes that such a breach will be committed in the immediate future by the person whom he has arrested, although no breach has occurred at that stage; or

(c) where a breach of the peace has been committed by the person arrested and the person making the arrest reasonably believes that a renewal of it is threatened.

Case law emphasises that to justify an arrest using (b) or (c) above the threat of a breach of the peace or renewal must be both real and imminent (Foulkes v CC Merseyside 1988). This may be difficult if the subject of the arrest is acting quite lawfully whilst the police are dealing with him (it is the culprit not the righteous that should be arrested). In the case of Bibby v CC Essex 2000 the Court outlined the following rules for making an arrest where a breach of the peace was imminent in such circumstances:

1. There must be the clearest of circumstances and a sufficiently real and present (imminent) threat to the Peace to justify such an arrest if a citizen was not, at the time, acting unlawfully.

xii

2. The threat of a Breach of the Peace must come from the person to be arrested, whose conduct must be unreasonable.3. The conduct must clearly interfere with the rights of others (e.g. you cannot cause a breach of the peace screaming abuse on the North Yorkshire Moors five miles from the nearest person. The same abuse screamed at someone in the street might have a completely different effect).4. The natural consequence of the conduct (were it not prevented) would be that violence would break out and in some circumstances that conduct would not be wholly unreasonable (e.g. a person being abused by the individual making the threats might react to his tormentor).

3. Use of reasonable force to prevent crime or arrest offenders or persons unlawfully at large, under Section 3(1) Criminal Law Act 1967

The lawful use of force by a person other than a constable is governed by Section 3(1) of the Criminal Law Act 1967, which states:

3(1) A person may use such force as is reasonable in the circumstances in the prevention of crime, or in effecting or assisting in the lawful arrest of offenders or suspected offenders or of persons unlawfully at large .

This power can be used by any person.

Case law

If there is a question as to whether excessive force was used, there is a test laid down which determines the matter (it principally applies to self-defence but, similarly, can be applied in determining whether excessive force was used):

'A jury must decide whether a defendant honestly believed that the circumstances were such as required him to use force to defend himself from an attack or threatened attack the jury has then to decide whether the force used was reasonable in the circumstances ' (R v Owino 1996 and confirmed in DPP v Armstrong-Braun 1998)

Note that this is basically an 'objective ' test determined by the jury. They do not have to consider whether the defendant thought his/her actions were reasonable in the circumstances. They just have to consider what they believe was reasonable.

xiii

APPENDIX C

The following key messages might be considered in relation to communication, internally and externally.

The introduction of PCSOs is part of our efforts to deliver the best possible policing service to our communities. PCSOs will help us meet the great public demand for visible and accessible patrol.

This is not about creating different levels of policing. It is about introducing a new and unique role to create a wider policing team or family to deliver greater public reassurance and to deal with quality of life issues.

PCSOs are not a replacement for police officers. Their purpose is to complement and support police officers by addressing many of the quality of life issues that affect our communities, such as reporting vandalism, that do not require the experience or powers held by police officers but which often take officers away from more appropriate duties.

The success of PCSOs in delivering effective public reassurance relies on how well we integrate them into our existing systems and teams. This requires the cooperation and help of all our staff – officers and support staff.

PCSOs do not have sole responsibility for foot patrol and quality of life issues – they exist to support officers in these tasks.

PCSOs are wholly employed, managed and directed by the force. They are part of the policing family.

PCSOs will be fully trained to understand their role and how and when their powers should be exercised. All PCSOs are fully trained in customer care skills and community and race relations issues.

We have listened to what our communities want and time and again they say they want visible and accessible foot patrol. We have used the opportunity offered by the government’s police reform programme to help provide this.

PCSOs are directed and managed by local police managers and are fully accountable to the local divisional commander.

They are subject to internal and external discipline and complaints procedures so they are fully accountable for their actions.

xiv

APPENDIX D

National Competency Framework for PCSOs

The following competency framework for PCSOs derives from the National Competency Framework (NCF) and puts the relevant patrol, community support and other competencies into a single unit for PCSOs. While the NCF itself has been adopted by the service, it should be noted that this adaptation is at present a draft, designed to assist in the formulation of plans for recruitment, training and assessment of PCSOs. Forces will need to consider whether to adapt the framework further to suit their own circumstances.

Where relevant, reference is also made to the National Occupation Standards (NOS) for the police service. The NOSs are designed to provide detailed training standards to ensure that police staff receive the most appropriate training for their role. They may be of particular use when designing a training package for PCSOs, since they cover many areas of competency required. The NOSs are currently circulating nationally as a draft document.

The PCSO competency framework, produced for the purpose of this Guidance, comprises two elements.

Firstly there is a list of activities which can be expected to constitute a PCSO’s core duties, with some optional additions to allow for some of the varied deployments such as schools involvement and urban security patrol. The NCF and (where applicable) NOS references are attached to each activity.

Secondly there is a series of behavioural competencies, which outline the desired behaviours and negative indicators attached to them. Within the NCF, the behavioural competencies can be to different levels. The level chosen for the purpose of this document is attached to each competency.

Note: Reference to the full NCF and NOSs will give considerably more detail on key performance areas for each activity, on the positive and negative behavioural indicators and on training standards in some areas. Levels of attainment in many of the competencies will be more restricted for PCSOs than for regular officers.

The NCF and NOS are run and maintained by the Police Skills and Standards Organisation (PSSO). A network of force liaison officers is being established to assist forces with the implementation of the NCF. The PSSO can be contacted on 0114 261 1499.

xv

PCSO Activities – Core

Conduct patrol

Conduct patrol responding to calls and requests for assistance, countering criminal activity and public disorder and minimising risks to public safety. (NCF 112)

Provide initial response to incidents

Respond promptly and take control of the incident by correctly identifying the nature of incident and take appropriate action to ensure that it is dealt with and recorded correctly. (NCF 103; NOS 2C1)

Use intelligence to support police objectives

Use intelligence to support the achievement of crime reduction objectives. Ensure that intelligence is used ethically and in accordance with the relevant legislation, policy, protocols and codes and practice. (NCF 57)

Provide first aid

Identify the nature of illness or injury and provide the necessary first aid treatment in accordance with approved procedures. (NCF 207; NOS 4G5)

Give evidence in court

Attend court and give evidence in accordance with legislation. (NCF 44; NOS2J4)

Make best use of technology

Make best use of technology in support of your role, ensuring correct operation and compliance with Force and legal requirements. (NCF 242)

Complete administration procedures

Ensure that all matters relating to the process of information are carried out in a prompt, efficient manner and in accordance with legislation, policy and procedure. (NCF 216)

Work as part of a team

Work co-operatively with team members and colleagues, contributing positively and constructively to the achievement of team and Force objectives. (NCF 224; NOS 1A4)

Provide a Service response recognising the needs of all communities

Build and maintain community relations by providing a service that is responsive to the needs of all communities, and by ensuring that those affected by crime receive a fair and anti-discriminatory service. (NCF 123)

Maintain standards of professional practice

Ensure your behaviour complies with Force values and organise your own work effectively to meet the demands of your role. Identify, implement and monitor development activities to enhance your own performance. (NCF217; NOS 4C2)

xvi

PCSO Activities – Core (continued)

Promote equality, diversity and Human Rights in working practices

Promote equality, diversity and Human Rights in working practices by developing and maintaining positive working relationships, ensuring that colleagues are treated fairly and contributing to developing equality of opportunity in working practices. (NCF141; NOS 1A3)

Comply with Health and Safety legislation

Ensure that you show a duty of care and take appropriate action to comply with Health and Safety requirements at all times. (NCF 206; NOS 4G2)

Note: Although not forming part of the NCF, the following NOS module should be considered for inclusion in a core training package: 1A1, “Use of police actions in a fair and justified way”.

xvii

PCSO Activities – optional

Conduct [detention] and process procedures

Carry out [detention] /process procedures in accordance with the relevant legal requirements and policy, having regard for human rights, security, health and safety of person(s) detained, members of the public, colleagues and self. (NCF 35; NOS 2C4)

Conduct security patrols

Conduct security patrols in accordance with operational orders. (NCF 125)

Participate in operations

Participate in police and agency - led operations, working within appropriate authority limits and carrying out tasks necessary for the successful implementation of the operation whilst managing risks to the operation and acting in accordance with legislation and procedure. (NCF 69; NOS 2C3)

Manage initial scene preservation

Take charge of the scene taking appropriate action to ensure the initial preservation of the scene is complete, evaluate evidence, identify and pursue possible lines enquiry as required to progress the investigation. (NCF 33)

Search persons

Search person(s) in accordance with the relevant legislation, policy, procedures, whilst respecting the dignity of the individual and being aware of the possible impact on the community. (NCF 52; NOS 2I2)

Search premises, vehicles and land

Conduct search procedures, using the best practice techniques in accordance with the relevant legislation and policy, whilst having regard for the health, safety and Human Rights. (NCF 53; NOS 2I3)

Provide care for victims and witnesses

Ensure that the necessary care for victims and witnesses is provided, in an ethical and empathic manner and in accordance with the legislation, policies and procedures. (NCF 74; NOS 2J6)

Drive police vehicles safely

Drive a police vehicle safely with consideration for others in accordance with Force policy and in line with the system of car control. (NCF 123; NOS 1E5)

Adopt a problem-solving approach to community issues

Work with the community partners and other agencies to solve community problems in accordance with the relevant legislation policy procedures and partnership agreements. (NCF 131)

xviii

PCSO Activities – optional (continued)

Contribute to maintaining road safety

Contribute to maintaining road safety by identifying and responding to hazards regulating traffic dealing with traffic offences and attending collision scenes in accordance with legislation and Force policy. (NCF 115; NOS 1E2)

Promote and raise awareness of social responsibilities and community safety among young people

Work with schools, local community representatives and agency stakeholders to develop and implement initiatives that will educate young people on personal safety and crime awareness. (NCF 151)

xix

PCSO Behavioural Competencies

Teamworking

Works effectively as a team member and helps build relationships within it. Actively helps and supports others to achieve team goals . (NCF level C)

Community and customer focus

Provides a high level of service to customers. Maintains contact with customers, works out what they need and responds to them. Is aware of issues of diversity, understands and is sensitive to cultural and racial differences. (NCF level C)

Effective Communication

Speaks clearly and concisely, and does not use jargon. Writes in plain English and uses correct grammar. Listens carefully to understand. (NCF level C)

Respect for diversity

Understands other people’s views and takes them into account. Is tactful and diplomatic when dealing with people. Treats people with dignity and respect at all times, no matter what their background, status, circumstances or appearance. (NCF level B)

Personal responsibility

Takes personal responsibility for own actions and for sorting out issues or problems that arise. Is focused on achieving results to required standards and developing skills and knowledge. (NCF level B)

Resilience

Shows confidence to perform own role without unnecessary support in normal circumstances. Acts in an appropriate way and controls emotions. (NCF level B)

Problem Solving

Gathers enough relevant information to understand specific issues and events. Uses information to identify problems and draw logical conclusions. Makes good decisions. (NCF level C)

xx

APPENDIX E

See The Following pages for the risk assessment

xxi

LINCOLNSHIRE POLICE P545 (12/01)

General Risk Assessment Form Sheet of

WORK ACTIVITY HAZARDHML

LIKELIHOODHML

RISK FURTHER ACTION REQUIRED

Ref. No. Description (including description of

potential severity)Groups Exposed and Evidence of Previous Harm

Existing Controls in Place H M L

ACTION(Who responsible and by when)

REVIEW ACTION AND DATE(Including estimate of Residual Risk)

1.Dealing with motorists and other members of the public.

The general public.

Verbal abuse and/or physical assault which may result in varying degrees of stress and or personal injury.

Contracting HIV– Hepatitis B or other infection through assault or by 1st Aid administration.

H

H

20 PCSOsUp to 12 hours per day6 days per week.

Numerous incidents of varying degrees, resulting in an accident report, control informed, or at least a pocket book entry.

Identified as high-risk group by force medical officer.

Provision and training in use of personal radioContact with other PCSOs, traffic wardens and police officers including talk-through facilityCommunications centre respond promptly to calls for assistance

Personal issue Aids packs.Immunisation available, free of charge.

Injury reporting and health monitoring systems in place

M

L

High

Medium

Implement training courses in:Handling ConfrontationSelf DefenceFirst AidFor all PCSOs.

Ensure Aids packs are carried and are in date.

By Line ManagementAs soon as possible.

On joining force and then annual refresher courses.

Residual Risk remains MEDIUM

Every three months.

Residual Risk remains MEDIUM

2.General Patrol Duties

Minor ailments, such as colds, flu in the winter and sweat rash or de-hydration in the summer can be caused by working outside in all weather conditions.

L As at ref:1. above:All PCSOs engaged on operational duties.

A reasonably warm and water-resistant uniform is provided.Facilities provided to store and dry uniforms.Line Manager monitors time spent out - doors in adverse weather conditions.Authorisation to remove ties is given in hot weather.

L L No further action at this time Clothing Committee to monitor.

Residual risk remains L – M

3.General Patrol Respiratory, audio and visual M As at ref:1. above: Discretion to move to L L – M No further action at this time Occupational Health Unit to

xxii

WORK ACTIVITY HAZARDHML

LIKELIHOODHML

RISK FURTHER ACTION REQUIRED

Ref. No. Description (including description of

potential severity)Groups Exposed and Evidence of Previous Harm

Existing Controls in Place H M L

ACTION(Who responsible and by when)

REVIEW ACTION AND DATE(Including estimate of Residual Risk)

Duties problems caused by working outdoors in an increasingly polluted environment i.e. exhaust fumes, road dust and traffic noise.

All PCSOs engaged on operational duties.

less busy street if PCSO feels adversely affected.Health Monitoring Scheme in operation.Provision of face masks if required.

monitor for increased levels of sickness.

Residual risk remains L - M

4.General Patrol Duties

Possible signs of tinnitus by excess use of covert radio earpiece

M All foot patrol officers who habitually use earpieces.

None M M Opinion of Force Medical Officer required ASAP

Review as soon as information obtained.Residual risk remains MReview annually.

5.General Patrol Duties

Symptoms of, and varying degrees of stress as well as an increased likelihood of physical abuse can be caused by lone working in high risk areas and/or at high risk times. i.e. football matches etc.

L As at ref:1. above:All PCSOs engaged on operational duties.

As at ref. 1. Above. L Low PCSOs to work in pairs whenever possible, especially at times and in areas of increased risk or abuse.

By Line Manager with immediate effect.

Residual risk remains Low

Review annually.

6.Pedal Cycle Patrol. Serious Injury or death following

collision with a moving vehicle.H Up to 20 PCSOs

Up to 12 hours per day6 days per week

Reflective jackets and basic cycle helmets provided.

L M Ensure reflective jacket / tabard is worn at all times and that helmet / hat is correctly fastened under chin.

To be actioned by all cycle patrol officers with immediate effect.

A cycle proficiency test to be taken by all patrol officers on commencing duties for the first time and an annual assessment for all cycle officers.

Regular maintenance checks to be made on cycles

By Line Manager ASAP

To be monitored by the Line Manager on a continual basis.

Summer 1999

Residual Risk remains MEDIUM

7.Preparation for Patrol.

Officer’s safety at risk because of inadequate briefing.

M All engaged on foot patrol. Briefings kept meaningful and relevant.

Appropriate information provided to officers

M Med Supervisors need to stress the correct level of individual or collective preparation needed for the situation.

Supervisors / Safety Reps to review every six months.

xxiii

WORK ACTIVITY HAZARDHML

LIKELIHOODHML

RISK FURTHER ACTION REQUIRED

Ref. No. Description (including description of

potential severity)Groups Exposed and Evidence of Previous Harm

Existing Controls in Place H M L

ACTION(Who responsible and by when)

REVIEW ACTION AND DATE(Including estimate of Residual Risk)

Officer’s safety at risk because of inadequate staffing levels.

H All engaged on foot patrol.

Likely risks are identified and assessed together.

Supervisors deploy officers in accordance with information available, and after an assessment of likely risks.

Supervisors ensure that Personal Protective Equipment is maintained and available at all times.

Monitored and set by Planning Officer and availability of Staff

M M-H

Supervisors to monitor the equipment needs for officer safety, including the future use of stab resistant vests and slash resistant glove.

Forward planning and Supt. To ensure that sufficient cover is maintained to minimise risk to patrol officers

To be reviewed monthly.

8.Officer on Patrol. Potential risk of injury to officer as

a result of inadequate level of protective clothing and / or equipment.

L All operational officers Force Clothing and Accoutrements Committee evaluate requests for, reports on and tests of all items of clothing and equipment, prior to it being issued force wide.

L L Managers and Safety Reps to monitor clothing and equipment levels and report any serious shortcomings to the Committee.

Supervisors / Safety Reps to review every six months.

9.Officer on Patrol. Potential risk of injury to officer in

isolation following a communications failure.

M All operational officers Best possible radio provided and maintained.Fault reporting system in operation.

Officers check equipment prior to patrol and carry spare charged batteries if required.

Control room aware of officer’s location and status.Control and officers aware of poor reception areas.

L M Officers to be reminded regularly of the need to keep control informed of their locations at all times.Control to do well man checks on regular basis

Supervisors to check contingency measures for system failure.

Supervisors / Safety Reps to review every six months.

xxiv

WORK ACTIVITY HAZARDHML

LIKELIHOODHML

RISK FURTHER ACTION REQUIRED

Ref. No. Description (including description of

potential severity)Groups Exposed and Evidence of Previous Harm

Existing Controls in Place H M L

ACTION(Who responsible and by when)

REVIEW ACTION AND DATE(Including estimate of Residual Risk)

10.Officer on Patrol Contact with undesirable

members of the public:

Risk of infestation by fleas, lice etc.

AND

Risk of contracting a communicable disease – HIV, Hepatitis, Tetanus etc.

L

H

All operational officers Close contact avoided if possible.

Washing and shower facilities available.

Staff trained for awareness of problem.

First aid kits available in vehicles, stations etc.

Inoculation Policy in force.

Accident and injury reporting facilities in place.

Health monitoring systems in place.

Welfare / Stress counselling facilities in place.

Supervisors to regularly mention subject at briefings and include appropriate advice. (This can be obtained from the Occupational Health Unit.)

Supervisors to ensure that COSHH assessments are carried out on all chemical agents under their control and that data sheets are available to all users.(Specific forms and advice on this can be obtained from the force Health and Safety Adviser at HQ )

Every six months by safety reps and managers.

11.Officer on Patrol Slips, trips and falls, resulting in

minor or even serious injury.L All operational officers Officers take care on foot

and when negotiating obstacles.

Occupational Health facilities available.

L Low Supervisors to ensure that suitable footwear is worn at all times.

Supervisors and safety reps to review annually.

12.Falls from heights, resulting in death or serious injury.

H All operational officers Officers take extreme care in high-risk areas.

M M – H Officers to avoid pursuits onto roofs and high places.

Supervisors and safety reps to review annually.

(Residual risk LOW)

13.Musculo-skeletal injury as a result of manual handling task.

M All operational officers Officers avoid unnecessary manual handling tasks.

Officers assess the risk taking account of the load, the environment and

L L – M Supervisors to advise any officer who requires training in manual handling techniques to contact HQ Training Department, or the force Occupational Health Unit.

Supervisors and safety reps to review annually.

(Residual risk LOW)

xxv

WORK ACTIVITY HAZARDHML

LIKELIHOODHML

RISK FURTHER ACTION REQUIRED

Ref. No. Description (including description of

potential severity)Groups Exposed and Evidence of Previous Harm

Existing Controls in Place H M L

ACTION(Who responsible and by when)

REVIEW ACTION AND DATE(Including estimate of Residual Risk)

their own capability.

Officers get mechanical / manual assistance if required.

14.Scratched or bitten by dogs or other animals resulting in minor or possibly serious injury.

M All operational officers Officers treat all animals as potentially dangerous and keep a safe distance.

L L – M Supervisors to be aware of generic risk assessment No 340 Dealing with Dangerous / Wild Animals.

Supervisors and safety reps to review annually.

(Residual risk LOW)

15.Attendance at major incident resulting in symptoms of trauma.

M All operational officers Major incident policy in place.

Traumatic Incident counselling facilities available.

L L – M

16.General ill health as a result of occupational stress.

M All operational officers Health screening, advice and support available from Occupational Health Unit.

Sickness / Accident monitoring.

L L – M Supervisors to ensure that full de-brief takes place and counselling facilities are made available after a traumatic incident.

Supervisors to ensure that proper meal breaks are taken and that shift patterns are monitored.

Supervisors and safety reps to review annually.

(Residual risk LOW)

xxvi

APPENDIX F

See the following pages for the PCSO training guide

xxvii

Police Community Support Officer (PCSO) Training

The Guide

It is a matter for each individual Chief Officer to decide the nature of the duties performed by their PCSOs and the extent to which their PCSOs may use any powers provided by legislation (and some powers have yet to come into force through the necessary Commencement Order). It is therefore not possible to design a single training package that will suit all services.

Best practice demands that, once the Chief Officer has decided the exact role and extent of powers to be granted to their PCSOs, there should be a formal training need analysis, followed by a course design project, piloting, validation and implementation of the training programme. The programme should be evaluated and there is excellent scope for the pilot forces to collaborate and benchmark their outcomes against each other in the spirit and requirements of a ‘Best Value’ review of services. Advice on the process may be sought from Centrex Training Design at Harrogate.

This guide is designed to assist police services in training their Police Community Support Officers (PCSO). It contains references to two training packages:

The Metropolitan Police Service (MPS) Police Community Support Officer training package The Probationer Training Programme (PTP)

All forces are provided with regular updates of the Probationer Training Programme (PTP) on CD-ROM. The department responsible for in-force foundation training will have the most up to date version. Trainers should ensure that they ALWAYS refer to the latest edition of the programme.

The guide is in the form of a simple table, designed to lead trainers to appropriate lessons from the two sources shown above. The guide contains reference to lessons that are likely to be the most appropriate for PCSOs, although there is no reason why forces cannot choose to include other lessons from the PTP.

Each training department will be able to select the most appropriate lesson according to the needs of their PCSOs. Some lessons may need to be adapted to address any differences between the use of PCSOs and police constables.

xxviii

In some cases reference is made to other Centrex training programmes, namely:

Human Rights Act and the Police Service (HRA) First Aid Skills Police (FASP) Personal Safety Programme (PSP)

The Personal Safety Programme is one example of a package of training materials that will need to be amended to meet the differing requirements of PCSOs. First Aid training will need to be programmed in – Module 2 would be most appropriate, unless the PCSOs were to be assigned more specialist duties.

Any required amendments/adaptations of standard products will be the responsibility of each individual service, based on their particular training need analyses.

Delivery

It is recommended that PCSO training be delivered centrally in-force. Trainers should have successfully completed the Centrex Trainer Development Programme or have an equivalent qualification. Appropriately qualified trainers should deliver specialist lessons, first aid or personal safety for example. The order of lessons is again a matter for individual forces to decide.

xxix

PTP – Probationer Training Programme E&P – Evidence and procedures T – Traffic MPS – Metropolitan Police Service C – Crime PCSO – Police Community Support Officer GPS – General policing skill

No Lesson Title Description/Notes Duration Location of materials1. Introductory welcome

pack containing information on:

the role of the PCSO general administration rank and reporting lines the structure of division/BCU/OCU the make-up of beats welfare issues – shifts to be worked, pay, sickness, injury, benefits the force policing plans

Forces should include relevant information in an introduction pack, issued a few weeks before the training starts.

Forces will need to design this introductory section to address local requirements, ensuring compliance with all civilian terms and conditions of employment.

Pre-read Non in PTPDay 1 in MPS package

2. Needs, fears and expectations exercise linked to the role of the PCSO

Forces will need to base this lesson around their specific PCSOs role requirements.

As required Non PTPDay 1 MPS pack

3. Issue of uniform and general administration

As required linked to review of dress code. As required Non PTPDay 1 MPS pack

4. Communication GPS – ‘Communication’ 2hrs PTP stage 2 wk 3Day 1 MPS

5. Questioning GPS – ‘Questioning’ 2 hrs PTP stage 2 wk 3Non MPS

6. Lost and found property E&P - Cover the duties of PCSOs in relation to lost and found property and the use of pocket

1hr PTP stage 1Day 10 MPS pack

xxx

note books7. Equal opportunities and

community and race relations and the grievance procedure

GPS – ‘Diversity, equality and CRR issues’Force grievance procedure

5hrs PTP stage 1 and 2Day 5 MPS pack.

8. Police communications Introduction to communication equipment and use

2 hrs PTP Stage 1Day 1 MPS pack

9. Data protection General purpose and personal liability 1hr PTP stage 1Non MPS

10,

Regulations, conditions of service, complaints and discipline

Review contents of the introductory pre-read pack. Ensure understanding of employment issues

Day MPS pack(communication)

11.

Investigative interviewing An introduction to the techniques of conducting interviews with suspects witnesses and victims

1hr PTP stage 1Non MPS

12.

Health and safety Optional ‘Health and stress management’ (PTP)Force H & S documentation. Welfare services including occupational health

3hrs PTP stage 1 & stage 2 wk1Day 2 MPS

13.

Manual handling 2hrs PTP stage1Non MPS

14.

Evidence gathering E&P – ‘Evidence gathering’ 2hrs PTP stage 2 wk 1

15.

Statements, pocket note book rules. Victim personal statements

GPS, E&P – ‘Statement and pocket notebooks’ Recording of information and evidence(MPS course does not cover statement taking)

3 hrs PTP stage 1, stage 2 wk 2 and stage 3Day 10 MPS

16.

Crime scene management E&P - Scene management. An introduction to basic scene preservation

2hrs PTP stage 2 wk 1Day 6 MPS

17.

Victim needs and management

GPS – ‘Understanding victim needs’ 1hr PTP stage 2 wk 1Non MPS

18.

Significant statements E&P – ‘Cautions and significant statements’. Forces will need to adapt this according to the

2hrs PTP stage 2 wk 2Non MPS

xxxi

powers available to their PCSO scheme19.

Making an arrest E&P – ‘Making an arrest’. Only if PCSOs are going to use ‘any person’ powers of arrest

3hrs PTP stage 2 wk 2Day 8 MPS

20.

Powers of arrest E&P – ‘Powers of arrest 1,2 and 3’GPS, C – ‘Public Order’. Forces will have to adapt this according to the powers available to PCSOs

4hrs PTP stage 2 wk 2 and wk 8Day 8 MPS

21.

Human Rights E&P – ‘PACE and the protection of human rights’ GPS – ‘Human Rights Act’ – HRA workbook

3hrs Stage 2 wk 1Workbook MPS

22.

Discretion and offenders E&P – ‘Discretion and offenders’ 1hr PTP stage 2 wk 2Non MPS

23.

Theft C – ‘Theft’ 2hrs PTP stage 2 wk 3Non MPS

24.

Assaults C – ‘Assaults’ 4hrs PTP stage 2 wk 8Non MPS

25.

Criminal damage C – ‘Criminal damage’ 2hrs PTP stage 2 wk 9Non MPS

26.

Domestic violence GPS, C – ‘Domestic violence’ 2hrs PTP stage 2 wk 9Non MPS

27.

Racist incidents and racially or religiously aggravated offences

GPS, C – ‘Racist incidents’ Racially or religiously aggravated offences are contained in notes from relevant offences

1hr – combines lessons

PTP stage 2 wk 8Non MPS

28.

Road traffic collisions – scene management

T – ‘Road traffic collisions’ 2hrs PTP stage 2 wk 10Day 6 MPS (scene mgmt)

29.

First aid First Skills Police lesson (Module 2) 8hrs + assessment 10 mins per student specialist

PTP stage 2Day 7 MPS

xxxii

lesson30.

Personal Safety Centrex PSP - adapted according to the powers available to PCSOs and equipment issued

PTP stages 2 & 3Day 3 & 4 MPS

31.

Tasking and intelligence gathering

MPS programme 3hrs PTP non specificDay 6 MPS

32.

Personal Development Force system for appraisal, training, development

Day 10 MPS

Other lessons that could be considered, according to roles allocated to PCSOs locally:

Drugs, solvent abuse, dogs, litter, criminal attempts, deception, robbery, unauthorised taking of motor vehicles, wildlife and countryside offences, firearms awareness, abandoned and nuisance vehicles, sudden deaths.

From research by the Home Office and MPS into the training and deployment of special constables, the above were not included in their initial training, but dealt with after an appropriate period of duty in company.

xxxiii

APPENDIX G

Police Community Support Officers Professional Development Portfolio

Note: This example is based on the probationary constable’s PDP and is included to help forces consider the correct format for a PCSO development document. Some of the content – e.g. the Units – should be adjusted to fit the role definition of a PCSO as defined by use of the National Competency Framework (see Appendix D).

Introduction

Your Professional Development Portfolio (PDP) has been designed to assist you in your development as Police Community Support offices. The PDP is based on the present Probationer Development Portfolio and is split into four sections:- Activity Sheets to record activities that you perform A Units section which comprises of tasks that are vital to your role an Action Plan section to address any development issues, and a Policing plan section which sets out your priorities for a three month period.

The completion of the PDP is your responsibility; the aim is to focus your development and role to the corporately agreed role specification.

Activity Sheets

The first section comprises Activity sheets, which record details of activities and tasks that you will perform in your role. The evidence that you gather and record will be used in the second section, the Units section. The recording of your activities is vital as this will be your supporting evidence in fulfilling you role. You will be expected to continue to complete these sheets once your tutoring phase has been completed.

The Units

The Units section comprises of tasks that the organisation considers are vital to your role and you would be expected to undertake these tasks on a daily basis in you role. Whilst on your tutoring phase you will be expected to do each task twice to an acceptable standard. When your tutor has signed off each task there will not be a need to further evidence these tasks in the Activity sheets. Your tutoring phase will be for a period of up to three weeks and may be extended further if required.

The Units are designed to be achievable performance areas and are further divided into elements. Each element has a number of activities. Not all of the activities are mandatory. It is important you spend some time becoming familiar with the individual activities. The units and elements are listed below.

xxxiv

Unit 1 – Patrolling Element 1.1 – Planning a beatElement 1.2 – Patrolling a beat

Unit 2 – Working with the community Element 2.1 – Community Intelligence Element 2.2 – Building, strengthening and maintaining community relations.

Unit 3 – Dealing with crime Element 3.1 – Initial investigation of crime Element 3.2 – Supporting victims and witnesses. Element 3.3 – Crime prevention

Unit 4 – Using powersElement 4.1 – IncidentsElement 4.2 - Disputes

Unit 5 – Fixed Penalties Element 5.1 – Issue FPNs

Unit 6 – Preparing and giving evidence Element 6.1 – Preparing evidence and witnesses for court

Unit 7 – Dealing with large scale incidentsElement 7.1 - Incidents

Unit 8 - ArrestingElement 8.1 – Making arrests.

Action Plans

If once having attempted a particular task it is considered by either yourself or your tutor that further development is required, this will then result in an Action Plan being agreed and completed in the Action Plan section of the PDP. The Action plan will be based on the SMART mnemonic in that it has to be Specific, Measurable, Achievable, Relevant, and done to a Time scale. The length and duration of the Action Plan is some thing that you will agree with your tutor. Once the action plan has been achieved your tutor can then sign of the relevant task.

Policing Plan Objectives

At the end of your tutoring phase you will be expected to agree policing objectives for a three-month period after which time they will be reviewed and

xxxv

altered if necessary. These reviews could be conducted with your Community Beat Manager (CBM) or Geographic POP coordinator. The policing plan will reflect the policing needs of the community that you serve and should be in line with the Constabulary / Divisional Plan.

Within the portfolio is the National Competencies Framework for your role. The competency framework assists by making you consider how to complete the activity. The competencies are:

Community Safety Managing the Organisation Intelligence

Police Operations Custody and Prosecution Personal Responsibility

As you work towards competency, you will be expected to record your evidence on the ‘Activity Sheets’. This will provide you with the opportunity of linking the evidence for your activities with the competency framework.

xxxvi

SECTION 1 – ACTIVITY & EVIDENCE SHEETS

xxxvii

Specimen Evidence Sheet

Element Title: - 2.2 Building, strengthening & maintaining community relations

Activity No.

Time / Date

Details of Incident

What knowledge did you apply?

Competency ClaimedY/N

Please explain. Line Managersigned

1 & 3

1 & 3

5.10.01

19.10.01

Attended Residents and tenants meeting

Attended Residents and tenants meeting

Knowledge of the council’s Environmental Health function and a local problem with collection of rubbish and stray dogs on Carnamena Avenue.

Knowledge of the council’s Environmental Health function and a local problem with collection of rubbish and stray dogs on Carnamena Avenue. Additional agenda item linking to two particular tenants.

No

Yes

Lacked sufficient knowledge on environmental issues and had not had sight of the agenda hence was not able to prepare for the item. This affected my communication skills – became flustered, lacked conviction.

Spoke at the meeting, listened to views. Considered I performed much better as I checked the agenda first and was able to prepare for the relevant agenda items. Accepted responsibility for certain actions – evidences my self motivation.

xxxviii

Evidence Sheet

Element Title: -

xxxix

Miscellaneous Activities

(Include results from high visibility patrolling, letters of appreciation, referrals to other agencies particularly environmental, housing, etc )

Date Occurrence

xl

Crime Related Activities

(Include such things as crimes reported, crime prevention activities, arrests, POPs, revisits, support for victims and witnesses, intelligence submitted etc)

Date Occurrence

xli

Miscellaneous Evidence

Letters of appreciation

Newspaper articles

Etc.

xlii

SECTION 2 – UNITS

xliii

UNIT 1 – Patrolling

1.1Planning a beat

As a Police Community Support Officer you will be expected to organise your work and time effectively. This means that prior to setting off on patrol you need to consider the particular needs of the area to which you have been assigned. You should pay particular attention to community concerns over the fear of crime and nuisance. The information on which you base this plan will come from within and outside the police service.You may need to locate some of the intelligence yourself and your final plan will need to balance the needs of individuals, community representatives, and the various communities including the schools, business community and other statutory bodies.

In particular you will be expected to:

1. Ensure that you obtain all the relevant and current community intelligence for your beat.

2. Seek clarification on any information, which is not clear or is otherwise difficult to understand.

3. Ensure conclusions drawn from the information are objective, based on thorough evaluation.

4. Accurately identify areas of vulnerability to crime and nuisance hot spots.

5. Provide reassurance by identifying community issues and concerns and options for addressing those concerns.

6. Make plans which optimise your time spent and take full account of the needs of the area.

7. With the information obtained, prepare and maintain a beat profile.

Activity 1 2 3 4 5 6 7

Line Manager’s signature confirming competency

xliv

UNIT 1 – Patrolling

1.2 Patrolling a beat

In addition to patrolling your beat in accordance with your plan and objectives, you should aim to establish formal and informal contacts within the community. You should aim to establish links with neighbourhood watch co-ordinators, shop workers, construction workers, parents, children, traffic wardens, school crossing patrols security staff and other agencies like ‘youth and community’ and ‘residents and tenants associations’.At the same time you need to be aware of actual and potential threats to members of the public, your colleagues and yourself.

In particular you will be expected to:

1. Confirm equipment (personal radio, etc) is available and in good working order.

2. Use equipment in accordance with correct procedures.

3. Ensure that communication with colleagues can be maintained.

4. Carry out your patrol according to plan.

5. Establish and develop community relations and contacts.

6. Actively gather community and criminal intelligence, complete appropriate reports and submit them in accordance with force policies.

7. Identify threats to yourself and others, assess those threats and respond appropriately.

8. Identify opportunities to offer advice on all aspects of community related issues and then give that advice, while being sensitive to the context in which it is being given.

Activity 1 2 3 4 5 6 7 8Line Manager’s signature confirming competency

xlv

UNIT 2 – Working with the community

2.1 Community Intelligence

As you continue to make use of community intelligence to guide your patrolling, you should maintain your effectiveness and plan to work proactively as much as possible. In addition, you will need to become very discerning about your sources of information: the public, other police officers, agencies, databases, technical support and sightings.

In particular you will be expected to:

1. Regularly review all sources of information for usefulness, reliability and accuracy.

2. Maintain full liaison with other agencies.

3. Manage sources of information appropriately with a view to continued use over extended periods of time.

4. Make sure that, where initial evaluation of intelligence demonstrates a need for further intelligence gathering this is carried out in accordance with force policy.

Activity 1 2 3 4Line Manager’s signature confirming competency

xlvi

UNIT 2 – Working with the community

2.2 Building, strengthening and maintaining community relationships.

As a Police Community Support Officer you will be expected to take an active part in increasing the liaisons in the communities you patrol. You will meet a variety of community members, including individuals, representatives from local groups such as tenants and residents associations, businesses and other statutory bodies, the local council, social services and schools. You will be expected to identify their needs and preferences and select options for action within the community.

In particular you will be expected to:

1. Encourage community members to express their needs and preferences for local initiatives.

2. Seek and record the responses to those community needs and preferences.

3. Pursue opportunities to develop community contact.

4. Realistically assess the potential constraints, which may inhibit or enhance your response to the needs of the community.

5. Develop and implement problem-solving initiatives within your specific area of responsibility, with particular emphasis on “quality of life” issues, utilising the S.A.R.A. model and the problem analysis triangle.

6. Identify when external agencies should be consulted or informed.

7. Respond to queries for further information or advice within agreed time scales.

8. Refer issues of sensitivity to the appropriate member of staff or agency.

9. Treat information received from external sources in accordance with force policy.

Activity 1 2 3 4 5 6 7 8 9Line Manager’s signature confirming competency.

xlvii

UNIT 3 – Dealing with Crime

3.1 Initial Investigation of Crime

Occasionally you will be the first person to arrive at the scene of a crime. You will need to quickly take stock of the situation and identify the offenders and witnesses and whether they are still present. You will also need to take charge of the crime scene to preserve evidence and to take account of health and safety issues. The evidence that you need to preserve and secure could be actual evidence or potential evidence. It could be oral evidence including hearsay, documentary, computer, video, physical or forensic evidence which may be found in the immediate vicinity and surrounding areas.

In particular you will be expected to:

1. Control the scene making certain of your own safety and that of others. (NON MANDATORY)

2. Secure evidence and exhibits to ensure their integrity and continuity. (NON MANDATORY)

3. Where applicable take steps to avoid cross contamination. (NON MANDATORY)

4. Obtain oral accounts of the incident from potential witnesses and offenders. (NON MANDATORY)

5. Identify suspects, pointing them out to Police officers attending the scene.

6. Explain why evidence needs to be preserved or retained.

7. Identify potential witnesses and evidence in the surrounding areas. (NON MANDATORY)

8. Record full and accurate reports of the incidents. (NON MANDATORY)

Activity 1 2 3 4 5 6 7 8Line Manager’s signature confirming competency.

xlviii

UNIT 3 – Dealing with Crime

3.2 Supporting victims and witnesses

You should consider the effects on the people involved. You will need to be alert to the effects on victims and witnesses, who may need medical advice, practical advice, welfare advice, counselling or other help. In addition you should be aware of the possible needs for an interpreter or the needs of other people with particular disabilities.

In particular you will be expected to:

1. Identify the effects of the incident on the victims, witnesses and where appropriate, families / friends.

2. Identify relevant and appropriate assistance or support and arrange it.

3. Explain the benefits of contacting and using external agencies for support.

4. Respect the right of anyone to refuse external agency support.

5. Respect the confidentiality of all people involved.

Activity 1 2 3 4 5Line Manager’s signature confirming competency

xlix

UNIT 3 – Dealing with Crime

3.3 Crime Prevention

While investigating community concerns you will be expected to identify opportunities to give advice on crime prevention and crime reduction. You should be considering both fear of crime and actual crime in all parts of the community.

In particular you will be expected to:

1. Give advice which meets the individual’s or the organisation’s needs or consider referral to specialist members of staff.

2. Communicate in a manner that is sensitive to the context in which the advice is being given and to any special needs of the person.

3. Encourage people to ask questions and make further enquiries about the given advice.

4. Identify criminal activity, which is suitable for prevention initiatives.

5. Report the features and benefits of a prevention initiative.

6. Identify organisations and people able to support a prevention initiative.

7. Ensure that any supporting leaflets and documents you supply are relevant and up-to-date.

Activity 1 2 3 4 5 6 7Line Manager’s signature confirming competency

l

UNIT 4 – Using Powers

4.1 Incidents

As a Police Community Support Officer you will be expected to deal with a variety of incidents on many occasions on own your or indeed in support of regular police officers and members of the Special constabulary. It is essential that you know your role and that of other officers who may attend. Listed in this section are some of the tasks that you will perform as part of your patrol.

You will be expected to perform different roles depending on the needs of your local community.

In particular you will be expected to:

1. Exercise your powers of confiscation in relation to alcohol / tobacco.

2. Demonstrate a safe way to stop and direct vehicles using appropriate powers.

3. Investigate reports of abandoned vehicles and arrange for removal through local partners.

4. Accurately identify vehicles that are used to cause alarm and take appropriate steps to deal with them.

5. Identify anti social behaviour and take appropriate steps to tackle it.

6. Exercise powers to require name and address and also to assess when additional support is needed.

7. Maintain and create relevant records in a legible and accurate manner.

Activity 1 2 3 4 5 6 7Line Manager’s signature confirming competency.

li

UNIT 4 – Dealing with incidents and disputes

4.2 Disputes

Within the role of Community Support Officer you may be expected to deal with different types of disputes. These may be of a domestic nature, landlord / tenant, involve environmental issues or excess noise at a party. Whatever the type of dispute you attend, you will be expected to maintain and improve public peace and order / community harmony and control these situations were necessary.

In particular you will be expected to:

1. Recognise potential and actual incidents of disorder and where possible prevent breaches of public tranquility.

2. Establish contacts with the public and other agencies to promote and improve positive relationships.

3. Ensure any reports of disorder are dealt with. This would normally mean informing the police.

4. Communicate in a manner that is sensitive to the overall needs of the situation.

5. Respond to incidents appropriately with reference to the nature of the incident and the resources available.

6. Maintain and create relevant records in a legible and accurate manner.

Activity 1 2 3 4 5 6Line Manager’s signature confirming competency.

lii

UNIT 5 – Fixed Penalties

5.1 Issuing Fixed Penalty Notices (FPNs)

One of your key and main powers will be the Issuing of fixed penalties for quality of life issues such as littering, dog fouling etc You will need to be able to use your powers effectively having regard for the use of discretion, being able to fully explain your reasons to the recipient and outline the procedure for payment of these penalties. You must exercise your powers in a responsible manner giving consideration to local issues and tensions. Your role is to improve the quality of life of the community you serve not to add to their problems. On occasions when you have to issue a FPN you will be expected to gain the recipients co-operation. You must have regard to any particular needs they may have as they may be a juvenile or have their own special needs. You should conduct yourself with due consideration for these diverse circumstances.

In particular you will be expected to:

1. Initially identifying the correct person for the FPN. (You should actively consider involving the police if the recipient becomes aggressive towards you.)

2. Confirm the accuracy of any oral evidence that you may have been given.

3. Give the recipient the reason for the FPN in accordance with the relevant legislation.

4. Caution the suspect in accordance with PACE and ensure that the person understands what is being said to them.

5. Maintain a rapport with the recipient whilst having regard for your safety and that of your colleague.

6. Ensure all written records are clear, accurate and complete, and are forwarded to the relevant people at the correct time.

Activity 1 2 3 4 5 6Line Manager’s signature confirming competency.

liii

UNIT 6 – Preparing and giving evidence

6.1 Preparing evidence and witnesses for court

Giving evidence in court and assisting in the preparation of files for that purpose will be a particularly skilful aspect of your work. Cases may be either civil or criminal and may involve many different processes, e.g. Crown Court, Magistrates’ Court, County Court, Youth Court, case conferences or tribunals.

In particular you will be expected to:

1. Present evidence or other information, which is, clear, accurate or relevant to the proceedings.

2. Summarise evidence accurately and concisely.

3. Submit paperwork to the appropriate persons within the agreed time scales.

4. Prepare and support witnesses in accordance with force policy.

5. Provide clear and accurate information to witnesses regarding court proceedings.

6. Explain the requirements of the court proceedings to victims and witnesses.

7. Where relevant, establish and maintain liaison with the person in charge of the case.

Activity 1 2 3 4 5 6 7Line Manager’s signature confirming competency.

liv

UNIT 7 – Role at large-scale incidents and events.

7.1 Incidents

Some incidents require you to undertake activities which are unusual, important and which contribute to the smooth running of unplanned and demanding situations. Many kinds of difficulties can arise. Depending on the size of the incident they may arise from environmental factors, crowd disorder, traffic congestion, additional accidents and incidents. Access and exit routes need to be considered. Part of your responsibilities may include communicating with police staff, other agencies and the public.

In particular you will be expected to:

1. Make an accurate assessment of the situation, establish priorities, reporting and updating as changes occur.

2. Preserve evidence and safely evacuate hazardous areas.

3. Identify the need for specialist and support personnel and report promptly to the relevant people.

4. Establish rendezvous points and access routes using planned criteria when available.

5. Accurately identify emerging threats to public safety and take timely action.

6. Brief people who arrive to take charge of the incident.

Activities 1 2 3 4 5 6Line Manager’s signature confirming competency

lv

UNIT 8 – Arresting

8.1 Making arrests

Making arrests should not be one of your planned activities. However there may be occasions when you have to arrest a person, who may be co-operative or resistant to you. They may be a juvenile or have there own special needs. You should conduct the arrest with due consideration for these diverse circumstances.

In particular you will be expected to:

1. Initially identify the correct person for the arrest. (You should actively consider involving the police to make the arrest, obviously depending on the individual circumstances). (NON MANDATORY)

2. Confirm the accuracy of any oral evidence that you may have been given. (NON MANDATORY)

3. Give the suspect the reason for the arrest in accordance with the relevant legislation. (NON MANDATORY)

4. Caution the suspect in accordance with PACE and ensure that the person understands what is being said to them. (NON MANDATORY)

5. Search detained persons for unauthorised items when appropriate. (NON MANDATORY)

6. Ensure all written records are clear, accurate and complete, and are forwarded to the relevant people at the correct time. (NON MANDATORY)

Activity 1 2 3 4 5 6Line Manager’s signature confirming competency.

lvi

SECTION 3 – ACTION PLANS

lvii

PCSO Action Plan Form (Competency)

Surname:………………………… Forename:…………………………..

Number:………………………….

Action Plan Number ................

Period under review:……………………

List a particular aspect of your performance that requires furtherDevelopment, in terms of competency. For this development objective, describe how you intend to achieve it, how long it is likely to take and how you and your supervisor will know when you have achieved it.You may also wish to consider what practical assistance and support you mightNeed.

lviii

PCSO Action Plan Form (Tasks)

Surname……………………………… Forename……………………..

Action plan Ref No ...............

S

M

A

R

T

Are they realistic and achievable within the timescale indicated?

How will the organization assist in meeting the development objectives?

Signature of Tutor…………………..

Date:………………..

PCSOs signature:………………

lix

SECTION 4 – POLICING PLAN OBJECTIVES

lx

PCSO Policing Plan Objectives

Surname:……………………………..Forename:………………………………

Number:…………………

Period under review:………………………….

PrioritiesList below up to five agreed tasks, objectives or initiatives which together formthe basis of how the officer can contribute most effectively to the achievement ofthe plans of that individual’s policing division / area in the forthcoming period.

1. ..............................................................................................................................................................................................................................................................

2. ..............................................................................................................................................................................................................................................................

3. ..............................................................................................................................................................................................................................................................

4. ..............................................................................................................................................................................................................................................................

5. ..............................................................................................................................................................................................................................................................

Performance Review Form agreed with ..................................................................

Date ...............................................................................................................................

lxi

APPENDIX H

Uniform for Police Community Support Officers

Police issue flat cap with reflective hat band edged in blue Blue enamel hat badge with “Community Support Officer / Police

Community Support officer Blue epaulettes with embroidered “Community Support Officer /Police

Community Support Officer” - numbers and designation White/Light blue/grey shirt with epaulettes and radio loops Blue or black Tie Issue trousers Issue black leather belt PCSOs to provide their own black shoes Blue jumper with “Community Support Officer or Police Community

Support Officer” embroidered badge Issue blue or black Gore-Tex - type anorak with epaulettes / radio loops

and “Community Support Officer or Police Community Support Officer” embroidered badge.

Waterproof Trousers Black gloves Document pouch

Police Community Support Officers Uniform – Kit List - Example

Male Issue

Anorak with incorporated lining x1Over trousers G.S. x 1Trousers HW x 1Trousers all weather x 2Shirts x 7Cap G.S x 1Badge cap x 1NumeralsEpaulettes x 2Document pouch x 1

Belt Leather x 1Pullover unlined x 2Hi-Viz overjacket (police staff) x 1Tie, clip-on x 2Gloves – black leather x 1Scarf woollen x 1

lxii

Female Issue

Anorak with incorporated lining x1Overtrousers G.S. x 1Trousers or skirt (choice) x 3Shirts x 7Bowler Hat x 1Hat Badge x 1NumeralsEpaulettes x 2Document pouch x 1Belt Leather x 1Pullover unlined x 2Scarf woollen x 1Hi-Viz overjacket (police staff) x 1Tie clip-on or cravat x 2Gloves – black leather x 1

It is a matter for individual forces whether footwear is included within the standard issue list.

lxiii

APPENDIX I

PCSO Rules of Engagement

A framework will be provided for PCSOs to apply to operational risk assessment and decision making.

•The rules of engagement govern all interventions (including the exercise of powers) and draws on risk assessments – weighing up the benefits and risks of a situation.

•There will be no expectation that PCSOs will engage in activities assessed as “high risk.”

•The decision by a PCSO to withdraw, observe and report is a valid tactical option and will be supported by managers.

•There is no positive duty for a PCSO to intervene – they are civil staff not police officers.

•PCSOs’ main purpose is to support police officers by performing primary roles of “eyes and ears” and “observe and report.”

•As public authorities, PCSOs’ actions will support the human rights of individuals, according to the PLAN acronym (Proportionate, Legal, Accountable, Necessary).

-o-o-o-o-o-

In preparing to engage in an incident the PCSO can use the “safe working method” approach to risk management, typified by the diagram on the following page.

lxiv

lxv

APPENDIX JWest Yorkshire Police - Outline Monitoring Proposal

Objective: To evaluate the outputs, outcomes and effectiveness of the deployment of Community Support Officers and particularly their use of Detention Power.

Proposed Performance Monitoring System

Measurement System Data Collection Method ImplicationsDeployment Profile – continuous monitoring of duties and abstractions

Deployment form completed each day and scanned into a database

Development work based upon the existing data collection method for Special Constables

Individual Officer Profile – continuous monitoring of outputs (Incident Attendance, Submission of Intelligence Reports, Use of Detention Power, Citizens Arrests, Crime Reports)

Extracts from existing* data collection mechanisms and presentation of data via IMPACT

*except Use of Detention Power, see below

Development work based upon the existing IMPACT system

Detention Power Analysis ‘Use of Detention Power’ form detailing circumstances and outcomes (compliance, police attendance, timeliness, arrest etc) completed and scanned into a database

Development work to devise form and database

Activity Analysis – ‘snap-shot’ detailed analysis of CSO activity

‘Activity Analysis’ form completed for a ‘snap-shot’ period (usually a fortnight)

Development work based upon the existing activity analysis process

Crime and Incident Trends – continuous monitoring of local trends, particularly related to incidents of anti-social behaviour

Analysis of existing crime and incident statistics

None

Customer Perception feedback – social research into CSO effect on fear of crime and community safety

External Social Researchers to conduct and evaluate survey

Cost

The above information will be analysed and presented regularly (usually monthly) to the CSO Steering Group. The costs associated with establishing the above are estimated as follows:

Work CostInternal systems development (x 5 days) £577Management Support (x 1 day) £168External Social Research – Postal Questionnaire to 10,000 households £8920External Social Research – 50 Face to face interviews with members of ‘hard to reach’ groups

£3045

Internal analysis and presentation of information (x 3 hours per month) £409Total £13119

All ‘up-front development would be completed prior to the 1/1/2003, to allow for regular reports to the Home Office and internal managers. The social research would commence at a suitable point into the pilot.

lxvi

Appendix K

Personal Protective Equipment

The Legislative Position

1. Issuing incapacitant spray, handcuffs and batons could be considered as options, although it is not expected that forces will do so as a matter of course.

2. Legal powers to use reasonable force are derived from various sources: section 3 Criminal Law Act 1967, Section 117 Police and Criminal Evidence Act 1984, Common Law (Breach of the Peace) and Common Law (Self Defence).

Incapacitant Spray

3. Incapacitant spray is a prohibited weapon under Section (5)(1b) Firearms Act 1968. Section 54(3) of the Act states that a person is exempt from Section 5 (1b) if they are (a) a member of a police force, or (b) a person employed by a police authority who is under the direction and control of a chief officer of police, or(c) a member of the National Criminal Intelligence Service or the National Crime Squad. It is therefore considered that a PCSO would be exempt from the firearms legislation by virtue of sub section (b) and therefore it would be lawful for a PCSO to possess CS spray under the direction and control of a Chief Officer of Police.

Baton

4. A baton is an offensive weapon by virtue of Section 1 (1) Prevention of Crime Act 1953, being specifically made for causing injury. Possession of such an item is not an offence where lawful authority exists. It is considered that possession of a baton by a PCSO on duty, where authorised by a Chief Officer, will therefore be lawful.

Handcuffs

5. The possession of handcuffs is not prohibited by law. However, use of handcuffs amounts to an assault and is unlawful unless it can be justified. Justification is achieved through establishing a legal right to use handcuffs, and good objective grounds for doing so. Use of force must be reasonable, necessary and proportionate. Possession of handcuffs by PCSOs would not be unlawful, although Forces should take account of the following paragraphs.

6. Any Officer should be familiar and comfortable with the circumstances in which handcuffs may be used. Moreover, they should be able to justify usage to supervisors, and appropriate Authorities including the Courts. In

lxvii

the same way officers should be prepared to justify the periods of time the handcuffs were applied before their eventual removal. In considering what action is reasonable, an officer should apply the principles of the Conflict Management Model, especially the Impact Factors. Factors such as age and gender, respective size and apparent strength and fitness may or may not support the justification of using handcuffs, taking into account the accompanying circumstances at the time. There must also be an objective basis for the decision to apply handcuffs.

7. The physical condition of a person is another consideration in deciding whether or not handcuffs should be applied For example, where a person has a condition that may be aggravated when handcuffed, this might make their use unreasonable. When handcuffs are used, the condition of the person should be monitored to ensure that there is no particular risk of injury or death or their application continued.

8. The following advice and guidance is also provided to help clarify the guidelines: 

I. In establishing an objective basis for believing that a person may escape or attempt to escape, an officer may react to whatever the person says or does, but need not wait for a physical act. The officer should take into account the seriousness of the offence for which the person has been detained. Depending on the circumstances, this can induce a level of desperation so that an attempt to escape could reasonably be expected. Previous indications of the person's likelihood to escape can also be considered to establish reasonable grounds to handcuff. 

II. In establishing an objective basis for believing that a person should be handcuffed because violence is likely to be used against the officer or a member of the public, the officer need not wait for a physical act from the person. The officer should take into account the actions of the person prior to detention. If violence had already been displayed in the circumstances that led to the detention, regardless of whether or not the detention was for an offence involving violence this could constitute adequate objective grounds for handcuffing. Verbal and non-verbal indications from a person of a possible likelihood of violence can provide grounds for making an objective decision. When a person is known or is believed to be likely to use violence, based on previous experiences of such (perhaps particularly at the point of detention or while in custody), this would also assist an officer to develop an objective basis for a decision to use handcuffs.

lxviii

lxix