Policing Plan 2010-2013 Appendices

Policing Plan 2010-2013 Appendices Contents

 

  1. Warwickshire Police Authority
  2. Governance Statement
  3. Financial Summary
  4. Control Strategy
  5. Partnership Working
  6. Accessibility
  7. Safer Neighbourhood Team
  8. Policing Pledge
  9. Our People

If you would like to provide us with your opinions and views regarding the Local Policing Plan please click here

 

Warwickshire Police Authority

 

What is a Police Authority?

Warwickshire Police Authority was created by the Police and Magistrates Court Act 1994 and came into existence on 1st April 1995 and constitutes an independent body made up of local people whose role is to work closely with our Chief Constable and his staff to make sure that the force delivers effective and efficient policing services and are publicly accountable for their actions.

The Role of Members

The Police Authority comprises seventeen appointed Members: nine County councillors and eight independent members. These appointees work in partnership with our Chief Constable to protect our communities from harm. In fulfilling this responsibility they:

  • Monitor policing services
  • Agree the overall police budget and policing priorities
  • Issue a Policing Plan and an Annual Report
  • Monitor complaints against the police
  • Embed appropriate governance and internal audit arrangements
  • Seek and represent the views of local people about the policing of their area

 

The Authority’s Responsibilities

In fulfilling a statutory role responsibilities include:

  • Consulting local communities about their concerns and priorities
  • Setting key objectives, performance measures and targets for local and national priorities
  • Publishing a rolling three-year Policing Plan and year-end Annual Report
  • Managing and participating in service reviews
  • Setting the force’s annual budget
  • Monitoring the way the force handles the complaints it receives from the general public
  • Appointing our Chief Constable, Deputy and Assistant Chief Constables
  • Dealing with complaints against our Chief Officers
  • Publishing an annual governance statement which describes governance arrangements and confirms systems of internal control
  • Identifying strategic risk and putting in place measures to counteract the impact and likelihood of risk
  • Overseeing the force’s approach to risk, ensuring that plans are put in place to mitigate the risks faced
  • Operating a Custody Visiting Scheme that independently checks on people detained in police cells

Responsibility for controlling operational policing and meeting the objectives and priorities set out in this Plan is vested in our Chief Constable.

 

Members of the Police Authority: Who we are

Click this link to take you to our Who We Are section 

 

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Governance Statement

 

Warwickshire Police Authority 

1. Governance is about how organisations ensure that they are doing the right things, in the right way, in an open manner. It comprises the systems, processes, culture and values by which organisations operate.

2. The Code of Corporate Governance describes how Warwickshire Police Authority discharges its responsibilities and particularly:

  • To secure an efficient and effective local police service
  • To hold to account the Chief Constable 

The Chief Constable has a statutory responsibility for the control, direction and delivery of operational policing services.

3. The principles on which Warwickshire police authority governance is built are:

  • Focusing on the purpose of the authority and on outcomes for the community and creating and implementing a vision for the local area
  • Members and officers working together to achieve a common purpose with clearly defined functions and roles
  • Promoting values for the authority and demonstrating the values of good governance through upholding high standards of conduct and behaviour
  • Taking informed and transparent decisions which are subject to effective scrutiny and managing risk
  • Developing the capacity and capability of members and officers to be effective
  • Engaging with local people and other stakeholders to ensure robust public accountability

The full copy of the Code of Corporate Governance is available at….

Arrangements for Review of Governance

Each year, the Police Authority will review its arrangements and will consider whether changes need to be made.  The review will identify actions to improve governance. An annual governance statement will be prepared as an outcome of the review. An action plan will be produced for any areas of governance requiring further work.  

 

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Financial Summary 2010/11

 

Revenue Budget
The table below summaries our Revenue Budget for 2010/11 and outlines our medium term financial plans. In developing future Policing Plans we will further refine the figures provided for 2011/12 and 2012/13.
 
Revenue Budget: Summary
 

 

2010/11

2011/12

2012/13

 

(£,000)

(£,000)

(£,000)

Base Budget

93,588

100,769

102,892

Less one-off Items repairs and body armour replacement

(754)

(2,268)

(350)

Less additional Workforce Developments

(35)

0

0

Less previous year Sustainability Savings

(6)

0

0

Adjusted Base Budget

92,793

98,501

102,542

Recruitment Strategy

159

0

0

Inflation including pay and contractual increases

2,331

1,911

1,237

Known Commitments

1,045

572

0

Budget Pressures

1,068

(98)

0

Business Cases

21

7

59

Revenue Consequences of Capital Programme

1,305

1,362

839

Workforce Development

(507)

0

0

Corporate Development Restructure

(39)

0

0

Risks including loss of government grant

325

287

319

Budget pressures to be funded by contribution from reserves

2,268

350

300

Net Revenue Budget Before Savings

100,769

102,892

105,296

 

2010/11

2011/12

2012/13

 

(£,000)

(£,000)

(£,000)

Less Savings Targets

 

 

 

2010/11

(5,700)

(5,700)

(5,700)

2011/12

 

(3,900)

(3,900)

2012/13

 

 

(2,400)

Total Year on Year Savings

(5,700)

(9,600)

(12,000)

Net Revenue Budget

95,069

93,292

93,296

Less: Earmarked Reserves

518

350

300

Less: General Reserves

4,156

1,120

(280)

Budget Requirement

90,395

91,822

93,276

Less: Police Grant

33,634

33,970

34,310

Less: Formula Grant

21,952

22,172

22,393

Sub Total

34,809

35,680

36,573

Add Collection Fund Surplus (Council Tax)

66

66

66

Amount to be raised by Council Tax

34,743

 

 

 

 

How we will spend our base budget

Financial Summary: Pie chart showing how we will spend our base budget. * Our base budget is equal to one hundred and one million two hundred and seventy six thousand pounds. This breaks down as follows: * We will spend thirty one million one hundred and seventy three thousand pound on our Protective Services Directorate. This equates to thirty one percent of our base budget for this financial year. * We will spend nineteen million two hundred and ninety two thousand pound on our Resources Directorate. This equates to nineteen percent of our base budget for this financial year. * We will spend two million eight hundred and fifty six thousand pound on Service Developments. This equates to three percent of our base budget for this financial year. * We will spend one million seven hundred and nineteen thousand pound on Corporate Finances. This equates to two percent of our base budget for this financial year. * We will spend one million and sixty nine thousand pound on our Police Authority. This equates to one percent of our base budget for this financial year. * We will spend four million eight hundred and eight thousand pound on our Performance and Standards Directorate. This equates to five percent of our base budget for this financial year. * We will spend forty million three hundred and fifty nine thousand pound on our Local Policing Directorate. This equates to thirty nine percent of our base budget for this financial year.

Where we get our income from 

Pie chart showing where our funding comes from. * Our funding is equal to one hundred and twelve million six hundred and ninety seven thousand pounds. This breaks down as follows: * Our 150Plus Team are conducting a review of our policing services to co-ordinate existing efficiency and productivity work-streams and to identify further opportunities for change and improved service delivery. Our target is to deliver five million seven hundred thousand pounds of savings in the financial year of two thousand and ten and eleven. This will equate to five percent of our funding for this financial year. * We will use four million six hundred and seventy four thousand pounds of our reserves. This equates to four percent of our funding for this financial year. * We will receive two million seven hundred and fifty thousand pounds from our Customer Client Receipts. This equates to two percent of our funding for this financial year. * We will provide five hundred and seven thousand pounds through Workforce Development. This will equate to zero point four percent of our funding for this financial year. * We will receive seven million nine hundred and ninety eight thousand pounds from Specific Grants. This equates to seven percent of our funding for this financial year. * We will receive six hundred and seventy four thousand pounds from Secondment Income. This equates to one percent of our funding for this financial year. * We will receive thirty three million six hundred and thirty four thousand pounds from the Home Office as a Police Grant. This equates to thirty percent of our funding for this financial year. * We will receive two million seven hundred and eighty three thousand pounds from a Revenue Support Grant. This equates to two percent of our funding for this financial year. * We will receive nineteen million one hundred and sixty eight thousand pounds from Business Rates. This equates to seventeen percent of our funding for this financial year. * We will receive thirty four million eight hundred and nine thousand pounds from Council Tax. This equates to thirty two percent of our funding for this financial year. 

How we plan to spend it

Financial Summary: Pie chart showing how we plan to spend our funding. * We plan to spend our funding of one hundred and twelve million six hundred and ninety seven thousand pounds in the following ways: * We will spend four million four hundred and thirty one thousand pound on our Premises. This equates to three point nine percent of our spending for this financial year. * We will spend three million four hundred and eighty two thousand pound on Transport costs. This equates to three point one percent of our spending for this financial year. * We will spend eleven million one hundred and two thousand pound on Supplies and Services. This equates to nine point nine percent of our spending for this financial year. * We will spend four million six hundred and sixty five thousand pound on Third Party Contracts. This equates to four point one percent of our spending for this financial year. * We will spend three million five hundred and twenty thousand pound on Capital Financing. This equates to three point one percent of our spending for this financial year. * The remainder of our spending, equalling eighty five million four hundred and ninety seven thousand pound, is employee related. This equates to seventy five point nine percent of our spending for this financial year.

 

2010/11

2011/12

2012/13

Subsequent Years

Total

 

£ m

£ m

£ m

£ m

£ m

Spending:

 

 

 

 

 

Property

6.000

6.000

8.310

15.784

20.310

Transport

1.000

1.332

1.089

2.175

3.421

Coms/IT Replacement

2.000

2.013

2.377

2.880

6.390

IM Strategy

1.694

2.321

1.942

2.520

5.957

Scientific Support Equipment

0.044

0.023

0.052

0

0.119

Total

10.738

11.689

13.770

23.359

36.197

Funding:

 

 

 

 

 

General Capital Grant

1.525

0.763

0.763

1.526

3.051

Capital Receipts

0.500

0.720

2.000

0.000

3.220

Specific Grants & Contributions

0.375

0.000

0.000

0.000

0.375

Borrowing

8.241

10.206

11.007

21.833

29.454

Capital Reserve

0.097

0

0

0

0.097

Total

10.738

11.689

13.770

23.359

36.197

 

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Control Strategy

 

Accountability
Raising the Bar and Narrowing the Gap
To ‘raise the bar’ and ‘narrow the gap’ through the implementation of Force Improvement Plans owned and driven by a senior police manager and managed via the monthly Tasking & Co-ordinating Meeting.
 
Death and Injury
Counter terrorism and Domestic Extremism
Continue to ‘develop flexible responses to radicalisation’, ‘engage communities in managing the threats’ and ‘improve the flow of information from our communities’ through the work streams outlined in the force’s CONTEST ‘Prevent’ Action Plan.   All Safer Neighbourhood Teams to maintain up-to-date Neighbourhood Profiles to feed the ‘rich picture intelligence’.
 
Domestic Abuse
To reduce domestic abuse through strong enforcement and prevention, with a focus on repeat victims and offenders in order to minimise the potential for harm to victims and their families.
 
Road Related Death
To reduce the number of people killed and seriously injured on our roads, through the strict enforcement of road law, a focus on casualty hot routes and education related to factors that contribute to road traffic collisions.
 
Alcohol/Drug Related Violence
To reduce alcohol and drug related violence not only through enforcement, but also with close partnership working aimed at addressing substance misuse through treatment and education.
 
 
All Harms
Priority Areas
To take a holistic approach to crime and disorder in these geographical areas, by addressing crime and anti-social behaviour, robust management of offenders and the disruption of support mechanisms and drivers of crime such as stolen goods and drug markets.
 
Organised Crime
To disrupt or dismantle those groups posing the greatest degree of harm to our communities, through directed targeting, effective partnership working, and the confiscation of criminal assets.
 
Community Cohesion
To increase public confidence in our ability to protect the communities of Warwickshire from harm by continuing to develop Safer Neighbourhoods and Community Profiles within Warwickshire that properly reflect community concerns and tensions.
 
Tackling High harm Causers (Offender Management)
To protect our communities by disrupting those individuals or groups causing most harm.
 
Public Confidence
To gain an understanding of what influences confidence in Warwickshire, and address negative influences promptly and effectively.
 
 

Partnership Working


Local Area Agreement - Safer Block
Our Deputy Chief Constable Andy Parker leads the Safer Block of the Local Area Agreement. Its vision is “to create safe communities through the reduction of crime and the promotion of safety and to develop the basis for strong stable communities by reassuring the public and fostering the conditions that develop respect”. The Block’s key outcomes are to reduce crime, anti-social behaviour and substance misuse, create safer environments, promote community cohesion, raise community confidence and build resilience, raise the aspirations of young people and vulnerable individuals, and reduce death and injury on the roads.
 
Safer Block - Governance Model
 
Diagram of the Safer Block Governance Model The Safer Block Governance Model demonstrates the interactions, communications, and lines of accountability between the public and public service bodies, including those provided by the Parish, District/Borough, and County Council. The Safer Block Governance Model works in accordance with a “bottom-up” approach, with local public concerns and priorities informing decision-making and shaping strategy. The model shows how the public engage, communicate, and identify concerns and priorities through existing Neighbourhood/Local engagement and consultation arrangements, such as Community Forum’s. These concerns and priorities are then communicated to the County’s Community Safety Partnerships. Warwickshire has four Community Safety Partnerships representing Nuneaton and Bedworth, Rugby, North Warwickshire, and South Warwickshire; a combined partnership for Stratford District and Warwick District. The County’s Community Safety Partnerships communicate with, report into, and are accountable to the Local Strategic Partnership and the Warwickshire Safer Communities Partnership. The Warwickshire Safer Communities Partnership is also accountable to the County’s Community Safety Partnerships. Both the Warwickshire Safer Communities Partnership and the Local Strategic Partnership report into and communicate with the Public Service Board. The Warwickshire Safer Communities Partnership and the Public Service Board are accountable to one another. There is an ongoing discussion regarding whether the Local Strategic Partnership should be accountable to the Public Service Board. The Public Service Board reports into and communicates with the Government Office for the West Midlands. Sitting beneath the Warwickshire Safer Communities Partnership, and accountable to, are four themed groups. These groups are the Crime and Disorder Management Group, the Youth Justice Management Group, the Warwickshire Road Safety Partnership, and the Drug and Alcohol Management Group. Under each of these groups is a Task and Finish Group. The Task and Finish Groups are responsible for developing and implementing action plans to ensure the specified desired outcomes of the themed group they sit under. Also sitting under the Crime and Disorder Management Group is the Countywide Practitioner Group.
 
Work is progressing to review the LAA structure, which may result in changes to these arrangements at some point in the future. Currently we have four Community Safety Partnerships (previously called Crime and Disorder Partnerships).
 
North Warwickshire Community Safety Partnership
The Partnership’s high-risk issues for 2010/11 are:
  • North WarwickshireViolent Crime (With a focus on domestic abuse, youth related violence and alcohol related violence)
  • Anti-Social Behaviour (With a focus on youth related anti-social behaviour, alcohol related anti-social behaviour and criminal damage to vehicles)
  • Serious Acquisitive Crime (With a focus on domestic burglary and theft from vehicles) 
  • Public Perceptions and Public Confidence (With a focus on the perception of all crime and disorder)
 
It is also proposing to address the following cross cutting themes:
  • Alcohol - links to domestic violence, youth related violence, youth related anti-social behaviour
  • Cross Border Persistent and Prolific Offenders (PPOs) - links to serious acquisitive crime
North Warwickshire CSP to support the following work to be coordinated at a County level:
  • Road Safety (Warwickshire Casualty Reduction Partnership)
  • Business Crime (Beating Business Crime Team)
  • Community Cohesion (with a focus on Counter Terrorism)

Nuneaton and Bedworth Safer Communities Partnership
Nuneaton and BedworthThe Partnership’s priorities for 2010/11 are:
  • Preventing Youth Offending 
  • Drugs and Alcohol 
  • Community Confidence 
  • Road Safety 
  • Violence 
  • Serious Acquisitive Crime 
  • ASB (to include criminal damage) 
  • Organised Crime Groups
 
Rugby Community Safety Partnership 
RugbyThe Partnership’s priorities for 2010/11 are:
  • Violent Crime (with a specific focus on: Domestic Abuse, Most Serious Violence, Alcohol-Related Violence) 
  • Domestic Burglary
  • Anti-Social Behaviour (with a specific focus on tackling Youth Related Anti-Social Behaviour incidents and improving Public Perceptions)
  • Counter Terrorism
  • Road Safety
 
South Warwickshire Community Safety Partnership
South WarwickshireThe Partnership’s high-risk issues for 2009/10 are:
  • Serious Violent Crime
  • Anti-Social Behaviour
  • Serious Acquisitive Crime
  • Road Safety – with a particular emphasis on controlling the speed of vehicles in residential areas
 
 
 
 
 
 

Accessibility

 
By Telephone
In an Emergency Dial 999:
  • In relation to incidents where:
    • There is a danger to life
    • Use or immediate threat of use, of violence
    • Serious injury to a person and/or
    • Serious damage to property
  • In relation to incidents of crime:
    • The crime is, or is likely to be serious, or any crime in progress
    • An offender has just been disturbed at the scene
    • An offender has been detained and poses or is likely to pose a risk to other people
  • For incidents involving traffic:
    • A collision which involves or is likely to involve serious personal injury
    • The road is blocked or there is a dangerous or excessive build up of traffic
 
For 24/7 general assistance and enquiries please contact us using the number for your local police station. Please note that these calls are answered in our Headquarters-based Communications Centre.
 
In Person
All our publicly accessible police stations continue to operate a Front Counter Service. Due to operational commitments their opening hours can be subject to change, therefore we recommend that you phone your local station to confirm that it is open before your visit. These phone numbers are shown over the coming pages. We recognise that the accessibility of our police stations to people with disabilities currently varies and we are working to maximise the number of stations in which we can deliver services to people with disabilities. Recognising that differing disabilities will require differing support, we have attempted to define the range of support currently available at each publicly accessible police station.
 
Police Station Contact Details
 
Police Station Accessibility Information
 

Police Station

Wheel Chair Access

Front Office Hearing Loop System

Visitors Designated Disabled Parking

Visitors Toilets With Disabled Facilities

Atherstone

No

Yes

Yes

No

Coleshill

No

Yes

No

No

Bedworth

Yes

Yes

No

Yes

Nuneaton

Yes

Yes

Yes

Yes

Rugby

Yes

Yes

Yes

Yes

Kenilworth

No

Yes

Yes

No

Leamington

Yes

Yes

No

Yes

Leek Wootton (HQ)

Yes

Yes

Yes

Yes

Warwick (Shire Hall)

Yes

Yes

 

 

Alcester

Yes

Yes

Yes

Yes

Henley in Arden

Yes

No

Yes

No

Shipston

No

Yes

No

No

Southam

Yes

Yes

Yes

No

Stratford

Yes

Yes

No

Yes

Wellesbourne

No

No

No

No

 

 
 

Safer Neighbourhood Teams

 

North Warwickshire SNTNorth Warwickshire Borough
 
Borough Commander:
A/Chief Inspector Glen Belcher
T 01926 415000 (extn 3601)
North Warwickshire East
North Warwickshire North
North Warwickshire South
North Warwickshire West
 
Nuneaton and Bedworth SNTNuneaton and Bedworth Borough
 
Borough Commander:
Chief Inspector Adrian Knight
T 01926 415000 (extn 3100)
Nuneaton Town Centre
Bedworth Town Centre
Nuneaton Central
Nuneaton South
Nuneaton East
Nuneaton West
Nuneaton North
Bedworth East
Bedworth West
 
Rugby SNTRugby Borough
 
Borough Commander:
Chief Inspector Robert Musgrove
T 01926 415000 (extn 3701)
Rugby Rural North
Rugby Rural Central
Rugby Rural South
Rugby Town East
Rugby Town North
Rugby Town West
Rugby Town Centre
 
 
Stratford SNTStratford District
 
District Commander:
Chief Inspector Ian Whiting
T 01926 415000 (extn 4501)
Alcester North
Alcester South
Shipston
Stratford Town Centre
Wellesbourne
 
 
Warwick SNTWarwick District
 
District Commander:
A/Chief Inspector Neil Harrison
T 01926 415000 (extn 4100)
Warwick Rural East
Warwick Rural West
Warwick Central
Kenilworth
Leamington Spa North
Leamington Spa South
Leamington Spa Town Centre
Whitnash
 
 
 

Policing Pledge


The police service in Warwickshire will support law abiding citizens and pursue criminals relentlessly to keep you and your neighbourhoods safe from harm. We will:
  1. Always treat you fairly with dignity and respect ensuring you have fair access to our services at a time that is reasonable and suitable for you
  2. Provide you with information so you know who your dedicated Neighbourhood Policing Team is, where they are based, how to contact them and how to work with them
  3. Ensure your Neighbourhood Policing Team and other police patrols are visible and on your patch at times when they will be most effective and when you tell us you most need them. We will ensure your team are not taken away from neighbourhood business more than is absolutely necessary. They will spend at least 80% of their time visibly working in your neighbourhood, tackling your priorities. Staff turnover will be minimised
  4. Respond to every message directed to your Neighbourhood Policing Team within 24 hours and, where necessary, provide a more detailed response as soon as we can
  5. Aim to answer 999 calls within 10 seconds, deploying to emergencies immediately giving an estimated time of arrival, getting to you safely, and as quickly as possible. In urban areas, we will aim to get to you within 10 minutes and in rural areas within 20 minutes
  6. Answer all non-emergency calls promptly. If attendance is needed, send a patrol giving you an estimated time of arrival and:
    • If you are vulnerable or upset aim to be with you within 60 minutes
    • If you are calling about an issue that we have agreed with your community will be a neighbourhood priority (listed below) and attendance is required, we will aim to be with you within 60 minutes
    • Alternatively, if appropriate, we will make an appointment to see you at a time that fits in with your life and within 48 hours
    • If agreed that attendance is not necessary we will give you advice, answer your questions and/or put you in touch with someone who can help
  7. Arrange regular public meetings to agree your priorities, at least once a month, giving you a chance to meet your local team with other members of your community. These will include opportunities such as surgeries, street briefings and mobile police station visits which will be arranged to meet local needs and requirements
  8. Provide monthly updates on progress, and on local crime and policing issues. This will include the provision of crime maps, information on specific crimes and what happened to those brought to justice, details of what action we and our partners are taking to make your neighbourhood safer and information on how your force is performing
  9. If you have been a victim of crime agree with you how often you would like to be kept informed of progress in your case and for how long. You have the right to be kept informed at least every month if you wish and for as long as is reasonable
  10. Acknowledge any dissatisfaction with the service you have received within 24 hours of reporting it to us. To help us fully resolve the matter, discuss with you how it will be handled, give you an opportunity to talk in person to someone about your concerns and agree with you what will be done about them and how quickly
We want to do our best for you but if we fail to meet our Pledge we will always explain why it has not been possible on that occasion to deliver the high standards to which we aspire and you deserve.
 
 

Our People


Personnel Numbers
 
 

 

Male

Female

Police Officers

714.75

250.78

Special Constables (Headcount)

158

54

Police Staff (ex PCSOs)

330.79

430.21

PCSOs

62.00

74.91

 

Staff Deployment
 
 
  Police Officers     Special Constables

 

Male

Female

 

 

Male

Female

Local Policing

382.75

155.44

 

Local Policing

158

54

Protective Services

313

91.34

 

Protective Services

0

0

Resources

8

3

 

Resources

0

0

Performance/Standards

11

1

 

Performance/Standards

0

0


Police Staff

  (excluding PCSOs)     PCSOs

 

Male

Female

 

 

Male

Female

Local Policing

126.06

214.66

 

Local Policing

62.00

74.91

Protective Services

102.30

118.29

 

Protective Services

0

0

Resources

75.45

69.82

 

Resources

0

0

Performance/Standards

26.99

27.44

 

Performance/Standards

0

0

 

 

Rank Profile

Police Officers Special Constables

 

Male

Female

 

 

Male

Female

ACPO

4

0

 

Chief Officer

1

0

Chief Superintendents

4

0

 

Deputy Chief Officer

1

0

Superintendents

8

2

 

Special Chief Insp

2

2

Chief Inspectors

15

0

 

Special Inspectors

5

1

Inspectors

44

7

 

Special Sergeants

9

2

Sergeants

120

13

 

Special Constables

140

49

Constables

519.75

228.78

 

 

 

 


Age Profile

Police Officers Special Constables

 

Male

Female

 

 

Male

Female

25 and Under

22

10

 

25 and Under

49

17

26 to 40

323.75

153.43

 

26 to 40

57

25

41 to 55

361

87.35

 

41 to 55

47

12

56 and Over

8

0

 

56 and Over

5

0


Police Staff (excluding PCSOs) PCSOs

 

Male

Female

 

 

Male

Female

25 and Under

9.68

50

 

25 and Under

16

18.61

26 to 40

72.49

159.59

 

26 to 40

23

37.30

41 to 55

139.75

173.52

 

41 to 55

19

19

56 and Over

108.87

47.10

 

56 and Over

4

0


Ethnicity Profile

Police Officers Special Constables

 

Male

Female

 

 

Male

Female

White British

652.75

230.98

 

White British

149

46

White Irish

6

0

 

White Irish

0

0

White Other

15

5.80

 

White Other

4

1

Mixed White & Black Caribbean

2

1

 

Mixed White & Black Caribbean

0

0

Mixed White & Black African

0

0

 

Mixed White & Black African

0

0

Mixed White & Asian

1

1

 

Mixed White & Asian

0

1

Mixed White & Other

1

1

 

Mixed White & Other

0

1

Asian or Asian British Indian

14

10

 

Asian or Asian British Indian

4

3

Asian or Asian British Pakistani

4

0

 

Asian or Asian British Pakistani

0

0

Asian or Asian British Bangladeshi

0

0

 

Asian or Asian British Bangladeshi

0

0

Asian or Asian British Other

3

0

 

Asian or Asian British Other

0

0

Black or Black British Caribbean

1

0

 

Black or Black British Caribbean

0

1

Black or Black British African

0

0

 

Black or Black British African

0

0

Black or Black British Other

0

1

 

Black or Black British Other

0

0

Chinese or Other Chinese

2

0

 

Chinese or Other Chinese

0

0

Chinese or Other Other

1

0

 

Chinese or Other Other

0

0

Not Stated

12

0

 

Not Stated

1

1

 

Police Staff (excluding PCSOs) PCSOs

 

Male

Female

 

 

Male

Female

White British

302.48

385.41

 

White British

57

72.91

White Irish

6

2

 

White Irish

0

0

White Other

3.50

10.68

 

White Other

1

0

Mixed White & Black Caribbean

1

0

 

Mixed White & Black Caribbean

0

0

Mixed White & Black African

0

0

 

Mixed White & Black African

0

0

Mixed White & Asian

0

1

 

Mixed White & Asian

0

0

Mixed White & Other

0

1

 

Mixed White & Other

1

0

Asian or Asian British Indian

6

10.03

 

Asian or Asian British Indian

0

0

Asian or Asian British Pakistani

0

0

 

Asian or Asian British Pakistani

0

1

Asian or Asian British Bangladeshi

0

0

 

Asian or Asian British Bangladeshi

0

0

Asian or Asian British Other

1

2

 

Asian or Asian British Other

0

1

Black or Black British Caribbean

0

2

 

Black or Black British Caribbean

1

0

Black or Black British African

0

1

 

Black or Black British African

1

0

Black or Black British Other

0

0

 

Black or Black British Other

0

0

Chinese or Other Chinese

0

0

 

Chinese or Other Chinese

0

0

Chinese or Other Other

0

0

 

Chinese or Other Other

0

0

Not Stated

10.81

15.09

 

Not Stated

1

0

 

Declared Disability Profile

Police Officers Special Constables

 

Male

Female

 

 

Male

Female

Declared Non-disabled

683.75

244.18

 

Declared Non-disabled

155

54

Declared Disabled

31

6.60

 

Declared Disabled

3

0

Police Staff (excluding PCSOs) PCSOs

 

Male

Female

 

 

Male

Female

Declared Non-disabled

307.71

401.96

 

Declared Non-disabled

61

72.91

Declared Disabled

23.08

28.25

 

Declared Disabled

1

2

 

Please Note: All of the information contained within this Appendix relates to the total number of people ‘employed’ by Warwickshire Police and not our establishment (budgeted full time equivalents).

 

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