Strategic Policing and Crime Board information pack

West Midlands Strategic Policing and Crime BoardInformation for applicants for the roles ofAssistant Police and Crime CommissionersandNon-Executive Board Members

Contents1. Welcome2. About the West Midlands and West Midlands Police3. The role of West Midlands Police and Crime Commissioner4. Strategic priorities5. Strategic Policing and Crime Board6. Appointment and selection process

West Midlands Police and Crime CommissionerClosing date for applications: noon on 28 January 2013Dear ApplicantWelcomeThank you for your interest in the role of an Assistant Police and CrimeCommissioner or Non-Executive Board Member of West Midlands Strategic Policingand Crime Board. I am seeking three Assistant Commissioners and 3 Non-ExecutiveBoard Members to work with me and my Deputy Police and Crime Commissioner,Councillor Yvonne Mosquito. I hope that successful appointees can take up theirposts on 1 April 2013.I have the challenging role of ensuring that the 2.74 million people of the WestMidlands are served by an efficient and effective police force. The force is thelargest provincial force in the country with a budget in excess of £600m and around7,700 police officers and 3,800 police staff headed by the Chief Constable, ChrisSims.The world of policing is dynamic and demanding. The West Midlands is a large,diverse and complex policing area. To meet the challenging agenda I face, I amestablishing a Strategic Policing and Crime Board to work as a team under myleadership. Positions on the Board offer the opportunity to deliver my commitment toimprove the lives of the public of the West Midlands. I want the people of the WestMidlands to have pride in their police. I welcome applications from anyone with agenuine interest in policing and the delivery of high quality services and performance.To assist you in completing your application I have provided background informationabout my office and West Midlands Police Force. However please do contact us on0121 626 6060 should you wish to discuss the post further.I look forward to receiving your application.Kind regardsBob JonesWest Midlands Police and Crime Commissioner

2. About the West Midlands and West Midlands PoliceWest Midlands Police is the second largest police force in the country behind London’sMetropolitan Police Service. It covers an area of 384 square miles and serves apopulation of 2.74 million (over 1 million households). The region sits at the very heart ofthe country and covers the three major cities of Birmingham, Coventry andWolverhampton. It also includes the busy and thriving districts of Dudley, Sandwell,Solihull and Dudley. The majority of the area is densely populated but there are somerural areas.The region’s economy has diversified from its historic heavy industry roots of theIndustrial Revolution. With the decline in traditional manufacturing, both the public andprivate sectors have rejuvenated the area. Birmingham now has a commercial andshopping area which is among the largest in Europe. This is complemented by a widerange of social amenities such as the National Exhibition Centre, National Indoor Arena,the International Convention Centre, theatres, galleries and many large conferencefacilities. The area boasts a thriving nightlife, centred around Birmingham City Centre.West Midlands hosts a number of Premiership and Championship football clubs togetherwith many others in the other leagues.The region is well served by rail and road links. Road and rail travel is supplemented bysignificant air traffic through Birmingham International and Coventry airports. The area isproud of its academic institutions, being home to a number of universities located inBirmingham, Coventry, Walsall and Wolverhampton.The population of the West Midlands is diverse. At approximately 18%, the percentageof the population that are black and minority ethnic is significantly above the nationalaverage. Approximately 10% of the population were born outside of the UK. Theaverage earnings and house prices for the region are lower than the national average.There are seven local authorities within the area, Birmingham, Coventry, Dudley,Sandwell, Solihull, Walsall and Wolverhampton, each with a Crime and DisorderReduction Partnership/Community Safety Partnership. The area is also served by threeLocal Enterprise Partnerships (LEPs), Staffordshire and West Midlands Probation Trustand a number of NHS structures, adding complexity to the partnership landscape.West Midlands Police is one of the best performing metropolitan police forces in thecountry. Significant and sustained reductions across volume crime have been achieved.At the same time, through headquarter departments and formal collaborativearrangements with other forces and law enforcement agencies, resources and expertisehave been focused on a range of inter and cross-force activities.Local policing is delivered through ten local policing units (LPUs). Other thanBirmingham, which because of its size has four LPUs, the other six LPUs arecoterminous with local authority boundaries. Each LPU is headed by a ChiefSuperintendent. The work of the local LPUs is supported by a number of specialistcentral and support departments.West Midlands Police has a reputation for continuous improvement, innovation andempowering leadership with a talent to continuously evolve and meet changing needs.The Force aims to deliver policing that is accessible and responds to the needs of localpeople. Neighbourhood policing provides a named team of local officers who caninfluence the policing priorities within their neighbourhood. They work with colleaguesand partner agencies to address the concerns of their communities.

3. Role of the West Midlands Police and Crime CommissionerThere are 41 police and crime commissioners in England and Wales covering each ofthe 41 forces outside of London. The governance of the Metropolitan Police Service is aduty of the Mayor of London and the City of London Corporation governs the City ofLondon Police. Together with the Home Secretary and chief police officers, we areresponsible for the management of policing in England and Wales.The West Midlands Police and Crime Commissioner is the local governing body forpolicing in the West Midlands. The Commissioner has an over-arching duty to secure aneffective and efficient police force. The Commissioner has a number of statutory roles,which include:representing all those who live and work in the communities in their force areaand identifying their policing needssetting priorities that meet those needs by agreeing a police and crime planholding the Chief Constable to account for achieving the Commissioner’spriorities as efficiently and effectively as possiblesetting the force budget and setting the precepthiring and, if necessary, dismissing the Chief ConstableTo fulfil these roles, the Commissioner has a range of powers and responsibilities. TheCommissioner:must produce a Police and Crime Planmust set the policing "precept", which is the part of local council tax that goes topolicingappoints and, if necessary, dismisses the Chief Constablemakes Crime and Disorder Reduction Grantshas oversight of how complaints against the police are managedmust keep under review opportunities for collaborationhas duties relating to national criminal threats, safeguarding of children, andconsulting the publichas a role in ensuring the effectiveness of the wider criminal justice systemThe Commissioner is supported in his work by an executive team headed by the ChiefExecutive and Monitoring Officer, Jacky Courtney. The team also has theCommissioner’s Chief Financial Officer, Mike Williams, a Legal Adviser, Michael Blamire-Brown together with a policy and administrative team of twelve staff and an Internal AuditTeam of six staff.The Commissioner is supported and scrutinised by a separate Police and Crime Panel.The Panel is made up of twelve councillors from across the West Midlands and two

independent members. Information on the work of the Panel can be found atwww.birmingham.gov.uk/wmpcp. The Panel is set up under the provisions of the PoliceReform and Social Responsibility Act 2011.Further information on the work of the Commissioner and the statutory framework inwhich the Commissioner works can be found on the Commissioner’s website.www.westmidlands-pcc.gov.ukInformation on West Midlands Police can be found at www.west-midlands.police.uk

4. Strategic prioritiesUnder section 5 of the Police Reform and Social Responsibility Act 2011 theCommissioner is required to issue a police and crime plan (the Plan) within the financialyear in which the election is held i.e. 31 March 2013. The Plan is required to cover the:Commissioner’s police and crime objectivespolicing which the Chief Constable is to providefinancial and other resources which the Commissioner will provide to theChief Constablemeans by which the Chief Constable will report to the Commissioner onthe provision of policingmeans by which the Chief Constable’s performance will be measuredcrime and disorder reduction grants which the Commissioner is to makeand the conditions to which such grants are to be madeThe Plan is required to cover the term of office of the Commissioner, although it ispossible to vary the Plan during this period. The Commissioner does expect to revisitthe Plan annually to take account of financial settlements and ensure that the Plancontinues to reflect the needs of local people. The Police and Crime Panel is required toreview the draft Plan and to make a report or recommendations having conducted itsreview. The Commissioner must have regard to any report or recommendations andprovide and publish his response to the Panel’s report.The Commissioner wants to ensure that his Plan captures the voice of the public in howit is set and develops. It is vital that the Plan enables effective local working and buildsupon the strong sense of civic identity in each of the seven local authority areas and theirneighbourhoods. For this reason the Plan will have West Midlands wide outcomes andmeasures but will be built upon local policing and crime plans for each of the areas. Theestablishment of local police and crime boards, a manifesto commitment by theCommissioner, will enable the public to shape police and crime priorities.While the police and crime objectives set by the Commissioner in the West Midlandswide plan are intended to be relevant for the Plan’s duration the development of the planwill be reviewed each year with annual priorities reflecting the public voice and theprofessional assessment of the police and partners. A diagrammatic representation ofhow the Commissioner intends the planning process to operate, reflecting hiscommitment to the public driving the work of the Force, is shown in this pack. This is todeliver the Commissioner’s ambition and vision that the public of the West Midlandshave pride in their police service believing it to be ‘their’ service.As the largest force outside of London, West Midlands Police contributes heavily to thesafety of the whole country, not just the West Midlands. The Force provides nationalcounter-terrorism capability and a large proportion of operational assets that support UKpolicing at times of need. The Commissioner is required to have regard to the StrategicPolicing Requirement (SPR) which is issued by the Home Secretary and sets out herview of the national threats that the police must address. In addition to counter-terrorismthe SPR deals with civil contingencies, organised crime, public order and cyber-attacks.

The Strategic Policing Requirement aspect of the Plan will detail how the Commissionerwill ensure that the Chief Constable can meet this national requirement.The Plan will also reflect the ongoing development of the Force as reflected in a numberof change programmes managed by the Chief Constable. The Plan will also include thekey work conducted by the Force and the Commissioner with partners across the WestMidlands.The Plan must be reviewed by the Police and Crime Panel. This will be done inFebruary 2013. However, the Commissioner hopes that the Panel will support hisintended West Midlands wide outcomes which are as follows:Crime and offending are reduced.People are protected from harm.Communities are strong and successful.People receive a good and caring service.Policing becomes more productive and effective.Strong partnerships are built to increase safety.Confidence in policing is high.

Pride in our policeCrime andoffendingis reducedPeople areprotected fromharmCommunities arestrong andsuccessfulPeople receive agood and caringservicePolicing becomes moreproductive andeffectiveThere are strongpartnerships forsafetyConfidence inpolicing is highCommissioner’s manifesto, engagement with WMP partners, strategic policing requirement and strategic assessmentBirminghamPolicing andCrime BoardCoventryPolicing andCrime BoardSolihullPolicing and CrimeBoardWalsallPolicing and CrimeBoardDudleyPolicing and CrimeBoardWolverhamptonPolicing and CrimeBoardSandwellPolicing andCrime BoardNeighbourhood priorities

5. Strategic Policing and Crime BoardThe purpose of the Strategic Policing and Crime Board is to ensure that the Commissioner is ableto effectively engage and represent all areas of the West Midlands and to support theCommissioner in his role of ensuring an efficient and effective police service for the West Midlandsthrough the setting of the strategic direction for the Force and holding the Chief Constable toaccount for the exercise of his functions.The principal terms of reference for the Board, which will work as a team under the leadership anddirection of the Commissioner, are to:maintain an overview of the implementation of the Commissioner’s manifesto in order to ensureconsistency in approach but having regard to the differing needs in the West Midlandsmonitor the implementation and achievement of the Police and Crime Plan and support theCommissioner in any work required to vary the Plan during his term of officescrutinise, support and challenge the overall performance of the force including against thepriorities agreed within the Planadvise the Commissioner in exercising his functions in setting the budget and precept.ensure the effective working of arrangements for consulting with and engaging local residents,communities and victims of crimeensure effective working with the local policing and crime boards and advise the Commissioneron their effectiveness in achieving the outcomes from his award of crime and disorderreduction grants.advise and support the Commissioner in his decision making role and in holding the ChiefConstable to accountsupport the Commissioner more generally in the fulfilment of his statutory duties, to includeequalities and human rights obligations.The Board will comprise 8 members, including the Commissioner, the Deputy Police and CrimeCommissioner (DPCC), 3 Assistant Police and Crime Commissioners (APCCs) and 3 NonexecutiveBoard members.Appointments of the three Assistant Police and Crime Commissioners will be on a geographicbasis with responsibility for the following areas:-Coventry and SolihullWalsall and WolverhamptonDudley and SandwellThe DPCC already has responsibility for the Birmingham area.The DPCC and the APCCs will have some functions delegated to them and will have particularroles to engage with the local policing and crime boards and other local geographical structures.Local policing and crime boards are a commitment in the Commissioner’s manifesto. The three

non-executive members will be full members of the Board. It is not envisaged that they will begiven individual delegated responsibilities.The three Non-executive members will be full members of the Board and will beexpected to provide an independent element of challenge. The three Non-executive members ofthe Board will also be expected to form part of the membership of the Joint Audit Committee asrequired under a statutory Financial Code of Practice. The Audit Committee supports both theCommissioner and the Chief Constable. The inclusion of the three Non-executive members on theCommittee is supported by the Chief Constable. However, the Chief Constable will not have a rolein their selection. It is expected that the Audit Committee will comprise a total of five memberswith the other two members being joint appointments of the Chief Constable and Commissioner.It is expected that the Board will meet regularly on a monthly basis. Meetings are likely to takeplace on a Tuesday. The Board will meet in public. The Commissioner has asked the Police andCrime Panel to nominate one of its members to attend and have observer status at the Board’smeetings.The role profiles of the Commissioner, Deputy Commissioner, Assistant Police and CrimeCommissioners and the Non-Executive Board members are shown in the following tables. Theseare drawn from the work conducted by the Senior Salaries Review Board to determine the salary tobe payable to Commissioners.

Employees and subordinates.Customer service – this is the extent towhich the jobholder has an impact oncustomers, suppliers or others outside theorganisation, distinguishing betweenjobholders who have a direct and anindirect external impact.Decision making – the impact andcomplexity of decision making, includingthe range of factors to be taken intoaccount and the extent to whichinformation is likely to be ambiguous orconflicting. In considering theresponsibility for decision making, it isnecessary to take account of the range ofinformation that has to be dealt with by thejobholder and the extent to which thisinformation may be conflicting or unclearThe post has a direct impact on local communitiesthrough the Chief Constable whose operationalindependence is maintained. This means the ChiefConstable has operational responsibility for theallocation of resources within an agreed Police andCrime Plan and the PCC will not be directly involvedin operational decisions on a daily or weekly basis.Furthermore, all decision making relating toresponses to specific incidents or events will remainwith the Chief Constable.The decision making responsibilities relate to:Setting the strategic direction and objectivesof the Force.Deciding on the budget and the allocation ofassets and funds;The appointment and where necessary, theremoval of the Chief Constable;Managerial decisions as to how to hold theChief Constable to account and to maintainan efficient and effective police force for thepolice area.DPCCTo act as the PCC in theevent of the absence orunavailability of the PCCTo support the PCC generallyin the exercise of the PCC’sstatutory functionsTo proactively contribute tothe working of the StrategicKnowledge:-Crime and policing strategy and policy andPCC manifestoLocal and community issues, covering largegeographical areas, often with different issuesand complexities in rural and urban issuesGovernance and finance matters, as required.

Policing and Crime BoardTo exercise such decisionmaking powers as may bedelegatedTo undertake on behalf of thePCC community engagementand consultation activitiesSpecialist skills:-LeadershipChairing meetingsNetworking with community interestsProblem solvingHolding to accountStrategic budget managementPeople skills:-Communication with citizens and local groupsparticularly in BirminghamWorking with the Chief Constable and othersenior officersWorking with local policing board(s)Customer service:-Involvement in case work and complaintsDecision making:-Delegated decision makingContribution to Strategic Board discussionAdvice to PCC in decision making roleAssistantPCCTo proactively contribute tothe working of the StrategicPolicing and Crime BoardTo advise the PCC indecision makingTo represent the PCCKnowledge:-Crime and policing strategy and policy andPCC manifestoLocal and community issues, coveringparticular geographical areas.Governance and finance matters, as required

interests in a geographicalarea and highlighting localissues of concernTo attend communityengagement and consultationevents and meetingsTo exercise delegated powerswhere grantedSpecialist skills:-People skills:-Leadership in the particular geographical areaChairing meetingsNetworking with community interestsProblem solvingHolding to accountStrategic budget managementCommunication with citizens and local groupsparticularly in BirminghamWorking with the Chief Constable and othersenior officersWorking with local policing board(s)Customer service:-Involvement in case work and complaintsarising in a particular geographical areaDecision making:-Delegated decision makingContribution to Strategic Board discussionAdvice to PCC in decision making roleNonexecutiveTo proactively contribute tothe working of the StrategicPolicing and Crime BoardTo advise the PCC indecision makingKnowledge:-Crime and policing strategy and policy andPCC manifestoGovernance and finance matters, as requiredUnderstanding of the audit role and function

To act as a critical friend tothe PCC, DPCC and theStrategic Policing and CrimeBoardTo act as a member of theCommissioner’s and ChiefConstable’s Joint AuditCommitteeSpecialist skills:-People skills:-AnalyticalProblem solvingHolding to accountStrategic budget managementTeam working in and the Strategic Policingand Crime Board and providing intelligentchallengeWorking with the Chief Constable and othersenior officersDecision making:-Contribution to Strategic Board discussionAdvice to PCC in decision making role

6. APPOINTMENT AND SELECTION PROCESSThe selection process will be based upon the principles set out in the Code of Practice publishedby the Commissioner for Public Appointments which relate to ministerial appointments to publicbodies. The three basic principles are that appointments be made on merit by an objective, fair andopen selection process.The closing date for applications will be noon on 28 January 2013. Shortlisting will take place on12 February 2013 by the Commissioner and DPCC. The Commissioner will invite arepresentative of the Police and Crime Panel to also be included in the selection process.Interviews will take place on 6 and 14 March 2013. The interview panel will comprise theCommissioner, DPCC and, if agreed by the Panel, a representative of the Police and Crime Panelwho will act in an observer capacity. The appointment decision will be that of the Commissioner,supported by the DPCC.Applications must consist of:a completed application forma covering letter stating whether the applicant wishes to be considered for :oooan Assistant Police and Crime Commissioner, with an indication of whether theapplication is for the role to cover Wolverhampton and Walsall, Dudley andSandwell or Coventry and Solihull;a Non-Executive Board member; orboth an Assistant Police and Crime Commissioner, with geographic indication asabove, and a Non-Executive Board member.TERMS OF APPOINTMENTPersons appointed to the Board will not be members of the Commissioner’s staff, nor will they beemployees. They will be engaged on a contract for services with detailed terms and conditionswhich will secure the proper performance of their role in the public interest. Appointees will not bepolitically restricted. A detailed list of the terms of appointment is set out in this pack.APCCs will be engaged for the duration of the current period of office of theCommissioner and the contract for services will be liable for termination by the Commissioner atany time with immediate effect without any further payment other than outstanding fees. Thecontract for services will include a requirement for regular reviews of performance under thecontract.Fees will be paid at the rate of £22,500 per annum in respect of each APCC and £7,500 perannum for each Non-executive Board member.The services provided under contract will require attendance at Board meetings and asrequired at meetings representing the Commissioner including the Local Policing and CrimeBoards being established as part of the Commissioner’s manifesto commitments.The time commitment expected of APCCs will be between 6 and 10 days per month and in thecase of Non-executive Board members an average of 1 to 2 days per month. Attendance at

equired meetings and events will be monitored and failure to attend meetings without good reasonmay lead to deduction from fees or termination of the contract.SELECTION CRITERIAAll applicants will be required to demonstrate that they meet the following selection criteria forappointment to Board membership:• A commitment to the manifesto commitments of the Commissioner• Experience in governance of a public body and governing board membership (essential)• Experience in governance in a policing body (desirable)• Skill in public engagement and consultation• Skill in questioning, probing and holding to account• Skill in strategic management of budgets• Communication skills• Knowledge of the current issues affecting policing and community safetyApplicants for the APCC posts will be subject to the following additional criteria:-• Knowledge of the current issues affecting policing and community safety in Coventry andSolihull or Walsall and Wolverhampton or Dudley and Sandwell with residency in the areapreferred• Experience of decision making• Flexibility to accommodate other meetings and events as required by the Commissioner

APPOINTMENT OF ASSISTANT POLICE AND CRIME COMMISSIONERS AND NON-EXECUTIVE BOARD MEMBERSSUMMARY OF PROPOSED TERMS AND CONDITIONS OF APPOINTMENT1. Terms and conditions of appointment:-a) Appointees will not be employees or members of staff of the PCC and will be engagedunder a contract for services. The applicant must acknowledge that there is nocontract of employment with the PCC.b) Appointees will be required to provide the contracted services with due care, skill andto act in the best interests of the PCC in accordance with the directions and powers ofthe PCC.c) Qualification provisions – applicants must:-a. Be over 18 years of age;b. Be resident in the West Midlands County;c. Not be a serving police officer or employed police staff;d. Not be subject to a bankruptcy or debt relief order or restriction;e. Not be subject to disqualification as a company director;f. Not within 5 years prior to the date of the application have been convicted in theUK, the Channel Islands or the Isle of Man of an offence and has had passed asentence of imprisonment (whether suspended or not) for a period of not lessthan three months. (Full disclosure of previous convictions will be required.)g. Satisfy the citizenship condition as set out in Section 68 of the Police Reform andSocial Responsibility Act 2011.d) Appointees will be responsible for payment of income tax and national insurance.e) Any claims made against the PCC in respect of services provided to the PCC under thecontract for services shall be the responsibility of the appointee. This includes anyclaims for tax and national insurance liabilities. Appointees will be required to indemnifythe PCC in respect of any liability, costs and expenses.f) Appointees will be required to have indemnity insurance in respect of public liability andnegligence in undertaking duties (appointees will however be indemnified when actingunder delegation from the PCC and carrying out PCC duties and functions in goodfaith).g) Appointees will be contracted for the duration of the PCC’s terms of office andappointments will terminate in the event of the PCC ceasing to hold office for anyreason or in the event of the PCC giving notice of removalh) Appointments will be made to an individual person only and not to a corporate bodyand accordingly any fees will only be payable to the individual appointed.i) The appointee will not be permitted under any circumstances to sub-contract the workinvolved in the appointment. Any additional work required by a third party will besubject to separate contractual arrangements undertaken through the PCC’s office.j) Notice of removal may take effect at any time and no period of notice will be required.k) There will be no obligation on the PCC to pay any fees or damages in the event oftermination in respect of early termination except fees payable to the date oftermination only.

l) Fees – will be paid gross on the first day of each month without any element of gratuityor additional fee on delivery of an invoice from the appointee. If the appointee isregistered for VAT, VAT shall be charged at the prevailing rate.m) Expenses will be paid for reasonable travelling and subsistence expenses incurred inrespect of business undertaken on behalf of the PCC at the same amounts as paid tothe PCC. Claims must be made in accordance with any expenses scheme and must besupported by receipts and only for expenditure actually incurred.n) Vetting – appointees will be subject to vetting in accordance with the Vetting Policy ofthe PCCo) Conduct – appointees will be subject to the PCC’s code of conduct and will at all timesbe required to conform to the principles of conduct in public life (Nolan Principles).p) Conflicts of interest – appointees will be required to declare pecuniary interestsincluding detail of other paid offices held and such interests will be included in thepublished register of interests. Appointees will have an on-going obligation toimmediately declare in writing any matter which may represent a conflict of interestbetween the service to be provided and other or personal interests of the appointeeand to comply with such directions as may be given by the PCC in order to avoid ormitigate the effect of such a conflict of interest.q) Service commitment – appointees will be generally required to make themselvesavailable for meetings and attendance at other events as required by the PCC. Failureto attend meetings may lead to termination of the contract for services.r) In the event of an appointee failing or being unable to provide services as required, thePCC shall be informed without delay as to the reason for the failure or inability toprovide service.s) Appointees will be required to provide such equipment and resources as are requiredto effectively undertake their role. This includes office space, IT equipment (includingemail provisions), stationery and vehicles. The use of IT for the purpose of theprovision of services will be subject to a policy which will require that any confidential orrestricted information is subject to appropriate safeguards. PCC resources may beused for sending out communications in the name of the PCC in accordance withofficial PCC business only.t) Appointees are not subject to restriction on political activities but in undertaking theprovision of services are required not to undertake any political activities in their ownname whilst undertaking PCC business or give the impression that the resources of thePCC as local policing body are being used for party political purposes.u) Appointees will be required to comply with relevant policies and procedures as relate tostaff.v) Appointees authorised to exercise delegated powers on behalf of the PCC shall beunder a fiduciary duty to exercise such powers properly, in accordance with the lawand professional advice of the statutory officers of the Office of the PCC.w) Appointees shall only have power to authorise expenditure in accordance with theauthority and direction and in accordance with the policies of the PCC.

x) Confidentiality clause – appointees will be under a duty of confidentiality to the PCCand must indemnify the PCC in respect of the consequences of any unauthoriseddisclosure of confidential information.y) Data Protection – the appointee is responsible for determining whether therequirements of the service require registration as a data controller.z) Freedom of Information – appointees have an obligation to ensure that the PCC is ableto comply with the requirements of the Freedom of Information Act 2000.aa) Ownership of material – all material produced under the contract is to be owned byPCC and shall not to be re-used for any purpose other than in connection with thePCC’s functions without the consent of the PCC.bb) The appointee will be required and be under a continuing duty following termination ofthe appointment to account for and return to the PCC all property and assets, includingdigital media used by the appointee in connection with the service.

The Ten General Principles of Public LifeSelflessness – members should serve only the public interest and should never improperly conferan advantage or disadvantage on any person.Honesty and integrity – members should not place themselves in situations where their honestyand integrity may be questioned, should not behave improperly, and should on all occasions avoidthe appearance of such behaviour.Objectivity – members should make decisions on merit, including when making appointments,awarding contracts, or recommending individuals for rewards or benefits.Accountability – members should be accountable to the public for their actions and the manner inwhich they carry out their responsibilities, and should co-operate fully and honestly with anyscrutiny appropriate to their particular office.Openness – members should be as open as possible about their actions and those of theirauthority, and should be prepared to give reasons for those actions.Personal judgement – members may take account of the views of others, including their politicalgroups, but should reach their own conclusions on the issues before them and act in accordancewith those conclusions.Respect for others – members should promote equality by not discriminating against any person,and by treating people with respect, regardless of their race, age, religion, gender, sexualorientation or disability. They should respect the impartiality and integrity of the authority’s statutoryofficers and its other employees.Duty to uphold the law – members should uphold the law and, on all occasions, act inaccordance with the trust that the public is entitled to place in them.Stewardship – members should do whatever they are able to do to ensure that their authoritiesuse their resources prudently, and in accordance with the law.Leadership – members should promote and support these principles by leadership, and byexample, and should act in a way that secures or preserves public confidence.