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Decisions of the PCC - November 2013

On this page, any decisions made by the Police and Crime Commissioner for Cleveland will be published. The table below outlines each decision supported by the Decision Form used by the Commissioner to justify the decision.

Note: Where a link to the decision document is unavailable. this will be updated as soon as possible.







50 – 2013

Youth Liaison and Diversion Services

Liaison and diversion services are intended to improve the health and justice outcomes for adults and children who come into contact with the youth and criminal justice systems where a range of complex needs are identified as factors in their offending behaviour.

Liaison and diversion is a process whereby people of all ages with mental health problems, a learning disability, substance misuse problems and other vulnerabilities are identified and assessed as early as possible as they pass through the youth and  criminal justice systems.

The model will be an all-age service across all sites available to all points of intervention in the youth and criminal justice pathways addressing a wide range of health issues and vulnerabilities and be relevant to those with protected characteristics as set out in the Equality Act 2010. The entry point to the service will be as and when an individual comes into contact with the police (or other criminal investigating authority) under suspicion of having committed a criminal offence. 



51 – 2013

Meeting the Budget Challenge

The savings required from CSR 2010 and 2013 have presented significant financial challenges to the Force, and current assessments predict further cuts in future years. The continued cuts to police funding are occurring at a time when the service is facing increasing demand for services. The PCC has published his policing plan, and in order for the Force to deliver on its requirements Cleveland Police needs to be operationally and financially sustainable.

The Force has three overarching programmes of activity (Agile, Orbis & Transformational Leadership) which will play a significant role in securing the long term operational sustainability of the Force.

The overall approach detailed in this paper, whilst challenging, will enable Cleveland Police to establish a sustainable operational model that is focused on delivering the best possible policing services across Teesside actively protecting them from harm. That is underpinned with empowered, skilled staff that have access to effective, flexible, physical and IT resources.











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