Public Document Pack

24 October 2018

To: Members of the Public Accountability Board

This matter is being dealt with by: Direct Line: email:

Dear Colleague

Public Accountability Board

You are invited to attend the next meeting of the Public Accountability Board which will be held on Monday 29th October 2018 at 2.00 pm at the Office of the South Yorkshire Police and Crime Commissioner, 5 Carbrook Hall Road, Carbrook, Sheffield, S9 2EH.

The agenda and supporting papers are attached.

Car parking will be available.

Yours sincerely

Office of the Police and Crime Commissioner

Enc.

South Yorkshire Police and Crime Commissioner Shaun Wright Email: [email protected] www.southyorkshire-pcc.gov.uk

South Yorkshire Police and Crime Commissioner Shaun Wright 18 Regent Street Barnsley South Yorkshire S70 2HG Tel: 01226 774600 Email: [email protected] www.southyorkshire-pcc.gov.uk South Yorkshire Police and Crime Commissioner Shaun Wright Email: [email protected] www.southyorkshire-pcc.gov.uk

South Yorkshire Police and Crime Commissioner Shaun Wright 18 Regent Street Barnsley South Yorkshire S70 2HG Tel: 01226 774600 Email: [email protected] www.southyorkshire-pcc.gov.uk PUBLIC ACCOUNTABILITY BOARD

MONDAY 29TH OCTOBER 2018 AT 2.00 PM

OFFICE OF THE SOUTH YORKSHIRE POLICE AND CRIME COMMISSIONER, 5 CARBROOK HALL ROAD CARBROOK, SHEFFIELD, S9 2EH

AGENDA

Item Page

1 Welcome and Apologies Dr A Billings Verbal

2 Filming Notification Dr A Billings

This meeting is being filmed as part of the pilot to broadcast the meeting on our website. Whilst the recording of this meeting will not be published it is anticipated that in the future recordings of this may be uploaded onto the website.

The OPCC operates in accordance with the Data Protection Act. Data collected during the filming will be retained in accordance with the OPCC’s published policy.

Therefore by entering the meeting room, you are consenting to being filmed and to the possible use of those images and sound recordings for publication on our website and/or training purposes.

3 Announcements Dr A Billings Verbal

4 Public Questions

5 Urgent Items Dr A Billings Verbal

6 Items to be considered in the Absence of the Public Dr A Billings and Press

THAT, using the principles identified under section 100A (4) of the Local Government Act 1972, the public be excluded from the meeting for the following items of business, on the grounds that they involve the likely disclosure of exempt information as specified in the relevant paragraphs of Part 1 of Schedule 12A to the Act, as amended, or that they are otherwise operationally sensitive or would attract an exemption under the Freedom of Information Act 2000.

South Yorkshire Police and Crime Commissioner Shaun Wright Email: [email protected] www.southyorkshire-pcc.gov.uk

South Yorkshire Police and Crime Commissioner Shaun Wright 18 Regent Street Barnsley South Yorkshire S70 2HG Tel: 01226 774600 Email: [email protected] www.southyorkshire-pcc.gov.uk Item Page

7 Declarations of Interest Dr A Billings Verbal

8 Minutes of the meeting of the Public Accountability Dr A Billings 1 - 12 Board held on 27 September 2018

9 Matters Arising/Actions M Buttery 13 - 14

10 PAB Work Programme M Buttery 15 - 18

Police & Crime Plan Delivery 2018/19

11 Force Performance - Rotherham District Summary S Chapman 19 - 26 Update

12 Force Performance against Serious and Organised M Roberts 27 - 32 Crime outcomes of Police Crime Plan

13 Quarterly Overview of Performance against Police E Redfearn To Follow and Crime Plan

14 Budget Monitoring 2018/19 - Financial Position for M Clements 33 - 52 2nd Quarter - 1 July to 30 September

PCC's Strategic and Financial Planning

15 Strategic Planning Update E Redfearn Verbal

16 Police and Fire Collaboration M Buttery 53 - 60

Other Assurance Reports (by Exception)

17 Joint Independent Audit Committee M Lunn 61 - 64

18 Independent Ethics Panel A Lockley 65 - 68

19 Independent Advisory Panel for Minority Z Bibi 69 - 70 Communities

20 Force Crime Review Update T Forber 71 - 76

21 Update report on Victims Care Strategy S Chapman 77 - 80

22 Problem Orientated Police and Demand Reduction M Roberts 81 - 88 Item Page

PCC Decisions Outside of PAB

23 PCC Decisions Report E Redfearn 89 - 90

Exclusion of the Public and Press There are no exclusions

24 Any Other Business - to be notified at the beginning of the meeting

25 Date and Time of Next Meeting

27 November 2018 at 10am, Office of the Police and Crime Commissioner, 5 Carbrook Hall Road, Carbrook, Sheffield, S9 2EH. This page is intentionally left blank Agenda Item 8

SOUTH YORKSHIRE’S POLICE AND CRIME COMMISSIONER

PUBLIC ACCOUNTABILITY BOARD

27 SEPTEMBER 2018

PRESENT: Dr Alan Billings (Police and Crime Commissioner) Michelle Buttery (Chief Executive and Solicitor - OPCC) Alison Fletcher (Office Manager - SYP) Tim Forber (Assistant Chief Constable - SYP) Carrie Goodwin (Head of Corporate Communication - SYP) David Hartley (Assistant Chief Constable - SYP) Nigel Hiller (Director of Finance - SYP) Shaun Morley (Chief Superintendent - SYP) Sally Parkin (Business Manager - OPCC) Erika Redfearn (Head of Governance - OPCC) Mark Roberts (Deputy Chief Constable - SYP) Sara Slater (Finance Manager - OPCC) Fiona Topliss (Community Engagement & Communications Manager - OPCC) Stephen Watson (Chief Constable - SYP) Michael Clements (Chief Finance and Commissioning Officer – OPCC) Melvyn Lunn (Joint Independent Audit Committee) Kevin Wright (Evaluation and Scrutiny Officer – OPCC)

APOLOGIES: Andrew Lockley and Lauren Poultney

1 WELCOME AND APOLOGIES

The Commissioner welcomed those present at the meeting.

There were four members of the public present.

2 FILMING NOTIFICATION

The Commissioner informed attendees that the meeting was being filmed and may be uploaded onto his website. By entering the meeting room, attendees are consenting to being filmed and to the possible use of those images and sound recordings for publication on our website and/or training purposes.

3 ANNOUNCEMENTS

There were no announcements.

4 PUBLIC QUESTIONS

There were no public questions.

Page 1 OPPC Public Accountability Board 27/09/18

5 URGENT ITEMS

Fir Vale Incident The Commissioner asked the Chief Constable for an update on the incident which had taken place in Fir Vale on 25 September 2018.

The Chief Constable referenced the mis-information reported on social media in relation to the incident and how the Force had been unable to confirm this immediately until they understood the situation.

D Hartley confirmed that the incident was a dispute between a number of girls at Fir Vale school. A number of factual inaccuracies were reported on social media which prompted a response from parents. The school tried to offer reassurance but when this continued to escalate called the police. The police attended including one police dog. Work is currently taking place with partners to get things back to normal and a low key presence will remain this week for reassurance.

The Commissioner asked if any lessons had been learnt. M Roberts highlighted the impact of social media, the incident should have been dealt with in-house but social media sensationalised the incident which resulted in a bigger response being required.

The Commissioner commented that he was aware that local Councillors had been working with the police to try and get messages out to local residents.

D Hartley highlighted that before the police can put any messages out they must first establish the facts, initial calls reported that someone had been stabbed which was not the case.

Knife Incidents This would be discussed later on the agenda.

Lost Property The Commissioner enquired about the changes to reporting lost property.

M Roberts confirmed that it had been nationally agreed that police forces in England and Wales will no longer take reports of lost property from the 1 October.

The Chief Constable highlighted that there are a number of exceptions including foreign ID documents (including passports), or items classed as ‘dangerous’ i.e firearms.

M Roberts highlighted that lost property places a significant burden on police forces and that this is not a core function. He confirmed that the Force would be informing the public and putting information on the Force website.

The Commissioner highlighted it would need careful messaging. M Roberts acknowledged that this may be seen as a reduction in service and would need to be managed.

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6 ITEMS TO BE CONSIDERED IN THE ABSENCE OF THE PUBLIC AND PRESS

Item 18 – Operation Stovewood Update.

7 DECLARATIONS OF INTEREST

None.

8 MINUTES OF THE MEETING OF THE PUBLIC ACCOUNTABILITY BOARD HELD ON 28 AUGUST 2018

The minutes of the last meeting were agreed as an accurate record.

9 MATTERS ARISING/ACTIONS

329 A Lockley to discuss with the PCC the lack of national statistics available on hate crime. 26/07/18 – Ongoing 13/09/18 – Letter sent from PCC to Home Office and ACC Hamilton, NPCC Hate Crime Lead. DISCHARGE 330 The Chief Constable would consider those recommendations from the Policing Sheffield’s Trees Protests report, addressed to South Yorkshire Police. 26/07/18 – A response is being prepared and will be sent to the Independent Advisory Panel for Policing Protests and PCC week commencing 6 August. 28/08/18 – Ongoing 28/08/18 – Response sent to Chair of Advisory Panel. DISCHARGE 332 S Barton to raise court sanctions for people sleeping on the streets at the Local Criminal Justice Boards. 28/08/18 – Ongoing. Action to be transferred to T Forber who will report back following the next LCJB on 4 October 2018. 27/09/18 – M Buttery confirmed that sentences are being given in line with sentencing guidelines and therefore suggested that the action be amended for it to be raised at the Countywide Community Forum, adding that an excellent presentation had been given by Stuart around homelessness at the Sheffield City forum and suggested this could be brought to a future PAB. 335 The Force to provide a graphic of the linkages between the various Boards and Meetings to a future PAB. 28/08/18 – Ongoing 31/08/18 – Graphic provided. DISCHARGE 339 The next Barnsley District Summary Update to include details of some of the difficulties they were experiencing as well as the good work taking place. 13/09/18 – Added to the work programme for the next Barnsley District Summary, 27 November 2018. DISCHARGE 340 The Planning and Efficiency Group exception report be published on the PCC’s website.

Page 3 OPPC Public Accountability Board 27/09/18

31/08/18 – Published. DISCHARGE 341 The Force to provide a copy of the leaflet to help prevent cyber- crime to the Commissioner. 27/09/18 – F Topliss has received a copy and will discuss with the Commissioner outside of the meeting. DISCHARGE 342 The Force to provide a cyber-crime update to a PAB in 9 to 12 months’ time. 13/09/18 – Added to the work programme for the 30 April 2019 meeting. DISCHARGE

The following action had been missed off the matters arising:

The Chief Constable would explore further the comments made in relation to discrimination being in place because of the cost of using the Community Alert system for texts and landline messages.

The Chief Constable confirmed there was a cost to the Force for using Community Alerts; 5 pence for a voicemail message and 1 pence for a text message. There are just over 15,000 people signed up to receive Community Alerts 1,500 of which have still to confirm how they would like to be contacted. Less than 200 people have signed up to receive voicemail messages and 12,500 have signed up to receive emails.

The issue of cost is not relevant it is the quality of the message received. It would be inappropriate to leave a 5 minute voicemail message every day. Voicemail messages will only be used in certain situations such as if there is a life threating incident, the evacuation of property, if there is a vulnerable missing person, sexual assault or major road closures. If you would like to receive regular updates email is the best option. Voicemail will only be used in the most severe cases so fewer messages will be received.

IT WAS AGREED THAT:

 Court sanctions for people sleeping on the streets be discussed at the Countywide Community Forum  S Barton bring a presentation on homelessness to a future PAB

10 PAB WORK PROGRAMME

E Redfearn presented the next three months of the PAB work programme. A strategic planning update will be provided later on the agenda.

11 FORCE PERFORMANCE - DONCASTER DISTRICT SUMMARY PERFORMANCE UPDATE

A report of the Chief Constable was presented to the Board. The purpose of the report was to provide a brief update in relation to local operationally based delivery of the Police and Crime Plan in Doncaster, in line with the reporting requirements.

Page 4 OPPC Public Accountability Board 27/09/18

The Commissioner informed the Board that he had attended a meeting in Conisborough with Chief Superintendent Morley on Monday evening. The main issues raised were the loss of the local PCSO who is not being replaced until a review of PCSOs has taken place, police visibility and Anti-Social Behaviour. The Commissioner urged the Force to complete the PCSO review quickly.

S Morley acknowledged the concerns raised and reported that the District has increased its neighbourhood resources over the last six months and currently has three inspectors, five sergeants, twenty five constables and forty nine PCSOs. This will improve visibility. A dedicated officer has also been assigned to Conisborough and there will be three PCSOs by the end of the month.

May 2018 saw the return of Criminal Investigations Department (CID) and Protecting Vulnerable Persons Department (PVP) to Doncaster. The new structure appears to be working well and clear benefits for Doncaster in being able to use staff more flexibly and therefore efficiently.

S Morley reported that the prison estate is responsible for 5% of the demand in Doncaster, an average of 100 crime referrals a month, and is a real challenge. He acknowledged that the Force had not been as active as it could have been in supporting the prisons. A Prison Partnership Board has been established which includes all key stakeholders and a co-ordinated integrated plan is now in place. Doncaster District have sought funding from the prisons in order to recruit additional Civilian Investigators, with HMP Marshgate supporting this initiative. The prisons have also agreed to have a number of prison officers trained in basic crime scene management and statement taking, which will significantly increase the District’s capability and capacity to manage crimes effectively.

The District has seen real reductions in certain crime types, such as burglary and robbery as well as consistent reductions in ASB. The Commissioner queried the chart in the report which showed that residential burglaries were up but non- dwelling burglaries (businesses) were down and asked if there was any seasonal variation. M Roberts confirmed there was some seasonal variation with more residential burglaries taking place when people are on holiday. S Morley reported that September is expected to be the lowest level of burglary in the last 18 months.

The District is also establishing a proactive multi-agency Organised Crime Group (OCG) hub which will be based at Adwick Police Station. This will provide a partnership response to OCG management and deliver a high quality victim led investigation service.

S Morley referred to the recent media reports around ‘Spice’ a psychoactive substance being used by people in Doncaster Town Centre. Doncaster Town Centre has 114 people who are known to the police of which 66 are being supported either through housing provision or addiction treatment, 10 are in prison and 38 who are not engaging and remain the focus of police activity. To address this Doncaster District have doubled the number of officers in the neighbourhood team and are working closely with partners, particularly Doncaster Metropolitan Borough Council (DMBC) who have committed £30,000 of funding to further increase the policing presence.

Page 5 OPPC Public Accountability Board 27/09/18

Doncaster District will also be introducing a tutor unit at College Road Police Station. This will improve the training and development of student officers but also create additional capacity and visibility, within the town centre.

Over the last six weeks the District has made 19 arrests and 28 people have been searched in the town centre associated with the use and dealing of Spice. The District is also enforcing public space protection orders. The Commissioner asked if this was causing displacement. S Morley acknowledged there was some displacement but assured the Commissioner that police patrols and activity will be adapted to address this.

The District is developed its social media platform with all Neighbourhood Policing Teams having active Facebook and Twitter accounts. East Neighbourhood team now has a monthly online chat forum via Facebook which has proved very successful. The Commissioner enquired whether regular dates were set. S Morley confirmed that the dates were set and took place mid week in the evening and enabled people to submit questions and receive a response. The Commissioner asked F Topliss to look into the monthly online chat.

The Neighbourhood Inspector and District Commander have a weekly column in the Doncaster Free Press.

Doncaster continues to develop the multi-agency Safer Neighbourhood Services Team which includes South Yorkshire Police and DMBC staff at the Civic Building in Doncaster Town Centre. An additional Inspector post has been added and the partnership resources within the Team are also increasing with DMBC Enforcement, Complex Lives and Community Rehabilitation Company providing resources from the 24 September.

S Morley highlighted a consistent rise in the number of children who are reported missing from children’s homes in Doncaster. The majority of these children are from outside the District. To address this the District has introduced a monthly scrutiny meeting that brings together the managers from the children’s homes, Ofsted and Children’s Trust representation. The meeting has agreed a new Memorandum of Understanding to improve standards within the homes. Since its implementation the District has seen a 30% reduction of children missing from home reported to the police. The Commissioner enquired if a similar approach was being undertaken in other Districts. D Hartley confirmed this was being introduced in other Districts.

The District is also investing in its workforce by refurbishing the gym at College Road with the hope of improving the health and wellbeing of staff. The District also holds regular workshops to support staff seeking promotion as well as Leadership Days for Sergeants and Inspectors.

A number of awards have been presented to staff over the last few weeks. The Neighbourhood West Neighbourhood Team won the force problem solving award for their partnership interventions in Mexborough and the Doncaster Tasking Team winning the Cutlers Team Award for their interventions with organised crime gangs.

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The Chief Constable highlighted that Mexborough was a great example of how the previous police structure did not address the problem and had let people down. However, tremendous work has now been done which has made a real difference to people’s lives. This is a testament to all the officers involved.

M Roberts confirmed there had been a real increase in investment in Doncaster with neighbourhood resources nearly doubling in size. Proactive teams are being put in challenging areas to address public concerns, for example off road motorcycles, the return of CID and enhanced partnership working. The Commissioner acknowledged the investment but highlighted the need to get these messages across to the public.

IT WAS AGREED THAT:

 The Commissioner asked F Topliss to look at the monthly online chat forum undertaken by the East Neighbourhood Team

12 FORCE PERFORMANCE AGAINST TRUST AND CONFIDENCE IN POLICING AND CRIME SERVICES OUTCOMES OF POLICE AND CRIME PLAN

A report of the Chief Constable was presented to the Board. The purpose of the report was to provide an update on progress against the ‘trust and confidence’ outcome of the Commissioner’s overarching aim of South Yorkshire being a safe place in which to live, learn and work.

D Hartley reported that all areas of the Force were experiencing high demand particular by 101. He confirmed that there had been a reduction in waiting times to answer calls but this was challenging. The Commissioner noted that in relation to victim satisfaction follow-up appeared to be the main problem, officers attend and initial contact is good but then victims do not hear anything further which prompts them to contact 101 for an update putting increased demand on the 101 service. D Hartley acknowledged that around 37% of overall demand on the 101 service were requests for updates. This links into improving performance for keeping victims updated as part of the Complete Victim Care Strategy and victim satisfaction results.

The Force is looking at how victim satisfaction is affected by whether a crime is attended and the type of contact the Force has with victims, such as home visits, by telephone, by appointment at home or a police station .

Each district is currently implementing a 12-week delivery plan called Satisfaction 90, with the aim of achieving a minimum of 90% of victims of crime being satisfied with the service provided by the Force.

83% of victims are currently satisfied when the police attend but only 69% are satisfied when the police do not attend. D Hartley acknowledged that more needs to be done when they do not or are not required to attend and public expectation is not met.

Page 7 OPPC Public Accountability Board 27/09/18

Four main areas have been identified that should lead to improved victim satisfaction:

 increase attendance where they are required to do so and the timeliness of that;  manage how they explain non-attendance;  improve follow up update provision; and  reduce officer demand so they can have more staff available for calls for service.

M Buttery enquired whether Track My Crime was still available. D Hartley confirmed that Track My Crime is still available but has a very low uptake.

D Hartley referred to a number of case studies in the report which recognised excellent work by officers to support victims.

The Force has over 13,000 people signed up to receive Community Alerts.

D Hartley highlighted the importance of having motivated health staff. The Force have introduced Well Together Champions to provide day to day support to officers. Future plans include bespoke health and welfare training for people working in the policing environment, including support for families.

Current and future work of the Trust and Confidence Steering Group include understanding the disparity between the views of victims and non-victims and stop and search.

The Force is currently addressing a significant drop in the number of stop and searches being conducted. To address this the Force lead officer has launched a training package and accompanying engagement campaign for officers to show when it is appropriate to use stop and search.

There is now a Joint Community Safety Department with the South Yorkshire Fire and Rescue Department. Activities currently undertaken include home safety checks, crime prevention visits and youth engagement activities. The team also operates the Lifewise Centre, an interactive safety centre in Hellaby, Rotherham that delivers education packages to more than 20,000 local people every year, including every Year 6 pupil in South Yorkshire.

13 STRATEGIC PLANNING UPDATE

The Planning and Efficiency Group meets on a monthly basis to discuss strategic and financial planning.

Discussions with the Chief Constable on the policing requirements and options for 2019/20 will take place in October / November.

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14 UPDATE REPORT ON CSE ACTIVITY

A report of the Chief Constable was presented to the Board. The purpose of the report was to update the Commissioner in relation to ongoing CSE activity, and specifically in relation to the consolidated action plan.

In March 2016, Professor John Drew published a report commissioned by the Commissioner into South Yorkshire Police’s handling of child sexual exploitation. One of the recommendations was to consolidate the Force’s CSE recommendations into one action plan. A consolidated action plan was published in April 2016. This brought together actions from the Association of Chief Police Officers Action Plan 2012 and the National CSE Action Plan 2014.

A recent review of the CSE Action Plan indicated that seven actions remain.

The Commissioner enquired whether work was still taking place with the Federation of Small Businesses around CSE. T Forber agreed to look at this and report back to the Commissioner.

T Forber confirmed that Protecting Vulnerable People (PVP) team have returned to Districts. This will allow for more effective working with both internal and external partners and provide a cohesive response to local issues. The Force has also retained a central team which investigates highly complex cross border CSE investigations which involve multiple victims and multiple suspects. Organisational oversight is provided by the PVP CSE Overview Group which meets on a monthly basis.

T Forber highlighted a number of case studies including a male who was convicted of ten counts of indecent assault, five counts of sexual activity with a child, three counts of indecent assault, one count of rape and one count of paying for the services of a child and was sentenced to twenty four years imprisonment. In another case the investigating officer received a Judge’s Commendation related to the abuse of a thirteen year old girl by a nineteen year old male. The Board noted that the courts continued to give appropriate sentences. The Commissioner highlighted that the courts have had to learn, particularly how to deal with victims with complex needs.

Recruitment of PVP Investigating Officers has now been finalised. The operating model includes seventy three Investigating Officers, forty six of these were in post or training by January 2018. The remaining twenty seven have been recruited and are at various points within the six month training programme.

Thirty five staff have now attended the Postgraduate Certificate course designed in conjunction with the University of Sheffield and a further course is scheduled to take place in January 2019. This has been the first year that Civilian Investigation Officers have been able to sit the National Investigators’ Exam and seven South Yorkshire Police Investigators were successful in this process. Four of these candidates have now completed the Initial Crime Investigators Development Programme and are currently in the process of completing their Level 2 portfolio.

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One Civilian Investigator from South Yorkshire got the highest mark nationally. The Commissioner requested the Civilian Investigators’ details.

T Forber highlighted the work taking place around County Lines. County Lines is a term used to describe gangs and organised criminal networks involved in exporting illegal drugs into one or more areas in the UK, using dedicated mobile phone lines or other forms of “deal line”. They are likely to exploit children and vulnerable adults to move and store the drugs and money and they will often use coercion, intimidation, violence (including sexual violence) and weapons. The Commissioner enquired whether this was a problem in South Yorkshire. T Forber acknowledged that the Force is still developing the profile in South Yorkshire but it appeared to be more prevalent in North Yorkshire. M Buttery enquired whether someone from the Force could work with the OPCC on this for the Police and Crime Plan.

Future challenges include retention of staff; effective management of demand within current staffing levels across PVP and welfare of staff.

K Wright enquired about the health and wellbeing of new officers who did not have a police background. T Forber acknowledged the Force was reliant on the Occupational Health Unit but did not think having a police background made any difference. Support will be tailored to individual needs.

IT WAS AGREED THAT:

 T Forber establish whether work was still taking place with the Federation of Small Businesses around CSE  The Commissioner be provided with the details of the Civilian Investigator who got the highest marks national on the Initial Crime Investigators Development Programme.  Force to identify individual to work with the Office of the Police and Crime Commissioner on County Lines issues for the Police and Crime Plan

15 KNIFE CRIME UPDATE

A report of the Chief Constable was presented to the Board. The purpose of the report was to provide an update on the current position in relation to the Force level response to knife enabled crime across South Yorkshire.

T Forber highlighted that knife crime is a national issue. For the first time in 3 years South Yorkshire has seen the rate of increase drop below the national average to 14%.

South Yorkshire is currently ranked 7th highest nationally in relation to volume and 17th place nationally in relation to percentage increase year on year. An improvement of some 12 places based on recent Office of National Statistics (ONS) statistics for year ending March 2018. The Commissioner highlighted the difficulty in explaining this to the public due to negative media reports. M Roberts confirmed that volume and incidents per 1000 population was 0.75 of a person. The Chief

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Constable stressed that whilst the incidents were traumatic, regrettable and a parents worst nightmare it was imperative that this is kept in perspective.

A discussion took place around the communication provided to the public and the need to put this into context. M Buttery highlighted that the Office of the Police and Crime Commissioner is looking at their communications strategy in relation to knife crime and will work with South Yorkshire Police.

T Forber highlighted that South Yorkshire Police is much more proactive than most forces by using S60 legislation and stop and search. A discussion took place around getting the right balance between reassurance and frightening the public. The Commissioner highlighted that Detective Superintendent Una Jennings had struck the right balance in The Star article the previous day.

Work is ongoing with the NHS to enable the cross-referencing of data. This enables the Force to allocate resources to NHS hotspots which may not be known to the Force.

The Force has also created a co-located multi-agency team, Operation Fortify, to consider violent crime and organised criminality.

The Commissioner asked if the increase in knife crime was related to drugs. There is an element of drugs but the Force cannot rule out other factors. T Forber highlighted that a high proportion of offenders and victims are involved in criminality and that it is rare to have an innocent person set upon by a gang with knives.

The Force has taken part in Operation Sceptre, a nationwide operation designed to engage our communities alongside the police service in tackling knife crime. Between 18 and 24 September the Force made 29 knife related arrests, had undertaken test purchases and visited over 30 schools.

The Chief Constable highlighted the importance of engaging with parents and thanked Detective Superintendent Una Jennings for all her work around knife crime.

16 INDEPENDENT OFFICE FOR POLICE CONDUCT (IOPC) - COMPLAINT HANDLING REPORT

M Roberts presented a report on the performance of the Force following the publication of the Independent Office for Police Conduct’s Annual Report.

The following key points were highlighted:

 South Yorkshire Police recorded 460 complaints in 2017/18, a reduction of 24% from 2016/17.  The Force has improved its recording of complaints, doing so within the expected 10 day period, in 91% of cases.  South Yorkshire Police recorded 890 allegations, a 23% reduction from 2016/17.

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 Per 1000 employees, South Yorkshire Police recorded 176 allegations, well below the national average of 274 per 1000.

This builds on the HMICFRS Legitimacy inspection which rated the Force as “good”.

The Commissioner requested that this report be provided to the Independent Ethics Panel.

IT WAS AGREED THAT:

 The Independent Office for Police Conduct’s Annual Report be provided to the Independent Ethics Panel for their information

17 PCC DECISIONS REPORT

The decisions set out in the report were noted.

18 OPERATION STOVEWOOD UPDATE

A report of the Chief Constable on Operation Stovewood was presented to the Board. The purpose of the report was to provide an update to the Commissioner regarding Operation Stovewood’s (operational and financial) ongoing investigation into Child Sexual Exploitation (CSE) in Rotherham.

T Forber provided an overview of the report to the Board.

19 ANY OTHER BUSINESS - TO BE NOTIFIED AT THE BEGINNING OF THE MEETING

20 DATE AND TIME OF NEXT MEETING

CHAIR

Page 12 Date of Update Ref meeting Matter arising/action Owner Complete (Y/N) 332 26/07/2018 T Forber to raise court sanctions for people sleeping on 28/08/18 - Ongoing - action to be transferred to T the streets at the Local Criminal Justice Board Forber who will report back following the next LCJB on the 4 October. 27/09/2018 - M Buttery confirmed that sentences are being given in line with sentencing guidelines and therefore suggested that the action be amended for it to be raised at the Countywide Community Forum, adding that an excellent presentationahd been given by Stuart around homelessness at the Sheffield City Forum and suggested this could be brought to a future PAB T Forber 343 27/09/2018 S Barton bring a presentation on homelessness to a 12/10/2018 - Added to work programme for S Barton Y future PAB December 344 27/09/2018 F Topliss to look at the monthly online chat forum 17/10/18 - Ongoing F Topliss undertaken by the Doncaster East Neighbourhood Page 13 Page Team 345 27/09/2018 T Forber to establish whether work was still taking T Forber place with the Federation of Small Businesses around CSE 346 27/09/2018 Force to identify individual to work with the OPCC on T Forber County Lines issues for the Police and Crime Plan

347 27/09/2018 The Independent Office for Police Conduct's Annual 12/10/2018 - Added to agenda for the meeting on S Parkin Y Report be provided to the Independent Ethics Panel for 13 November tjheir information Agenda Item 9 This page is intentionally left blank 3 MONTH ROLLING WORK PROGRAMME PUBLIC ACCOUNTABILITY BOARD (PAB) NOVEMBER 2018 TO JANUARY 2019

MEETING DATE: 27 NOVEMBER 2018 OPCC SYP Purpose PCC’s Strategic & Financial Planning 2019/20 Strategic Planning  To provide a verbal update to outline where planning is within the agreed process and to draw attention to future key milestones. Consultation on policing proposals / options that  PCC seeking views from the public and partners on policing proposals / meet policing need options. Police & Crime Plan Delivery 2018/19 South Yorkshire Police performance update –  Provide update to PCC re Force progress towards outcomes of Police & Efficiency, Effectiveness and Value for Money Crime Plan Force performance  Provide the PCC with an update on Barnsley District’s performance Barnsley District – District Summary performance against District Summary outcomes. To include Action 339 from PAB update 28/8/18 – details of some of the difficulties they were experiencing as

Page 15 Page well as the good work taking place. Other Assurance Reports (by Exception) IEP  Summary of assurance issues for PCC’s information / action ICV Summary of assurance issues for PCC’s information / action PCC Decisions outside of PAB PCC Decisions Report  Report decisions the PCC has made outside of the PAB meetings. Agenda Item 10

UPDATED 2018-10-22 3 MONTH ROLLING WORK PROGRAMME PUBLIC ACCOUNTABILITY BOARD (PAB) NOVEMBER 2018 TO JANUARY 2019

MEETING DATE: 18 DECEMBER 2018 OPCC SYP Purpose PCC’s Strategic & Financial Planning Process 2019/20 Strategic Planning  To provide a verbal update to outline where planning is within the agreed process and to draw attention to future key milestones Precept Consultation 2019/20  To seek views on the PCC’s proposed level of council tax precept Draft Police and Crime Plan (Refreshed April  To seek views on the PCC’s proposed refreshed to the Police and 2019) Crime Plan Police & Crime Plan Delivery 2018/19 Force performance against ‘Safer Communities’  Provide update to PCC re Force progress towards outcomes of Police & outcomes of Police and Crime Plan Crime Plan in format agreed Force performance  Provide the PCC with an update on Sheffield District’s performance

Page 16 Page Sheffield District – District Summary performance against District Summary outcomes update Action 331 from PAB 26/7/18 - To include outcomes from items in the report presented in July 2018 Other Assurance Reports (by Exception) Safeguarding Children and the Promotion of  Action 336 from PAB 26/7/18 – Force to provide an update, including Child Welfare work undertaken with partners, in particular, details of what is working well and what could be improved. PCC Decisions outside of PAB PCC Decisions Report  Report decisions the PCC has made outside of the PAB meetings.

UPDATED 2018-10-22 3 MONTH ROLLING WORK PROGRAMME PUBLIC ACCOUNTABILITY BOARD (PAB) NOVEMBER 2018 TO JANUARY 2019

MEETING DATE: 29 JANUARY 2019 AT 1400 HOURS OPCC SYP Purpose PCC’s Strategic & Financial Planning Process 2019/20 Strategic Planning  To provide a verbal update to outline where planning is within the agreed process and to draw attention to future key milestones Final Police and Crime Plan, PCC Budget and  To provide a final Police and Crime Plan, PCC budget and council tax Council Tax Precept precept (including results of consultation) for comment ahead of Police and Police and Crime Panel (4 February 2019) PCC’s Commissioning Plan  High level Commissioning Plan to inform Delivery Plans Police & Crime Plan Delivery 2018/19 Quarterly overview of performance against  Provide an overview of performance against Police & Crime Plan outcomes of Police & Crime Plan, including outcomes for 3rd Quarter (1 Oct – 31 Dec) combined financial position for 2018/19 (Two separate reports, one Performance and one Budget Page 17 Page  Provide information relating to the financial position for 2018/19 for the Monitoring) 3rd Quarter (1 Oct – 31 Dec) Force performance against ‘Trust and  Provide update to PCC re Force progress towards outcomes of Police Confidence in Policing and Crime Services’ & Crime Plan in format agreed outcomes of Police and Crime Plan Force performance  Provide the PCC with an update on Doncaster District’s performance Doncaster District – District Summary against District Summary outcomes performance update Other Assurance Reports (by Exception) Trust & Confidence Steering Group  Summary of assurance issues for PCC’s information / action JIAC  Summary of assurance issues for PCC’s information / action IAPMC  Summary of assurance issues for PCC’s information / action PCC Decisions outside of PAB PCC Decisions Report  Report decisions the PCC has made outside of the PAB meetings.

UPDATED 2018-10-22 This page is intentionally left blank Agenda Item 11 PUBLIC ACCOUNTABILIY BOARD 29th October 2018 SOUTH YORKSHIRE POLICE REPORT ROTHERHAM DISTRICT OPERATIONAL DELIVERY UPDATE REPORT OF THE CHIEF CONSTABLE

1. PURPOSE OF THE REPORT To provide an update to the Police and Crime Commissioner in relation to local operational delivery of the Police and Crime Plan in Rotherham, in accordance with the plan’s reporting requirements.

2. RECOMMENDATION(S) AND / OR DECISION(S) REQUIRED The Police and Crime Commissioner is recommended to consider the contents of this update and consider whether and when further assurance or updates are required in relation to local policing and partnership working activities in Rotherham.

3. PERFORMANCE 3.1 In the June update, Rotherham reported that force crime data had limitations due to the recent introduction of Connect and the limited information within it. We are now 10 months further on, the system is embedded and data rich. As we begin to establish baselines across the District, we are able to agree what success looks like and what indicators will measure that success going forward. For example, it can be seen that Rotherham’s active crimes have been stable at 1,745 since late August 2018:

Volumes Tracker: Active Crimes

4000 3500 3000 2500 BARNSLEY DONCASTER 2000 OSU 1500 ROTHERHAM 1000 Data from Rotherham QPR, May 2018 SCS 500 SHEFFIELD 0

2/2/20182/9/2018 3/2/20183/9/2018 4/6/2018 5/4/2018 6/1/20186/8/2018 7/6/2018 8/3/2018 9/7/2018 1/19/20181/26/20182/16/20182/23/20183/16/20183/23/20183/30/20184/13/20184/20/20184/27/20185/11/20185/18/20185/25/20186/15/20186/22/20186/29/20187/13/20187/20/20187/27/20188/10/20188/17/20188/24/20188/31/20189/14/20189/21/20189/28/201810/5/2018

1 | Page Page 19 3.2 When considering outstanding suspects within active crimes, the District has determined a stretch target of 400 by April 2019 and it can be seen that the district has reduced from a high of 575 (June 2018) to 475 (October 2018). While there is some way to go, performance in this area is going in the right direction, with performance being driven through Rotherham Inspectors (example provided further in this report).

Volumes Tracker: Outstanding Suspects

900 800 700

600 BARNSLEY 500 DONCASTER 400 OSU 300 ROTHERHAM 200 SCS 100 SHEFFIELD 0

2/2/20182/9/2018 3/2/20183/9/2018 4/6/2018 5/4/2018 6/1/20186/8/2018 7/6/2018 8/3/2018 9/7/2018 1/19/20181/26/20182/16/20182/23/20183/16/20183/23/20183/30/20184/13/20184/20/20184/27/20185/11/20185/18/20185/25/20186/15/20186/22/20186/29/20187/13/20187/20/20187/27/20188/10/20188/17/20188/24/20188/31/20189/14/20189/21/20189/28/201810/5/2018

3.3 District performance is managed through a framework, which encompasses Daily Management Meetings, THRIVE, TTCG and a Leaders Meeting which takes place monthly. Inspectors from all departments are expected to attend the Leaders Meeting as it give an opportunity to break down silo working and discuss issues as a District, rather than a Department. The September meeting focused on effective crime management and covered the following areas: active investigations, domestic abuse, outstanding suspects, proactive policing in areas of violent crime, organised crime and victim care.

3.4 In line with the force Plan on a Page, and the promise to deliver an ‘excellent victim led service’, victim satisfaction levels continue to be a priority for Rotherham. It is pleasing to see satisfaction levels for domestic abuse have improved significantly in the last 12 months, from 69% (April- Sept 17- lowest across the force), compared to 95% for the same period this year (highest in the force)

2 | Page Page 20 Results by District

Aspect Question Time Period Risk Level OVERALL OVERALL SATISFACTION Apr-18 to Sep-18 ### All *

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0% FORCE BARNSLEY DONCASTER ROTHERHAM SHEFFIELD Total 272 62 76 44 90 Positive 225 46 64 42 73 % 83% 74% 84% 95% 81% Sig Diff 3 2 1 2

3.5 Rotherham Command Team recognise that user satisfaction levels for additional crime types are not yet having similar success (73% April to September 2018), as the results below describe. However, the District has a 12 week improvement plan in place, alongside other districts and departments, to improve this position going forward. Much of this work is focused on embedding the three principles of Complete Victim Care (CVC): 1) Contacting a victims asap, to confirm you are investigating 2) agreeing when and how you will update the victim….and sticking to it!, 3) giving out a victim of crime booklet.

VICTIM SATISFACTION SUMMARY - DISTRICTS

Attended / Not attended: Aspect of Service: Start Date: End Date: Attendance: ALL OVERALL Apr-18 Sep-18 Aspect: Start Date: End Date:

SATISFACTION - ALL VICTIM GROUPS (% at least fairly satisfied)

74% 75% 75% 73% 79%

Doncaster 277 Barnsley 218 FORCE 1069 Rotherham 254 Sheffield 320

87% 69% 72% 72%

Burglary (Dwelling) 317 Vehicle Crime 303 Vulnerable 315 Hate 134

Doncaster 83% 80 Doncaster 76% 80 Doncaster 63% 81 Doncaster 72% 36

Barnsley 82% 71 Barnsley 67% 54 Barnsley 76% 71 Barnsley 68% 22

Rotherham 88% 76 Rotherham 62% 78 Rotherham 70% 73 Rotherham 70% 27

Sheffield 93% 90 Sheffield 69% 91 Sheffield 78% 90 Sheffield 76% 49

3 | Page Page 21 3.6 Satisfaction levels at Rotherham are also significantly higher when an officer has attended (80%). In response to this, the District is looking to improve the positive messages given to victims where there has not been that attendance, eg detailed update on investigation, crime prevention advice and how to keep up to date on crime/community information within their area e.g. SYP Alerts.

4. NEIGHBOURHOOD POLICING 4.1 Since the last report, Rotherham’s Neighbourhood teams have welcomed in a researcher from the Police Foundation, a national policing think tank. Our guest, Andy Higgins, speaks to a national audience around a mixed picture of Neighbourhood Policing (NP). He describes forces who have withdrawn from NP and others who claim to retain NP whilst in fact having teams without focus who are response and investigative teams by another name. Against this somewhat gloomy picture, he was invited to Rotherham to see for himself what we are delivering. Extracts from his findings are reproduced beneath, 4.2 “So this is modern neighbourhood policing. It’s a tricky business making recommendations in policing research. However robust your methodology, accurate your analysis or insightful your findings, if your suggestions for change aren’t feasible, or overlook the complexities of real-world practice, you are likely to remain exiled to the Ivory Tower by those who might make use of your work. So it was reassuring and a relief to find out that in South Yorkshire many of the principles the Police Foundation argue should underpin the future of neighbourhood policing are (independently) being put into practice – showing not only that it can be done, but that when it is the future looks promising. 4.3 But now there is new leadership, new vision and a new model. The first step was getting to grips with the increasingly elusive terminology, by producing a concrete definition – with academics and local stakeholders – of what neighbourhood policing actually meant for the force. Crucially, this included a commitment to having police teams dedicated to places, a clear statement of purpose, “to reduce crime, protect the vulnerable and enhance community safety” and a strong steer on how this should be done – by listening to the community and ‘problem-solving’. 4.4 In ‘complex’ areas like central Rotherham, (largely) ring-fenced police teams have been put in place, with individual officers taking responsibility for the smaller neighbourhoods within it. Their job is to re-engage with the community, build local insight and instigate action against the problems and issues that generated local crime, harm and demand. 4.5 Complex social problems like these need multi-dimensional responses that go beyond the policing, and so to be effective neighbourhood policing needs to integrate and interface with the other agencies that play a vital role. At the heart of the South Yorkshire model, is the creation of four new Community Safety Hubs, within which - in Rotherham, for example - the local neighbourhood team share desk space, information and ownership with colleagues from the Local Authority, mental health services, drug and alcohol treatment services and probation.

4 | Page Page 22 4.6 So this is modern neighbourhood policing – South Yorkshire style at least. Much of it is highly visible, but it’s not patrol-based; today has been bold, bright and confident but it’s far removed from the plodding, nodding bobby on the beat. Everything has been done with purpose and as part of a bigger plan. It’s also not fixated on public confidence or reassurance; those things will follow if the team can consistently get the right things done.”

4.7 This is a positive assessment and endorsement for what is being achieved in South Yorkshire, from the author’s visit to Rotherham. 4.8 Much of this perspective from Andy is based upon his visit to Riverside House where our Central team and our Safer Neighbourhood Service are co-located with colleagues from the local authority’s housing and regulatory services. Synergies are being achieved by bringing these three areas together. The teams came together in May, within days positive evidence of improved efficiencies and effectiveness could be described through this change. The next stage is bringing in new partners to the Safer Neighbourhood Services. We are confident that by the year’s end, other key partners will have seen the potential and will move staff into the office. The space is available, managers are in agreement, with the transition, together we can serve our public better.

4.9 For the north and south of the borough, it has been a slow journey to achieve readiness for RMBC’s people to move into police buildings. Staff are now vetted and ready to go. Buildings have been refreshed. All the internal IT works are complete. We still though await the network provider to connect RMBC to police buildings. We are promised this will take place by the end of October. If this is achieved, staff movements will take place in November which will bring to fruition our shared plan for the rest of the county. 4.10 It is one thing to bring together teams, another to make them performant. A shared performance report now describes each month the actions and achievements of the Safer Neighbourhood Service. The document describes in terms of numbers and narrative the actions which are achieved, the interventions made to reduce the harm residents suffer, the risks from others and the demands upon services. Shared reporting drives actions and cements the partnership to a common agenda. 4.11 An illustration of the effectiveness of our problem-solving activities is the force’s view of each District’s top 10 demand locations. From the most recent reports, in 9 out of the 10 sites, reductions have been achieved. The only exception being Clifton Park

5 | Page Page 23 which saw an increase which was predictable in line with the summer and seasonly increased activity.

4.12 Engagement continues to be an area of strength for the District. We now have over 3,200 users of the Alerts system. User satisfaction ratings remain strong and have improved again last month. In September, 564 new subscribers joined the service. Whilst only 4 left the system. Much of this growth has been in the south where we are proactively going door-to-door as part of our commitment to ensure there are strong links with the communities of Woodsetts and Harthill in the anticipation of disquiet around fracking. 4.13 14,400 people follow the three Neighbourhood teams via Facebook and Twitter. 6 months ago, there were just over 11,000. This growth is testament to focus as part of the District’s engagement strategy. We know that our public has an appetite to learn about what their local police are achieving on their behalf. We know that there is a strong link between a person who knows what their officers do and how confident that person is in policing. So this growth is to be celebrated, but without a moment’s complacency. The objective continues for further group, which will be achieved through pro-active conversation and cross pollination from newsletters, Alerts and our monthly article in the Rotherham Advertiser.

5. CRIMINAL INVESTIGATION 5.1 On the 14th of May, resources came to District to establish our local CID and PVP teams. That restructure has continued to be embedded with the neighbourhood policing model and allow a more collaborative approach both internally and externally with partner agencies across Rotherham. 5.2 The need to protect our most vulnerable is at the forefront of our objectives. Our Protecting Vulnerable People (PVP) teams have merged keys areas of Policing when

6 | Page Page 24 dealing with both children and adult investigations. This team is co-located with the Safer Rotherham Partnership and our key agencies such as social services. By bringing high-risk domestic abuse into the multi-agency team, we have a much more collaborative approach to assessing risk and accessing early intervention. 5.3 Rotherham PVP and the district police team continue to work closely with NCA Stovewood. The two agencies have clear lines of communication and collaboration to ensure the victims get the level of service they deserve. 5.4 Our Rotherham PVP teams are extremely effective at dealing with child abuse victims. From the start of 2018, the PVP CID teams have convicted offenders of more than 150 years for sexual offending. Importantly the Multi Agency Safeguarding Teams (MASH) get the right support for the victim at the earliest opportunity. The Rotherham teams have increased their victim orientated approach by using the new and bespoke Victim Reception Centre in Sheffield. 5.5 Organised crime is a huge priority for Rotherham as it also targets our most vulnerable in complex areas of policing such as human trafficking, drugs, firearms and child exploitation. Operation Fortify was a national week of activity where Rotherham delivered a week of intensive activity with partners. Our dedicated organised crime team, Operation Centurion, relentlessly target our Organised Crime Groups (OCG’s). The disruption around organised crime is embedded in neighbourhood policing. Every piece of legislation that the police and our partners can bring to bear is used to disrupt criminality. Our neighbourhood teams have a bespoke plan to disrupt key areas of criminality, travel, lifestyle, finances, behaviour and the actual criminal act itself. We have self-assessed our organised crime intelligence to look at Child Criminal Exploitation (CCE) and county lines criminality to ensure that we and our partners fully understand the causes and the ways we can prevent and pursue. Organised crime is now an objective for the Safer Rotherham Partnership and the police lead on coordinating multi agency disruption, intervention and investigation.

6. SICKNESS 6.1 Rotherham was a significant outlier for police officer sickness. Well above force and national average, Rotherham’s levels of sickness in our officers indicated a workforce of people previously affected by the working environment and/or disenfranchised with their work. 6.2 A supportive and robust approach, person-by-person has turned this position around. At our nadir in November, 8.5% of our officers were absent through sickness. August’s figures show a slight increase in officer sickness, from a low of 5% in July, however police staff has reduced significantly from July. Within this figures, there are a myriad of home visits from the management team, supported management action plans and personal interventions. Local management have been very well supported by HR colleagues, working together to achieve improvement. As a result, we are becoming a healthier and happier place; which creates more capacity; enabling better achievements for the public we serve.

7 | Page Page 25 May 2018 July 18 Aug 18 Force Ave. Aug ‘18 Police 5.4% 5 5.6 4.4 Staff 2.5% 7.3 4.9 5

7. COMMUNITY ISSUES 7.1 In response to community concerns, particularly from local transport companies, Rotherham has worked with South Yorkshire Transport Executive, First South Yorkshire, Stagecoach Busses, Stagecoach Super Tram and Powell’s Bus Company to create a dedicated policing service for the public travelling on public transport. ‘TravelSafe’ is coordinated by a designated police constable working across districts and based at Lifewise, Hellaby. This bespoke role ensures a coordinated response to crime (often theft and fraud offences) and anti-social behaviour (ASB) on our public transport, while seeking to protect the most vulnerable across our society. 7.2 This partnership role was launched in July 2018, with an immediate impact on opportunities for the police and partners to reduce crime and protect vulnerable people. Examples include: 1) the sharing of a transport intelligence database which records bus pass usage and user details 2) Ready access to CCTV networks across the bus companies and interchanges. This technology affords additional opportunities when investigating incidents of people going missing, tracing suspected criminals and identifying crime hotspots. 7.2 Successes include the return of several vulnerable adults reported missing to police, who were tracked through their bus pass activity and safely returned home. An operation on Friday 27th July 2018, using special constables, volunteers and bus company staff, looking for fraud/theft on bus routes. Areas patrolled included Brecks, Rotherham and Firshill/Wicker in Sheffield. In total 39 coaches containing 693 passengers were engaged with, resulting in the recovery of fraudulent concessionary passes and identification documentary irregularities. £300 in on the spot fines were distributed in response to this. During the same operation an adult male was stopped and searched and found in possession of a knife, he was arrested, interviewed and charged with the offence. The same male was also wanted for breach of Court Order since April 2017 and was subsequently remanded into the custody of the prisons/courts.

Superintendent Steve Chapman Rotherham Operations Superintendent

8 | Page Page 26 Agenda Item 12

PUBLIC ACCOUNTABILITY BOARD

DATE 29th OCTOBER 2018

SOUTH YORKSHIRE POLICE PERFORMANCE AGAINST THE POLICE AND CRIME PLAN OUTCOMES

THEME: SERIOUS AND ORGANISED CRIME

REPORT OF THE CHIEF CONSTABLE

1. PURPOSE OF REPORT

1.1 To provide an update to the Police and Crime Commissioner (PCC) around progress against the ‘Serious and Organised Crime’ outcome of the Police and Crime Plan 2017-2021 in support of the PCC’s overarching aim of South Yorkshire being a safe place in which to live, learn and work.

2. RECOMMENDATION(S) AND / OR DECISION(S) REQUIRED

2.1 The force recommends that the Police and Crime Commissioner notes the content of this report.

3. PERFORMANCE SUMMARY ASSESSMENT

3.1 Serious and Organised Crime (SOC) is a strategic priority for the force and is highlighted as such within the current Control Strategy for 2018/19. Strategic governance and oversight is provided through the Countywide Organised Crime Partnership Board (OCPB), which meets quarterly. Chaired by the Detective Chief Superintendent, Head of Crime, the Countywide OCPB is attended by all four local authorities and other key partner agencies. Each of the four policing districts hold separate Local Organised Crime Partnership Boards within their established framework of Community Safety Partnerships.

3.2 The force currently has 54 Organised Crime Groups (OCGs) that are believed to be criminally active, comprising of potentially 445 OCG members. A further 80 OCGs are known, but assessed to be inactive, principally due to concerted efforts to disrupt and dismantle their activities. Of the 54 criminally active OCGs across the county, 33 are assessed as having some degree of firearms capability, as illustrated below.

1 Page 27 OCG profile for South Yorkshire – October 2018

3.3 In terms of criminality, the primary threat category for South Yorkshire’s OCGs relates to drugs, as illustrated by the following table.

South Yorkshire Threat Profile – October 2018

3.4 The force works closely with the Regional Organised Crime Unit (ROCU), Regional Asset Recovery Team (RART), Regional Intelligence Unit (RIU), and the National Crime Agency (NCA) where necessary. The relationship with the ROCU is strong, effective and enables the force to share intelligence with wider partners, support operations with specialist covert capability, and draw on other specialist assets from the wider ROCU network and NCA.

3.5 Tasking and coordination of operational resources to address these threats are managed through defined local, force, regional and national processes. Additionally, the force also engages with other law enforcement agencies such as the Gangmasters and Labour Abuse Authority (GLAA) and Home Office Immigration Enforcement, to facilitate intelligence sharing and support to Modern Slavery and Human Trafficking investigations. Intelligence sharing with other partner agencies is further enhanced through existing relationships and processes with the Government Agency Intelligence Network (GAIN). The GAIN’s primary role is to act as a channel for the effective sharing of intelligence, across a large network of partners including all police forces in England and Wales.

2 Page 28 3.6 Through the ROCU network, a series of Threat Reduction Groups exist across Yorkshire and the Humber for key serious and organised crime themes, such as child sexual exploitation, modern slavery, drugs, firearms, economic crime, and serious acquisitive crime. Engagement with the ROCU through the Regional Tactical Intelligence Group (RTIG) and Regional Tactical Tasking and Coordination Group (RTTCG) processes affords the force the opportunity to bid for and secure specialist regional and national assets through the ROCU and NCA respectively.

3.7 Through the wider investment in Neighbourhood Policing Teams, the force is now working more closely with partners to develop problem-solving plans against OCGs. This partnership work is to be further enhanced through the development of the ‘Operation Fortify’ brand, which will be used to underpin all countywide partnership activity in relation to the threat associated with serious and organised criminality.

3.8 Within South Yorkshire, the Detective Superintendent (Director of Intelligence and Operations) chairs a monthly Serious and Organised Crime Threat Reduction Group, attended by district and departmental Detective Chief Inspectors (DCIs). This meeting provides operational performance scrutiny around police and partnership activity in line with the national strategic objectives of:  Pursue relentless disruption and prosecution of serious and organised criminals;  Prevent people becoming involved in serious and organised crime;  Protect by reducing the vulnerability amongst the community from the threat of serious and organised crime; and  Prepare by ensuring the necessary capabilities exist to tackle serious and organised crime.

3.9 Operationally, each district treats the threat of serious and organised crime as a priority. Each district has a DCI Command Team member who acts as the appointed Local Responsible Officer (LRO) to develop and manage all partnership plans against identified OCGs in their respective policing area.

3.10 Every OCG in the county is subject to a mapping and scoring process led by the Regional Organised Crime Threat Assessment team (ROCTA). Based within the RIU, the ROCTA is a relatively new addition and has been introduced due to wider national changes. This process allows for a ‘risk score’ to be produced, based upon the criminality and capability of the OCG. This process is conducted in line with the nationally recognised Management of Risk in Law Enforcement (MoRiLE) scoring process. The introduction of the ROCTA affords the force independent oversight of OCG mapping and the capability to understand the threat posed by local OCGs within the regional and national context.

3.11 The force continues to have a significant impact on disrupting and dismantling a number of OCGs with partners as illustrated in the dashboard below. This includes 266 recorded disruptions, 23 firearms seized, 29 vehicles recovered, the seizure of £83k of cash and 11 partnership disruptions within the 6-month period April – September 2018.

3 Page 29 South Yorkshire OCG Disruptions – April to September 2018

3.12 Operation Railbird is an example of such activity, where a violent and unpredictable travelling OCG from Doncaster, suspected to be involved in drug dealing, ATM thefts and robberies was dismantled. Following a complex investigation between the Regional Organised Crime Unit, Specialist Crime Services and Doncaster district, 9 members of the gang pleaded guilty to offences of conspiracy to supply class A controlled drugs, receiving a total of 35 years imprisonment. A tenth offender pleaded guilty to conspiracy to supply Cannabis, a class B drug and will be sentenced at a future date. The investigation led to national media coverage, which highlighted some of the wider successes of the operation, including the recovery of multiple kilogrammes of heroin, 2 kilogrammes of cannabis, around 100 bladed weapons, and two semi- automatic firearms with ammunition.

3.13 To further enhance operational effectiveness, the force is in the process of finalising implementation of internal structural changes arising from Phase 1 of the Force Crime Review. This recognised the challenges presented by serious and organised crime and identified a need to reshape existing structures and resources to deal with emerging threats such as modern slavery, cyber-crime and online sexual offending.

3.14 The restructure has led to three distinct operating channels for tackling serious and organised criminals across the county in line with similar developments in the NCA: (i) SOC Vulnerability – (organised CSE, modern slavery, and online sexual offending); (ii) SOC Prosperity (criminal finance, asset recovery, and cyber-crime); (iii) SOC Commodities (firearms, drugs and other criminal property).

3.15 A key development has been the introduction of a dedicated SOC Vulnerability unit. This unit has bolstered specialist investigative capability, and builds on important work in relation to victim management, multi-agency coordination and intelligence development undertaken by the force Anti-Slavery Unit.

3.16 Over recent months the Anti-Slavery Unit has continued to support an NCA-led monthly programme of operational activity (Operation Aidant). This includes

4 Page 30 operations designed to tackle the modern slavery and human trafficking threat with nail bars, car washes, adult sex worker websites and pop up brothels.

3.17 The force has now mainstreamed Operation Zeus - the specialist unit investigating non-fatal firearms offences involving OCG members; developed a dedicated Major Crime Unit to investigate homicide offences; and improved the response to fraud, through the introduction of a dedicated officer working within the Crime Support Hub.

4. FUTURE DIRECTION AND DEVELOPMENTS

4.1 The emerging threat of ‘County Lines’ activity is seen as a significant issue nationally. During October 2018, the force participated in a week of action to tackle the County Lines threat. A County Line is defined when an OCG utilises a dedicated drug dealer line to establish a foothold in communities, by exploiting vulnerable children and adults to establish new territory for drug dealing. This often leads to an increase of violence. The force has recently undertaken detailed analysis of the ‘County Lines’ problem. Additional, the force has nominated a Detective Chief Inspector as force lead, to develop a strategy and delivery plan to address the threat as part of the wider strategy for tackling all forms of Child Criminal Exploitation (CCE).

4.2 During October 2018, representatives of HMICFRS attended the force as part of SOC- related pre-inspection fieldwork. Previously, the force received a HMICFRS assessment as ‘Good’ in this area. A great deal of work has been undertaken over recent weeks to prepare for this visit and provide strong evidence in support of the force’s aspiration to be ‘Outstanding’.

5. COMMUNICATION PLANS / CONSIDERATIONS

5.1 Violent crime involving the use of knives remains an issue for policing nationally and a key focus of prevention campaigns. The force has a clear intent around preventing knife crime and bringing to justice those who carry knives. The force has a clear strategy in place for tackling knife crime and continues to be proactive in prevention activity through the ‘Drop The Knife’ campaign, supported by internal and external media articles. The Guns and Knives Take Lives project, delivered through the Lifewise centre, has now reached more than 20,000 young people in a rolling programme which accesses over 95% of South Yorkshire’s schools.

5.2 The force is currently running the ‘Trapped’ communications campaign, as part of the strategy for tackling the emerging threat of Child Criminal Exploitation (CCE). Although primarily aimed at young people, the secondary target audience is family and friends in anticipation they will identify warning signs and act. The ‘Trapped’ campaign is designed to complement other work streams, including County Lines prevention activity, the ‘You are Only Young Once’ (YOYO) campaign and ‘Crucial Crew’ sessions for young people delivered at the Lifewise centre.

5 Page 31 6. EXCEPTION REPORTING

6.1 None

Chief Officer Lead: Assistant Chief Constable Tim Forber

Report Author: Detective Superintendent Chris Singleton, Director of Intelligence Detective Chief Superintendent James Abdy, Head of Crime

6 Page 32 Agenda Item 14

PUBLIC ACCOUNTABILITY BOARD 29 October 2018

Report of the Chief Finance & Commissioning Officer

Budget Monitoring Report 2018/19 – Period ending 30th September 2018

Purpose of the report

1. This report sets out the latest financial forecasts against revenue and capital budgets at the end of the second quarter of 2018/19. It covers the cost of the Office of the Police and Crime Commissioner (OPCC), budgets managed by the OPCC and the budget managed by the Chief Constable (CC) of the South Yorkshire Police force (SYP).

Recommendation

2. To note the forecast financial outturns for 2018/19 for revenue and capital budgets.

Background

3. On 26th February 2018 the PCC approved a revenue budget of £254.876m. The net revenue budget, after the use of £7.305m of reserves was £247.571m, which is the amount that is financed by government grant and Council Tax income.

4. During the financial year the revenue budget will be revised to reflect a number of approved changes. Since last reported there have been no further changes approved:

£'000 £'000 Approved Expenditure Budget 254,876 CC Approved Changes Virement from PCC 135

135 PCC Approved Changes Orgreave Archivist 42 Virement to CC -135

-93

Revised Expenditure Budget 254,918 Contribution from Reserves -7,347 Net Budget Requirement 247,571

5. The PCC also approved a capital programme of £14.0m for 2018/19. However, at the end of the 2017/18 financial year the budget was increased by £3.4m to £17.4m at June’s PAB, as a result of slippage on some programmes. Additionally, £1.1m of capital grant is to be received in 2018/19, of which all but £42k relates to the Problem Solving Transformation Fund. There have been no changes to the capital programme budget since last reported. The total 2018/19 capital programme of £18.6m is detailed in Appendix D to this report.

Page 33 Year End Forecast - Overall Revenue Budget Position

6. The budget required a contribution of £7.347m from reserves in order to balance. The latest forecast position will result in a contribution to reserves of £0.997m, an improvement of £2.480m since last reported (£5.864m)

7. The table below shows the revenue outturn position with an analysis between the Chief Constable’s budget, legacy issues costs and the budgets managed by the PCC and OPCC:

Summary Forecast at 30th September 2018

Revised Forecast Budget Outturn Variation £'000 £'000 £'000

Chief Constable's Budget 245,874 240,340 -5,534 External Funding -7,645 -7,452 193

Legacy Costs: Operation Stovewood Costs 2,332 1,797 -535 Potential Compensation Claims 4,800 2,477 -2,323

PCC and OPCC Budget 2,061 2,026 -35 Partnerships & Commissioning 3,178 3,178 0 Capital Financing 4,348 4,238 -110 External Funding -30 -30 0

Contribution (-from)/to Reserves -7,347 997 8,344

Total Net Expenditure 247,571 247,571 0

8. It was approved at July’s PAB that £1.53m of the forecast underspend on the Chief Constable’s budget would be earmarked to transfer to reserves, to meet potential fracking costs (£1m) and slipped transitional costs relating to the crime review (£0.5m). The adjusted projected outturns underspend as at 30 September is shown below:

Chief Constable’s Outturn Position (including external funding)

CC Legacy Total £m £m £m June Projected Outturn 4,018 1829 5,847 Change in CC outturn 691 0 691 July Projected Outturn 4,709 1,829 6,538 Change in CC Outturn 512 0 512 Aug Projected Outturn 5,221 1,829 7,050 Change in CC outturn 120 1,029 1,149 Sept Projected Outturn 5,341 2,858 8,199 Less: 0 Cont. to Reserves (Legacy) 0 -2,858 -2,858 Cont. to Reserves (Fracking) -1,000 0 -1,000 Cont. to Reserves (Transitional Costs) -530 0 -530 Sept Adjusted Projected Outturn 3,811 0 3,811 Page 34 Explanation of Variances

Chief Constable Budget

9. The forecast position is a £5.341m underspend on the Chief Constable’s budget, net of external funding (£0.12m better than August). The cost of legacy issues is now forecast to be £2.858m underspent (£1.029m better that August), which will be held in the earmarked Legacy reserve. SYP’s detailed budget monitoring report and appendices are attached at Appendix One. After the allocation to reserves for fracking (£1m) and transitional costs (£0.5m), this reduces the forecast underspend to £3.811m. The key forecast variances are:

£m Pay -5.6 Transport -0.6 Supplies & Services 0.8 Other -0.2 Total -5.3 Legacy -2.9 Total -8.2

10. The key reason for the operational forecast underspend relates to the Crime Review (the transitional costs of which were to be supported by reserves in this financial year). Delays in recruitment of officers and staff, some of these costs are now expected to be incurred in 2019/20 as the Crime Review progresses and changes in staff pay projections.

11. The budget for 2018/19 included savings plans of £6.06m. SYP is forecasting to be on target to achieve this. Appendix B to the attached SYP report highlights £5.292m of the savings plans as delivered by the end of September 2018.

Legacy Issue Costs

12. Based on information provided by SYP’s Legal Services Department, legacy issues are currently forecast to underspend by £2.858m. This is due to the estimated costs of Hillsborough civil claims now expected to fall into a later year, the change in the estimation method for CSE civil claims and an updated forecast from the NCA for Operation Stovewood. 13. Special Grant applications for the estimated 2018/19 costs of each of the three legacy issues were submitted to the Home Office in mid-June. A decision on the level of grant funding for Operation Stovewood was communicated to the PCC on 10 August with approval of up to 85% of costs incurred, with a cap at £11.4m. The decision regarding special grant funding for potential Hillsborough and CSE civil claims is expected in November. Any net underspends will be transferred to the Legacy earmarked reserve.

PCC and OPCC budget

14. The PCC and OPCC budget is forecast to be an underspend of £0.035m. This relates mainly underspends on the employees budget, due to vacancies and NI costs.

Partnerships & Commissioning

15. The forecast is expected to be on budget at the year end.

Capital Financing

16. A review has taken place and the following forecast, predicting an underspend of £0.1m:

Page 35 Budget Outturn Variance £'000 £'000 £'000 Expenditure RMBC Principal 991 991 0 RMBC Interest 223 172 -51 Police Principal (MRP) 2,416 2,427 11 Police Interest 1,623 1,565 -58 Total Expenditure 5,252 5,155 -97 Income Loan Charge Grant -754 -716 38 Investment income -150 -200 -50 Total Income -904 -916 -12

Total Debt Charges 4,348 4,238 -109

17. The main reasons for the underspends are:

 The change in the interest rate applied by RMBC with regards to the outstanding transferred debt,  A reduction in interest due on PWLB loans as a result of internal borrowing rather than external at last financial year-end,  As a result of the change in forecast for RMBC transferred debt, there is a reduction in the income due from the Home Office Loan Charge Grant, and  Following receipt of the Pensions Top-Up Grant and Special Grant income interest on investments is forecast to exceed budget.

Capital Programme

18. Against the revised budget of £18.61m, the capital programme forecast expenditure is £15.40m. Of this, £1.72m is slippage, £1.66m is underspends and £0,17m overspend. Appendix C of the SYP budget monitoring report attached details the scheme-by-scheme variances. The most significant variances relate to Rotherham police station (£0.5m slippage), alterations to Ecclesfield police station (£1.6m underspend) and Fire Risk Assessment (£0.4m slippage). The Head of Estates, in conjunction with SCT and the Estates Board are reviewing the Estates position during this financial year.

19. The capital programme is financed by grants, capital receipts and borrowing as shown in the table below:

Revised Budget Outturn 2018/19 2018/19 £'000 £'000

Government Grants 1,071 1,071 Capital Receipts 60 428 External Funding 1,145 1,138 Revenue Contribution 0 0 Contribution from Capital Reserves 0 0 Borrowing 16,335 12,763 Overall Total 18,611 15,400

Page 36 Reserves Position

20. At 31 March 2018, the overall level of revenue reserves available was £37.0m. This included general reserves of £12.2m and earmarked reserves of £25m. The expected movement in year, which mainly relates to the table at paragraph 8, is reflected in the table below:

Opening Closing Balance Movement balance at 31/3/18 in year at 31/3/19 £'000 £'000 £'000

General Reserves 12,297 418 12,715 Earmarked Reserves 25,035 579 25,614

Total Revenue Reserves 37,332 997 38,329

Capital Reserves 7,484 0 7,484

Total Capital Reserves 7,484 0 7,484

Total Reserves 44,816 997 45,813

Enclosed:

Appendix One – SYP Budget Monitoring Report June 2018, plus Appendices A to E

Name: Michael Clements Position: Chief Finance and Commissioning Officer, OPCC Page 37 Contact number: 0114 2964144 Appendix One

SOUTH YORKSHIRE POLICE

Senior command team

24th October 2018

SPONSOR: NIGEL HILLER

BUDGET MONITORING REPORT – SEPTEMBER 2018

DECISION RECORD NO : 2017 / 0

EXECUTIVE SUMMARY This report is to inform the Senior Command Team of the Force’s draft outturn on its revenue and capital budgets as at 30th September 2018. It is based on an analysis of income and expenditure for the period 1st April 2018 to 31st March 2019 before accounting adjustments.

The projected revenue outturn is a £3.81m underspend, this is after setting aside £1.00m for Fracking and £0.53m for the Crime Review transitional costs. Overall projected legacy outturn is a £2.86m underspend, which will go back directly into the legacy reserve. Of this £2.00m is in relation to Hillsborough, £0.32m CSE Civil claims and £0.54m on the Stovewood enquiry.

There has been an increase in the under spend of £0.12m since the last reported position.

The force has achieved £5.29m of savings against the £6.06m target and is projecting to exceed this target by the end of the year.

RECOMMENDATION(S)

It is recommended that SCT:

2.1 receive the report 2.2 note the key points at 3.1

DECISION REACHED

The Senior Command Team reached the following decision:-

RATIONALE

The rationale for the decision is:-

CONFIDENTIALITY

The information within this report is not considered to be confidential.

Signed______Date______

Page 38 Decision communicated by ______Date ______

Page 39 SOUTH YORKSHIRE POLICE

SENIOR COMMAND TEAM

24th October 2018

SPONSOR: NIGEL HILLER

BUDGET MONITORING REPORT – SEPTEMBER 2018

DECISION RECORD NO : 2017 / 0

1. Purpose of the Report

This report is to inform the Senior Command Team of the Force’s draft outturn on its revenue and capital budgets as at 30th September 2018. It is based on an analysis of income and expenditure for the period 1st April 2018 to 31st March 2019 before accounting adjustments.

2. Recommendations

It is recommended that SCT:

2.1 receive the report 2.2 note the key points at 3.1

3. Background Information

3.1 Current Budget

Overall the force is projecting a £3.81m underspend, this is after setting aside £1m for potential fracking costs and £0.53m for the crime review transitional costs previously approved.

The outturn has changed by £0.12m (increase in underspend) since August.

Overall projected legacy outturn is a £2.86m underspend, which will go back directly into the legacy reserve. Of this £2.00m is in relation to Hillsborough, £0.32m CSE Civil claims and £0.54m on the Stovewood enquiry, which reflect the latest projections from Legal services.

The force has achieved £5.29m of savings against the £6.06m target and is projecting to exceed this target by the end of the year.

Key Points

Crime The Crime Review continues to be implemented and is being Review constantly reviewed to produce accurate projections in terms of officer and staff pay.

The budget will be realigned based on the recent decision to extend the transitional posts.

Overtime Further work needs to be done to better understand the reasons for the overspending and control measures being taken to manage this. Page 40 3.2 Revenue Summary (Appendix A)

Police Officers Pay & Pension £2.96m underspend

There has been a small reduction in the underspend since August’s report.

Due to the work being undertaken with Workforce Planning to accelerate the recruitment, the intake of 18 probationer officers previously planned for July 2019 has been brought forward to January 2019 and an additional 12 transferees are planned in March 2019.

The projection includes an additional 17.91fte retirements and other leavers compared to budget. The student intake budgeted in October 2018 has been brought forward to September 2018.

During the month the Unsocial Hours budget has been reviewed and recurrent savings of £0.22m have been recognised.

Underspends include:-

 Additional retirements and other leavers £0.56m  Spinal point difference on opening over established officers £0.43m  Additional Chief Inspector Post Funded (Barnsley) £0.08m  Additional Sergeant Post Funded (Crime Hub) £0.06m  2 additional Crime Trainer Post Funded (Crime Review) £0.09m  Revised timescales of Transitional Posts (Crime Review) £0.25m  Transfer of two superintendents into new regional posts for DRIPA (Data Retention and Investigatory Powers Act) and NETIC (North East Transformation Innovation and Collaboration). £0.2m  75% of a superintendent charged to the Problem Solving Grant, £0.07m  Underspend on Unsocial Hours £0.3m (including recurrent savings of £0.22m).

Police Officer Overtime £0.64m overspend Overtime projections for police overtime are worse by £0.36m compared to last month. Of the increase in overspend £0.24m is in relation to normal overtime with increased projections on Sheffield due to three recent murders operations Territory, Dahlia and Japan. There have been other small increases on Barnsley, SCS and rechargeable secondments, based on current spending patterns.

Bank Holiday overtime is worse by £0.12m, predominantly in relation to Districts where there was an error with last month’s projections, which were understated by the costs of the August Bank Holiday.

Further work needs to be done to better understand the reasons for the overspending and control measures being taken to manage this.

PCSO’s £0.17m underspend The budget assumes a vacancy factor consisting of 1.5 leavers per month and no recruitment from the base of 225 funded posts (including 8 grant-funded posts in Barnsley). As at the end of September the strength was 213.44 fte, which includes 5.93fte maternity leaver’s and 1 leaver per month, the projected strength at the end of March 2018 is 207.44 fte.

Police Staff £3.28m underspend Since the last report the underspend has not changed significantly.

Current projections continue to estimate the underspend on the Crime Review to be around £2m because of vacant posts and delays in recruiting.

There are other underspends across the Force, the significant areas being:- Page 41  Facilities Management £0.16m underspend, due to vacant posts within cleaning and buildings maintenance offset by material overspends on agency staff budgets and cleaning overtime.  Atlas Communications £0.60m underspend, the Head of Department vacant post (offsetting Superintendent cover) together with vacancies and underspends on Shift and weekend working.  Information Systems £0.13m  HR £0.14m, vacancies exist within the HR Service Collaborative function. The collaborative function is under review.

The projected underspend includes savings not yet achieved of £0.45m.

Police Staff Overtime £0.27m overspend The overspend on police staff overtime mainly within Atlas Communications due to continued high levels of call demand and long term sickness, overall projections are better by £0.05m since last month.

Other Employee Expenses £0.11m overspend The overspend predominantly relates to arrears on injury pension appeals, overall projections are better by £0.05m since last month.

Premises £0.13m overspend There have been no changes to projections on premises costs since last month. The overspend is predominantly in relation to business rates and reactive maintenance budgets, offset by underspends on utility budgets in relation to empty buildings, these are under review in terms of identifying any recurrent savings.

Transport £0.58m underspend Projections on transport costs are better by £0.09m compared to last month, due to lower projections in terms of mileage claims and public transport travel costs. As previously reported the underspends are predominantly in relation to fuel and insurance costs.

Supplies and Services £0.82m overspend The projected overspend in terms of supplies and services has reduced by £0.22m from what was reported last month. The main changes month on month relate to better projections in terms of ISD costs for rental copier charges £0.03m based on usage levels, £0.11m on fixed telephone line rental due to identified savings and £0.04m on telephony equipment due to revised projections.

Of the overspend £0.85m relates to unachieved savings in terms of Unified Communications £0.02m, Connect £0.18m, Smart Contact £0.35m and Forensic Analysis £0.30m.

Agency £0.18m underspend There has been a reduction in the underspend of £0.04m from last month due to changes in projections on mutual aid costs.

Income £0.13m over-achievement Projections on income are better by £0.14m compared to last month with a projected overachievement of income against budget of £0.13m, reported last month as a £0.01m under- achievement. The main change month on month is in relation to mutual aid income for Operation Manifold £0.12m, assistance to Metropolitan Police for the visit by President Trump.

Hillsborough £2.00m underspend The underspend has increased by £0.17m since last month, and reflects the latest projection from Legal Services based on the current position. This underspend will be transferred back into the legacy reserve.

Page 42 Stovewood Enquiry £0.54m underspend The projections on the Stovewood enquiry have been updated to reflect the latest expected outturn, previously these were projecting to spend to budget. Any underspend will be transferred back into the legacy reserve.

CSE Civil Claims £0.32m underspend The projections on CSE civil claims have been updated as these were previously projected to budget, claims projections have now been based on average claim costs rather than generic claim costs, which has reduced the expected costs of claims in year. Any underspend will be transferred back into the legacy reserve.

3.3 MTRS Savings (Appendix B)

As at the end of September 2018, actual savings of £5.29m (£4.99m recurrent) have been delivered in 2018/19 against the permanent savings target of £6.06m, details of which can be seen at Appendix B. Further savings of £0.35m have been delivered during September.

The savings target is projected to be met recurrently, with current projections being savings of £6.48m. Smart Contact savings (£0.24m) have been identified as being at risk due to slippage in the project, Safety Camera Partnership savings (£0.2m) have been slipped to 2019/20 as unlikely to be delivered this financial year and Force Change savings have been reduced and changed to low confidence following a SCT decision to allow recruitment to five posts. In addition, there are £0.07m of negative savings captured in respect of decisions taken during the year which require additional recurrent funding.

2018/19 2018/19 2018/19 2018/19 Savings Savings Savings Projected Status Target Achieved Balance Savings £m £ £ £ Implemented (4.10) (5.23) (1.13) (5.23) High Confidence (0.38) (0.17) 0.21 (0.38) Medium Confidence (1.49) (0.06) 1.43 (1.05) Low Confidence (0.35) (0.15) 0.20 (0.15) Cost 0.26 0.32 0.06 0.33

TOTAL SAVINGS (6.06) (5.29) (0.77) (6.48)

3.4 Capital (Appendix C)

The current capital programme is £18.61m, the projected outturn is £15.40m and the full year variance is £3.21m. The £3.21m can be broken down into slippage of £1.72m, underspends of £1.66m and overspends of £0.17m.

There have been no changes to the full year budget since the August report, the projected outturn has reduced by just £0.01m which all relates to additional declared underspends as follows:

Sheffield – Deployable Mocams, Budget of £0.01 will not be spent this year as the command team have decided not to go ahead with the purchase of deployable cameras. There is an annual budget on the capital programme so there is no need to slip the funding into next year.

3.5 Capital Programme (Appendix D)

The latest capital programme is attached at Appendix D. There have been no changes since the August report.

Page 43 3.6 External Funding (Appendix E)

The total approved external funding in 2018/19 is £7.64m (revenue) and £1.15m (Capital), see Appendix E.

______

Chief Officer Responsible: Nigel J Hiller, Director of Resources Telephone: 0114 252 3435 E-Mail : [email protected]

Contact Officer: Debbie Carrington, Management Accountant Telephone: 0114 252 3554 E-Mail: [email protected]

Amanda Moore, Deputy Management Accountant Telephone: 0114 252 3382 E-Mail: [email protected]

Page 44 APPENDIX A

South Yorkshire Police Revenue Monitoring Total Summary by CIPFA Category Sep-18

Full Year Full Year Full Year Category Budget £ Outturn £ Variance £ 3A0000 - PAY AND EMPLOYMENT COSTS 01. POLICE OFFICER PAY 124,599,465 121,641,724 (2,957,741) 02. POLICE OFFICER 5,554,271 6,193,447 639,176 OVERTIME 03. PCSO PAY 7,646,714 7,473,257 (173,457) 04. PCSO OVERTIME 39,090 34,371 (4,719) 05. POLICE STAFF PAY 63,118,717 59,840,494 (3,278,223) 06. POLICE STAFF 916,972 1,186,272 269,300 OVERTIME 07. OTHER EMPLOYEE 5,749,052 5,860,048 110,996 EXPENSES 08. EMPLOYEE INT (218,211) (220,702) (2,491) RECHARGES 3A0000 - PAY AND EMPLOYMENT COSTS 207,406,070 202,008,912 (5,397,158) Total 3F0000 - OVERHEADS 09. PREMISES RELATED 7,404,861 7,537,626 132,765 EXPENDITURE 10. TRANSPORT RELATED 4,458,482 3,880,330 (578,152) EXPENDITURE 11. SUPPLIES AND 15,414,908 16,231,752 816,844 SERVICES 12. AGENCY 14,162,264 13,977,833 (184,431)

3F0000 - OVERHEADS Total 41,440,515 41,627,541 187,026

3N0000 - GRANT, TRADING AND 13. INCOME (10,345,577) (10,476,389) (130,812) REIMBURSEMENT INCOME 16. SPECIFIC GRANT (271,433) (271,433) 0 FUNDING 15. DEBT CHARGES 0

3N0000 - GRANT, TRADING AND (10,617,010) (10,747,822) (130,812) REIMBURSEMENT INCOME Total FORCE EXPENDITURE BEFORE LEGACY 238,229,575 232,888,632 (5,340,943) ISSUES LEGACY ISSUES HILLSBOROUGH CIVIL 2,400,000 397,150 (2,002,850) CLAIMS CSE CIVIL CLAIMS 2,400,000 2,079,987 (320,013)

STOVEWOOD ENQUIRY 2,332,500 1,797,242 (535,258)

TOTAL COST LEGACY ISSUES 7,132,500 4,274,379 (2,858,121)

NET EXPENDITURE 245,362,075 237,163,011 (8,199,064)

CONTRIBUTION TO/(FROM) RESERVES

- HILLSBOROUGH 2,002,850 - CSE 320,013 - STOVEWOOD 535,258 - FRACKING 1,000,000 - CRIME REVIEW TRANSITIONAL FUNDING 530,000

NET EXPENDITURE AFTER RESERVES 245,362,075 237,163,011 (3,810,943) Page 45 APPENDIX B South Yorkshire Police MTRS Savings Plan Sep-18

Full Year MTRS Effect Savings Savings Under / Projected Under / Savings FYE Under / 2018/19 MTRS SAVINGS TARGET Target Achieved (Over) Saving (Over) Achieved (Over) £ £ £ £ £ £ £ Other Officers 2017/18 - (reduction of 50 in AFP) (874,208) (890,238) (16,030) (890,238) (16,030) (890,238) (906,268) 5% Non Pay Savings (419,900) (421,900) (2,000) (421,900) (2,000) (421,900) (423,900) Staff Pay Savings (284,148) (284,148) 0 (284,148) 0 (284,148) (284,148) Campaigns Calendar (23,563) (23,563) 0 (23,563) 0 (23,563) (23,563) New Premises Savings (189,501) (189,501) 0 (189,501) 0 (189,501) (189,501) Economic Crime Unit (27,068) (27,068) 0 (27,068) 0 (27,068) (27,068) Disturbance Allowance (30,178) (30,178) 0 (30,178) 0 (30,178) (30,178) Non Devolved Savings (385,890) (385,890) 0 (385,890) 0 (385,890) (385,890) Unsocial Hours (199,647) (199,647) 0 (199,647) 0 (199,647) (199,647) SCS - Workforce Modernisation 139,076 139,076 0 139,076 0 139,076 139,076 Criminal Justice - Priority Based Budgeting (42,574) (42,574) 0 (42,574) 0 (42,574) (42,574) Community Safety - Priority Based Budgeting (34,369) (34,369) 0 (34,369) 0 (34,369) (34,369) Force Change Team (15,338) (15,338) 0 (15,338) 0 (15,338) (15,338) HR Services (4,474) (4,474) 0 (4,474) 0 (4,474) (4,474) Regional Stores 631 631 0 631 0 631 631 Community Safety - Mental Health Post (4,510) (4,510) 0 (4,510) 0 (4,510) (4,510) Other Police Pay Savings 0 (88,470) (88,470) (88,470) (88,470) (88,470) (176,940) Regional Procurement (8,682) (8,682) (8,682) (8,682) (8,682) (17,364) Original Premises Savings (3,731) (3,731) (3,731) (3,731) (3,731) (7,462) Facilities Management (218) (218) (218) (218) (218) (436) 1% Non Consolidated Staff Bonus 0 (214,495) (214,495) (214,495) (214,495) 0 0 5% Non Pay Savings (87,417) (162,745) (75,328) (162,745) (75,328) (162,745) (75,328) Airwave Service Charges 0 (100,000) (100,000) (100,000) (100,000) (100,000) (100,000) Claims Handling 0 (60,600) (60,600) (60,600) (60,600) (60,600) (60,600) Internal Audit (40,000) (35,759) 4,241 (35,759) 4,241 (35,759) 4,241 MFD Leasing 0 (108,265) (108,265) (108,265) (108,265) (108,265) (108,265) NPAS (412,741) (412,741) 0 (412,741) 0 (412,741) 0 Other IT Costs 0 (50,000) (50,000) (50,000) (50,000) (50,000) (50,000) PAG Staffing Changes 0 (23,188) (23,188) (23,188) (23,188) (16,805) (16,805) PCSO Increased Vacancy Factor (130,635) (130,635) 0 (130,635) 0 (130,635) 0 Procurement Saving 0 (15,787) (15,787) (15,787) (15,787) (15,787) (15,787) PSD Staff 0 (31,127) (31,127) (31,127) (31,127) (31,127) (31,127) Smart Motorway - Prosecution Led Income (157,900) (156,199) 1,701 (156,199) 1,701 (156,199) 1,701 Staff Vacancy Factor (500,000) (500,000) 0 (500,000) 0 (500,000) 0 Telephones (delayed savings) (274,222) (274,000) 222 (274,000) 222 (274,000) 222 Additional Income (100,000) (184,661) (84,661) (184,661) (84,661) (184,474) (84,474) Other Police Unplanned Pay Savings 0 (252,153) (252,153) (252,153) (252,153) (258,509) (258,509) Connect (178,599) (150,000) 28,599 (178,599) 0 (150,000) 28,599 Facilities Management (60,000) (18,303) 41,697 (60,000) 0 (18,955) 41,045 Original Premises Savings (122,413) 0 122,413 (122,413) 0 0 (77,234) Unified Communications (20,600) 0 20,600 (20,600) 0 0 20,600 Collaboration with other forces (100,000) 0 100,000 (100,000) 0 (5,443) 94,557 Forensic Science (300,000) 0 300,000 (300,000) 0 0 300,000 Review of Staff Terms & Conditions (400,000) (36,639) 363,361 (400,000) 0 (36,639) 363,361 Safety Camera Partnership (200,000) 0 200,000 0 200,000 0 200,000 Smart Contact (395,382) 0 395,382 (153,752) 241,630 0 395,382 SYF&R (100,000) (29,038) 70,962 (100,000) 0 (33,880) 66,120 Force Change Team (350,000) (155,712) 194,288 (155,712) 194,288 (72,514) 277,486

Barnsley Chief Inspector 77,293 77,293 0 77,293 0 77,293 0 Coroners Officers Posts 26,762 26,762 26,762 26,762 26,762 26,762 Crime Support Hub Sergeant 58,700 53,809 (4,891) 58,700 0 58,700 0 DaRT Supervisor 32,401 24,355 (8,046) 32,401 0 32,401 0 DRIPA 0 29,299 29,299 29,299 29,299 29,299 29,299 NETIC 96,504 96,504 0 96,504 0 96,504 0 Disclosure Risk Assessor 12,203 12,203 12,203 12,203 12,203 12,203 Data Protection Income 4,000 4,000 4,000 4,000 4,000 4,000 ISD Costs including Iken Case Management 0 0 0 0 6,997 6,997

TOTAL MTRS SAVINGS TARGET (6,060,672) (5,292,614) 768,058 (6,481,061) (420,389) (4,985,710) (1,639,477)

Page 46 APPENDIX C South Yorkshire Police Capital Monitoring Summary by Scheme Sep-18

Projected Full Year Full Year Budget Portfolio Capital Scheme Outturn Variance Slippage Underspend Overspend Total £ £ £ T90000 Case Management System 0 5,474 5,474 0 0 5,474 5,474 3S200 - SY LEGAL SERVICES 0 5,474 5,474 0 0 5,474 5,474 DEPUTY T01030 Protective Monitoring Software 85,000 85,048 48 0 0 48 48 CHIEF CONSTABLE T01040 Specialist Hearing Equipment 20,000 20,000 0 0 0 0 0 PROFESSIONAL STANDARDS 105,000 105,048 48 0 0 48 48 3S300 - SY T85010 Proactis Stores System 8,014 8,014 0 0 0 0 0 DIRECTOR T85020 Body Armour 200,000 200,000 0 PROCUREMENT 208,014 208,014 0 0 0 0 0 T02000 Pension System 29,308 29,308 0 0 0 0 0 T02040 Contingency for in-year Schemes 331,401 331,401 0 0 0 0 0 CORPORATE FINANCE 360,709 360,709 0 0 0 0 0 T03200 Atrium System Replacement 19,380 19,380 0 0 0 0 0 T03210 Niagara Stock Condition 282,531 282,531 0 0 0 0 0 T03220 Nunnery Roof 11,965 13,988 2,023 0 0 2,023 2,023 T03280 Facilities Security Access 90,000 0 (90,000) (90,000) 0 0 (90,000) Page 47 Page T03340 Rotherham Boiler 500,000 0 (500,000) (500,000) 0 0 (500,000) T03370 Ecclesfield Scheme 1,570,000 0 (1,570,000) 0 (1,570,000) 0 (1,570,000) T03380 Fire Risk Assessments 507,765 100,000 (407,765) (407,765) 0 0 (407,765) T03390 16-17 Stock condition Ecclesfield Replacement of the 40,000 0 (40,000) 0 (40,000) 0 (40,000) T03400 16-17 Stock Condition Snig Hill L5 Media Library / Canteen 11,500 14,612 3,112 0 0 3,112 3,112 T03450 17-18 Stock Condition Maltby PVP Relocation Alterations 50,594 51,337 743 0 0 743 743 T03460 Phase 3 Lifewise Centre 200,000 20,000 (180,000) (180,000) 0 0 (180,000) T03470 Stock Condition Attercliffe Security Gates 62,255 56,153 (6,102) 0 (6,102) 0 (6,102) T03480 18/19 Stock Condition 500,000 500,000 0 0 0 0 0 T03490 Fire Risk Assessments Batch 1 92,235 92,235 0 0 0 0 0 FACILITIES MANAGEMENT 3,938,225 1,150,236 (2,787,989) (1,177,765) (1,616,102) 5,878 (2,787,989) T10220 DMS Duty Management System 188,000 188,000 0 0 0 0 0 T10260 Key Mgmt Facility 60,000 60,000 0 0 0 0 0 INFORMATION SERVICES 248,000 248,000 0 0 0 0 0 T15020 Public Sector Network 24,566 24,566 0 0 0 0 0 T15090 Contact Management 1,087,188 1,087,188 0 0 0 0 0 T15170 Oracle Upgrade 2,272 51,453 49,181 0 0 49,181 49,181 T15180 Criminal Justice System 57,143 57,143 0 0 0 0 0 T15190 Unified Communications 402,352 487,509 85,157 0 0 85,157 85,157 T15270 System Integration - Smart Contact & Connect 620,012 620,012 0 0 0 0 0 T15290 17-18 Oracle Upgrades 64,561 88,847 24,286 0 0 24,286 24,286 T15300 17-18 Server/Network/Storage Replacement 32,910 32,910 0 0 0 0 0 T15310 17-18 Enterprise Reporting 58,233 58,233 0 0 0 0 0 T15320 17-18 ESMCP - ESN 146,650 0 (146,650) (146,650) 0 0 (146,650) T15330 17-18 Oracle Upgrades - E Business Suite & BI 118,476 118,476 0 0 0 0 0 T15350 17-18 Oracle Upgrades - Self Service 34,250 34,250 0 0 0 0 0 T15380 17-18 Oracle Upgrades - FM System 17,598 17,598 0 0 0 0 0 T15390 2017/18 Personal Computer Replacement 152,133 152,133 0 0 0 0 0 T15400 Windows 10 Implementation 189,384 189,384 0 0 0 0 0 T15420 17/18 Corporate Wi-Fi Design 88,305 88,305 0 0 0 0 0 T15430 18/19 Enterprise Reporting 29,330 29,330 0 0 0 0 0 T15440 18/19 Server/Network/Storage Replacement 261,232 229,826 (31,406) (31,406) 0 0 (31,406) T15450 Mobility Stage 2 Replacement 380,117 380,117 0 0 0 0 0 T15460 Specialist Radio Equipment Replacement 263,970 263,970 0 0 0 0 0 T15470 Joint Data Centre 381,290 358,715 (22,575) (22,575) 0 0 (22,575) T15480 Content Portal SharePoint 110,515 110,515 0 0 0 0 0 T15490 Oracle Upgrades - NPOC Interface 52,794 52,794 0 0 0 0 0 T15500 Oracle upgrades - Health & Safety 17,598 17,598 0 0 0 0 0 T15510 18/19 Cyber Security 146,650 139,228 (7,422) (7,422) 0 0 (7,422) T15520 Smart Contact connect Upgrade 87,990 87,990 0 0 0 0 0 T15530 Cloud Platform 61,769 61,769 0 0 0 0 0

Page 48 Page T15540 18/19 Oracle Upgrades 44,582 44,582 0 0 0 0 0 T15550 18/19 Personal Computer Replacement 488,811 488,811 0 0 0 0 0 INFORMATION SERVICES COLLABORATION 5,422,681 5,373,252 (49,429) (208,053) 0 158,624 (49,429) T20000 Tranman Upgrade 29,183 29,183 0 0 0 0 0 T20010 Vehicles 2,274,955 2,274,955 0 0 0 0 0 T20030 Telematics 104,908 104,908 0 0 0 0 0 T20040 Co-location at SYF&R Eastwood 225,000 225,000 0 0 0 0 0 VEHICLE FLEET 2,634,046 2,634,046 0 0 0 0 0 T65030 Taser 73,791 73,791 0 0 0 0 0 T85050 Hydra Immersive Learning 135,000 135,000 0 0 0 0 0 T65060 RDH Reception 39,500 39,500 0 0 0 0 0 HUMAN RESOURCES 248,291 248,291 0 0 0 0 0 3S400 - SY T35050 Doncaster CCTV 30,000 0 (30,000) (30,000) 0 0 (30,000) ACC (LOCAL DONCASTER 30,000 0 (30,000) (30,000) 0 0 (30,000) POLICING) T40080 Mocams / Domehawk Cams 12,000 0 (12,000) 0 (12,000) 0 (12,000) T40110 Sheffield LPU Base 149,430 149,430 0 0 0 0 0 SHEFFIELD 161,430 149,430 (12,000) 0 (12,000) 0 (12,000) T60120 Audio Visual Recording Equipment 299,030 299,030 0 0 0 0 0 T60170 Intoxilysers 20,000 20,000 0 0 0 0 0 T60190 Audio Visual Recording Equipment Phase 2 & 3 568,638 568,638 0 0 0 0 0 T60200 Doncaster & Mossway CCTV 232,423 232,423 0 0 0 0 0 CRIMINAL JUSTICE 1,120,091 1,120,091 0 0 0 0 0 3S400 - SY SU7800 Problem Solving Transformation Fund 1,102,500 1,095,432 (7,068) 0 (7,068) 0 (7,068) ACC 1,102,500 1,095,432 (7,068) 0 (7,068) 0 (7,068) (CHANGE) BC&I 3S500 - SY T50030 CCTV Solutions 20,000 20,000 0 0 0 0 0 ACC (CRIME) T50040 HTCU Tech Upgrade 135,446 135,446 0 0 0 0 0 T50080 GPS Devices 15,296 15,296 0 0 0 0 0 T50090 Surveillance Equipment 89,400 89,399 (1) 0 (1) 0 (1) T50110 Upgrade / Replacement of ANPR 39,196 39,196 0 0 0 0 0 T50140 Specialist Support Command Room CCTV 80,000 80,000 0 0 0 0 0 T50160 Security at SCS Premises 14,653 14,653 0 0 0 0 0 T50190 HTCU Forensic Workstation 81,000 81,000 0 0 0 0 0 T50200 Remote Monitoring Kit 30,000 0 (30,000) 0 (30,000) 0 (30,000) T50210 Itemisers 25,000 25,000 0 0 0 0 0 T50220 DFU DMI & Cyber Investigators Toolkits 17,900 17,900 0 0 0 0 0 T50230 E-Discovery Search tool 40,000 40,000 0 0 0 0 0 T50240 Agile Working 375,000 375,000 0 0 0 0 0 T50250 Crime Implementation 325,000 325,000 0 0 0 0 0 SPECIALIST CRIME SERVICES 1,287,891 1,257,890 (30,001) 0 (30,001) 0 (30,001) T55080 CBRN Replacement 100,000 0 (100,000) (100,000) 0 0 (100,000) T55130 JSO(U) Ops Complex Work 94,700 94,700 0 0 0 0 0 T55150 ACCSMAP 20,000 20,000 0 0 0 0 0 T55180 Target Turning Equipment 78,000 78,000 0 0 0 0 0 Page 49 Page T55190 Handheld Intoxilysers 120,000 120,000 0 0 0 0 0 T55220 Body Worn Video of Armed Resources 516,595 516,595 0 0 0 0 0 T55230 Ring Farm improvements 275,000 275,000 0 0 0 0 0 T55240 Niagara 200,000 0 (200,000) (200,000) 0 0 (200,000) T55250 Armoury Extension Ops Complex 63,000 63,000 0 0 0 0 0 T55260 Mosaic 150,000 150,000 0 0 0 0 0 T55270 Relocation of Duties Planning 40,000 40,000 0 0 0 0 0 T55280 National ARV Uplift - SIG Rifles 43,900 43,900 0 0 0 0 0 SU5042 Community Engagement Vehicle 42,500 42,500 0 0 0 0 0 OPERATIONAL SUPPORT SERVICES 1,743,695 1,443,695 (300,000) (300,000) 0 0 (300,000)

TOTAL CAPITAL EXPENDITURE 18,610,573 15,399,608 (3,210,965) (1,715,818) (1,665,171) 170,024 (3,210,965) SOUTH YORKSHIRE POLICE APPENDIX D

Dist/ Analysis 2018-19 2019-20 2020-21 2021-22 2022-23 CAPITAL PROGRAMME 2018/19 - 2022/23 Dept Code BUDGET ORIGINAL ORIGINAL ORIGINAL ORIGINAL JUL 18 BUDGET B U D G ET B U D G ET B U D G ET £ £ £ £ £

GRANT FUNDED SCHEMES OSU SU5042 SRP Community Safety Engagement Vehicle 42,500 BC&I SU7800 Problem Solving Transformation Fund 1,102,500 TOTAL GRANT SCHEMES 1,145,000 0 0 0 0

Atlas Atlas Air Conditioning 0 495,000 CJAD T60120 Audio and Visual Recording Equipment Phase 1 299,030 CJAD T60170 Intoxilysers 20,000 CJAD T60190 Audio and Visual Recording Equipment Phase 2 & 3 568,638 CJAD T60200 Doncaster & Mossway CCTV 232,423 CorpFin T02000 Pension System 29,308 Sheffield T40080 Mocams / Domehawk Cams 12,000 12,000 12,000 12,000 12,000 Sheffield T40110 LUP Implementation 149,430 Donc T35050 Doncaster CCTV 30,000 FM T03200 Atrium System Replacement 19,380 FM T03210 Niagara Stock Condition 282,531 FM T03220 Nunnery Roof 11,965 FM T03280 Facilities Security Access 90,000 FM T03340 Rotherham Boiler 500,000 FM T03370 Ecclesfield Scheme 1,570,000 FM T03380 Fire Risk Assessments 507,761 FM T03390 16/17 Stock Condition Ecclesfield Replacement of the Standby Generator 40,000 FM T03400 16/17 Stock Condition Snig Hill L5 Media Library/Canteen 11,500 FM T03450 17/18 Stock Condition Maltby PVP Relocation Alterations 50,594 FM T03460 Phase 3 Lifewise Centre 200,000 FM T03470 17/18 Stock Condition Attercliffe Security Gates 62,255 FM T03480 18-19 Stock Condition 500,000 500,000 500,000 500,000 500,000 FM T03490 Fire Risk Assessments Batch 1 92,239 FM Rotherham Property / Eastwood & Vehicle Workshop 0 650,000 HR T65030 Taser 73,791 112,810 14,000 14,000 14,000 HR T65050 Hydra Immersive Learning 135,000 HR T65060 RDH Reception Security 39,500 IS T10220 DMS (Duty Management System) 188,000 12,000 IS T10260 Key Mgmt Facility used for Radio Encryption 60,000 IS T10310 Multi Functional Devices 0 450,000 JIS T15020 Public Sector Network 46,064 1,000,000 JIS T15020 Public Sector Network (HP Contribution) (21,498) (413,400) JIS T15090 Contact Management Stages 2 & 3 1,856,537 JIS T15090 Contact Management Stages 2 & 3 (HP Contribution) (769,349) JIS T15170 Oracle Upgrade 3,836 JIS T15170 Oracle Upgrade (HP Contribution) (1,564) JIS T15180 Criminal Justice System 97,579 JIS T15180 Criminal Justice System (HP Contribution) (40,436) JIS T15190 Unified Communications 687,076 JIS T15190 Unified Communications (HP Contribution) (284,724) JIS T15270 System Integration - Smart Contact & Connect 1,058,766 JIS T15270 System Integration - Smart Contact & Connect (HP Contribution) (438,754) JIS T15290 17-18 Oracle Upgrades 109,665 120,000 120,000 120,000 120,000 JIS T15290 17-18Oracle Upgrades (HP Contribution) (45,104) (49,608) (49,608) (49,608) (49,608) JIS T15300 17/18 Server/Network/Storage Replacement 56,200 JIS T15300 17/18 Server/Network/Storage Replacement (HP Contribution) (23,290) JIS T15310 Enterprise Reporting 98,918 50,000 50,000 50,000 50,000 JIS T15310 Enterprise Reporting (HP Contribution) (40,685) (20,670) (20,670) (20,670) (20,670) JIS T15320 ESMCP - ESN 250,000 1,740,000 3,000,000 2,000,000 JIS T15320 ESMCP - ESN (HP Contribution) (103,350) (719,316) (1,240,200) (826,800) JIS T15330 Oracle Upgrades - E Business Suite & BI 12.2 201,970 JIS T15330 Oracle Upgrade - E Business Suite & BI 12.2 (HP Contribution) (83,494) JIS T15350 Oracle Upgrades - Self Service 58,180 JIS T15350 Oracle Upgrades - Self Service (HP Contribution) (23,930) JIS T15380 Oracle Upgrades - FM System 30,000 30,000 JIS T15380 Oracle Upgrades - FM System (HP Contribution) (12,402) (12,402) JIS T15390 17/18 Personal Computer Replacement 258,421 833,295 833,136 833,136 833,168 JIS T15390 17/18 Personal Computer Replacement (HP Contribution) (106,288) (344,484) (344,418) (344,418) (344,432) JIS T15400 Windows 10 Implementation 321,699 59,850 JIS T15400 Windows 10 Implementation (132,315) (24,616) JIS T15420 Corporate WiFi Design 150,000 150,000 JIS T15420 Corporate WiFi Design (HP Contribution) (61,695) (61,695) JIS T15430 18-19 Enterprise Reporting 50,000 JIS T15430 18-19 Enterprise Reporting (HP Contribution) (20,670) JIS T15440 18/19 Server/Network/Storage Replacement 445,333 350,000 250,000 250,000 250,000 JIS T15440 18/19 Server/Network/Storage Replacement (HP Contribution) (184,101) (144,690) (103,350) (103,350) (103,350) JIS T15450 Mobility Stage 2 Replacement 648,000 1,800,000 648,000 JIS T15450 Mobility Stage 2 Replacement (HP Contribution) (267,883) (744,120) (267,883) JIS T15460 Specialist Radio Equipment Replacement 450,000 JIS T15460 Specialist Radio Equipment Replacement (HP Contribution) (186,030) JIS T15470 Joint Data Centre 650,000 200,000 450,000 200,000 450,000 JIS T15470 Joint Data Centre (HP Contribution) (268,710) (82,680) (186,030) (82,680) (186,030) JIS T15480 Content Portal SharePoint 188,399 11,601 150,000 150,000 JIS T15480 Content Portal SharePoint (HP Contribution) Page 50 (77,884) (4,796) (62,010) (62,010) JIS T15490 Oracle Upgrades - NPOC Interface 90,000 90,000 JIS T15490 Oracle Upgrades - NPOC Interface (HP Contribution) (37,206) (37,206) JIS T15500 Oracle Upgrades - Health and Safety 30,000 30,000 JIS T15500 Oracle Upgrades - Health and Safety (HP Contribution) (12,402) (12,402) JIS T15510 18/19 Cyber Security 250,000 150,000 150,000 150,000 150,000 JIS T15510 18/19 Cyber Security (HP Contribution) (103,350) (62,010) (62,010) (62,010) (62,010) JIS T15520 Smart Contact Connect Upgrade 150,000 150,000 150,000 150,000 150,000 JIS T15520 Smart Contact Connect Upgrade (HP Contribution) (62,010) (62,010) (62,010) (62,010) (62,010) JIS T15530 Cloud Platform 105,300 144,700 JIS T15530 Cloud Platform (HP Contribution) (43,531) (59,819) JIS T15540 18/19 Oracle Upgrades 76,001 JIS T15540 18/19 Oracle Upgrades (HP Contribution) (31,419) JIS T15550 18/19 Personal Computer Replacement 833,295 JIS T15550 18/19 Personal Computer Replacement (HP contribution) (344,484) JIS Mobility Stage 1 Replacement 0 792,000 792,000 JIS Mobility Stage 1 Replacement (HP Contribution) 0 (396,000) (396,000) OSU T55080 CBRN replacement 100,000 OSU T55130 JSO(U) Consolidation at Ops Complex Work 94,700 OSU T55150 Accsmap 20,000 OSU T55180 Target Turning Equipment 78,000 OSU T55190 Handheld Intoxilysers 120,000 OSU T55220 Body Worn Video For Armed Resources 516,595 OSU T55230 Ring Farm Improvements 275,000 OSU T55240 Niagara 200,000 OSU T55250 Armoury Extension Ops Complex 63,000 OSU T55260 MOSAIC 150,000 OSU T55270 Relocation of Duties Planning 40,000 OSU T55280 National ARV Uplift - SIG Rifles 43,900 OSU Refresh of Equipment 0 50,000 50,000 50,000 50,000 OSU Body Armour 0 250,000 PSD T01030 Protective Monitoring Software Purchase 85,000 PSD T01040 Specialist Hearing Equipment 20,000 PSD Rolling Racking 0 25,000 Reg StoreTs85010 Proactis Stores System 8,014 Reg StoreTs85020 Body Armour 200,000 200,000 SCS T50030 CCTV Solutions 20,000 SCS T50040 HTCU Tech Upgrade 135,446 SCS T50080 GPS Devices 15,296 SCS T50090 Surveillance Equipment 89,400 SCS T50110 Upgrade / Replacement of ANPR 39,196 SCS T50140 Specialist Support Command Room CCTV 80,000 SCS T50160 Security at SCS Premises 14,653 SCS T50190 HTCU Forensic Workstation 81,000 0 81,000 0 SCS T50200 Remote Monitoring Kit 30,000 SCS T50210 Itemisers 25,000 SCS T50220 DFU DMI & Cyber Investigators Toolkits 17,900 SCS T50230 E-discovery Search Tool 40,000 SCS T50240 Agile Working 375,000 SCS T50250 Crime Implementation 325,000 4,400 SCS MIT CCTV Viewing stations 0 15,000 SCS Hostage/Negotiators Call Out Vehicle Equipment 0 28,030 SCS CCTV @ RHADS 0 50,000 SCS NIT Phones 0 33,500 SCS Hard-drive for CCTV at DSRHA 0 10,900 SCS Replacement Server for HTCU 0 250,000 SCS E-Discovery 0 14,000 SCS Secure System (TSU) 0 144,000 VFM T20000 Tranman Upgrade 29,183 VFM T20010 Vehicles 2,274,955 2,527,825 1,507,325 2,139,075 2,507,675 VFM T20020 Telematics 104,908 VFM T20040 Co-location at SYF&R Eastwood 277,000 VFM T20040 Co-location at SYF&R Eastwood (SYF&R Contribution) (52,000) T02040 Contingency for In Year Schemes 331,401 500,000 500,000 500,000 500,000

TOTAL NON GRANT SCHEMES 17,465,572 9,631,997 5,639,655 6,183,155 6,055,840

TOTAL CAPITAL EXPENDITURE 18,610,572 9,631,997 5,639,655 6,183,155 6,055,840

Page 51 APPENDIX E South Yorkshire Police Grant Summary By District & Department Sep-18

Approved Projected Revenue Grant Funding Body Funding O utturn V a riance £ £ 5SU000 - SYP BARNSLEY GRANTS SU0000 - SYP-BA-GRANT-BEAT TEAM BARNSLEY MBC-E4401X 232,567 232,567 0 5SU000 - SYP BARNSLEY GRANTS SU0007 - SYP-BA-GRANT-BARN ENFORCEMENT SGT BARNSLEY MBC-E4401X 50,000 50,000 0 5SU000 - SYP BARNSLEY GRANTS SU0017 - SYP-BA-GRANT-OUTWOOD ACADEMY OUTWOOD ACADEMY-CAD022 4,620 8,383 3,763

5SU000 - SYP BARNSLEY GRANTS SU0018 - SYP-BA-GRANT-Barnsley Town Centre Grant BARNSLEY MBC-E4401X 264,000 243,312 (20,688)

5SU000 - SYP BARNSLEY GRANTS 551,187 534,262 (16,925) Total 5SU100 - SYP DONCASTER GRANTS SU1000 - SYP-DO-GRANT-ALO £10K AWARD ACPO-NOT WGA 2,924 2,924 0

5SU100 - SYP DONCASTER GRANTS SU1031 - SYP-DO-GRANT-DONCASTER PRISON CIVILIAN DONCASTER MBC-E4402X 25,210 13,735 (11,475) INVESTIGATOR 5SU100 - SYP DONCASTER GRANTS SU1032 - SYP-DO-GRANT-DONCASTER NEIGHBOURHOOD FUNDER NOT KNOWN 8,000 8,000 0 NETWORKS 2018-19 5SU100 - SYP DONCASTER 36,134 24,659 (11,475) GRANTS Total 5SU200 - SYP ROTHERHAM GRANTS SU2016 - SYP-RO-GRANT-ROTHERHAM OOH NOISE GRANT 2018-19 ROTHERHAM MBC-E4403X 6,495 6,495 0

5SU200 - SYP ROTHERHAM 6,495 6,495 0 GRANTS Total 5SU300 - SYP SHEFFIELD GRANTS SU3000 - SYP-SH-GRANT-OP HIATUS / SOCRATIC UNIVERITY OF SHEFFIELD-NOT WGA 11,244 11,244 0 5SU300 - SYP SHEFFIELD GRANTS SU3001 - SYP-SH-GRANT-MEADOWHALL MEADOWHALL-NOT WGA 286,780 289,256 2,476 5SU300 - SYP SHEFFIELD GRANTS SU3005 - SYP-SH-GRANT-DIP DAAT SHEFFIELD CITY COUNCIL-E4404X 126,000 117,702 (8,298) 5SU300 - SYP SHEFFIELD GRANTS SU3022 - SYP-SH-GRANT-SHEFFIELD CC TENANCY AGREEMENT SHEFFIELD CITY COUNCIL-E4404X 39,890 39,890 0

5SU300 - SYP SHEFFIELD GRANTS SU3025 - SYP-SH-GRANT-SHEFFIELD BID SGT POST SHEFFIELD CITY CENTRE BID LIMITED 59,251 58,239 (1,012) 5SU300 - SYP SHEFFIELD GRANTS SU3026 - SYP-SH-GRANT-THE MOOR ABERDEEN UK PROPERTY FUND 52,349 34,944 (17,405) 5SU300 - SYP SHEFFIELD GRANTS SU3028 - SYP-SH-GRANT-SHEFFIELD UNIVERSITY GRANT SHEFFIELD UNIVERSITY 111,706 103,437 (8,269)

5SU300 - SYP SHEFFIELD GRANTS SU3029 - SYP-SH-GRANT-SHEFFIELD DEMENTIA - LIFE TEAM SHEFFIELD CITY COUNCIL-E4404X 2,585 2,585 0

5SU300 - SYP SHEFFIELD GRANTS SU3030 - SYP-SH-GRANT-SHEFFIELD HATE CRIME CO-ORDINATOR SHEFFIELD CITY COUNCIL-E4404X 28,590 20,706 (7,884)

5SU300 - SYP SHEFFIELD GRANTS SU3031 - SYP-SH-GRANT-SHEFFIELD COMMUNITY REHAB PROJECT SHEFFIELD CITY COUNCIL-E4404X 750 750 0 ANALYST 5SU300 - SYP SHEFFIELD GRANTS 719,145 678,753 (40,392) Total 5SU400 - SYP SCS GRANTS SU4000 - SYP-SCS-GRANT-DSP HOME OFFICE-HOF034 482,277 482,277 0 5SU400 - SYP SCS GRANTS SU4001 - SYP-SCS-GRANT-PRISON INTELL HOME OFFICE-HOF034 106,802 106,802 0 5SU400 - SYP SCS GRANTS SU4022 - SYP-SCS-GRANT-PREVENT STRATEGY DELIVERY HOME OFFICE-HOF034 302,734 302,734 0 5SU400 - SYP SCS GRANTS Total 891,813 891,813 0

5SU500 - SYP OSS GRANTS SU5000 - SYP-OSS-GRANT-SAFETY CAM PSHIP MULTIPLE FUNDER - REVIEW WGA 1,910,728 1,910,728 0

5SU500 - SYP OSS GRANTS SU5001 - SYP-OSS-GRANT-LOCAL RESIL FORUM MULTIPLE FUNDER - REVIEW WGA 37,826 37,826 0

5SU500 - SYP OSS GRANTS SU5011 - SYP-OSS-GRANT-COUNTY ROAD SAFETY OFFICERS SY INTEGRATED TRANSP AUTH-E6344X 28,894 28,894 0 5SU500 - SYP OSS GRANTS SU5032 - SYP-OSS-GRANT-BIKESAFE SY INTEGRATED TRANSP AUTH-E6344X 5,000 5,000 0 5SU500 - SYP OSS GRANTS SU5036 - SYP-OSS-GRANT-NATIONAL ARV UPLIFT HOME OFFICE-HOF034 890,000 890,000 0 5SU500 - SYP OSS GRANTS SU5038 - SYP-OSS-GRANT-OP ILLUMINATE SY INTEGRATED TRANSP AUTH-E6344X 20,059 20,059 0

5SU500 - SYP OSS GRANTS Total 2,892,507 2,892,507 0

5SU600 - SYP CORP SERV GRANTS SU6010 - SYP-CS-GRANT-LIFEWISE CONT SOUTH YORKSHIRE FIRE & RESCUE- 78,295 78,295 0 E6144X 5SU600 - SYP CORP SERV GRANTS SU6028 - SYP-CS-GRANT-COMMUTER DRIVING SY INTEGRATED TRANSP AUTH-E6344X 5,000 5,000 0

5SU600 - SYP CORP SERV GRANTS SU6041 - SYP-CS-GRANT-BE BRIGHT BE SEEN HOME OFFICE-HOF034 20,000 20,000 0

5SU600 - SYP CORP SERV GRANTS SU6044 - SYP-CS-GRANT-ROAD SFTY WEEK ROTHERHAM MBC-E4403X 6,000 6,000

5SU600 - SYP CORP SERV GRANTS SU6049 - SYP-CS-GRANT-CITIZEN INTERACTION TECHNOLOGIES EU DIRECTOR GENERAL-NOT WGA 36,191 0 (36,191) (CITYCoP) 5SU600 - SYP CORP SERV GRANTS SU6051 - SYP-CS-GRANT-CARISMAND EU DIRECTOR GENERAL-NOT WGA 30,345 (30,345)

5SU600 - SYP CORP SERV GRANTS SU6059 - SYP-CS-GRANT-SRP CONTRIBUTION TO LIFEWISE SY INTEGRATED TRANSP AUTH-E6344X 45,000 45,000 0 OPERATIONS 5SU600 - SYP CORP SERV GRANTS SU6061 - SYP-CS-GRANT-BARMSLEY CARERS GRANT BARNSLEY MBC-E4401X 2,214 2,214 0

5SU600 - SYP CORP SERV GRANTS SU6062 - SYP-CS-GRANT-CSD SAFER TRAVEL GRANT 2018-2021 SY INTEGRATED TRANSP AUTH-E6344X 40,148 32,898 (7,250)

5SU600 - SYP CORP SERV GRANTS 263,193 189,407 (73,786) Total 5SU700 - SYP HR GRANTS SU7006-SYP-HR-GRANT-College of Police Bursary 17/18 COLLEGE OF POLICING -COP034 4,664 4,664 0

5SU700 - SYP HR GRANTS Total 4,664 4,664 0

5SU735 - SYP OSS COMMS GRANTS SU7350 - SYP-OSS COMMS-GRANT-CRB CHECKS INCOME DISCLOSURE & BARRING SERVICE, 596,834 596,834 0 HOME OFFICE-HOF034 5SU735 - SYP OSS COMMS 596,834 596,834 0 GRANTS Total 5SU770 - SYP CommSafety GRANTS SU7703 - SYP-CommSafety-GRANT-Troubled Families MULTIPLE FUNDER - REVIEW WGA 33,200 33,198 (2)

5SU770 - SYP CommSafety GRANTS 33,200 33,198 (2) Total 5SU780 - SYP BUSINESS CHANGE & SU7800 - SYP-BC&I-GRANT-PROBLEM SOLVING TRANSFORMATION HOME OFFICE-HOF034 1,347,138 1,296,324 (50,814) INNOVATIONS GRANTS FUND 5SU780 - SYP BUSINESS CHANGE 1,347,138 1,296,324 (50,814) & INNOVATIONS GRANTS 5SU790 - SYP-PAG-GRANTS SU7900 - SYP-PAG-GRANT-PAG-MARAC CO-ORDINATOR BARNSLEY MBC-E4401X 15,000 15,000 0 5SU790 - SYP-PAG-GRANTS SU7901 - SYP-PAG-GRANT-PAG-MAPPA HOME OFFICE-HOF034 10,217 10,217 0

5SU790 - SYP-PAG-GRANTS SU7902 - SYP-PAG-GRANT-PAG-MAPPA ADDITIONAL DAY MOJ-MOJ047 5,885 5,885 0

5SU790 - SYP-PAG-GRANTS 31,102 31,102 0

5SU800 - SYP PCSO GRANTS SU8001 - SYP-PCSO-GRANT-BA PCSO BARNSLEY MBC-E4401X 271,433 271,433 0

5SU800 - SYP PCSO GRANTS Total 271,433 271,433 0

Revenue Total 7,644,845 7,451,451 (193,394)

Approved Projected Capital Grant Variance Funding Body Funding O utturn £ £ £ SYP-OSU GRANTS SRP COMMUNITY ENGAGEMENT VEHICLE HIGHWAYS AGENCY 42,500 42,500 0 SYP-BC&I GRANTS PROBLEM SOLVING TRANSFORMATION FUND HOME OFFICE 1,102,500 1,095,432 (7,068) 1,145,000 1,137,932 (7,068) Force Total Page 52 8,789,845 8,589,383 (200,462) Agenda Item 16

PUBLIC ACCOUNTABILITY BOARD

OF THE SOUTH YORKSHIRE POLICE AND CRIME COMMISSIONER

29 OCTOBER 2018

REPORT BY THE PCC’S CHIEF EXECUTIVE AND SOLICITOR

POLICE AND FIRE COLLABORATION

1 Report Objectives

This Report aims to inform the Public Accountability Board (‘PAB’) about:

a) the current collaborative activity between South Yorkshire Police and South Yorkshire Fire & Rescue Services

b) provisions of the Policing and Crime Act 2017 that relate to Fire and Rescue governance

2 Recommendations

The Board is recommended to note the contents of the report.

3 Police and Fire Collaboration in South Yorkshire

3.1Following a joint summit of chief officers from South Yorkshire Police and South Yorkshire Fire & Rescue Service, facilitated by the PCC’s Chief Executive in November 2015, it was decided to develop business cases for the two services to collaborate where it made sense to do so. It was also decided to keep options open in relation to possible collaboration with Yorkshire Ambulance Service.

The PCC’s Police & Fire Collaboration Board

3.2On 12 January 2017, the PCC established a Police & Fire Collaboration Board to provide strategic oversight for collaborative activity between the two services. The PCC chairs this Board. Members include the Chair of South Yorkshire Fire & Rescue Authority and Chief Officers from both services.

3.3On 13 February 2017, the South Yorkshire Fire & Rescue Authority (‘SYFRA’) approved the SYPCC becoming a member of the SYFRA with voting rights.

3.4Since these changes in governance arrangements, examples of what has been achieved are:

Page 53 September 2016 Began jointly delivering Prince’s Trust Teen Programme

Sept – Dec 2016 Information strategic conversations between PCC, Chair of SYFRA and executive level officers

January 2017 Launch of Joint Collaboration Programme

April 2017 Formal governance structures agreed

Apr – June 2017 Scoping out of opportunities

June 2017 Decision made to recruit Head of Joint Estates and Facilities Management

June 2017 Decision made to recruit shared project manager to progress opportunities

October 2017 Launch of Joint Police and Fire Station in Maltby

December 2017 Decision made to create a Joint Community Safety Department

December 2017 Decision made to create a Joint Vehicle Fleet management Department

January 2018 Shared project manager arrives in post

March 2018 Strategic Intention agreed

April 2018 Joint Community Safety Strategy agreed

May 2018 Joint Head of Estates starts in post

June 2018 Joint Head of Vehicle Fleet starts in post

June 2018 Launch of Joint Community Safety Strategy

23 July 2018 Formal Overarching Collaboration Agreement signed

July 2018 Decision to recruit and appointment of Head of Joint Facilities Management

Next Steps Each newly appointed joint lead has been asked to develop proposals for their respective collaborative functions

Page 54 3.5The Police and Fire Collaboration Board has approved a document outlining its future direction, ‘Our Strategic Intention’ – at Appendix A - and the two services are on a journey of exploring collaborative opportunities, reflected in an infographic – at Appendix B.

3.6 On 25 June 2018, the SYFRA appointed a new Chair, and the PCC is building on the good relationships already established. At the same time, the PCC is considering the progress so far made with collaboration in South Yorkshire, and his options under the Policing and Crime Act 2017, to assess whether current arrangements will yield the most benefits for our communities.

4 The Policing and Crime Act 2017

Legislation

4.1The Government believes that greater joint working can strengthen the emergency services and deliver significant savings and benefits for the public. The overall picture on emergency services collaboration remains patchy.

4.2The Policing and Crime Act 2017 (‘the Act’) places a high level duty to collaborate on all three emergency services, to improve efficiency or effectiveness. The Act also enables Police and Crime Commissioners (PCCs) to have greater involvement in Fire & Rescue governance.

4.3The Home Office has been clear that they expect PCCs to consider the best option for their area, and whether efficiencies and improved effectiveness can be gained from greater PCC involvement in Fire and Rescue governance. The options for PCCs under the Act are:

 Option 1 – Do nothing – carry on governance as is currently in place and take on the duty to collaborate within existing arrangements  Option 2 – for the PCC to request membership on their local Fire & Rescue Authority (‘FRA’) including voting rights for issues in relation to the Fire and Rescue Service (‘the Representation model’)  Option 3 – for the PCC to take on governance of their local Fire and Rescue Service and employment of its staff, but keep police and fire as separate corporate bodies (‘the Governance model’)  Option 4 – for the PCC to take on governance of Fire and Rescue and to bring policing and fire together under one body and under the employment of one chief officer (‘the Single Employer model’)

4.4Options for consideration by PCCs should be evaluated against the statutory tests from the Act, namely:

 Economy  Efficiency  Effectiveness

and the evaluation should consider whether there would be an adverse effect on public safety. Page 55 4.5A number of PCCs have already taken on, or are proposing to take on, fire governance responsibilities under the Act. There are 40 PCCs in the 43 police areas in England & Wales. Not all of these areas are co-terminous with the 45 Fire and Rescue Authorities, and so options under the Act are more difficult there. Of the three non-PCC areas, the Mayor of Greater Manchester has taken on both the policing and crime responsibilities of the PCC, and the responsibilities of the Fire and Rescue Authority, and the Mayor of London has had responsibilities for police and fire since 2000.

Joint Inspection Regime

4.6In July 2017, Her Majesty’s Inspectorate of Constabulary (HMIC) became HMICFRS; the national inspectorate of fire and rescue services as well as the police. The inspections will focus on efficiency, effectiveness and leadership, to drive improvement of the service and establish good practice and areas for improvement, The aim of the inspection regime is to improve accountability of the fire and rescue services to the communities they serve. Inspections start this year and South Yorkshire Fire & Rescue Service is in the third tranche, to be inspected next Spring / Summer.

5 Next Steps

5.1The Chief Executive is preparing a scoping document, outlining the advantages and disadvantages for South Yorkshire for each of the options provided for under the Act. South Yorkshire already has ‘the Representation Model’, and so the focus is on Options 2-4. The PCC has asked for an objective assessment of options and work is being quality assured by an independent person.

5.2 The PCC will then consider the options and have further discussions.

Report Author: Michelle Buttery Contact: [email protected] 0114 296 4150

Page 56

Appendix A

Our Strategic Intention South Yorkshire Police Police and Crime Commissioner, South Yorkshire South Yorkshire Fire & Rescue Fire and Rescue Authority, South Yorkshire

Vision – South Yorkshire Police and South Yorkshire Fire & Rescue will collaborate to deliver effective, efficient and economical services, making decisions that are in the best interests of the communities we serve.

Identity – South Yorkshire Police and South Yorkshire Fire & Rescue are distinct organisations with different core purposes but with a common objective, to keep the communities of South Yorkshire safe. We also share the desire to deliver the highest quality of service possible within the financial envelope we have. In several areas the best way of doing this is together through collaboration.

Shared Motivation – There may be a legal requirement to collaborate, but it is also the right thing to do, we see it as a means to improve or maintain appropriate quality while meeting our budgetary challenges. We are committed to collaboration and will ensure this is understood clearly across the organisations.

Efficiency and Effectiveness – It is crucial that our collaborative work adds meaningful, innovative and tangible benefit whether this be through improved service delivery or appropriate service for a reduced cost. This may be through using economies of scale or combining our skills, resources and assets to provide the best services possible.

Deliverable Results – We recognise that if we are to bring our intent to bear we need to deliver tangible results that are noticed within our communities and amongst our staff. We already collaborate in numerous ways and this needs to become more apparent and developed further.

Expectation – The communities of South Yorkshire, their political representatives and our shared Inspectorate rightly expect us to collaborate; this will help us deliver greater efficiency and / or effectiveness to challenge established practices. Both organisations are public services and we can use collaboration to help the most vulnerable in society and influence the behaviour of others to reduce demand on our services.

Empowerment – Our colleagues are empowered to pro-actively collaborate to bring about operational effectiveness. We should be pragmatic about this and trust managers to develop ideas and work independently at a local level when it will bring about improvements within their respective areas.

Best for South Yorkshire – The communities that we serve rightly expect us to act in their best interests. We should be prepared to put forward proposals and make decisions that put the interests of the public ahead of our own individual organisations. Putting the public we serve first should be at the heart of our decision making.

Opportunity – As austerity continues both organisations are undergoing major organisational change, this presents a real opportunity to take advantage of the ongoing reform to bring about positive collaborative change.

Page 57

Page 58 1543 Our CollaborativeJourney ef cient andcollaborativeservice review stagetoestablishamore Department commenceservice Launch ofjointpoliceand Joint CommunitySafety re stationinMaltby October 2017 July 2018 Collaboration agreement formally signedby July 2018 all parties Manager beginsinpost June toDecember2017 Collaborative Project January 2018 Decisions madeto establish newjoint Joint operationaltraining departments and staff engagement Ongoing Launch ofJointCommunity Safety Department June 2018 Police Page 59 Rescue andSouthYorkshire Intention agreed South Yorkshire Fire and Joint Strategic governance structuresgovernance April 2018 start April 2017 formal Management Department collaboration Development ofJoint Head ofJointVehicle Estates &Facilities Fleet Management Future plans begins inpost June 2018 The PCCbecameamember of theFire Authority February 2017 Joint CommunitySafety strategy agreed April 2018 Appendix B Rescue andSouthYorkshire Head ofJointEstatesand collaboration programme South Yorkshire Fire and Facilities Management Scoping outoffurther January 2017 Future plans begins inpost Police launch opportunities May 2018 This page is intentionally left blank Agenda Item 17

Joint Independent Audit Committee Exception Report Exception Report Report Author Chair of the Joint Independent Audit Joint Independent Audit Committee Date of the Report Committee 10 October 2018 (for PAB on 29 October 2018) Urgent: No Where “Yes”, the Chair of the Joint Independent Audit Committee should immediately notify the Commissioner of the matter considered urgent and set out in this section the reason(s) for such urgency. Restricted: No The Chair of the Joint Independent Audit Committee should indicate which, if any, aspects of the report should be restricted, along with the associated rationale. Level of assurance A narrative summarising the level of overall assurance from the Chair should be provided in this section. The content of the following table should guide the report author in offering a level of assurance:

Level of Assessment Assurance 1 Significant gaps / weaknesses exist or controls non-effective (generally non compliant) 2 Some gaps / weaknesses exist or controls only partly effective (partial compliance) 3 Some minor gaps / weaknesses exist but generally strengths outweigh weaknesses and controls are generally effective (generally compliant) 4 Very few or no gaps / weaknesses exist and controls are effective (fully compliant) Updates and Exceptions

The Committee assists the PCC in discharging his statutory responsibilities around holding the Force to account which contributes towards enhancing public trust and confidence in the governance of the Office of the Police and Crime Commissioner (OPCC) and South Yorkshire Police (SYP).

The Joint Independent Audit Committee met on the 25 September 2018.

The following reports were discussed resulting in the Committee giving an overall assurance of level 3 to the PCC. Level 3 indicates some minor gaps / weaknesses exist but generally strengths outweigh weaknesses and controls are generally effective (generally compliant).

Page 61 Joint Independent Audit Committee Exception Report

 Risk Management Update (OPCC and SYP)  Annual Governance Statement Action Plan (OPCC and SYP)  2017/18 Outturn Addendum Report  Budget Monitoring Report – Quarter 1  Code of Practice Compliance – Stop and Search  Report on Waste Management Services for General Trade Waste, Dried Mixed Recyclable and Skip Hire  Governance report in relation to Force Performance and Management Information  South Yorkshire Police Compliance with the Freedom of Information Publication Scheme  Professional Standards Anti-Corruption Control Strategy  Force Collaborative Working 2018 Report  Organisational Infrastructure  Service Level Agreement for Internal Audit Services  Internal Audit Report Summary of Findings and Progress Report

Exceptions for noting:-

1. Members were assured that the South Yorkshire Police’s strategic risk arrangements continue to operate and that progress continues to be made against the particular risks identified.

2. At the previous meeting Members requested further information be provided to enable assurance to be given to the PCC on the OPCC’s risk management arrangements. Members noted the addition information provided and agreed that the PCC/OPCC’s risk arrangements are adequate and that they are being effectively managed.

3. A written report was requested at the next meeting setting out how the Organisational Infrastructure work is being embedded into the day to day business of the Force.

4. Members raised the question as to why the Budget Monitoring Report for the first quarter had been brought to the committee when it had already been to PAB. E Redfearn agreed to consider this point as part of the work on the PCC's assurance framework.

5. Concern was expressed at the quality and content of some of the reports. Members felt that whilst reports provided the outcome of a process they did not identify what the results were. They would like to see better signposting around what JIAC’s role is in relation to the report as per the work programme.

6. Members also expressed frustration at the lateness of reports and late attendance of attendees to the meeting which they found disrespectful.

Page 62 Joint Independent Audit Committee Exception Report 7. Members welcomed an update on Force collaborative working which provided members with the background and progress made on collaboration. Whilst member acknowledged there was more work to be done they were assured by the positive work being undertaken.

Recommendations The Commissioner is recommended to consider and comment on the exceptions and overall level of assurance provided by the Joint Independent Audit Committee.

Report author details Name: Melvyn Lunn, Chair of the Joint Independent Audit Committee

Signed: M Lunn Date: 10 October 2018

Page 63 This page is intentionally left blank Agenda Item 18

Independent Ethics Panel Exception Report

Exception Report Report Author

Chair of the Independent Ethics Panel Independent Ethics Panel Date of the Report

5 October 2018 (for PAB on 29 October 2018)

Urgent: No Restricted: No

Exceptions

The IEP assists the Commissioner in understanding the progress being made in delivering the ‘Fair Treatment’ strategic priority of his Police and Crime Plan. The Panel last met on 11 September 2018.

Reports to the Independent Ethics Panel – exceptions for noting

Spit Guards In June 2017, the Panel was asked to provide its views on a proposal for the introduction of Spit Guards by South Yorkshire Police. Members accepted the need for their introduction in South Yorkshire, and proposed a number of safeguards including a protocol covering possible risks to detainees, minimising the time a Spit Guard is in use, and the keeping of records. The Panel was assured that all its concerns were being considered, ahead of implementation. Spit Guards were introduced into the Force in January 2018 for use in Custody suites and for officers undertaking prisoner transport only. At the Panel’s recent meeting, Ch Insp Stuart Walne informed the Panel that between 1 January 2018 and 27 June 2018 there were 219 incidents of police officers being spat at and spit guards were deployed on 24 occasions, 15 of which were in custody suites and 9 during prisoner transport. It was now proposed to issue Spit Guards for personal use across the Force. The Panel discussed the purpose of using the spit guards. Members were assured that prior to use, each subject would be individually assessed. The use of a Spit Guard facilitates less

Page 65 Independent Ethics Panel Exception Report intrusive engagement, allowing police officers still to communicate with the individual whilst he or she is wearing a spit guard. In reply to the Panel’s questions about training, Ch Insp Walne said that so far, 121 custody staff and 1326 police officers have been trained, although he would provide further information about the extent of training in the impact of neurological conditions such as autism. He accepted the need for training to be continually reviewed. Members again recommended direct engagement with members of the public to raise awareness of their use of spit guards, and the reasons why they are used. The Panel supported the extension of the use of spit guards whilst recognising it is not risk- free. Members were reassured that every time a spit guard is deployed, the Use of Force form has to be completed and that there have been no adverse outcomes in any of the cases in which spit guards have been used in South Yorkshire hitherto.

Complaints and Conduct Update The Panel received a presentation from DCI Deborah Mahmood. The Panel welcomed the drop in complaint cases received in the year to 30 June 2018. The level has now returned to that of 2013/14, i.e prior to the increase in complaints thought to be associated with the Hillsborough disaster and Child Sexual Exploitation. The Panel was encouraged to note that SYP was, on the majority of performance measures, scoring better in the handling of complaints than its most similar forces. The Panel noted that there had been a 50% increase in conduct allegations, in the year to 30 June 2018, when compared with the previous year. It also noted however that the annual number has fluctuated during the last five year period, and that the recent year figure is by no means the highest in that period. The reasons are unclear: a number of possible explanations were advanced. For example, staff may now have more confidence in reporting; there was a tendency for other staff to come forward with a conduct allegation against an individual, once one member of staff has done so; the embedding of the Code of Ethics may also have had an impact.

Members requested more information on the outcomes of misconduct allegations in their next half-yearly update.

Workforce Representation The Panel assists the PCC to perform his statutory responsibilities in relation to equality and diversity. Inspector S Mellors, Equality Lead for SYP and Humberside Police, provided an update on the latest statistics covering workforce representation in SYP up to 23 July 2018. The following key points were highlighted:  There has been a small decrease in the workforce total  Diversity proportions overall show little change in the last twelve months

Page 66 Independent Ethics Panel Exception Report

 Among police officers, proportions of female officers have reached a new high of 32.6%, up +0.3% on last quarter. This is higher than the national proportion, in which females now make up 28.2% of all police officers.  Females occupy not less than 16.7% of positions in every rank. While there is still significant work to be done around female representation, these figures are far less disproportionate in relation to the higher ranks than those for ethnicity and disability  Among BME/VME police officers, there is no representation above the level of Superintendent, where there is one officer  The minority ethnic presence among SYP police officers remains below that in the population served but BME recruitment of police officers has been rising since Q3 of 2017-18, and indicates a continuing step up in diversity among new starters. The Positive Action Outreach Worker appears to have made a positive impact in this area  Among police staff, women are in higher numbers than men in every pay category A discussion took place around the number of leavers and the reason why people were leaving and the Panel requested further information on this. The Panel also noted that fewer recruits are joining the Force at the present time.

Promotion Board - Equality Evaluation Inspector S Mellors, Equality Lead for SYP and Humberside Police, provided an update on the 2018 Constable to Sergeant promotion boards.. The number of officers eligible to apply for promotion has dropped significantly when compared to the number of qualified constables for the 2016 selection process. A discussion took place around possible explanations with S Mellors suggesting that candidates’ lack of familiarity with the new Competency and Values Framework the assessment might be a factor. The Panel also fed back from its programme of interviews and focus groups that some officers may not want to be obliged to move location on promotion or might be satisfied with front-line duties. It was encouraged to hear that another issue raised in interviews and focus groups had already been tackled: simplifying the route to permanent promotion of those acting as Temporary Sergeants. S Mellors confirmed that the Senior Command Team were alive to the problems and were looking at the current process. The Panel agreed to revisit after the next round of promotion boards.

Recommendations

The Commissioner is recommended to consider and comment on the exceptions and levels of assurance provided by the Independent Ethics Panel.

Page 67 Independent Ethics Panel Exception Report

Report author details Andrew Lockley, Chair of the Independent Ethics Panel Sally Parkin, Business Manager

Contact details: OPCC, 0114 2964137 Signed: Date: A Lockley 5 October 2018

Page 68 Agenda Item 19 Exception Report Report Author

Chair of the Independent Advisory Panel Independent Advisory Panel for Minority Communities for Minority Communities Date of the Report

13th October 2018

Urgent: No Restricted: No

Exceptions

The Independent Advisory Panel for Minority Communities advises the Police and Crime Commissioner, South Yorkshire Police and relevant partners on working with and delivering accessible and responsive policing related services to minority communities.

EXCEPTIONS FOR NOTING

SYP- VIOLENT CRIME STRATEGY

Detective Superintendent Una Jennings gave a presentation on violent crime. The panel are pleased to note that the Force is taking a holistic approach in relation to tackling violent crime, working with partner agencies such as hospitals and have increased their interaction with young people through their work with schools.

The panel are concerned with the numbers of gun and knife crimes but solaced that the Force remains below the national average.

Detective Superintendent Jennings has been asked to attend future meetings to update the panel on the progress of current initiatives.

STOP AND SEARCH

Inspector Chris Foster presented an update to the panel on Stop and Search and provided the history of the statutory requirements.

He explained that in the past Stop and Search was quite successful. However, there has been a sharp decline in the number of searches as a result of changes to the legislation. The panel are concerned to note that officers had lost confidence in using the power as the new legislation no longer provided definitive guidance.

The panel are pleased to learn that this issue is being addressed by enhanced training and assurance that officers have the full backing of the Senior Leadership Team on use of the power.

Page 69 Discussion took place regarding the impact on the community of increasing the number of Stop and Searches balanced with the potential to reduce other types of crime such as knife crime.

Stop and Search will remain as an ongoing agenda item.

FEEDBACK FROM DISTRICT IAG’S

Some of the District panels have been looking at the barriers around reporting. Some of the ideas that the IAG advocated to increase reporting are:

 They felt that reporting a crime to visible presence would increase reporting  Having an Asian ambassador at the Asian Market in Rotherham  Regular face to face communication with the police they feel that seeing the same faces increases trust  Officers working more closely with mosques and regularly visiting them.

Discussion has also been undertaken around diversity. Some of the District panel members were invited to sit in on the diversity training currently being delivered to the Force and were happy to report back that they are satisfied with the content.

Recruiting members and ensuring representation from different minority groups to the District IAG’s is proving to be a challenge. There is a consensus that training is crucial in respect of recruiting and retaining members.

Further discussions to take place with the Force, to devise a training programme which will need to be delivered fairly quickly.

It is also felt amongst the panel members that the work that is undertaken by both District and Strategic panels does not go any further i.e. to a national level. It has been agreed to set up correspondence with other regional Chairs and identify common issues and share examples of best practice.

Recommendations

The Commissioner is recommended to consider and comment on the exceptions and levels of assurance provided by the Independent Advisory Panel for Minority Communities.

Report author details Ms Zaiada Bibi, Chair of the Independent Advisory Panel for Minority Communities Sally Parkin, Business Manager

Contact details: OPCC, 0114 2964137 Signed: Date: Z Bibi 13th October 2018

Page 70 Agenda Item 20

PUBLIC ACCOUNTABILITY BOARD

DATE 29th OCTOBER 2018

TITLE OF REPORT: FORCE CRIME REVIEW - UPDATE

REPORT OF THE CHIEF CONSTABLE

1. PURPOSE OF REPORT 1.1 To provide an update to the Police and Crime Commissioner in relation to the current position and progress of the Force Crime Review.

2. RECOMMENDATION(S) AND / OR DECISION(S) REQUIRED 2.1 The force recommends that the Police and Crime Commissioner notes the content of this report.

3. BACKGROUND 3.1 Phase 1 of the Force Crime Review commenced in March 2017 and focused upon a number of crime and public protection capabilities that were assessed as being key strategic risks, based on the assessment of capacity and capability to meet current and future predictable demand.

3.2 In relation to crime capabilities, phase 1 concentrated upon the following: force and local investigative functions; major crime investigation; major incident review; organised human trafficking, slavery and exploitation; cyber-crime; online sexual offending; financial investigation; digital forensics and Operation Zeus. The review of public protection capabilities had previously commenced in isolation in October 2016, led by the now Head of Protecting Vulnerable People (PVP), Detective Superintendent Palin and supported by the College of Policing peer support team. Phase 1 also started to assess future accommodation requirements for crime service delivery and opportunities for agile working through investment in mobile technology for detectives and police staff investigators.

3.3 In September 2017, the findings of the review were presented to the Strategic Change Board, who considered four options for future service delivery, within the context of the wider austerity challenge and vision for the future force target operating model. A preferred option was selected and following a comprehensive due diligence exercise, detailed plans for implementation were developed.

3.4 The future crime operating model for implementation would see the force increase investigative capacity by an additional 53.76 authorised funded posts, achieved with the original baseline operating budget of £32.6m per annum. The increase in capacity is primarily underpinned by a comprehensive programme of workforce modernisation in some crime and public protection functions. The model also included a number of key structural changes including: (i) decentralisation of core crime investigation functions from the Force Crime Unit (FCU) into four local district Crime Investigation Departments (CID);

1 Page 71 (ii) decentralisation of the Protecting Vulnerable People department, into four local PVP Units, together with the creation of a dedicated, central PVP Strategic Governance Unit; (iii) the creation of a dedicated Major Crime Unit, to investigate all homicides within the county, together with a Major Incident Review Team designed to increase capability around unsolved cases; and (iv) a reshaped serious and organised crime capability, broadened to ensure focus on emerging threats such as modern slavery, human trafficking, organised child sexual exploitation, online sexual offending, criminal finance and cyber-crime.

3.5 The new operating model was also supported by key enabling workstreams, including: (i) the creation of the force Crime Support Hub, to improve the management of volume crime demand; (ii) a programme of recruitment and training for police staff Investigations Officers (IOs), developed in partnership with Durham Constabulary, the University of Sheffield, and the College of Policing; (iii) the establishment of a dedicated Investigator Development Unit (IDU) to support the development of new IOs; and (iv) a pilot agile working project, which tested the concept of equipping detectives and IOs working in CID, major crime and PVP units with laptops.

3.6 A need was identified to support implementation and transition to the new model through additional temporary funding of £1.1m, in order to maintain investigative capacity, train staff and procure equipment to enable organisation change. The Police and Crime Commissioner agreed transitional funding arrangements in February 2018, and plans were finalised for implementation to commence at the end of April 2018. Full delivery and realisation of business benefits are anticipated to take 2-3 years due to investment in people, training, technology and accommodation.

4. CURRENT POSITION OF IMPLEMENTATION

4.1 The force is now six months into the phase 1 implementation period and significant progress has been made in relation to transition to the new operating model. Each of the four districts now have dedicated local PVP and CID functions, working closely with the neighbourhood policing and response functions, under the command of the four Chief Superintendent District Commanders.

4.2 Within Specialist Crime Services, the force Major Crime Unit (MCU) is now established and recruitment to finalise the implementation of the Major Incident Review Team progressed. The MCU is almost at full investigative capability based on the revised operating model; however, there remains a small number of staff posts that are being recruited to. The MCU successfully withstood an intense and unprecedented surge in homicide demand during the spring and summer of 2018, which coincided with the implementation phase.

4.3 The serious and organised crime function has now been reshaped into three distinct units, each responsible for separate threats as follows: SOC Vulnerability – (organised child sexual exploitation, modern slavery, and online sexual offending); SOC Prosperity (criminal finance, asset recovery, and cyber-crime); and SOC Commodities

2 Page 72 (firearms, drugs and other criminal property). Operation Zeus - the specialist unit investigating non-fatal firearms offences involving organised criminals has now been mainstreamed, and the response to fraud enhanced through the introduction of a dedicated officer working within the Crime Support Hub.

4.4 Internal governance has now been enhanced, through the establishment of the PVP Strategic Governance Unit, led by the Head of PVP and reporting to the Deputy Chief Constable, via the Chief Superintendent (Chief of Staff). Plans are in the final stages of preparation for the decentralisation of the Violent and Sex Offender Management (ViSOR) function to each of the four districts. This is scheduled for implementation in November 2018, and will see ViSOR officers working more closely with wider Integrated Offender Management (IOM), partners and locals officers working in Neighbourhood Policing Teams.

4.5 Good progress has been made in relation to the recruitment, training and development of Investigations Officers (IOs). To date, the force has recruited 58 IOs with a further 16 due to start training in November 2018 and the final 16 to start training in February 2019. The recruitment is staged to allow IOs to undertake appropriate training. In conjunction with Durham Constabulary and the University of Sheffield, some of IOs who are now working PVP units have successfully completed a specific twelve week course leading to a Post Graduate Certificate in Investigating Vulnerabilities Crime. All other IOs undertake ten weeks of initial training, delivered by the Crime Training department at Robert Dyson House.

4.6 Following completion of either the 12-week University of Sheffield course or the 10- week in house IO training programme, all IOs are attached to the force Investigator Development Unit (IDU). Led by a Detective Inspector, the IDU is responsible for supporting, training and coaching the IOs through 12 intensive weeks of on-the-job training and working towards completion of PIP level 1 accreditation. At the conclusion of the 12 weeks, and subject to achievement of a minimum level of operational competence, the IOs are then released into the workplace into their respective operational unit in crime or PVP. At this stage, the officers continue their development towards accreditation, with the support of a workplace mentor. All IOs are working towards completion of PIP 1 accreditation within twelve months of their start date.

4.7 The force has now recruited nine trainee Financial Investigators (FIs), who commenced employment in August 2018. The FIs have completed a bespoke training course at Robert Dyson House and are now undertaking a developmental attachment to the Financial Crime Investigation Unit (FCIU) at Snig Hill Police Station. The FIs are being supported and developed in an operational environment with experienced staff and are undergoing national accreditation assessment both as a FI and as a PIP level 1 investigator, to enable them to operate independently.

4.8 Five of the new FIs are scheduled, subject to achieving the desired level of competence, to move to district CID in Spring 2019, with the remaining four based within the FCIU. The FIs will assist with proactive financial enquiries into missing or wanted people and will support the efforts to maximise recoveries under the Proceeds of Crime Act 2002. The FCIU continue to provide specialist capability and support to

3 Page 73 districts for all financial investigation functions, whilst the local FIs are undergoing development.

4.9 Force capability to tackle the threat of cyber-crime has been enhanced through the creation of a dedicated Digital Investigations and Intelligence unit (DII) based at Churchill Way. When fully established, the DII unit will comprise of a Detective Sergeant, three Detective Constables, four police staff Digital Media Investigators (DMIs), a Research Officer and a Cyber Protect Officer. The DII unit will provide specialist support, investigative capability and advice in relation to cyber-dependent crime and high-level cyber-enabled crime. Plans are being progressed to procure specialist equipment to enable the DII unit to operate efficiently and effectively. Recruitment and selection in relation to the DMIs, Research Officer, and Cyber Protect Officer is at an advanced stage. Two of the three Detective Constables are in place and the first DMI is due to commence employment on the 5th November 2018. The remaining posts will be filled when vetting and other selection processes have been finalised. Additionally, there is a comprehensive plan of training in place, which includes raising knowledge and awareness of emerging trends and threats.

4.10 The Crime Support Hub (CSH) was established on 11th September 2017 and has now been in operation for 13 months. Initial staffing consisted of one Inspector, two Sergeants and 23 Constables, which has subsequently increased by a further two Sergeants and five Constables. Furthermore, system and process changes have taken place within the CSH to coordinate and improve the force response to fraud and service to vulnerable victims through Operation Signature and the introduction of a dedicated officer working as a fraud single point of contact.

4.11 The introduction of the CSH has improved the efficiency and effectiveness of volume crime management for PIP level 1 investigations, and had a positive impact on reducing demands on front line officers. Analysis indicates that the CSH reduces district investigative demands by around 9%, per month. The table below illustrates the volumes and percentages of crime reports that were subject to a primary investigation only within the CSH, and those which were subsequently allocated to districts for secondary investigation during the past six months.

5. FUTURE DIRECTION AND DEVELOPMENTS

5.1 A key milestone over forthcoming months will be the presentation of a business case regarding options for improving efficiency and effectiveness of officers and staff working in crime and public protection functions, through the agile working project. Extensive work has been undertaken over recent months to gather necessary

4 Page 74 information to finalise the business case and associated costs. The business case is due for presenting to the Strategic Change Board in December 2018.

5.2 Business Change and Innovation are in the process of measuring business benefits to ensure outcomes from phase 1 implementation are evaluated. This includes collection of both quantitative and qualitative evidence to demonstrate either success or areas for improvement. Reporting of business benefits realisation through internal governance processes will take place in due course, and include any lessons learned and/or recommendations for further work.

5.3 In respect of accommodation, over recent months a series of meetings has taken place between relevant stakeholders to assess future accommodation options for crime service delivery. This work is being led by Facilities Management and forms part of the development of the wider force accommodation strategy.

5.4 Work has now commenced to review crime capabilities that were outside of the scope of phase 1. Phase 2 of the Force Crime Review will focus on force intelligence, functions that fall outside of the regional delivery model for Technical Support Units, and a review opportunities for further improvement in efficiency and effectiveness of the Crime Support Hub.

6. COMMUNICATION AND ENGAGEMENT 6.1 The comprehensive staff engagement and communication strategy remains in place for all aspects of the Force Crime Review, with project business leads working closely with the Communications and Engagement Officer within Business Change and Innovation. This includes engagement with staff associations and trade unions through the Tactical Change Board in line with agreed governance processes.

7. EXCEPTION REPORTING

7.1 The current position report is by exception and it should be noted that the force is only part way through implementation. Good progress has been made to date, but their remains more to do. Each of the projects within Phase 1 of the Force Crime Review continue to be subject of close scrutiny through internal governance processes, so that the force, Police and Crime Commissioner, and public can be reassured that organisational change and arising benefits will be successfully delivered.

Report Author: Detective Chief Superintendent James Abdy Chief Officer Lead: Assistant Chief Constable Tim Forber

5 Page 75 This page is intentionally left blank Agenda Item 21

PUBLIC ACCOUNTABILIY BOARD

29TH OCTOBER 2018

SOUTH YORKSHIRE POLICE REPORT

TITLE: COMPLETE VICTIM CARE AND ITS ROLE IN DELIVERING AN EXCELLENT VICTIM LED SERVICE

REPORT OF THE CHIEF CONSTABLE

1 PURPOSE OF REPORT

To provide an update on the force ‘Complete Victim Care’ (CVC) strategy, which sets out the approach to victim care across South Yorkshire Police.

To inform the board on the current and expected influence of this strategy on Victim Satisfaction (VS) levels.

To inform the board on measures/support available to victims/witnesses of serious violent crime.

2 SUMMARY OF OPTIONS, RECOMMENDATIONS AND DECISION REQUIRED

The author requests the board ratifies the current direction of travel for victim care identified in this report and supports the proposed future activity going forward.

3 BACKGROUND

South Yorkshire Police (SYP) has undergone significant change over recent years, which includes the introduction of the force Plan on a Page (POAP) in 2017. This is the force ‘route map’ to success, and in order to support the ‘force vision’ identified within it, one of the foundation stones is that SYP will deliver an ‘excellent victim led service’.

One of the key measures used to establish how well a force is delivering a victim led service, is user satisfaction survey (USS) results, which all forces are measured upon across England and Wales. Historically forces were mandated by the Home Office to provide monthly satisfaction data on hate crime, violence against the person, burglary dwelling and vehicle theft. However, in April 2017, this was revised and now forces are only mandated to provide satisfaction data on crimes relating to domestic abuse (DA).

Accepting the above, SYP continue to invest in wider opportunities to seek victim feedback/user satisfaction and so the force continues to survey victims of burglary dwelling, vehicle theft, hate crime and now vulnerable victims (USS). Monthly surveys are conducted and aggregated into quarterly results. These results are then used to inform and improve the service delivered to victims across SYP Area.

Page 77 2017/18 SYP USS data confirmed that 78% of victims were fairly or completely satisfied with the service they received from SYP, having reported a crime to the force. Year to date (April to September 2018) satisfaction levels have reduced to 75%.

As previously discussed, DA satisfaction levels are a mandated return back to the Home Office and using the same date ranges we can see that overall satisfaction for 17/18 was 81% with YTD increasing to 83%.

While it is clear DA satisfaction levels are improving, USS levels are not (discussed in more detail later in this report). Some of this reduced performance can be attributed to a change in recording practice in April 2018:

 Removal of violence against the person category and introduction of vulnerability (e.g. victims over 80 years old are no longer surveyed).  Revision of victim question sets (e.g. to determine those victims who did not receive a visit from SYP) and introduction of a new software programme to record and analyse force performance.

CVC is the foundation on which SYP will deliver an ‘excellent victim led service’ in line with the force plan on a page (POAP). In support of this principle, work over the last 12 months has focused on improving a victim’s journey from first point of contact with SYP, and joining up services who are available to support victims of crime while their investigation is ongoing e.g. Victim Support, Witness Care and The Witness Service.

Achievements to date include:

 Improved DA satisfaction levels.  Introduction of three principles of CVC 1) When you are allocated a crime, contact the victim asap and introduce yourself as the officer in the case (OIC), 2) Agree with the victim when and how they will be updated…..and stick to it! 3) Give them a victim of crime booklet, explaining the content and filling out appropriate information.  Training and awareness sessions delivered to all front line officers regarding importance of CVC.  Officer/staff development/promotion linked to understanding/delivery of CVC.  Recognising/rewarding excellent victim care through good work minutes/ commendations.  Three principles of CVC now embedded across SYP.  Victims Code of Practice (VCOP) failures (no victim update within 28 days) reduced from 2400 (Jan 2018) to 95 (October 2018).  Monthly CVC strategic meeting where all departments/partners involved in a victims journey come together and share ideas and deliver ‘joined up’ improvements, eg victim support access to Connect.  A revised and improved victim booklet which is given to victims of crime.  Local contact details for neighbourhood policing teams published on force website.

Page 78 4 CURRENT POSITION

Accepting all the above, including the improved satisfaction levels for DA, USS data for SYP has reduced by 3% to 75%. Work is ongoing to understand this reduction in more detail and make the required improvements, for example:

 We know satisfaction levels reduce when victims are informed of an expected time for attendance by SYP and the force does not meet this expectation.  Where crimes have been resourced without deployment (RWD), satisfaction levels are lower.  In circumstances where a crime has been RWD, SYP know satisfaction levels significantly improve where a clear explanation is given as to why resources have not been deployed and how/why the investigation has been finalised. Delivery of ‘positive’ messages are also key eg crime prevention advice, how to keep updated on police activity (use of alerts etc) and providing detail of the local neighbourhood policing team.  Where victims are kept updated, feel valued and are taken seriously, satisfaction levels increase. This is where the three principles of CVC have a significant role to play in force improvement.  While identifying an offender is an important part of providing a quality investigation, research shows it does not have a significant impact on satisfaction. Victims want to be treated well and assured everything possible has been done.

SYP is now mid-way through a 12 week delivery plan which seeks to improve all the above. All districts and relevant departments (e.g. Atlas Court) are signed up to this plan which is being driven by Assistant Chief Constable David Hartley.

Satisfaction levels are also influenced by the experience of victims subject to more serious crime and how agencies work together after the event. Serious violent crime includes offences such as murder, manslaughter, rape, robbery, knife and gun crime. Victims/victims families often require an enhanced level of support, which can include a use of an independent advocate. SYP also have established pathways to services which provide an advocate and/or other bespoke support. For example:

 Victim support (VS) - general crime, violent crime, murder and hate crime.  Independent sexual violence advocate service/ rape crisis/ sexual assault referral centre (SARC) – sexual offences  Independent domestic violence advocate and outreach services – domestic violence

The above services provide wrap-around care for victims, ensuring victims know/ have access to services appropriate to their needs (eg emotional, financial, practical information). They will also ensure VCOP entitlements are met and explain the criminal justice process. If appropriate and necessary they will support victims through the court process.

5 FUTURE WORK (next 12 months)

Over the coming months SYP will be focused on continuous improvement with regard to the service delivered to victims by SYP and our partners. Success will be measured in a

Page 79 number of ways and will include improved USS and DA satisfaction levels. Key pieces of work include:

 Completion of the 12-week delivery plan.  Introduction of ‘victim panels’ across all districts (currently a pilot at Doncaster), and hear first-hand from victims about the service they received and share ideas on how SYP can improve further.  Establish SYP as one of the leading police forces in restorative justice (RJ) and mediation. RJ is a form of problem solving which bring victims and perpetrators together, often changing behaviour in ways other disposals cannot. Research confirms 84% of victims who go through the process find it a worthwhile experience, and 14% of perpetrators do not go on to reoffend. SYP are doing good work with RJ (eg YouTube video - restorative justice Sarah’s story). However now is the time to build on the work to date, widen opportunities to all crime types, make referrals easier, more efficient and ensure appropriate training across all officers/ staff and relevant partner agencies.

6 RECOMMENDATION AND DECISION REQUIRED

N/A

7 ‘DUE DILIGENCE’ CHECKS SIGNED OFF BY ACCOUNTABLE PERSON

N/A

8 DATE SUPPORTED BY SLG AND DEEMED READY FOR PCC DECISION

N/A

9 COMMUNICATION PLANS / CONSIDERATIONS

In place through Complete Victim Care.

AUTHOR OF REPORT / CHIEF OFFICER LEAD

Supt Steve Chapman / ACC Dave Hartley.

Page 80 Agenda Item 22 PUBLIC ACCOUNTABILIY BOARD 29TH OCTOBER 2018 SOUTH YORKSHIRE POLICE REPORT TITLE: PROBLEM-ORIENTATED POLICE AND DEMAND REDUCTION REPORT OF THE CHIEF CONSTABLE

1. PURPOSE OF THE REPORT To provide an update to the Police and Crime Commissioner in relation to South Yorkshire Police’s investment and progression in the discipline of Problem-Orientated Policing and the harm, crime and demand reduced so far through this approach.

2. RECOMMENDATION(S) AND / OR DECISION(S) REQUIRED The Police and Crime Commissioner is recommended to consider the contents of this update and consider whether and when further assurance or updates are required in relation to Problem-Orientated Police and demand reduction.

3. WHAT IS PROBLEM-ORIENTATED POLICING? 3.1 Problem-Orientated Policing (POP) and problem-solving within policing are well established, proven, approaches for reducing harm, crime and demand. The approach utilises the “OSARA” model. The Objective is defined and agreed with partners. What we are seeking to achieve. We Scan. We understand the nature of the problem. Then, we Analyse. Where, Why and How is the problem being caused or able to manifest itself. Once we understand, we Respond. Working through actions with partners to address the defined problem. Then, we Assess. We critique and identify whether the Objectives have been achieved; what has worked and what has not. The approach is cyclical and the learning should be shared. 3.2 The OSARA methodology is a widely acknowledged structure to this thinking and documentation. The approach can be utilised in any area of business. For policing, the use of the Problem Analysis Triangle is helpful, it is an understandable theory which can be readily used in a practical context.

Page 81 “This is based on the idea that a problem can only exist if an offender and victim/target are located at the same place at the same time without the presence of a capable guardian. If you take away one element of the triangle then the problem may not occur.” (Routine Activity Theory – Felson & Cohen)

4. WHY IT IS IMPORTANT 4.1 There are five key reasons why it is important that we are as effective as we can be at problem-solving: i) Effective problem-solving works. It reduces risk and harm to the public. POP reduces crime and victimisation. ii) With a reduced workforce and increased demands there is a service delivery gap. Reducing crime and reducing demand narrows that gap; enabling better service to the public. iii) In recognition of the importance of effective problem-solving, the HMICFRS look for evidence of effective works and a strong POP culture when assessing police forces. iv) The National Police Chief Council’s vision, “Modernising Neighbourhood Policing” describes a modern, effective police service as having this culture throughout. v) Within South Yorkshire, we developed with the public, our partners and our people our own definition of Neighbourhood Policing to describe what we will achieve, problem-solving is key to achieving this ideal.

5. HOW WELL ARE WE ACHIEVING 5.1 Up until the re-introduction of Neighbourhood Policing Teams in September 2017, we had been in decline. Increasingly reactive, increasing chasing today’s demands in the hope that tomorrow would be better. Resolving problems was not in our language or our mind-set. The investment in our new teams heralded a change. New teams of officers working beside PCSOs, with Inspectors leading work-streams with partners in our most challenging communities. 5.2 Benchmarking demonstrated that those other forces who had invested in quality training for their people benefited from officers who were able to think and act differently. In South Yorkshire, we chose to go further. During January to March this year, Sylvia Chenery, an internationally recognised expert in Problem-Orientated Policing delivered training throughout the county. We trained not just our Neighbourhoods officers, but also our leaders; our analysts; some detectives and also, significantly, our partners. Over 650 people, throughout policing and our partners learning together.

Page 82 5.3 From 2018 every new recruit has benefited as part of their qualification to be confirmed as a constable has taught input upon POP and a secondment to their local Neighbourhood team to work with colleagues to use those skills practically within a community. With an establishment of c.2, 450 officers, this alone will lead to around 1/6th of all of our police officers being taught and utilising this knowledge. Our new generation of officers are from the very start of their careers being brought in to this mind-set. 5.4 Problem-solving works are recorded via structured documents that follow the “OSARA” approach. These “POP plans” are used by the lead officer to describe and drive actions. Inspectors quality assure the plans and use them as a means to focus activity in pursuance of the Neighbourhoods role. 5.5 Our POP plans are all held on the force’s What Works portal. Our portal acts as a library, where we can see each other’s plans and share learning. It also links into national toolkits to support our officers and for our officers to share their works. This portal has been commended by the HMICFRS.

5.6 During this year’s promotion selection processes, the force tested officers ability to think differently and to demonstrate problem-solving ability. Not only does this assist in selecting leaders with these attributes it also encourages and incentivises the behaviours which we seek to encourage. 5.7 On the 30th of April the force came together to celebrate our first annual Problem- Orientated Policing Awards. Twenty-two groups from across the county applied, which were short-listed to six who presented their works before our adjudicating panel. Our panel not only comprised ACCs Poultney and Hartley, but also our trainer Sylvia Chenery; RMBC’s deputy Chief Executive to reflect working effectively in partnership being a key to good practice and also a member of Sheffield’s Independent Advisory Group as a representative of the communities we serve with this work. Our worthy winners were a Neighbourhood team from Doncaster who have been effectively Page 83 tackling the harm and crime caused by an Organised Crime Group in the west of the borough. 5.8 Our officers are effective in problem-solving activities throughout the county, utilising the “Victim, Offender, Location” triangle. Targeting our worst offenders. Protecting our most vulnerable. Working with communities and partners in our most challenging communities. We are able to describe the benefits of this approach. The investment can be appreciated. 5.9 People who go Missing From Home all present varying degrees of risk to themselves and others. They all attract demand from police (and partner) resources. For years we have recognised the seemingly inexorable increases in risks and demands. In Rotherham dedicated MFH officers have transitioned from efficiently finding a missing person (achieved as they knew the individuals and could often know where to look and who to work with) to working with the individual, once back home, to prevent the person going again. Person intervention, case by case, are reducing the number of missing persons, reducing the risk, reducing demands. This approach is now being mirrored across the force.

Missing Persons in Rotherham (number of episodes)

5.10 Across the county, metrics are describing a significantly improving picture as we work through the OSARA approach and reduce demands. In Doncaster, tangible reductions from 7 out of 10 most demanding locations. These include retail outlets and child care units:

Page 84 5.11 In Barnsley, 8 out of 10 locations have reduced calls for service:

Page 85 5.12 Sheffield have also achieved reductions in 7 out of their 10 priority locations.

5.13 Finally, in Rotherham, 9 locations out of the top (worst) 10 locations have shown significant reductions, including Rotherham District General Hospital. Hospitals feature across the county and are particularly pernicious in terms of not just volume of demands but the risks each call represents;

5.14 Each reduced call for service describes the achievement of an investment in effort, led by the police, following the OSARA approach which is leading to reduced victims; harm caused and the deployment of valuable resources. 5.15 In addition to these activities around premises; quality OSARA plans abound around our priority communities: in Broomhall; Hexthorpe; Eastwood; our prisons; around on- street prostitution and our town centres.

Page 86 6. NEXT STEPS 6.1 Building upon these achievements, there is more still to do. This work will never be finished; it will be a constant challenge to improve as we strive to minimise crime and harm and to legitimately drive down demands. Three key areas for progression are detailed beneath: i) As discussed, in spring we invested in training our Neighbourhoods and other officers. We train every new officer. The next step is to provide accessible, relevant and quality training for all. This piece of work has commenced. An on- line, digital product, utilising video pieces from specialist trainers is under development. Once available, the product can be promoted throughout the organisation. ii) Inspectors use our OSARA plans to focus activity and regularly review them. It will be useful to have them independently quality assured to drive up standards and to assist with promulgating good practice. This work is underway. iii) To maximise the gains from this discipline, Problem-Orientated Policing must extend beyond Neighbourhoods officers. We will have changed our culture when our public protection teams apply the OSARA methodology to a repeat cycle of domestic violence offender and victim; when specialist crime teams use the Problem Analysis Triangle to successfully dismantle and Organised Crime Group or when colleagues in Finance, or HR resolve a problem through this structured methodology. To achieve this ideal, senior leaders all have a part to play, shaping the agenda through the language used when tasking colleagues; creating a new norm for how our people think and do.

ACC David Hartley Local Policing

Page 87 This page is intentionally left blank Agenda Item 23

PUBLIC ACCOUNTABILITY BOARD

OF THE SOUTH YORKSHIRE POLICE AND CRIME COMMISSIONER

29 OCTOBER 2018

REPORT BY THE PCC’S CHIEF EXECUTIVE AND SOLICITOR

POLICE AND CRIME COMMISSIONER DECISIONS

1 Report Objectives

This Report is to provide the Public Accountability Board (‘PAB’) with a record of decisions taken by the PCC outside of this Board since the last PAB meeting.

2 Recommendations

The Board is recommended to note the contents of the report and to comment upon any issues arising.

3 Background

The Police Reform and Social Responsibility Act 2011 sets out the functions and responsibilities of the PCC.

The Elected Local Policing Bodies (Specified Information) Order 2011 sets out the requirements of the PCC to publish information about decision-making.

The PCC has a Framework for decision-making by both the PCC and those exercising delegated authority on behalf of the PCC. It details the arrangements put in place to enable the PCC to make robust, well-informed and transparent decisions, and hold the Chief Constable to account. This Framework is currently being updated to accurately reflect the Commissioner’s revised arrangements around decision making.

Decisions taken by the PCC will primarily arise from discharging his statutory functions and are likely to include, but not be limited to, the following areas:

 Collaboration/partnerships  Strategic Direction  Governance, including policy  Budget setting  Commissioning  Capital programme spend  Asset requisition/disposal

4 DECISIONS

The PCC has made 17 decisions in 2018/19.

Page 89 Between 13 September 2018 (the date of the last report) and 12 October 2018, the PCC has made the following decisions:

Subject PCC Decision Date Sexual Violence and Domestic Approved the proposed increase Violence Support to the budgets for Sexual Commissioning Budget Violence Support (Independent Increase Sexual Violence Advocate) 21.09.18 services and Domestic Violence Support (Independent Domestic Violence Advocate) services Extension of the Regional Approved a two year extension Sexual Assault Referral of the Regional SARC contract 09.10.18 Centre (SARC) Contract on behalf of the partner commissioners Contract Extension and price Agreed and signed a contract variation – Forensic Science change note for extending the 27.09.18 Services current contract by 23 months

Report Author: Sally Parkin Designation: Business Manager, OPCC Contact: [email protected]

Page 90