1 July 2019

To: Members of the Public Accountability Board

This matter is being dealt with by: Sally Parkin Direct Line: 01142 964138 email: [email protected]

Dear Colleague

Public Accountability Board

You are invited to attend the next meeting of the Public Accountability Board which will be held on Wednesday 10th July, 2019 at 2.00 pm at the Office of the Police and Crime Commissioner, 5 Carbrook Hall Road, Carbrook, Sheffield, S9 2EH.

The agenda and supporting papers are attached.

Car parking should be available on site.

Yours sincerely

Erika Redfearn Head of Governance 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

WEDNESDAY 10TH JULY, 2019 AT 2.00 PM

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

AGENDA

Item Page

1 Welcome and Apologies Dr A Billings

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 Whilst the recording of this meeting will not be published it is anticipated that in the future recordings of this may be uploaded onto the website.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

4 Public Questions

5 Urgent Items Dr A Billings

6 Items to be considered in the Absence of the Public Dr A Billings None and Press

7 Declarations of Interest Dr A Billings

8 Minutes of the meeting of the Public Accountability Dr A Billings 1 - 10 Board held on 10 June 2019

9 Matters Arising/Actions M Buttery 11 - 12

10 PAB Work Programme M Buttery 13 - 16

11 Force Year End Performance Assessment Report M Roberts 17 - 38 2018/19

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

12 Force Performance Report against Police and Crime T Forber 39 - 46 Plan 2017 - 2012 (Renewed 2019) Tacking Crime and Anti Social Behaviour

13 Force Performance Barnsley District Summary S Green 47 - 52 Update

14 PCC Decisions E Redfearn 53 - 54

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

16 Date and Time of Next Meeting

11 September 2019 at 3pm, Office of the Police and Crime Commissioner, 5 Carbrook Hall Road, Carbrook, Sheffield, S9 2EH. Agenda Item 8

SOUTH YORKSHIRE’S POLICE AND CRIME COMMISSIONER

PUBLIC ACCOUNTABILITY BOARD

10 JUNE 2019

PRESENT: Dr Alan Billings (Police and Crime Commissioner), Michelle Buttery (Chief Executive and Solicitor, OPCC) Michael Clements (Chief Finance and Commissioning Officer, OPCC) Stephen Watson (Chief Constable, SYP) Tim Forber (Assistant Chief Constable, SYP) Lauren Poultney (Assistant Chief Constable, SYP) David Hartley (Assistant Chief Constable, SYP) Nigel Hiller (Director of Resources, SYP) Debbie Carrington (Head of Finance, SYP) Sally Parkin (Governance and Compliance Manager, OPCC) Alison Fletcher (Office Manager, SYP) Fiona Topliss (Community Engagement & Communications Manager, OPCC) Kevin Wright (Evaluation & Scrutiny Officer, OPCC) Cllr Sarah Wilson (Sheffield City Council) Jo Jackson (Head of HR, SYP

Apologies for absence were received from: Erika Redfearn and Mark Roberts

1 WELCOME AND APOLOGIES

The Commissioner welcomed those present at the meeting.

There were Councillor Sansome (a member of the Police and Crime Panel), 4 members of the public and one member of the press present.

2 FILMING NOTIFICATION

The Commissioner informed attendees that the meeting was being filmed and would 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

The Commissioner congratulated the Chief Constable on being awarded the Queen's Police Medal in Her Majesty's Birthday Honours.

4 PUBLIC QUESTIONS

There were no public questions.

Page 1 OPPC Public Accountability Board 10/06/19

5 URGENT ITEMS

There were no urgent items.

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

There were no items to be considered in the absence of the public and press.

7 DECLARATIONS OF INTEREST

There were no declarations of interest.

8 MINUTES OF THE MEETING OF THE PUBLIC ACCOUNTABILITY BOARD HELD ON 30 APRIL 2019

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

9 MATTERS ARISING/ACTIONS

365 The OPCC would work with the Force to consider how seized cash might be re-invested in a way that is transparent to communities 26/03/19 - ongoing 30/04/19 – M Buttery confirmed she had a meeting arranged with T Forber to discuss maximising the opportunities for the Proceeds of Crime Act money. 10/06/19 – M Buttery confirmed she had met with T Forber in relation to the Proceeds of Crime Act money and now had a way forward. T Forber confirmed the Force had invested significantly in the level of resources involved in cash seizure and is very keen to work with M Buttery to put this back into local communities. M Buttery confirmed the next stage was to prepare a paper to take to the PCC and Chief Constable. 366 M Buttery to provide the Force with any responses to any questions she had in relation to the IS Strategy 24/05/19 – Comments sent to M Chivers DISCHARGED 367 The Force to provide M Buttery with responses to any questions she had in relation to the IS Strategy ONGOING 368 The Force would nominate a new representative to be part of the grants panel 10/06/19 – M Buttery confirmed she was asking M Carroll to liaise with Area Manager S Helps from South Yorkshire Fire and Rescue

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10 PAB WORK PROGRAMME

M Buttery highlighted the attached work programme which shows three months in advance. There would be no Public Accountability Board in August.

Looking ahead to October she requested that sustainability be added to the work programme.

IT WAS AGREED THAT:

 Sustainability would be added to the work programme for the October meeting

11 FORCE PERFORMANCE ROTHERHAM DISTRICT SUMMARY 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 operational based delivery of the Police and Crime Plan in Rotherham, in line with the reporting requirements.

The Commissioner noted that Rotherham residents had highlighted that tackling residential burglary is what matters most to them. He confirmed that local residents had raised concerns with him about this.

U Jennings highlighted that burglary levels had been reduced to around 100 per month and this appeared to be being sustained during May and into June. One of the reasons for this is that several prolific offenders from Swinton have been targeted and are currently serving custodial sentences.

To build on this recent success and ensure sustained reductions, Operation Shield is now being rolled out in Swinton. The operation will involve 800 houses in the area receiving crime prevention advice, security marking and high visibility policing from the local neighbourhood policing team.

The Commissioner enquired about what happens when the offenders are released from prison. U Jennings confirmed that the District has an Integrated Offender Management Team and robust arrangements are in place once offenders are released.

Victim satisfaction levels across the District have also improved, from 80% to 91%.

Domestic abuse is a priority. Rotherham recognises that arrest rates are improving but acknowledges that it needs to go beyond 40% (national average). It is however, reassuring to see that domestic abuse victim satisfaction levels in Rotherham remain consistently higher than the Force average.

The Commissioner enquired about the impact of body worn video. U Jennings confirmed that body worn video gives officers more scope for non-victim led prosecutions and takes the responsibility away from the victim. The Commissioner

Page 3 OPPC Public Accountability Board 10/06/19

highlighted that he had spoken to the Resident Judge and he had confirmed that body worn video evidence was very compelling.

The Commissioner highlighted the partnership approach to problem solving as a means to reduce harm, crime and demands. U Jennings confirmed Rotherham was the only district to have 4 hubs and partnership working was well developed and mature.

The Commissioner enquired about the work taking place around the hospital. U Jennings confirmed that hospitals create huge demand and generate risks for individuals and organisations, from patients discharging themselves inappropriately; people in mental health crisis, theft and damage on site; missing people and more. Through work with Rotherham District hospital, demand from the hospital is reducing.

U Jennings highlighted the excellent work being undertaken in partnership to manage and disrupt Organised Crime Groups (OCGs) in Rotherham. The District maps the families of OCGs to enable early interventions and reduce child criminal exploitation.

The Commissioner highlighted the work being undertaken with young people in Wath. U Jennings acknowledged that groups of young people can be intimidating. Officers are working with the community to engage with the teenagers, seek alternative solutions and locations where groups can come together without increasing a fear of crime in the area.

The Commissioner enquired how the District captured what the public is saying. U Jennings confirmed face to face engagement was the most effective way to engage and highlighted that there would be a more focused approach to engagement over the next few months as some of the methods used were outdated.

Overall victim satisfaction in Rotherham has seen a slight improvement and this is one of three priority areas for Rotherham – the others being response timeliness and domestic abuse. 12 FORCE PERFORMANCE REPORT AGAINST POLICE AND CRIME PLAN 2017 - 2021 (RENEWED 2019) - PROTECTING VULNERABLE PEOPLE

A report of the Chief Constable was presented to the Board. The purpose of the report was to provide an update on the progress against the ‘protecting vulnerable people’ priority of the Police and Crime Plan 2017-2021 in support of the Commissioner’s overarching aim of South Yorkshire being a safe place in which to live, learn and work.

T Forber informed the Board that the report provided updates on three broad areas; mental health, domestic abuse and the Crime Support Hub.

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T Forber highlighted that the police are regularly becoming the first point of contact for a person in mental health crisis. It is important that the Force understand and measure demand where mental health is a factor. This has become easier following the implementation of Smart Contact in 2018 which enables incidents to be ‘flagged’ if there is a mental health factor. From January to December 2018, there were just under 13,000 crimes where the victim/offender identified as vulnerable due to their mental health, accounting for 9% of all crimes. Superintendent Dan Thorpe is the Force lead for mental health and is leading nationally in respect of Acute Behavioural Disturbance (ABD). Superintendent Thorpe hosted a national conference in Sheffield attended by key partner agencies such as the Independent Office for Police Complaints (IOPC), NHS England and the Royal College of Psychiatry amongst many others. The report highlights two examples where South Yorkshire officers have recognised ABD immediately and saved life. The Commissioner acknowledged that mental health is a growing issue and said he sympathised with officers who have to make decisions around mental health. T Forber highlighted that the Force has a mental health strategic delivery plan and an excellent mental health toolkit for officers and staff to use when dealing with any mental health related incident. The Commissioner requested a copy of the delivery plan. The Force continues to be fully committed to dealing positively with domestic abuse and, since March 2017, has steadily improved its conversion of domestic abuse reports to domestic abuse crimes. Staff now recognise more domestic abuse crimes when attending incidents, resulting in more victims of crime being safeguarded and offered specialist support. There is a drive for officers to arrest offenders. The Force seeks to maximise investigative opportunities quickly, whilst the suspect is in custody, with a view to charges being brought or where that is not possible using bail conditions or domestic violence protection notices (DVPNs) to help protect victims and allow them time to think about what course of action they want to be taken. The Commissioner enquired if this had impacted on the workforce. T Forber confirmed that the demand on the Protecting Vulnerable People (PVP) teams had increased and the Force was reinvesting in this area. In the 12-months from April 2018 to March 2019, the courts granted 90% of all the Force’s applications for domestic violence protection orders (DVPOs) to help protect victims, which shows these are being used proportionately and the Force has enforced 100 breaches of those orders. There has been an increase in the overall satisfaction levels for victims assessed as being at a high risk to domestic abuse. This will continue to be monitored.

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T Forber highlighted that the Crime Support Hub (CSH) and the Force Crime Bureau (FCB) currently manage 30% of all Force crime demand. The CSH is not a triage unit, it is an investigative function and investigates all reports of crime. Some crimes do not require an officer to attend. However, where the Force assesses a victim as vulnerable, regardless of evidential or solvability factors, these crimes will still be allocated for a follow up visit by a local officer. The CSH staff have recently been upskilled to ensure vulnerable victims are correctly identified using the Force’s Vulnerability Assessment Framework. This is working well. T Forber highlighted the case studies in the report. The focus over the next 12 months will include:  continuing to deliver the mental health strategic plan;  continuing to improve domestic abuse arrest rates and safeguarding victims;  continuing to support victims through the CSH; and  continuing to improve the Force’s understanding of child criminal exploitation and modern slavery

IT WAS AGREED THAT:

 The Force would provide the Commissioner with a copy of the mental health strategic delivery plan

13 FORCE PERFORMANCE REPORT AGAINST POLICE AND CRIME PLAN 2017 - 2021 (RENEWED 2019) - TREATING PEOPLE FAIRLY

A report of the Chief Constable was presented to the Board. The purpose of the report was to provide an update on the progress against the ‘treating people fairly’ priority of the Police and Crime Plan 2017-2021 in support of the Commissioner’s overarching aim of South Yorkshire being a safe place in which to live, learn and work.

D Hartley highlighted that the two key features of the report are the external treatment of local communities and the internal treatment of staff. A key strand of the Force’s approach to victim satisfaction and the service they received is treating people fairly. This is measured by the treatment aspect from the independent surveys conducted with vulnerable victims and victims of residential burglary, vehicle crime and hate crime. Feedback from victims of crime for the period April 2018 to March 2019 shows that 93% of victims said they had been treated fairly and 97% treated with respect. D Hartley confirmed that this is reassuring. D Hartley acknowledged the drop in overall satisfaction levels for hate crime, and confirmed this was a key area of focus for the Force. The Commissioner enquired if there is any reason for the decrease. D Hartley confirmed that this maybe connected to issues around supervision and confirmed that the Force would be increasing supervision in this area. Page 6 OPPC Public Accountability Board 10/06/19

The Commissioner enquired about third party reporting centres and whether there could be any problems. D Hartley acknowledged the positive impact of third party centres for hate crime reporting, of which there are 42 across the county, and confirmed the issues in relation to victim satisfaction were internal and can be improved upon. There has been a large increase in the numbers of stop and search carried out by the Force. D Hartley confirmed that it was encouraging to see that the number of positive outcomes was also being maintained. Most items searched for and found continue to be drugs, stolen property and offensive weapons. D Hartley highlighted that no complaints or community tensions have arisen as a result of someone being stopped and searched. The Commissioner enquired about the minimum age limit for someone being stopped and searched. D Hartley confirmed the Force would only stop someone very young if they had intelligence to suggest they may be involved in criminality or someone may be in danger. The Chief Constable highlighted the importance of stop and search being done respectfully and proportionately and confirmed the Force would continue to monitor the use of stop and search and triangulate with the number of police complaints. As part of the Force’s plan to have an inclusive and representative workforce whilst supporting a positive culture, the Force has re-launched the South Yorkshire Police Lesbian Gay Bisexual and Transgender plus (LGBT+) Network and launched its newest association, South Yorkshire Police Autism Association. The Force has recently received the results from the latest staff survey and has seen significant improvements around procedural fairness and organisational support. In April, four new Neighbourhood Fire Community Safety Officers (NFCSO) were introduced. They will spend time co-located in the neighbourhood hubs, in order to create the opportunity to co-locate with partners and work together on collaborative programmes to address local issues and reduce demand. The Commissioner enquired whether there was the opportunity to involve Health. D Hartley confirmed that this could be extended to include Health colleagues. D Hartley highlighted that some of the areas the Force would be focusing on over the next twelve months would include: the delivery of the hate crime strategy; delivering the workforce plan and the use of stop and search including fair treatment.

14 FORCE BUDGET MONITORING YEARLY OUTTURN AS AT 31 MARCH 2019 (QUARTER 4)

A report of the Chief Constable was presented to the Board. The purpose of the report was to inform the Board of the Force’s final outturn on its revenue and capital

Page 7 OPPC Public Accountability Board 10/06/19 budgets as at 31 March 2019. The report shows income and expenditure for the period 1 April 2018 to 31 March 2019 before accounting adjustments.

The Commissioner highlighted that the content of the report had been discussed earlier in the week at a meeting of the Police and Crime Panel, and this had been picked up by the media. The Police and Crime Panel had legitimately challenged the underspend, particularly considering the Commissioner had increased the precept for 2019/20. The Commissioner acknowledged that, in relation to the revenue budget, there were some items which are difficult to control. For example, it is difficult to determine when legacy claims will be settled. However, other aspects, around resources and pay, the Force should be able to understand and control. Some aspects of the capital programme are also outside of the Force’s control. The Commissioner acknowledged that he would expect some movement within the capital programme. He confirmed that he felt the current capital programme should be shorter and more deliverable. N Hiller acknowledged that the points made by the Commissioner and the Police and Crime Panel were understood. N Hiller highlighted that there were two main reasons for the revenue underspend - the workforce plan and the Crime Review. In 2017, the workforce plan was criticised by Her Majesty’s Inspectorate for Constabulary and Fire and Rescue Service (HMICFRS). The Force has given N Hiller overall responsibility for this area, a new Head of HR Services has been appointed and HR, finance and organisational development are now working closer together to address this. Detailed analysis is now undertaken and the Force is confident this is now accurate. The causes of concern expressed by HMICFRS have now been removed. Overall, £1.2m of the Crime Review transitional funding has not been required. N Hiller highlighted that the Force had exceeded its savings targets. N Hiller acknowledged it was an ambitious capital programme and confirmed that control measures had now been improved and that the Strategic Resourcing Board would have an increased role. There had been issues with one of the Force’s computer programmes and changes to EU emissions regulations which the car industry have not been able to comply with, compromising the supply of new vehicles, that have both impacted on the capital programme delivery. The Commissioner enquired about body worn video. N Hiller confirmed this had been delayed following feedback from other forces which has resulted in environmental changes having to be made to storage rooms before the equipment could be delivered and used.

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The Commissioner noted the underspend for police surgeons/clinicians and enquired about the reason for this. N Hiller confirmed that the contract had been lower in value than expected. The Commissioner acknowledged that some areas were out of the Force’s control but highlighted that projects and schemes needed to be carefully monitored. The Chief Constable acknowledged the criticism and confirmed that the Force needed to improve its financial governance arrangements. He highlighted that an underspend was better than an overspend and the underspend was still approximately 2% of the overall budget. In the future, recruitment of police officers will be done in advance and not in arrears to reduce vacancies. The PCSO review will add 73 additional police officers which will bring the net uplift to 128. Recruitment campaigns are being developed to attract the right people. M Buttery highlighted that some PCSOs would be applying to become police officers. The Chief Constable confirmed that a targeted campaign for PCSOs was ongoing. The Force is keen to retain the knowledge and skills PCSOs have. He acknowledged the frustration PCSOs experienced because they do not have the powers required to deal with issues that arise. The Chief Constable acknowledged the slippage in the capital programme. The Commissioner highlighted that his Office now had a new Deputy Chief Finance Officer who would be working with the Force on improving the management and monitoring of the capital programme. The Commissioner accepted recommendations: 2.1 receive the reports 2.2 note the key points at 3.1 2.3 agree the transfer of the surplus Crime Review transitional funding of £1.12m to the transitional funding reserve to fund one-off expenditure associated with ongoing and future change projects and programmes The Commissioner was unable to accept recommendations: 2.4 agree to the use by the Chief Constable of the devolved budget reserve of £1.6m as permitted in Financial Regulations 2.5 seek formal approval from the PCC of the final capital slippage as noted at point 3.6 of the report until he has taken further advice from his office.

15 ORGANISATIONAL DEVELOPMENT

J Jackson gave a presentation on the People and Organisational Development plan for 2018-2020.

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This included information on the data being used to develop the activity required to enable the Force to develop its people and the organisation, including staff survey results, the positive culture project and HMICFRS. The areas of focus are:  The SYP leader  Organisational change and behaviour  Blended learning  Talent management  Optimising performance  Wellbeing

J Jackson provided further information in relation to the SYP leader, learner-centric development and optimising performance. The Commissioner enquired if policing had got more stressful or whether there is just more awareness around wellbeing. J Jackson confirmed that both could be said to be true. M Buttery acknowledged that the presentation approach feels more strategically joined up and underpins the Chief Constable’s Plan on a Page.

16 PCC DECISIONS

M Buttery informed the Board that the Commissioner had made ten decisions outside of the Public Accountability Board.

The report was noted.

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

None.

18 DATE AND TIME OF NEXT MEETING

10 July 2019 at 2pm, Office of the Police and Crime Commissioner, 5 Carbrook Hall Road, Carbrook, Sheffield, S9 2EH.

CHAIR

Page 10 MATTERS ARISING / ACTIONS

Date of Update Ref meeting Matter arising/action Owner Complete (Y/N) 365 26/02/2019 The OPCC would work with the Force to consider how 20/03/19 - Ongoing M Buttery to meet with T Forber OPCC seized cash might be re-invested in a way that is transparent 26/03/19 - Ongoing to communities 24/04/19 - Meeting arranged for 30/04/19 to discuss. 30/04/19 - M Buttery confirmed she had a meeting arranged with T Forber to discuss maximising the opportunities for the Proceeds of Crime Act money. 10/06/19 - M Buttery confirmed she had met with T Forber in relation to the Proceeds of Crime Act money and now had a way forward. T Forber confirmed the Force had invested significantly in the level of resources involved in cash seizure and is very keen to work with M Buttery to put this back into local communities. M Buttery confirmed the next stage was to prepare a paper to take to the PCC and Chief Constable. 367 30/04/2019 The Force would provide M Buttery with responses to any 10/06/19 Ongoing N Hiller questions she had in relation to the IS Strategy. The Force would nominate a new representative to be part of 10/06/19 – M Buttery confirmed she was asking M Page 11 Page the grants panel Carroll to liaise with Area Manager S Helps from South 368 30/04/2019 Yorkshire Fire and Rescue M Roberts The Force would provide the Commissioner with a copy of 370 10/06/2019 the mental health strategic delivery plan ACC Forber Agenda Item 9 This page is intentionally left blank 3 MONTH ROLLING WORK PROGRAMME PUBLIC ACCOUNTABILITY BOARD (PAB) AUGUST 2019 TO NOVEMBER 2019

Please Note: No meeting in August 2019

MEETING DATE: 11 SEPTEMBER 2019 AT 1500 HOURS OPCC SYP Purpose PCC’s Annual Report 2018/19  Inform the Board of the PCC’s annual report detailing the work and achievements throughout the previous year against the priorities in the Police and Crime Plan 2018/19. Force Performance – Sheffield District  Provide the PCC with an update on Sheffield District’s performance Summary Update against Police and Crime Plan priorities. Force Performance Report against Police and  Provide update to PCC re Force progress towards the priority of

Page 13 Page Crime Plan 2017 – 2021 (Renewed 2019) – Protecting Vulnerable People in the Police and Crime Plan. Protecting Vulnerable People Force Performance Report against Police and  Provide update to PCC re Force progress towards the priority of Crime Plan 2017 – 2021 (Renewed 2019) – Treating People Fairly in the Police and Crime Plan. Treating People Fairly SYP Quarterly Budget Monitoring Overview  SYPs financial position for (Quarter 1) 2019/2020 PCC Decisions  To seek PCC approval / agreement to proposals of significant public interest as requested (to be notified 10 working days before date of meeting) Agenda Item 10

P:\Meetings\Work Programmes\2019\Public Accountability Board\2019-06-10\PAB WP July 2019 to September 2019 - updated 29-05-19.docx Updated 29-05-2019 3 MONTH ROLLING WORK PROGRAMME PUBLIC ACCOUNTABILITY BOARD (PAB) AUGUST 2019 TO NOVEMBER 2019

MEETING DATE: 9 OCTOBER 2019 AT 1400 HOURS OPCC SYP Purpose Force Performance – Doncaster District  Provide the PCC with an update on Doncaster District’s performance Summary Update against Police and Crime Plan priorities. Force Performance Report against Police and  Provide update to PCC re Force progress towards the priority Tackling Crime Plan 2017 – 2021 (Renewed 2019) – Crime and Anti Social Behaviour in the Police and Crime Plan. Tacking Crime and Anti Social Behaviour Sustainability Update  Provide an update on the progress made against the Force and PCC’s Sustainability Strategic PCC Decisions   To seek PCC approval / agreement to proposals of significant public interest as requested (to be notified 10 working days before date of

Page 14 Page meeting)

P:\Meetings\Work Programmes\2019\Public Accountability Board\2019-06-10\PAB WP July 2019 to September 2019 - updated 29-05-19.docx Updated 29-05-2019 3 MONTH ROLLING WORK PROGRAMME PUBLIC ACCOUNTABILITY BOARD (PAB) AUGUST 2019 TO NOVEMBER 2019

MEETING DATE: 6 NOVMEBER 2019 AT 1400 HOURS OPCC SYP Purpose Force Performance – Rotherham District  Provide the PCC with an update on Rotherham District’s performance Summary Update against Police and Crime Plan priorities. Force Performance Report against Police and  Provide update to PCC re Force progress towards the priority Crime Plan 2017 – 2021 (Renewed 2019) – Protecting Vulnerable People in the Police and Crime Plan. Protecting Vulnerable People PCC Decisions   To seek PCC approval / agreement to proposals of significant public interest as requested (to be notified 10 working days before date of meeting) Page 15 Page

P:\Meetings\Work Programmes\2019\Public Accountability Board\2019-06-10\PAB WP July 2019 to September 2019 - updated 29-05-19.docx Updated 29-05-2019 This page is intentionally left blank Agenda Item 11

PUBLIC ACCOUNTABILITY BOARD

10th JULY 2019

REPORT OF THE CHIEF CONSTABLE

END OF YEAR REPORT: THE POLICE AND CRIME PLAN (APRIL 2018 - MARCH 2019)

1. PURPOSE OF REPORT To update the Police and Crime Commissioner (PCC) with the progress South Yorkshire Police made, in 2018-2019, to meet the outcomes of the PCC’s Police and Crime Plan (2017-2021).

2. RECOMMENDATION The PCC reviews the report and considers whether further assurance is required in relation to progress the force made to deliver the Police and Crime Plan outcomes during the reporting year 2018/19.

3. STRATEGIC PRIORITIES The PCC’s Police and Crime Plan for 2018-19 required the force to account for progress against the four main outcome areas detailed in that plan:  safer communities;  trust and confidence in policing and crime services;  serious and organised crime; and  efficiency, effectiveness and value for money

Our Plan on a Page set out how we would deliver the PCC’s Police and Crime Plan with activity directed in relation to the three key priorities:  deliver neighbourhood policing and protect the vulnerable;  proactively understand and prevent crime and harm; and  tackle crime and ASB (antisocial behaviour)

We have previously assured the PCC of the robust and effective performance and governance arrangements that are in place to deliver the Police and Crime Plan.

This report will cover the following areas:-  CC Watson 2018/19 Performance Summary Assessment;  HMICFRS assessments of South Yorkshire Police;  Police & Crime Plan Outcomes Performance Delivery o Safer communities

1 Page 17 o Trust and confidence in policing and crime services o Serious and organised crime o Efficiency, effectiveness and value for money

4. CC WATSON - PERFORMANCE SUMMARY ASSESSMENT

There has been much to be proud of over the last twelve months and we have invested substantially in developing our infrastructure to fully understand our demand and to determine the optimum approaches to effectively tackling our current and future challenges. We have improved the force-operating model, implementing a Crime Support Hub that conducts a proper assessment of reported crime based on solvability factors and vulnerability. We have undertaken a significant investment in our neighbourhood policing teams, thus improving our embeddedness with our communities and enabling us to focus on those issues that are important for the public and to concentrate our efforts on reducing the impact of repeat demand drivers. We are already starting to realise the benefits of this robust and better resourced area of business. We restructured the force’s investigative functions and once again have local investigation teams tethered to geography, dealing with serious and complex crime and public protection issues. This element of our restructure has also seen us bolster our capability to deal with and investigate homicide with dedicated major crime teams supported by a major investigation review team that takes ownership of, and progresses cold case reviews. Our specialist operations teams have also seen a greater level of investment since the disestablishment of the Joint Specialist Operations Unit agreement with Humberside Police. We again have our own specialist operations capability with Firearms Support Group, Roads Policing Group and our own dog and mounted sections. We are working towards a fully operational Tactical Support Group that can further support local policing operations. We firmly believe that we now have an investable operating model and our demand analysis gives us clear focus on the size of the resourcing we need to meet our changing demands. We have brought about reform in our HR function to enhance our ability to recruit, train, develop and equip our staff with the requisite skills for the future. With a better interface between our workforce planning and our mid-term financial planning, we have brought about the first growth in police officer posts in over a decade, and have commenced the largest and longest period of recruitment since 2004. It is our strategic intent to bring about a net increase in police officers posts and we have commenced a review of our enabling services to ensure that we have an efficient and effective workforce balance, in order to bring about the maximum possible positive effect for our communities. We are already on a journey realising our intention to move beyond reactivity and bring about a proactive, problem-oriented force where the effective and successful management of demand becomes central to our mission.

2 Page 18 5. HMICFRS ASSESSMENTS OF SOUTH YORKSHIRE POLICE Her Majesty’s Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS) in our 2018 Crime Data Integrity Inspection, said we were good at recording reported crime; demonstrated good leadership and culture to meet the national standards for crime recording, however our systems and processes in place at that time to support accurate crime recording required improvement. Following the implementation of both the crime and incident recording systems in the last two years, we are now able to review and report to more easily identify where understanding in crime recording needs are to be addressed. There are future plans to review incoming incidents opened, but not closed as crime, to ensure appropriate categorisation of crime to meet the Home Office Crime Recording standards is met. Feedback from this will ensure appropriate continued focus on the importance of crime data integrity. During 2018/19, we successfully addressed three HMICFRS (Her Majesty’s Inspectorate of Constabulary, Fire and Rescue Services) causes of concern relating to efficiency and nine out of thirteen areas for improvement. We have increased the governance processes in place to maintain focus and track delivery against the known issues, and deliver for thematic leads and key business areas reality checking reviews against policy and national best practice, including forces’ inspection feedback from HMICFRS. In February 2019, HMICFRS formally inspected the force under the Integrated PEEL Assessment (IPA) process. The HMICFRS inspections provide independent assessments on the force including efficiency, effectiveness and legitimacy and we look forward their report later in 2019, providing us with further opportunities for improvement and become an outstanding force. Inspections expected into 2019/20 are a revisit of HMICFRS Crime Data Integrity Inspection, and a joint Custody inspection from HMICFRS and HM Inspectorate of Prisons (HMIP).

6. POLICE AND CRIME PLAN OUTCOMES PERFORMANCE DELIVERY Safer Communities

The safer communities outcome required that: Partners work together with the communities of South Yorkshire to help them feel and be safe by:  Prioritising joint-problem solving to find sustainable and fair solutions to community issues;  Identifying and protecting vulnerable people through early intervention and prevention;  Proactively understanding current and emerging trends to prevent individuals from becoming victims of anti-social behaviour, crime and harm;

3 Page 19  Delivering victim-led services designed with service users;  Addressing causes and reducing frequency of offending; and  Sharing data and identifying and evaluating best practice. The most recent PEEL effectiveness HMICFRS report for the force in 2017 stated that ‘South Yorkshire Police is good at tackling crime and anti-social behaviour and understands that this is gradually making its local communities safer. South Yorkshire Police makes effective use of the powers and tactics available to help tackle crime and anti-social behaviour. As a force, our ambition extends beyond ‘Good’ and we aim to deliver an outstanding service to our communities. In 2017/18, Safer Neighbourhood Services (SNS) were embedded within each of our four policing districts (Barnsley, Doncaster, Rotherham and Sheffield), headed in each by a Neighbourhoods and Partnership Chief Inspector. The district-level Hubs are Inspector-led and comprise of sergeants, constables, and PCSOs, Designing Out Crime Officers (DOCOs), missing persons officers, and licensing officers. Their function does vary within each district, which reflects the differing needs of their local communities. To support the introduction of these teams, analytical understanding of ‘complex need areas’ was established prior to the neighbourhood policing model being embedded, and resources were positioned to best support community need. South Yorkshire Police has worked in 2018/19 to fully embed our Neighbourhood Policing Model, providing a framework and guidance around working practices for the SNS hubs, understand our local community needs, and work with partners to support ongoing activity. To support this process we invested heavily in problem-solving training to all 481 of our neighbourhood staff establishment, relevant analytical posts, leadership roles across the organisation and crucially SNS partnership services across councils and other agencies; the success of which has led us to widening the training to other departments and teams. Additional training has also been delivered by the specialist Designing Out Crime Officers (DOCOs) to all SYP PCSOs to enhance the level of crime reduction advice for those within our communities. In 2017 SYP was awarded £6.35million of funding from the Home office to deliver a national problem solving and demand reduction partnership working initiative, over three years. Whilst the programme is independent to localised activity, the opportunities exist for SYP to be at the forefront of problem-solving delivery. The ASB Symposium hosted by Supt Colin MacFarlane in November 2018 was an excellent example, where his leadership of the national programme gave real insight locally to officers and staff on problem-solving initiatives. Problem solving plans have been developed in conjunction with partners to address the causes of problems, and to improve community or individual safety. From this work the Force was able to hold its first Problem-Orientated Policing (POP) Awards to recognise the work of colleagues in problem solving local issues. From this breadth of plans submitted, the following six projects were shortlisted for the awards:

4 Page 20 . Peel Parade car park closure; T/PS Matthew Caines and PCSO Jane Coates . Suicide bereavement; PS Glyn Shakespeare and PC Nicholas Knowles . Longacre traveller site; PS Kay Fitzgerald . Re-engaging Goldthorpe; PC Amy Mellow, PCSOs Mark Moxon and Sean Cassidy . Op Stone - demand reduction in relation to an OCG; Insp Dan McKnight and PS Matthew Cowling . Sheffield off-road bike project; PC Jamie Walker and PC Simon Cooper Not all problem-solving is openly visible within our communities, and Operation Stone was such an example of this. It was selected as the winning project, for its partnership approach in tackling an Organised Crime Group (OCG) in Mexborough. Neighbourhoods teams also employ their knowledge of local communities to monitor and manage ongoing community tensions, writing and maintaining Community Tension Impact Assessments (CTIA), feeding into operational daily management meetings (DMM), THRIVE meetings (threat, harm and risk) and district-based partner meetings and community groups. Some police work is less visible, and our Integrated Offender Management (IOM) scheme is an example of this. IOM cohorts include a wide range of offenders - organised crime groups (OCG), domestic abuse, serious acquisitive crime, child sexual exploitation (CSE) and violent and sex offenders (ViSOR). Our dedicated ViSOR teams currently assess and manage offenders of all risk levels and determine the visiting regime for each. The process and eligibility criteria for IOM cohorts is determined locally in each area and is reflective of local priorities. For example, in Doncaster there has been a particular emphasis on Domestic Abuse; in Sheffield, there has been an emphasis on Serious Organised Crime, as well as Domestic Abuse and Rotherham has focussed on Child Sexual Exploitation. The local offender management priorities are determined and cases are considered by the Local Offender Management Panels (LOMPs). These multi- agency panels consider referrals for inclusion on the local IOM scheme if they meet the local criteria; determine the appropriate approach for each nominal and agree offender management plans. An important consideration is the offenders ‘closeness to change’, which determines if the management will work to reduce the risk of offending. With the integration of neighbourhood police teams back within communities, officers can now more supportively assist in the community management of low-risk sex offenders, consistent with our defined role around reducing crime, protecting the vulnerable and enhancing community safety – and we fundamentally believe for the local police officer, it is this is the right thing to do. Our communities expect our officers to know who the offenders are and be influential in their management. They now can be, albeit the ViSOR offender managers retain the overall management responsibility for the low-risk nominals, including investigating any breaches of compliance. Links have been strengthened through the neighbourhood policing process with the force Legal Services team who are proactively engage and supporting

5 Page 21 problem solving through the use of powers (civil orders) designed to support forces in dealing with crime and ASB issues. These powers include antisocial behaviour injunctions, closure orders, public order, domestic violence protection orders and orders dealing with sex offenders. SYP officers often attend incidents as first responder, but the situation requires more specialist insight, such as medical support. The demand into the police service linked to mental health concerns is high as evidenced through the November 2018 HMICFRS report ‘Policing and Mental Health: Picking up the Pieces’. In order to understand this demand in the implementation of SmartContact1, mental health incident ‘flags’ we added to the system, and gave training to call handlers for the use of the flags. In the first 3 months of 2019, we recorded 90,900 incidents on the system, and 4969 mental health flags on the incidents, equating to 5 in every 100 incidents. We will continue to review this and other vulnerability flags within our systems to ensure our future focus can accommodate the additional requirements in terms of training, support services and liaison with partnership agencies as required. Our force lead for Mental Health, Superintendent Dan Thorpe, is leading nationally in respect of Acute Behavioural Disturbance2 (ABD), in 2018 hosting a conference supported by the National Problem Solving and Demand Reduction Programme, and attended by numerous key partner agencies such as the IOPC (Independent Office for Police Complaints), NHS England and the Royal College of Psychiatry. The focus was on ensuring understanding and the recognition of ABD was widespread across all partners and as a result, ABD has now been added onto the National Health Agenda. SYP continues to improve our understanding, training and partnership response to this medial emergency, with examples of life-saving consequences. Information on the latest updates on this and other related cases is accessible for SYP employees via a dedicated Mental Health Portal, developed in the past 12 months to support frontline delivery.

Trust and Confidence The trust and confidence outcome required that:- Everyone is treated fairly and in accordance with their policing and crime needs by:  Working together to actively listen to and understand the different communities in South Yorkshire and their individual policing and crime needs, taking action to prioritise community concerns;  Managing in-coming calls for service, acknowledging and managing the risk of inadvertently suppressing demand;

1 SYP’s incident recording system, implemented in November 2018. 2 ABD is defined as “the sudden onset of aggressive and violent behaviour and autonomic dysfunction, typically in the setting of acute or chronic drug abuse, or serious mental illness” (Guidelines for the Management of Excited Delirium / Acute Behavioural Disturbance, 2016) and poses a significant medical risk to the individual, and people around them.

6 Page 22  Understanding and taking action to address the factors affecting trust and confidence in South Yorkshire Police amongst hard to reach communities, as identified in the jointly commissioned baseline assessment of trust and confidence;  Working with partners to understand why trust and confidence levels among victims of crime is lower than the general population, the impact this has on their journey through the criminal justice system, and putting into place measures to provide a better victim experience; and  Creating and fostering a culture of listening, learning and embracing constructive challenge within the workforce, taking action to address workforce concerns, and promoting pride in working for South Yorkshire Police. We continue to use a wide range of sources of information to assess public confidence in the force and the Trust and Confidence Steering Group, Independent Ethics Panel and Independent Advisory Panels continue to ensure we are accountable with respect to public trust and confidence. Public confidence is scrutinised at our force performance meeting (chaired by the Deputy Chief Constable) and locally by District Commanders. We acknowledge feedback from the public that has shown a reduction in the percentage of people who think the police in their area do a good or excellent job. Our survey findings show that this reduction is linked to a perceived increase in crime and anti-social behaviour, and a reduction in those reporting that the police are dealing with things that matter locally. Understanding local priorities is the basis by which we can deliver meaningful services to our communities both from within our SNS and across the wider policing departments. Local priority issues are informed in a number of ways, namely though: - datasets from reported incidents, with a focus on incidents as well as crimes - our Your Voice Counts (YVC) survey for residents of South Yorkshire - our local community meetings and stalls, which are held across the policing area at community-based locations, and at times to support accessibility for the local community - analytically identified hotspots of repeat demand locations - partnership meetings and shared dedicated analytical support - in some areas, co-located partnership teams have support the formation of their District Safer Neighbourhood Service (SNS) hub. Police forces are not limited to dealing with crime and antisocial behaviour (ASB) issues where there are victims and offenders. For crime and ASB incidents, we aim wherever possible to support victims through an often traumatic process, and investigate the incident effectively to bring the offenders to justice. However, community issues do not always present in this way and the reality is that we deal with multiple other aspects of community demand such as concern for safety and welfare and missing people. Often those most vulnerable within our communities come to police attention, not as victims, witnesses or suspects, but for first point support in obtaining help for an

7 Page 23 individual due to safeguarding concerns and/or referrals for partnership services delivery. A breakdown of the 397501 recorded incidents3 by category in the 12 months to March 2019 is shown below:

The volume of recorded incidents in 2018/19 does represent a reduction of 13% in recorded incidents in the last 12 months. However, with the implementation of the new incident system in November 2018 led to a short- term increase in call wait times, and abandoned 101 incidents. Some callers will have reported the incidents via the online portal (which will be included in these figures), and others may have informed local policing teams or, more concerning, not reported the incidents at all. We do prioritise emergency 999 calls during this process, and if callers abandon calls on the 999 lines, we review these for recontact and check-up. Where incidents are not being reported directly, we work to increase efforts locally and with partners to ensure issues impacting on the wider community are being heard and we are proactively working to make improvements. The force now has a mature understanding of demand reported via telephone and online methods, and a strong governance structure to review the demand, however it recognises that local issues identified in the YVC surveys inform a wider understanding. In the initial days of the neighbourhood problem solving there was a purposeful focus on reducing demand (volume and officer time spent) with key organisational demand locations, in order to release capacity to focus on community needs. Having delivering promising results with this approach, there is now a move with the processes embedded and supporting survey results, for the local teams to address the wider demand issues reported through YVC feedback. The YVC results at each district reflect the local community concerns with a specific question on the issues which matter most. The most recent survey results for 12 months to December 2018 show the following key issues raised: house burglaries, drug dealing / using, speeding vehicles and off-road

3 Not all crimes are recorded on the incident system. Those which will not require a resource can be input directly onto the CONNECT crime system to avoid double-keying of details. Work is ongoing to link the incident and crime system at which point a more complete view of demand will be available from the system.

8 Page 24 motorbikes. Results are largely similar across the district areas, although some areas of concern in Sheffield around knife crime have been raised, which have been provided to the Serious Violent Crime Task Force for a more localised response. Burglary - Operation Shield aims to reduce residential burglary in hotspot areas with highly publicised property marking. In South Yorkshire, this was funded through the Community Safety Partnerships and the PCC. In the first 14 weeks of the initiative over 6700 homes in Doncaster and Sheffield were visited and over 1100 homes protected by SmartWater (forensic marking). Initial results showed positive reductions in Operation Shield areas of Doncaster and Sheffield and the force is actively supporting rollout across other force areas. There is, alongside this, work to sign up second-hand shops to a ‘We don’t Buy Crime’ initiative, a portal to identify stolen property. We are also looking to improve our operational response in timeliness of attendance and maximising evidential capture from the scene. Drug Dealing/Misuse – The illegal drugs market impacts on a wide range of criminality from offences committed to fund drugs habits, to violence across dealer groups, and the act of supplying drugs itself. Where local officers have been informed of drug use and ASB in neighbouring homes, they have worked with partners such as Councils and Magistrates Courts to deliver closure orders for addresses. This is a targeted tactic, which has provided some positive results recently of note in addresses in Pitsmoor and Rotherham Speeding Vehicles - Operation Slowdown is our community initiative to address local concerns of speeding vehicles. Each neighbourhood police team has a Roads Policing Group (RPG) officer as a single point of contact to enhance local problem solving. The emphasis is working in partnership with voluntary representatives of the community, with a focus on driver education, promoting road safety and changing attitudes to speeding for drivers. In areas where casualties are killed or seriously injured (KSIs), Operation Illuminate has been relaunched in response to a growing number of road fatalities. A range of options, from partnership engagement for engineering solutions with the highway authorities to RPG enforcement activity, are used across the force. Off-Road Motorcycles – In 2017/18, SYP and local authorities invested in an off-road bike team in response to community concerns about off-road and nuisance motor cycle problems. Since they started in August 2017 they have deployed 8071 hours of officer time, seized 54 bikes, given over 300 warning under Section 59 of the Police Reform Act, and seized a further 86 bikes from individuals with no driving licence / insurance. They have reported 101 offenders on summons and recovered 204 stolen bikes. This work continues and support from local communities through the social media platforms is strong. We are also piloting a ‘Green Lanes Warden scheme’ to support local and national park authorities in reducing illegal and anti-social use of motorcycles. This will assist with gathering information that will inform the off- road bike team deployments. Public safety is sometimes highly visible within our communities, with armed police patrols continuing to be visible at various events across the County, despite there being no specific threat to any of our communities or public events in South Yorkshire. These enhanced patrols offer not only reassurance

9 Page 25 to the wider public, but ensure our armed officers are in a position to respond to any spontaneous incidents should they occur. We always encourage people to remain vigilant and report anything suspicious. In the apparent absence of threat, our officers are providing an accessible and approachable service to the public attending events. We also invested in specific cycle training within the SNS hubs. We recognise that the public do not want to see local officers driving past in cars, but want visible policing with a foot patrol element. The cycles support this by offering increased mobility to deal with crime and ASB issues, while maintaining an approachable visible police presence in communities. Our high profile Operation Duxford days of action in each district continued to produce favourable results tackling issues that matter the most to our communities. Our activity to disrupt criminality is continual and not just restricted to Operation Duxford days; however the positive public feedback we receive following these highly publicised events shows the benefit of such open and public activity. The force has an evolving community engagement model with an increased focus on publicising visible enforcement through SYP Alerts, neighbourhood policing teams and social media, as well as increasing the scope of the various crime prevention initiatives. The force has over 21,300 members of the public signed up to its community SYP Alerts system with alerts messages and media interactions based around locally identified issues, ensuring people are kept informed and actively demonstrate the force is dealing with things that matter to the community. The force has plans to survey its communities through the SYP Alerts system to understand more about local community priorities and in turn the demand for further problem solving around ‘what matters most’ to the community. This will ensure wider demographic views on local priorities than the YVC survey returns.

In terms of social media, the force has:- • Over 208,500 Facebook followers • Over 171,000 Twitter followers • Over 930 YouTube subscribers • Over 30,400 Instagram followers

South Yorkshire Police social media accounts are excellent sources of crime reduction information, appeals for information and keeping people informed of the work staff are taking across the county. Local neighbourhood profiles use MOSAIC data to tailor engagement to the needs of the community and we continue to learn about the best methods of engagement to benefit the variation of community needs. An example of this is the SYP alerts system, which will in future support translation of messages into over 100 languages, selectable by the user. Improvements in our incident system also include the use of the What3Words platform which enables members of the public to provide their exact location

10 Page 26 (when they do not have / know a clear address) to support policing resourced being more efficiently directed. This we see as an important step in reducing the time taken to locate an individual in need, and deploy the right response to the scene. Key strands of our approach to victim care are measured by the independent surveys conducted with vulnerable victims and victims of residential burglary, domestic abuse, vehicle crime and hate crime. We cannot physically visit all victims of crime to provide face to face reassurance and support, and our attendance is based on victim need and investigative opportunities. Some victims do not want police contact, and may just want a crime reference number, or for us to be informed about local crime levels to support our understanding. Others expect police attendance and managing victim expectation is an element we need to improve upon. Of victims who received police attendance in 2018/19, 81% reported being satisfied with the overall experience, 92% satisfied with how they were treated by the police, 88% satisfied with the initial contact. Whilst we are encouraged with how satisfied victims are in initial contact and our treatment of victims, areas of improvement are agreeing how often and how people wish to be kept informed, keeping in touch with victims during the investigation and informing victims of the outcome. All officers recently received training input from the force lead on victim satisfaction, complete victim care, forming a key focus of the force accountability meetings, and supported by reality checks with the Senior Command Team (SCT), contacting victims. It is not just the public whose views we listen to – our workforce is the backbone of our delivery and feedback is taken seriously from the surveys and colleagues panels we have implemented. Looking at workforce culture from the staff survey, we are pleased that neighbourhood staff across the force feel valued by the communities they serve and understand the value of the role they play, both in problem solving within the community and in reducing demand on other areas of policing. When asked in the staff survey what had improved during the previous two years, a significant proportion of the neighbourhood teams’ responses indicated that neighbourhood policing focus was an area that had changed for the better. Staff health and well-being is an important priority for South Yorkshire Police and the force has a comprehensive staff health and well-being programme that has developed significantly over the past 12 months. The most recent staff survey results show that staff continue to be highly motivated to serve the public, are engaged in their roles, are prepared to speak up on ethical issues and feel trusted and supported by their supervisors. However, staff report a reduction in their emotional energy, in line with other forces across the country. The staff survey provides the force with additional supporting information to enable it to assess the condition, capacity and capability of its staff in terms of how they perceive their own welfare. The Well Together Board maps those wellbeing activities that have the greatest impact for the force and oversees the creation of well-being strategies to deliver

11 Page 27 improvements. Results of the staff survey and other locally focused deep-dive surveys form part of district performance reviews to enable scrutiny and performance management.

Serious and Organised Crime (SOC) The serious and organised crime outcome required that:- South Yorkshire Police have a role in tackling crime on a regional, national and international scale by:  Working with others to ensure arrangements are in place that counter threats to national security and public safety through the national Strategic Policing Requirement;  Contributing to building specialist capabilities that enhance the police response to new and complex threats (Specialist Capabilities Programme Delivery);  Working collaboratively in the public interest to realise the Policing Vision 2025; and  Working with other forces and agencies to prevent crime, to improve victim engagement and to raise awareness of cyber-dependent and cyber- enabled crime. At a national and international level, SYP engages with National Crime Agency, the Government Agency Intelligence Network (GAIN), Interpol, Europol and Eurojust, the latter of which has increased due to the creation of the SOC Vulnerability Unit which investigates organised crime related modern slavery and human trafficking. At a regional level, the force has strong and established processes to share intelligence and operational resources with the Regional Organised Crime Unit (ROCU) and Regional Intelligence Unit (RIU) such as the Confidential Unit, GAIN, Undercover Online and Prison Service. At a force level, the organisation has well-established overt and covert processes, including a Development and Targeting Team (DAT) supporting SOC operations against mapped OCGs. Local Responsible Officers drive activity and provide intelligence tasking to local officers through clear intelligence requirements to enable the force to understand the SOC threat. These processes ensure that all intelligence data sources are used to understand the threat from SOC. This includes covert and overt sources, results from police activity, partnership data, feedback from external communications campaigns and engagement with the communities of South Yorkshire. The ‘Disrupting Serious and Organised Criminals – Menu of Tactics’ guide was written by staff within the force Intelligence Cell with support from various partners including the Government Agency Intelligence Network, National Crime Agency and prosecuting bodies. This guide is now widely shared as national best practice by the College of Policing. This document signposts a

12 Page 28 wide range of tactical options available to police and partners seeking tactical options to disrupt OCGs that can be coordinated at all levels. Information sharing and joint investigative processes, such those outlined above, are likely to be affected by the UK exit from the European Union however at this time it is unknown what impact this may have. Drug Offences The volume of recorded drug offences in 2018/19 increased by 28% (+601 offences), with supply offences increasing by 25% and the higher volume category of drug possession increasing by 30%. As drugs offences are largely detected and discovered proactively, this is the increase is seen as positive, and was expected. There has been little movement nationally in the drugs-types recorded in the drugs market over the last few years with the exception of Synthetic Cannabinoid Receptor Agonists (SCRAs), referred to locally as Spice. There has been increased awareness of SCRAs across the force with officer training delivered to better support this type of offending. The most prevalent drug types are cannabis, cocaine, heroin and cocaine, with SCRAs now the 5th most common drug in terms of local offences. It presents a national concern in both illegal production, and the resulting community issues. A problem profile was commissioned in force in 2018 to assist with action plans in this area. SYP also held a Synthetic Cannabinoid Conference in December 2018, which brought together key stakeholders to understand the issues, and share best practice nationally – the outcome of which will inform our proactive delivery. Prisons The Secretary of State identified 10 prisons within the UK as having the most significant issues concerning demand for, and the supply of, controlled drugs with concerns around assaults on staff. HMP Lindholme and HMP Moorlands, both in Doncaster, are two of these prisons. The South Yorkshire policing region is unique in that the Doncaster district is responsible for policing four separate prison sites in one geographical area. These prisons not only house members of South Yorkshire’s organised crime groups (OCGs), but those from other policing areas. Drugs offending and other criminality within prisons continue to present challenges. In 2018, there have been improvements in information sharing between the prisons and force, and an investment in the number of dedicated officers working within the Prison Crime Unit (PCU), alongside improved collaboration has started to see real benefits. The governance groups established to support prison partnerships also link into the countywide OCG partnership Board due to the recognition that prison establishments in Doncaster are a countywide concern. This group is seen nationally as best practice and following a visit from the HMPPS Prisons Drugs Taskforce, it was recognised that SYP are making real improvements with regards to joined up prison problem-solving. In 2018, South Yorkshire Police crime trainers delivered a two-week course at HMP Lindholme, which focussed upon improving investigative skills amongst prison officers. The course covered writing statements, handling of exhibits and continuity, achieving best evidence and the importance of forensic awareness.

13 Page 29 The prison governor, joint chair of the board noted the excellent partnership working: “I have worked for the prison service for nearly 29 years and often worked with partner agencies, however the direct support and learning South Yorkshire Police and South Yorkshire Prisons offer each other surpasses anything I have previously been involved in. This has, I believe made for a safer community in prisons and also in the local community”. This bespoke training package developed in South Yorkshire is under national consideration by the National Prisons Training Unit. The majority of the offences captured by the prisons relate to violence and contraband offences (including drugs) and there continues to be conveyance offences recorded. To address the issue of drugs supply in prison, there is a collaborative project between South Yorkshire Police and Tic Tac Laboratories to test non-attributable drugs recovered in prisons to try to establish a current picture of prisons drug markets. Use of Weapons One of our most important ‘public health approaches’ to crime focusses on knife crime. We have a knife crime strategy and a knife crime profile that outlines the key risks that need to be addressed (gang related violence, previous criminality, illegal drug trade, mental health and domestic issues). SYP is one of eight police forces sitting on the National Working Group that looks to develop and disseminate national knife crime actions plans over the coming year and we have written the national research strategy on knife enabled crime, which outlines a public health approach to tackling knife- enabled criminality. This is crucial, with evidence-based policing identifying socio-economic factors as the key driver of knife related offending. Growing poverty, together with cuts to services and high exclusion rates all contribute to this. We cannot deal with knife crime alone and informed investment is key when resources are limited. Data sharing between A&E departments and the force is currently under review, with the intention to share information from all of the A&E departments in South Yorkshire. Data is currently received from Sheffield’s Northern General Hospital (NGH) and allows the force to compare victim profiles in order to gain another layer of understanding of those involved in knife crime, as well as providing an insight into the true volume of knife related offences. Correlations have been identified between the NGH and force data. The force applied for Home Office funding at the end of 2018/19, to support reductions in serious violent crimes in which knives and firearms were used. This funding will support a substantial focus of activity for the force in 2019/20. The main aim of the funding programme in South Yorkshire is a reduction in the volume of knife and firearm enabled violent offences (assaults, woundings and robberies) in which young men aged under 30 are either the suspect or victim. A further aim to the work is to increase the proportions of offenders charged where a knife or firearm is used. The ongoing work is being supported by media campaigns such as #DroptheKnife, #StopKnifeCrime, and Operation Sceptre. Stop and search is an area of policing where the public expect us to use our powers intelligently to tackle serious crime including knife crime, violence and serious acquisitive crime. From April 2018 to March 2019, we significantly

14 Page 30 increased our use of stop and search, supported by further training for frontline staff. Table: Numbers of stops and searches carried out (April 2018 to March 2019)

Out of 6207 stop and searches, 1592 resulted in a positive outcome (where an item was found), including 879 arrests. Most items searched for, and found, continue to be drugs, stolen property and offensive weapons. Between April 2018 and March 2019, 1,088 10-17 year olds and 1,959 18-25 year olds were stopped and searched in South Yorkshire. These two age ranges combined make up nearly half of all stop and searches. The future focus will demonstrate highly visible policing, targeting knife and gun crime hotspots, interventions on habitually-reported individuals carrying weapons, increased levels of stop and searches, arrests and detaining outstanding suspects. We also monitor our use of stop and search ensuring that it is intelligence-led, targeted against those individuals where clear grounds exist. The Trust and Confidence Steering Group and the scrutiny panels continue to oversee our use of stop and search and we remain part of the Best Use of Stop and Search Scheme (BUSS). Child Criminal Exploitation (CCE) Youth offending is a key risk for the force, and the possession of weapons is often indicative of other criminality such as drug dealing. It is important to monitor stop and search for children and young people to look at early intervention and identify early signs of becoming involved in criminality including links to child criminal exploitation (CCE). Through early intervention, we are committed to reducing the numbers of first time entrants into the criminal justice system (which was discussed at the Public Accountability Board in April 2019), through the Youth Offending Teams (YOT). The force uses its powers to disrupt those on the periphery of criminal activity through Youth Offending Service referrals, Criminal Behaviour Orders and Threat to Life (TTL) warnings. Sheffield district is trialling an innovative ‘Notice of Concern’ process to try to divert young people from the criminal justice system at an early stage. We have invested in educational communications initiatives (such as Drop the Knife) and running ‘Trapped’, a Child Criminal Exploitation campaign aimed at a primary audience of young people to help them recognise the signs of criminal exploitation by OCGs in order to prevent and divert. This campaign is designed to complement the County Lines/Child Criminal Exploitation intensification work conducted in October 2018, the OPCC’s You are Only Young Once (YOYO) campaign and the ‘Crucial Crew’ sessions for young people delivered by the Joint Community Safety Department (JCSD4) at the Lifewise centre. JCSD

4 A collaboration department of South Yorkshire Police and South Yorkshire Fire and Rescue Service

15 Page 31 have delivered key educational and preventative messages, including the ‘Guns and Knives Take Lives’ campaign. The force has a well-established cadet programme for young people aged 15- 18 years old. Cadets receive inputs in relation to SOC key messages, such as modern slavery, gun and knife crime, prevent and radicalisation and are involved in test purchase operations for the force. The force is seeking funds to provide resources and training to allow cadets to deliver peer-to-peer training about knife crime and CSE to other young people.

Cybercrime, including Fraud Cybercrime describes a range of offences that are committed online. Some rely on the internet to take place (cyber-dependent), others utilise the internet to enhance the criminality (cyber-enabled). The added complication is the reach of the internet which means cyber criminals can move across regional and national borders undetected, and the increased technological capability available relatively cheaply means cybercrime offenders no longer need to be experts in their field, as was previously the case for hacker offending. The range of cybercrime is wide (from social media trolling and harassment to computer hacking and fraud) and victims can often feel ashamed and embarrassed that they have been a victim of these offences. There is often a reluctance from victims (individuals and businesses) to report or support police investigations into their crimes. The force has close links with the Regional Cyber Team who provide assistance both with investigations and the skills that can be drawn upon from the regional team, as well as the PROTECT function. The force has engaged with a number of local businesses and commerce groups in order to raise awareness of digital hygiene and staying safe online. Another element of cybercrime is the emerging links with trafficking of people for sexual exploitation. The exploitation of victims which has been enabled by online advertising (such as online ‘adult web services’) is expected to become the most significant offending method for sexual exploitation over the next few years. At a tactical level, the force has an Internet Sexual Offences Team (ISOT) of 10 officers and 5 police staff members who investigate Child Exploitation and Online Protection (CEOP) referrals and identify sexual offending online. The force works closely with the regional team to proactively tackle internet sex offenders with a focus on online CSE, providing a specialised service and safeguarding to identified victims. The Force is also awaiting results of the Digital Assessment Toolkit (DAT) review, expected around the end of May 2019. This review will allow South Yorkshire Police to identify where we sit nationally and regionally in relation to capability and capacity, therefore highlighting intelligence and resourcing gaps to be addressed in the future. The current Cyber Crime strategy, action plan and Plan on a Page, which are in place but in draft format, will be updated following the findings of the DAT.

16 Page 32 In relation to fraud, which is often achieved through cybercrime, such as advance fee frauds, online shopping and auctions and computer software service fraud, online banking transfers and hacking of social media or email accounts. The force has significantly improved its response to tackling fraud through ‘Operation Signature’ in which the most vulnerable victims of fraud offences are identified forcewide, and provided an ongoing level of support and prevention activity from both Neighbourhood PCSOs and Protect Officers.

Organised Crime Gangs (OCGs) At a force level, South Yorkshire Police has addressed gaps and improved capability in SOC related service delivery through phase one of the crime review. This includes realigning CID capability to district level, links with neighbourhood policing and reshaping specialist investigative teams. All four districts have utilised their tasking teams to respond both proactively and reactively to emerging risks such as drugs, organised acquisitive crime and armed criminality. Owing to the increased numbers of OCGs and OCG activity in Sheffield and Doncaster, both tasking teams are now co-located with partners under the umbrella of ‘Operation Fortify’ to increase information sharing and take a multi-agency problem-solving approach. Neighbourhood teams are also involved with the disruption activity of OCGs within their respective communities and report their policing activity on a monthly basis to the SOC Threat Reduction Group (TRG). All OCGs have an Operational Intelligence Assessment, action plan, ‘OCG on a page’ and a disruption record. The OCG on a page documents feature on the CONNECT briefing system across all districts with current information on their

17 Page 33 criminality, vulnerabilities and intelligence requirements. Operation Fortify disruption activity linked to OCGs is summarised below5: Efficiency, Effectiveness and Value for Money

The efficiency, effectiveness and value for money outcome required that: Resources used well to provide value for money services to the public by:  Demonstrating the delivery of efficient and effective services that meet the policing and crime needs of South Yorkshire, pooling funding where a better service to the public would be achieved  Ensuring financial planning is fully integrated in strategic planning and decision-making  Delivering an Estates Strategy that is aimed at maximising and making best use of the wider public estate, taking advantage of opportunities to share premises whenever appropriate to do so  Reporting regularly on successful delivery of agreed savings plans and the capital programme  Working with Regional Procurement to drive down force spend and produce savings  Improving individual and service area productivity by focussing on wellbeing, working smarter, and equipping officers and staff with the right training, equipment and technology  Understanding current and future demand on police and partners, acknowledging the effect savings plans may have upon each other, to enable comprehensive workforce planning As part of the audit on the annual accounts, KPMG, the auditors to the PCC and Chief Constable are required to assess that the PCC and Chief Constable are value for money. This assessment is in line with a model set by the National Audit Office. The latest complete assessment was for the year 2017/18 and both the PCC and Chief Constable assessed as meeting these criteria. In 2017, a review of the force’s financial management arrangements across both the force and the OPCC we undertaken by completing the CIPFA Financial Management Model exercise, a self-assessment tool that identifies strengths, weaknesses and areas for improvement. The CIPFA FM Model exercise concluded that the function has the skills, capabilities and leadership, ensuring that key financial frameworks exist. The force is excellent at delivering accountability and although strong on supporting performance and enabling transformation, there is room for improvement by placing a renewed emphasis on assisting decision-making and the delivery of organisational objectives and by fully aligning its work in support of the change and innovation agenda. At the Yorkshire Accountancy Awards held in May, Corporate Finance won the Public Services Finance Team of the Year Award recognising all the hard work the department has undertaken which includes:  Producing Summary Accounts for the first time;  Producing innovative and streamlined statutory accounts;

5 Acronyms used within dashboard: OCG – Organised Crime Group; TTL – Threat To Life

18 Page 34  Adoption of the CIPFA FM Model for finance excellence;  Successfully completing Finance Business Partnering training;  Working closely with HR to ensure the removal of the HMICFRS Cause of Concern, aligning HR and financial plans and ensuring decisions are reflected in the Workforce Profile and the Medium Term Resourcing Strategy;  Supporting Collaboration and the Business Change Programme; and  Development and implementation of the Organisational Infrastructure Model, with the support of the Internal Audit Team. The policing landscape is becoming increasingly complex, necessitating a more sophisticated response to the challenges the force faces both now and in the future. In many cases, the most effective way of meeting these challenges is by working with partners. Over the past 12-months, the force has introduced a Collaboration Effectiveness Framework (CEF) to help better understand the performance, strategic value, benefits, financial management, governance and leadership arrangements of its existing collaboration portfolio. Agreement was reached, at an executive level, with the six other police forces in the North East to use our collaboration review framework as a collective tool to review regional collaboration. This tool was shortlisted in the Public Finance and Innovation Awards 2019 in the ‘Good Governance’ category. We have delivered a number of work streams demonstrating our on-going commitment to being an efficient and effective police force, providing the best value for public money we can. As part of our joint collaboration with South Yorkshire Fire and Rescue Service (SYFRS) we have a Head of the Joint Community Safety Department from the fire service and we appointed new Heads for the Joint Vehicle Fleet and Joint Estates and Facilities Management departments. The force’s new contact management IT system, SmartContact was successfully launched at Atlas Court on 13th November 2018 replacing older out of date systems for answering calls for service and managing incidents and demand. This technology will enable us to develop our contact management with the public and the full benefits realised in the future. A force PCSO review was undertaken in 2018/19 with an aim to ensure that districts build on the successes of neighbourhood teams by conducting a fundamental review of the requirements for the role of PCSO. It was intended to be cognisant of the Neighbourhood Policing Principles, an aspiration to deliver an outstanding neighbourhood policing service and the need to provide services that are cost effective and efficient. As part of the Neighbourhood Policing Review, shift patterns have been evaluated, drawing on demand analysis to ensure that PCSOs, PCs and supervisors are able to deliver an outstanding service and are available at key times. District SNS hubs have been supportive in this process, having developed tactical and strategic partnerships and provided assistance and guidance throughout. Each of our districts and departments continually look for ways to improve efficiency in our use of public money, and some of the non-cashable efficiencies made included:-

19 Page 35 - Changes made to the incident diary system at Atlas Court has freed up officer time (equivalent to 29 officers) to be reinvested in other work. - How other police force (crime and non-crime) enquiries are managed through Atlas Court has saved over 4000 staff hours per year. - Police officer payroll frequency changed from four weekly to calendar monthly, resulting in a reduction in the time required to administer the processing of police payroll and allied financial administration. - Sheffield District have introduced a local demand management unit entitled ‘The Bridge’ to address time-consuming administrative processes to reduce outstanding crimes and incidents and the impact on frontline staff. The Bridge also provides a location that staff can move into as part of a recuperative plan for return to work (following illness or injury) or avoid absence from work in the first instance. On average around 14,000 officer hours per annum are invested into The Bridge, a significant portion of which would otherwise have been lost to sickness leave. - A recent review of Sheffield enquiry desks has resulted in a change of rota to assist in compliance with the new police staff terms and conditions. It allows a longer opening for the public in terms of span of hours at the two outlying desks and improves work life balance for staff. - A business analyst has developed a pre-planned event reporting tool, which helps us fully understand the cost of policing football locally. This has also been rolled out nationally to all forces to allow accurate profiling of staff and demand associated to football policing at the start of the season. This predictive analysis assists, by profiling demand for the season ahead and allowing for planning to be fully informed to minimise abstractions from other key areas of business, such as neighbourhood policing. SYP has an estates strategy underpinning our strategic resource planning and is a key element of our capital strategy and capital programme. A key part of our estates plan is to manage the disposals of surplus accommodation The capital programme is being progressed and projects include the new police station and custody suite at Doncaster; the refurbishment of Ring Farm; works to the Lifewise Centre; the replacement and renewal of mechanical, electrical and water systems in various buildings and the installation of security gates and fencing. A new asset management system (Technology Forge) will be implemented to ensure all asset information is in one place, that processes are as efficient and effective as possible and that performance information can be easily and accurately provided. The Regional (Yorkshire and the Humber) Police Procurement Team were nominated as National Commercial Leads for the Fleet Category. Our Director of Resources has recently been appointed as NPCC Strategic Lead for vehicles. The Home Office Commercial Team will work in partnership with us and will perform an oversight and assurance role. The YatH Procurement Team will have responsibility for providing commercial support to NAPFM (National Association of Police Fleet Managers), setting the strategic direction and approach for procurement activity within the fleet category, with emphasis on collaboration and value for money. Following a detailed yearlong assessment by the Chartered Institute of Procurement and Supply, Yorkshire and the Humber Police Regional

20 Page 36 Procurement Team has been awarded CIPS Corporate Accreditation. The award not only enables the four forces of Yorkshire and the Humber and the National Air Service to be assured that their procurement function operates within a credible and robust framework, but also places Yorkshire and the Humber in a unique position amongst UK Police and other blue light procurement functions. The team have also successfully received the CIPS Corporate Code of Ethics standard for the last two consecutive years. This voluntary code demonstrates commitment to reinforce ethical values across all procurement and supply practices. The accreditation process involved all procurement staff receiving training and successfully passing an assessment. Each of our districts and departments has an asset management plan, supporting the capital programme. These plans ensure that key assets are replaced at the most efficient and operationally efficient time in their life. Our joint fleet strategy has been agreed by the Chief Constable and the Fire Authority that underpins our capital strategy. We have - implemented Car Club, saving approximately £286,000 per annum, by maximising vehicle usage through remote bookings. Dashcams are now installed in all marked vehicles. - fitted Vehicle Telematics to our fleet and will bring a number of savings estimated in the region of £286,000. The Telematics system will provide a clearer picture of fleet utilisation. As part of the joint fleet strategy, Telematics will be considered for implementation within SYFRS. - following an electric vehicle pilot in conjunction with the Energy Savings Trust and Highways England, we have ordered 11 electric Nissan vans and will realise savings on whole life costs of £108,900 and 271,907 kg CO2. All of these initiatives culminated in our joint fleet department receiving national recognition and was awarded the 2019 Fleet News Fleet of the Year (up to 1,000 vehicles award). The joint Police and Fire Delivery Board (PFDB) continue to progress opportunities for joint working between the two organisations. We are collaborating in the areas of vehicle fleet, estates and facilities management and community safety. Other areas of collaboration being explored include legal services, wellbeing support for staff and opportunities for joint training. SYP has a significant force change programme working on a number of areas to develop innovative ways of working, future force operating models, continuous improvement and excellence in service delivery. A key focus has been understanding, measuring and predicting demand to help inform change and support decision making. Although significant progress on this has been achieved, (as recognised by the HMICFRS in the removal of the force Cause for Concern) - this work continues. The force has a robust and transparent prioritisation process, which is overseen by the governance structures of Strategic Change Board and Tactical Change Board. This process sets out the prioritisation for change projects and assesses the availability of resources available to achieve this. Delivering the Enabling Services programme of change (currently consisting reviews of Information Services, Performance and Governance, Criminal Justice, Finance and Human Resources) is a long term programme of work

21 Page 37 over the next 2 years. This programme requires multiple project managers, business analysts, project support officers as well as benefits professionals in order to deliver the change and benefits to the organisation. The ongoing wider Safer South Yorkshire Change Programme includes Phase Three Crime Review, the Neighbourhood Journey to Outstanding review (including the PCSO review) and the continued review of Force Communications (Atlas Court). These are all wide ranging reviews of service impacting both inside and outside of the organisation and will last well into 2020 and beyond.

7. FUTURE DIRECTION FOR THE FORCE

In the next 12 months, the force will be focus on continued innovation and developments in:

 neighbourhood policing and engagement within our communities  the Force Crime Review and Enabling Services Review changes  IT and infrastructure investment;  delivering against best practice cited by HMICFRS  supporting the wellbeing and development of our workforce

These developments will enable the force to protect the vulnerable, proactively understand and prevent crime and harm, and tackle crime and ASB. The challenges for the force include addressing the complex demands of today for ourselves and our partners, planning for the future, and the continued commitment to deal with the legacies of the past.

Chief Officer Lead: Deputy Chief Constable Mark Roberts Report Author: Strategic Performance Manager Tania Percy END

22 Page 38 Agenda Item 12

PUBLIC ACCOUNTABILITY BOARD

10th JULY 2019

SOUTH YORKSHIRE POLICE PERFORMANCE AGAINST THE POLICE AND CRIME PLAN PRIORITIES

THEME: TACKLING CRIME AND ANTI-SOCIAL BEHAVIOUR (ASB)

REPORT OF THE CHIEF CONSTABLE

1 PURPOSE OF REPORT To provide an update to the Police and Crime Commissioner (PCC) around progress against tackling crime and ASB priority of the Police and Crime Plan 2017-2021 to support of the PCC’s overarching aim of South Yorkshire being a safe place in which to live, learn and work. The tackling crime and ASB priority focusses on:  South Yorkshire Police’s (SYP) understanding of current and future demand on policing services and how well SYP use this knowledge;  The effectiveness of neighbourhood teams in working with partners, in listening to the public, and in helping to prevent and tackle crime and ASB;  The rehabilitation of offenders and the reduction of reoffending;  How well crime is understood, and how far it is being brought down;  Whether SYP has the right workforce mix to deal with crimes such as serious and violent crime, cyber-crime and terrorism; and  Public health approach to crime.

2 RECOMMENDATION(S) AND / OR DECISION(S) REQUIRED The force recommends that the PCC considers and discusses the contents of this report and considers whether further assurance is required in relation to the progress made to meet the police and crime plan priority.

3 PERFORMANCE SUMMARY ASSESSMENT This report will present a brief summary of some of our work undertaken in tackling crime and ASB. Understanding of Demand and Workforce Work continues within our Business Change and Innovation (BC&I) department to review and improve the existing resource model. This evolving approach is formed through knowledge and experience gained on earlier and current projects, and therefore provides increasing confidence in our future delivery in this area. The department has recently applied the methodology to the PCSO review and a wider understanding of the reality of non-quantified demand has consequently taken place. This workstream is now looking to the areas of neighbourhoods and response to refresh our internal understanding of demand through a fuller variety of channels.

1 Page 39 This involves monitoring of officer tasks and activities, and subsequent categorisation of the activity strands to understand both the process mechanisms in place, which could be more effectively undertaken, as well as to review previous workload assumptions within the model. Acknowledging the key role MPs in our communities have, three local MPs spent time in our call control centre on June 14th, listening to live 999 and 101 calls, and to gain an understanding of our incoming demand and recent investment in technology. The move in November 2018 to SmartContact has improved several data collection elements such as the flagging of mental health and vulnerability, which is now informing a more in depth picture of our demand. Management information from our ‘high demand’ organisations had been developed to support local understanding in terms of both volume and officer time taken in response to incidents. There is work now within the SmartContact implementation team to deliver improved functionality to support these requirements. In the interim, management information is available to support ongoing partnership work in this area. Another area of progression linked to workforce understanding is with response timeliness. Officer attendance at incidents throughout a day remains a resourcing challenge, and the complexity of incidents can mean an officer on a shift is entirely focussed on responding to a single incident, or several officers are required for a number of hours at a single scene. Whilst predicting the levels of incident complexity can be helpful in looking at the workforce demands (e.g. around the nighttime economy for the city centre resource), a more strategic review has been commissioned, known internally as ‘the view from the bridge’. District supervision is intrusively reviewing the new live-time reporting dashboard to support the local management, but the wider resourcing decisions will be considered within this project, which is currently in scoping phase within BC&I.

Neighbourhood Policing The recent focus has been to ensure our neighbourhood teams are utilising the Your Voice Counts (YVC) dataset, which outlines the issues raised locally within our communities. The most recent 12 months to March 19 shows no change to the local issues overall (reported on in April 19) – which are house burglary, speeding vehicles, drug dealing / using, and off-road motorcycles. In support of this each of the district have partnership analytical support, and through mapping public opinion geographically, along with crime and incident volumes we can better understand the local needs, and also their communication preferences. This enables us to be more efficient in the targeting of our communication messages, and influences our use of social media engagement. It is not just the neighbourhood teams however, which hold a footprint within our communities and departments such as Specialist Crime Services and Operational Support Unit have a vital role to play in helping to prevent and tackle crime and ASB. Some of their current activity is detailed below. Operational Support Unit (OSU) – Roads Policing Group (RPG) staff, in response to local concerns over speeding vehicles and off road motorcycles, have been allocated to local neighbourhood areas to assist with problem solving solutions. Operation Illuminate has been relaunched to address local road safety issues with a dedicated officer daily supporting activity. The off-road bike team, financed in partnership with

2 Page 40 some local authorities, have also made some significant inroads in dealing with ASB and bike theft. Since they started in August 2017 they have deployed 8071 hours of officer time, seized 54 bikes and given over 300 warning under Section 59 of the Police Reform Act, and seized a further 86 bikes from individuals with no driving licence / insurance. They have reported 101 offenders on summons and recovered 204 stolen bikes. This work continues and support from local communities through the social media platforms is strong. OSU are highly proactive in their local communications, and whilst out on patrol will tweet or update social media accounts with current road safety messages or recent enforcement action. The department’s Facebook reach in April was just over one million, and the central media team use OSU updates to support the SYP account and send out via local Community Alerts. The team also reports the benefits of a two-way public communication channel via social media as they respond to questions posed to the department and private message with communities wishing to engage with the department about local issues. The department attended the Emergency Services Day in Sheffield on April 7th, attended by 25,000 people and gained favourable coverage on social media for OSU and SYP alike. In working with the YVC survey data, the local neighbourhood teams needed more insight into the road safety issues. OSU delivered an online survey, planned to run every quarter to assess changing local needs. Results below show that the main concerns currently are linked to people driving under the influence, using a mobile phone, and using vehicles in an antisocial manner. This information will support activity locally for neighbourhood teams and OSU colleagues.

Specialist Crime Services (SCS) – SCS manage the force intelligence picture and community unseen areas around PREVENT, community tensions and specialist organised crime group (OCG) management – which have strong links to drug offending and violence. As such, whilst their links to the local community may seem less visible in comparison to neighbourhood teams, the work they do directly links to keeping communities safe and supporting reductions in serious crimes. The Strategic Intelligence Assessment informing our force understanding of current and future threat, harm and risk management has been produced, and the department is finalising the force intelligence requirements to support delivery of our key priority areas for the forthcoming year. SCS is also responsible for the Crime Support Hub (CSH) in which officers undertake desktop investigations of a proportion of recorded crimes for which no deployment is necessary. Whilst we would like to provide a face to face visit to all victims of crime, the policing resource cannot facilitate this, and we must allocate our resources based largely on victim need and also around investigative opportunities. The role of the CSH is to review initial circumstances, and to liaise with the victim / witness to assess

3 Page 41 the appropriate next steps. They are providing an excellent service in signposting to witness care, victim support and sending out victims any crime reduction material. They also have set the standards for investigative plans, and even where no lines of investigation exist will assess for additional vulnerabilities and request attendance for a victim where the Vulnerability Assessment Framework or professional judgement applies. Feedback from victims through the User Satisfaction Survey has been positive, as the CSH is managing victim expectation – to the extent that they are now supporting other areas of the force with training and good practice examples. Offender management Police officers come into contact with suspects on a daily basis and on arrest, suspects are taken to one of our three custody suites in South Yorkshire. In June 2019, South Yorkshire Police received an unannounced joint Custody Inspection by HMICFRS and HMIP. The national rolling programme of custody inspections is designed to ensure that each force in inspected at least every six years. The last time South Yorkshire was inspected was in 2014, before the opening of the Shepcote custody suite. With no prior notification of the independent custody inspection, there is also currently underway a review of our Criminal Justice Department (CJD). This area was identified as one of the key projects within the forcewide Enabling Services Review, which was commissioned to ensure our supporting departments work as efficiently and effectively as possible, within current budgetary constraints, to support the forces new operating model and delivery of wider objectives of the Safer South Yorkshire programme. Whilst the review will consider the operating model across the whole of CJD, the first phase has been to focus on the area of Custody. The feedback from frontline staff into this process has outlined a number of ‘design principles’ to support future working structures and processes within custody and these will form the basis of the future structure and process. The final business case for the full department is due for completion in November 2019. Her Majesty’s Inspectorate of Probation are currently in the process of completing a thematic inspection into Integrated Offender Management across England and Wales. The force lead Superintendent Paul McCurry has worked with the Office of the Police and Crime Commissioner and our partners to complete the survey. Integrated Offender Management (IOM) is widely recognised as a good partnership platform on which to work on directed interventions suited to individual need. The process and eligibility criteria is determined locally in each area and is reflective of local priorities. For example, in Doncaster there has been a particular emphasis on Domestic Abuse; in Sheffield, there has been an emphasis on Serious Organised Crime, as well as Domestic Abuse; and Rotherham has focussed on Child Sexual Exploitation. The local priorities are determined and cases are considered by the Local Offender Management Panels (LOMPs). These multi-agency panels consider referrals for inclusion on the local IOM scheme if they meet the local criteria; determine the appropriate approach for each nominal and agree offender management plans. An important consideration is the offenders ‘closeness to change’, which determines if the management will work to reduce the risk of offending.

4 Page 42 A high frequency project is currently underway and the data suggests that Finance, Lifestyle and Attitudes are the key areas that need to form individual management plans and to ensure that suitable pathways exist. The ‘Forging Ahead’ project in Sheffield aims to upskill individuals, prepare them for work and build relations with local employers, leading to long-term employment opportunities – as such there are several business partnerships included within this delivery. Sheffield Hallam University will be undertaking the evaluation of the project

Understanding of Crime The national results from the Crime Survey for England and Wales to December 18 were released by the Office for National Statistics (ONS) in April 2019. These results show no significant change in overall crime levels, but do report some increases in areas due to improvements in forces’ recording practices and some low volume increases in higher harm offences such as robbery and knife crime. South Yorkshire is one of seven UK forces to secure additional funding from the Home Office to prevent, disrupt and tackle serious and violent crime. The £2.58 million allocated to the force will fund operations over the next 12 months as officers hone in on crime ‘hotspot’ areas and work to disrupt the work of organised criminals. The task force is made up of 25 experience police officers, who will carry out highly visible and high impact operations. In their work, they will be supported by neighbourhood policing teams and investigative and intelligence functions. On June 3rd, as the task force was officially launched to the public, officers from across the region supported the unit with a full day of action in Doncaster. Throughout the day and into the evening, people saw an increased policing presence in the district as officers carried out patrols, a weapon sweep and knife test purchasing operations. The team also operated two knife surrender points in the town centre, situated at Doncaster College and the Transport Interchange.

The national crime survey also suggests that an adult in England and Wales is more likely to experience fraud than a violent crime. South Yorkshire Police’s Fraud PROTECT Officer Andy Foster recently held meetings with the National Trading Standards Scams Team (NTSST) to develop partnership working opportunities. He has become a champion for their Friends Against Scams programme, which is open to anyone, and provides a source of advice on the different type of scams, how to spot them, and how to support others not to become victims. To find out more you can visit www.friendsagainstscams.org.uk. Andy’s work also involves delivering training to PCSOs across districts, and working with companies such as Royal Mail whose work involves speaking with vulnerable and sometimes older people who can live in relative isolation. He has supported partners through delivering awareness sessions explaining how fraudsters can operate, and what to look out for in their daily interactions with the public. Recently he was contacted by the chairman of the Military Community Veterans Centre (MCVC) and in partnership with NatWest Bank, he hosted a workshop on romance fraud, internet scams and finance crime.

5 Page 43 One of the most impactive crimes to be a victim of is a house burglary and the importance of someone invading your personal space as well as taking your possessions can leave victims feeling vulnerable and isolated. We have reduced the volumes of burglary to March 19 by 4% compared to the previous year, but there is much work still to do as the volumes over the last 12 months represent 18 burglaries per every 1000 households in South Yorkshire. We know from our Your Voice Counts survey that home security measures vary in usage, and part of the activity we undertake with the public is to raise awareness and provide access to supporting products. For example, local officers have been telling the public and giving out flyers about Patlocks, a product which is effective for UPVC Patio/French or Conservatory doors in holding the door handles in place, to prevent the door from being opened, even if the locks are snapped or removed. A large part of our response is our investment in Operation Shield, in which officers and partners visit residents in hotspot burglary areas and provide free kits and registration to a property marking scheme, so a homeowner can be identified and reunited with his or her property if it has been stolen. It is highly publicised as a deterrent to would-be offenders so the challenge has been to get the product rolled out and in use in homes across South Yorkshire. We have visited approximately 11000 homes, and 2500 homes are now protected through this method. Local funding streams are now being explored to expand Op Shield across more areas of the county. This is not being limited to residential homes, with businesses in the area now engaging in its use. Whilst we try and provide an excellent service for victims of crime and undertake proactive work to deter offenders and prevent future crimes, we are always looking for opportunities to improve and learn. We are pleased South Yorkshire Police has been chosen in June 2019 to take part in a project to better understand the work officer and staff do to reduce crime and keep communities safe. The survey is being conducted independently by researchers at University College London on behalf of the national Problem Solving and Demand Reduction Programme. The survey is designed to understand frontline experiences of trying to respond to crime and other issues, and to identify what more information or support is needed in delivering improvements to our policing service.

Public Health Approach to Crime

As previously reported, one of our most important ‘public health approaches’ to crime focusses on knife crime. Organised crime activity fuels much of the serious crime in policing districts, and Operation Fortify is the multi-agency platform developed in Sheffield to tackle this. As part of the Home Office funding into tackling knife crime in South Yorkshire, this approach will be expanded across the county. Specifically, this looks to increase capacity to provide interventions to school-aged children, and those specifically identified as being most at risk from becoming a victim or perpetrator. Crucially we will look to target interventions at those presenting at A&E with knife injuries and work with our local authority schools to support children, with our overall focus on the key risk demographic of males up to 30 years of age. To support this we will fund a Violence Reduction Unit Coordinator to begin creating South Yorkshire's violence reduction unit. This individual will work to coordinate and

6 Page 44 formalise a partnership approach across our local authorities and clinical commissioning groups with a particular focus on adverse childhood experiences. Chief Superintendent Una Jennings, who has led on the project in its initial development has also been engaging with our partners to provide an insight into knife crime. She presented at an ‘Engage Your Mind’ debate event at the University of Sheffield’s medical school, which looked at how violent crime affects young people – this gave junior doctors and medical students the opportunity to learn about how key social issues present within a medical environment.

4 FUTURE DIRECTION/DEVELOPMENT Over the next 12-months, our focus includes:  continuing to develop our understanding from our ‘view from the bridge’ project, and future demand modelling linked to workforce plans;  focus on problem solving of community identified priorities in improving trust and confidence at a neighbourhood level;  assessing the impact of neighbourhood teams’ community management of low- risk sex offenders;  widening the scope of Op Shield and support to communities in crime reduction  tackling knife crime through our developing public health approach and funding for serious violence; and  progressing any recommendations that HMICFRS may make following their recent inspection of the force particularly around how we tackle crime and ASB. We look forward to and welcome their report for this, and the joint custody inspection.

5 COMMUNICATION PLANS / CONSIDERATIONS Officers from South Yorkshire Police’s Operational Support Unit and South Yorkshire’s Safer Roads Partnership are sending a stern message to drivers as they crack down on drink and drug drivers over the next two weeks. Officers have launched the ‘SYP summer drink and drug driving’ campaign following recent feedback from a public survey, in which people expressed a wanting for officers to tackle the problem. The campaign aims to target irresponsible and dangerous drivers in a bid to drive down fatal and serious road traffic collisions, protect other road users from the harm caused by those who drink and or drug drive and raise public awareness of the consequences for these offences. Over the last couple of weeks the force has been supporting Citizens Advice's Scams Awareness campaign, which aims to give people the confidence to 'stop, report and talk' when they see a scam. The first week of the campaign focused the elderly and now, for the second and final week, the spotlight moves on to the 'life established' - or those in their 40s to 60s. While people in this group are targeted by a wide range of scams, there are certain ones they are more vulnerable to including investment fraud, phishing and other banking scams, property scams and pension liberation scams. SYP Alerts (www.sypalerts.co.uk), the free messaging service that allows our officers to send updates and information directly to your inbox, is now available in over 100 languages. SYP Alerts gives you the option of email, text or voice alerts from your local policing team – about issues that matter to you. The system is entirely

7 Page 45 customisable, so you only get the Alerts you want to see. If you are a member of a local Farm Watch scheme, or you only want to receive Alerts about business crime, you can pick and choose the options that are most relevant, and now, you can chose to receive your alerts translated into over 100 languages.

6 EXCEPTION REPORTING None.

Chief Officer Lead: Deputy Chief Constable Mark Roberts

Report Author: Strategic Performance Manager Tania Percy

8 Page 46 Agenda Item 13 PUBLIC ACCOUNTABILITY BOARD 10TH JULY 2019 SOUTH YORKSHIRE POLICE REPORT BARNSLEY 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 Barnsley, 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 Barnsley.

3. PERFORMANCE 3.1 Performance regarding Serious Acquisitive Crime rates has seen continued and sustained reduction across Barnsley. The results that are now being seen are directly linked to the collective activities of Neighbourhood Policing, proactivity around offenders via offender management and strong investigative delivery following the return of CID assets to local command. Barnsley District has continued to deliver sustained crime and demand reduction during 2018/19 and into 2019/20 performance years taking into account seasonal crime spikes over winter months. 3.2 The data below shows the rolling 12-month picture of Serious Acquisitive Crime (SAC) rates for Barnsley District.

Page 47 Barnsley - 12 month trend

141 144 139 130 121 117 102 105 95 91 87 78 73 63 57 59 56 61 52 47 52 52 46 34 30 25 19 16 19 10 9 12 15 11 11 10 14 1 1 0 2 2 5 35 2 1 3 0 2 2 MAY- JUN- JUL-18 AUG- SEP-18 OCT- NOV- DEC- JAN-19FEB-19 MAR- APR- MAY 18 18 18 18 18 18 19 19 SO FAR Burglary Res Burglary Bus Robbery Pers Robbery Bus

Barnsley - Burglary Residential

77 75

57 53 52 51 43

11/02/2019 – 25/02/2019 – 11/03/2019 - 25/03/2018 – 08/04/2019 – 23/04/2019 – 07/05/2019- 25/02/2019 11/03/2019 25/03/2019 08/04/2019 23/04/2019 07/05/2019 20/05/2019

Barnsley - Burglary business

31 27 28 24 24 23 20

11/02/2019 – 25/02/2019 – 11/03/2019 - 25/03/2018 – 08/04/2019 – 23/04/2019 – 07/05/2019- 25/02/2019 11/03/2019 25/03/2019 08/04/2019 23/04/2019 07/05/2019 20/05/2019

Page 48 Barnsley - Personal Robbery

8 8 7

5 5

2 1

11/02/2019 – 25/02/2019 – 11/03/2019 - 25/03/2018 – 08/04/2019 – 23/04/2019 – 07/05/2019- 25/02/2019 11/03/2019 25/03/2019 08/04/2019 23/04/2019 07/05/2019 20/05/2019

Barnsley - Personal Robbery

8 8 7

5 5

2 1

11/02/2019 – 25/02/2019 – 11/03/2019 - 25/03/2018 – 08/04/2019 – 23/04/2019 – 07/05/2019- 25/02/2019 11/03/2019 25/03/2019 08/04/2019 23/04/2019 07/05/2019 20/05/2019

3.3 Barnsley Distrist has also developed a detailed and comprehensive action plan to improve the Victim Satisfaction for every victim of crime. The year-to-date position for Barnsley shows overall Satisfaction at 82% for attended incidents for the rolling 12-month period. Overall Satisfaction for Burglary (Dwelling) remains high at 88% for the last 6-months.

4. NEIGHBOURHOOD POLICING and SAFER NEIGHBOURHOOD SERVICES 4.1 Barnsley District remains at the forefront of Neighbourhood Policing (NHP) via its NHP teams and the successful multi-agency Safer Neighbourhood Service (SNS) - embedding early intervention at a local level through to tackling complex and multiple needs.

4.2 Under the current Neighbourhood Policing offer, which includes both NHP Teams and the SNS, it now consists of:

 2 x Inspectors  6 x Sergeants (1 in the SNS and 5 on NHP Teams)  25 x PCs (5 in the SNS and 20 on NHP Teams)  (Currently) 42 PCSOs (8 externally funded by BMBC)  1 x Licensing Officer Page 49  1 x Hate Crime Officer  1 x Designing Out Crime Officer  1 x Partnership Analyst

4.3 As part of the increased establishment of 40 Constable posts across the Force from April 2019, seven posts have been established within NHP in Barnsley, signalling our intentions to continue to invest in the benefits of NHP. Following an application process, the successful candidates have been selected. The migration of these officers from response teams is underway, balancing the need to also move officers into Trainee Investigator posts and maintain response resilience. All seven new NHP officers will be in post by September to maximise NPT performance. 4.4 This increase of seven Constable posts is in addition to five Constable posts that were reallocated within Barnsley in 2018. Because of the success of our investment in NHP in Barnsley, particularly evidenced by the reduction in incident demand, Barnsley District were able to move five Constable posts into NHP in 2018 to establish an additional NHP team. 4.5 The Glass Works is an iconic new development in the heart of Barnsley Town Centre. Building on the strength of existing relationship between SYP in Barnsley and Barnsley Metropolitan Borough Council (BMBC), we will be housing both our Town Centre NHP Team and Student Officer Assessment Unit within the Glasswork, which will see a significant uplift in visibility within the Town Centre. 4.6 The default working methodology for our NHP Teams is now, engagement, visibility and reassurance through enforcement. This reflects the views of our communities (from Your Voice Counts Surveys) and allows us to impact on those issues through the warranted powers of our NHP police officers. Recently agreed protocols with Corporate Communications are for refreshed training on Alerts for response officer and new NHP staff, who will deal with local community based issues. With the Corporate Communications team taking ownership of all daily social media engagement, promoting enforcement work through our website and social media channels. 4.7 Independent Domestic Abuse Services (IDAS) is an independent charity whose purpose is to provide support to victims of domestic abuse. This involves risk assessment, safety planning, liaison with and referral to partner agencies, and supporting victims through the civil and criminal justice system. Referrals are currently made from SYP to IDAS with victim consent, for all domestic abuse victims, however, there is opportunity to enhance this service in a more timely manner. It is recognised that where there is any delay in attending incidents, arresting offenders, or pursuing a case to court, then victims are more likely to not support a prosecution. The involvement of IDAS staff from an early stage will provide the additional support, confidence and resilience for victims to support prosecutions. 4.8 Seven members of IDAS staff will co-locate at Barnsley Police Station to provide an early intervention for victims of domestic abuse. Active incidents will be triaged by Response Sergeants, and then passed to an IDAS worker to engage the victim. In addition, a dedicated police constable from the Safer Neighbourhood Services will

Page 50 undertake problem solving work to reduce the number of repeat domestic abuse victims and perpetrators, linking in daily with IDAS staff. 4.9 Proposed start date (currently awaiting Vetting process) – July 2019

5. ENGAGEMENT 5.1 Across Barnsley there is an existing 3-tier Engagement Model supported by both SYP and BMBC. This includes: - PACT Meetings - Each NPT coordinate and chair local Community PACT meetings on a monthly basis, setting local priorities

- Crime & Safety Group Meetings - staff within the SNS support the Local Crime and Safety Group meetings organised by the local community within each Area Council boundary

- Local groups eg. Town Centre Security Group – Town NPT engage with the business community to support effective management of the key issues affecting the town centre

5.2 PACT meetings have regular attenders at each area, although attendance remains relatively low in some communities, with others becoming occasionally focused on single issues or areas outside of local, neighbourhood policing issues. 5.3 With this in mind, we have reviewed the PACT process, which has been well received by parties and stakeholders involved in the consultation and development. Further discussions are ongoing, but changes will include, more enhanced engagement with Elected Members, greater focus on the agenda and performance data, and agreement that PACT will set local priorities. As part of this review will be emphasising that other fora are more appropriate to discuss resourcing, contact and the police estate.

6. CRIMINAL INVESTIGATION 6.1 It is now 12-months since the return of CID resources to the District to establish our local CID and PVP teams. 6.2 In terms of capacity, in CID we have 2 DIs, 4 DSs, 23 DCs and 2 Financial Investigators (staff) posts. In PVP, our strength is 1 DI, 4 DSs, 15 DCs and 12 Investigating Officers (IO). Like other parts of the Force, we have a number of current vacancies in CID but have plans in place to address this. 6.3 Over the past 12-months, the Barnsley DCI (Paul Murphy) has led a local initiative to develop interest amongst our frontline staff in progressing careers in CID. This has included attachments for all Student Officers into CID; joint working on investigations between CID and response officers and local awareness seminars. As a result, Barnsley has seen eight local officers apply for, and be successful, in the recent selection process for Trainee Investigators. As new student officers arrive in the District, we will be able to release these successful candidates into our current CID

Page 51 vacancies. DCI Murphy has presented this work to ACC Mr Forber to allow other Districts to take similar steps in encouraging applicants into CID. 6.4 Barnsley District has already received support from the dedicated assets that now form the Force’s Serious Violent Crime Task Force. The primary objective is to reduce serious violent crime across South Yorkshire with a focus on reducing both knife and violent offences against young people and the subsequent reduction in hospital admissions. 6.5 Most serious violent crime is defined as being offences that fit into the below categories:  Homicide (non-domestic)  Firearm –enabled offences (excluding air weapons & non-violent)  Knife-enabled attempt murder  Knife enabled threats to kill  Knife enabled assault / injury & knife enabled to cause serious harm  Knife enable robbery  Other robbery 6.6 During the last three months, Barnsley has recorded 66 crimes that fit into this category, which is the lowest recorded across South Yorkshire. The new task force will complement our current Barnsley approach in relation to the threat posed from organised crime, but we are clear that given the relatively low level of offences in Barnsley, these Force wide assets will have more draw upon them elsewhere in the county. 6.7 All our organised crime groups are owned and managed by our neighbourhood policing teams, who are working with our communities to identify and disrupt those that cause the most harm through organised criminality. Community intelligence is integral to our joint local partnership approach around disruption and enforcement ensuring that through our collaborative strength we take every available opportunity to disrupt and dismantle organised crime. Every mapped group is subject to weekly neighbourhood enforcement and monthly tactical meetings ensure that those posing the greater threats have the appropriate resourcing and response ranging from the targeting of street level drug dealing through to fraud targeting the elderly.

Chief Officer Lead: ACC Dave Hartley

Report Author: Chief Superintendent Scott Green Barnsley District Commander

Page 52 Agenda Item 14

PUBLIC ACCOUNTABILITY BOARD

OF THE SOUTH YORKSHIRE POLICE AND CRIME COMMISSIONER

10 JULY 2019

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 13 decision in 2019/20.

Page 53 Between 28 May 2019 (the date of the last report) and 1 July 2019, the PCC has made the following decisions outside of the Public Accountability Board:

Subject PCC Decision Date Funding for the ‘National Ugly Approved a funding contribution 04.06.19 Mugs’ Campaign to support the activities of National Ugly Mugs Campaign Externally Funded Project for Approved an externally funded 05.06.19 Shared Accommodation project for shared and multi- agency accommodation in Barnsley Contract Change to move an Authorised the contract change, 14.06.19 external network connection to move an external network connection

Report Author: Sally Parkin Designation: Governance and Compliance Manager, OPCC Contact: [email protected]

Page 54