Public Document Pack

30 October 2019

To: Members of the Public Accountability Board

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

Dear Colleague

Public Accountability Board

You are invited to attend the next meeting of the Public Accountability Board which will be held on Wednesday 6th November 2019 at 2.00 pm at Rotherham MBC, Town Hall, Moorgate, Rotherham, S60 2TH.

The agenda and supporting papers are attached.

Car Parking should be available at pay and display car parks.

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 6TH NOVEMBER 2019 AT 2.00 PM

TO BE HELD AT ROTHERHAM MBC, TOWN HALL MOORGATE, ROTHERHAM, S60 2TH

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 Whilst the recording of this meeting will not be published it is anticipated that in the future recordings of this may be uploaded onto the website.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

5 Urgent Items Dr A Billings

6 Items to be considered in the Absence of the Public Dr A Billings and Press – There are no items

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

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

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

7 Declarations of Interest Dr A Billings

8 Minutes of the meeting of the Public Accountability Dr A Billings 1 - 14 Board held on 7 October 2019

9 Matters Arising/Actions M Buttery 15 - 16

10 PAB Work Programme M Buttery 17 - 20

Force Performance Reporting

11 Force Performance - Rotherham District Summary U Jennings 21 - 54 Update

12 Force Performance Report against Police and Crime T Forber 55 - 62 Plan 2017-2021 (Renewed 2019) - Protecting Vulnerable People

13 SYP's Quarterly Budget Monitoring Overview N Hiller 63 - 66 (Quarter 2)

Chief Executive Update

14 Strategic and Financial Planning - Policing and M Clements 67 - 68 Crime Plan priorities

15 PCC Decisions E Redfearn 69 - 72

Assurance Panel Reporting

16 JIAC Exception Report S Wragg Verbal Update

Exclusion of the Public and Press There are no items

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

18 Date and Time of Next Meeting

13 December 2019 at 10am, at Barnsley MBC, Town Hall, Church Street, Barnsley, S70 2TA. Agenda Item 8

SOUTH YORKSHIRE’S POLICE AND CRIME COMMISSIONER

PUBLIC ACCOUNTABILITY BOARD

7 OCTOBER 2019

PRESENT: Dr Alan Billings (Police and Crime Commissioner), Michelle Buttery (Chief Executive and Solicitor, OPCC), Michael Clements (Chief Finance and Commissioning Officer, OPCC), Erika Redfearn (Head of Governance, OPCC), Fiona Topliss (Community Engagement & Communications Manager, OPCC), Sophie Abbott, Deputy Chief Finance and Commissioning Officer, OPCC), Stephen Watson (Chief Constable, SYP), Lauren Poultney (Assistant Chief Constable, SYP), Nigel Hiller (Director of Resources, SYP), Carrie Goodwin (Head of Corporate Communications, SYP), Andrew Lockley (Chair, Independent Ethics Panel), Stephen Wragg (Chair, Joint Independent Audit Committee), James Abdy (Chief Superintendent, SYP), Shaun Morley (Chief Superintendent Doncaster District, SYP), Danielle Taylor (Sustainability Manager, SYP), Jimmy Branningan (NETpositive Futures), Sally Parkin (Governance and Compliance Manager, OPCC), Alison Fletcher (Office Manager, SYP), Sharon Baldwin (Evaluation and Scrutiny Officer, OPCC).

Apologies for absence were received from: Tim Forber, David Hartley, Mark Roberts, Paul Wood and Kevin Wright.

1 WELCOME AND APOLOGIES

The Commissioner welcomed those present at the meeting and thanked the Mayor and local Councillors for allowing him to hold the meeting in the council chamber.

There were Councillors Nevett, Wilkinson (members of the Police and Crime Panel),Steinke, Houlbrook, White, Ransome, Fennelly, Mounsey, McGuinness, one member of the public and one member of the press present.

2 FILMING NOTIFICATION

The Commissioner informed attendees that the meeting was not being filmed.

3 ANNOUNCEMENTS

The Commissioner highlighted the recently published Her Majesty’s Inspectorate of Constabulary and Fire and Rescue Service (HMICFRS) Inspection report.

Page 1 OPPC Public Accountability Board 7/10/19

The Chief Constable confirmed he was pleased with the outcome of the inspection. The Force has been graded good in effectively reducing crime and keeping people safe; operating efficiently and providing sustainable services to the public; and in the way it treats the public and its workforce.

The Force has also been graded outstanding in how it maintains an ethical and lawful workforce behaviour.

This is the third consecutive year that the Force has been the most improved force.

The Commissioner commented that this was a high bar to maintain.

4 PUBLIC QUESTIONS

There were no public questions.

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 11 SEPTEMBER 2019

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

9 MATTERS ARISING/ACTIONS

374 Suicide data, including attempted suicide, be provided to the PCC once that data had been collated. 07/10/19 – Data is currently being collated. ACC Poultney confirmed that there is no specific category for attempted suicide but this was being looked at. ONGOING 375 M Buttery to contact Reverend Joy French to establish if she would be interested in assisting with the work of the Violence Reduction Unit (VRU). 07/10/19 – M Buttery confirmed she had met with the Reverend Joy French and she had agreed to work with the VRU as a voluntary sector representative. DISCHARGED

Page 2 OPPC Public Accountability Board 7/10/19

10 PAB WORK PROGRAMME

The work programme was noted.

11 FORCE PERFORMANCE - DONCASTER 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 operationally based delivery of the Police and Crime Plan in Doncaster, in line with the reporting requirements.

S Morley confirmed that demand is higher during the summer months in Doncaster but the district had maintained a high level of service.

Doncaster has sought to improve and develop the quality of service to the public. This has led to improved satisfaction levels with the district achieving an average of 88% satisfaction over the last three months.

Doncaster district is now in a position to expand its neighbourhood services. 17 additional officers have been established within the Neighbourhood teams. These additional posts will allow Doncaster to reopen Edlington Police Station.

Doncaster is already starting to plan for the remainder of the year with a number of local initiatives in place for the run up to the festive period and “Dark Nights”.

Key neighbourhood initiatives include:

 Working with partners to address issues in the Mexborough/Denaby/Conisbrough area. This has seen a mixture of arrests, warrants, stop and searches and vehicle seizures. Prevention work is taking place with partners designed to encourage reporting and dissuade the next generation of children from getting involved in criminality.

 A multi-agency approach is being undertaken to combat organised criminality and associated youth crime and ASB in specific estate in Edlington.

 Street begging and spice use became prevalent over the summer of 2018 in Doncaster. By working closely with partners complaints of begging has reduced significantly and during the past six months, the recorded homeless population has reduced from 62 people to just 11 at this present time. Complaints about people being under the influence of spice have also reduced dramatically.

 A Community Alcohol Partnership has been introduced in the Auckley area to establish the extent of alcohol misuse by young people.

The Force in partnership with Doncaster Metropolitan Borough Council (DMBC) has launched a new trial scheme to tackle anti-social motorcyclists. Ten community volunteers have been recruited as wardens. The wardens will be patrolling,

Page 3 OPPC Public Accountability Board 7/10/19 advising people about rights of access and reporting incidents to the council and police.

The Commissioner highlighted that this project was welcome by communities and enquired if the initiative was going to be expanded across South Yorkshire. S Morley confirmed that the Force was investing in a Force-wide team within the Operational Support Group.

The Force and DMBC are establishing a Case Management Hub which will address the needs of vulnerable persons, high cost individuals and families as well as high- risk community issues across Doncaster. The Hub will be based in the Civic Office, Waterdale, Doncaster and include six police officers.

The Commissioner acknowledged that the Force had recognised that additional resources are required in Doncaster and thanked partners for their support with the Hub.

Doncaster district will on average contribute 28% of the total crime demand for the Force. The district has seen a steady and consistent reduction in crime. For example, comparing June – August 2018 with the same three months in 2019, the district has seen an 8% drop in overall recorded crime and 12% reduction in demand.

Residential burglary in Doncaster has recently increased. In response, the district is undertaking a robust approach which is starting to have a positive impact.

Doncaster has four prisons with a population of circa 5000 inmates. The district has established a new Prison Crime Unit consisting of 1 Detective Sergeant, 5 Detective Constables and 8 Investigation Officers. As a result, the number of outstanding offenders has reduced and the working relationship with all of the prison establishments has massively improved.

S Morley acknowledged that his staff are an incredible group of people who work hard. The district continues to ensure it provides the required well-being and support to its staff.

In the last 12-months, the district has run promotion workshops which have resulted in approximately 50% of candidates being successful in the latest Sergeant promotion boards.

Doncaster was recognised in the recent Force Awards for Best Team, Inspired Leadership and the Bravery Award.

The Commissioner highlighted that the Force were now better informed around what the public want, but still needed to listen to local communities and Councillors. S Morley acknowledged the staff need to increase listening to communities and the neighbourhood teams now have bespoke communication plans to help improve this.

Page 4 OPPC Public Accountability Board 7/10/19

12 FORCE PERFORMANCE REPORT AGAINST THE POLICE AND CRIME PLAN 2017 - 2021 (RENEWED 2019) - TACKLING CRIME AND ANTI-SOCIAL BEHAVIOUR

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 tackling crime and ASB 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.

The Chief Constable highlighted the last HMICFRS inspection which had found the Force to be good at protection and prevention of crime and ASB.

The Chief Constable confirmed the importance of understanding demand and acknowledged that the Force had been lacking in this area a few years ago. This has now been improved and will be used to inform resource allocation.

A review of the demands on policing from other partner agencies is taking place. This broader understanding will inform how the Force can work with its partners and redesign and improve services to the public. Detailed work is currently taking place with Sheffield City Council and the Yorkshire Ambulance Service.

The Chief Constable confirmed that call handling is still a concern and assessments are taking place to understand the demand within Atlas Court to help assist resource allocation.

Neighbourhood policing is key to the Force’s approach to preventing crime. Activity is linked to public feedback from the Force’s Your Voice Counts survey.

The Chief Constable referred to the increase in residential burglaries and highlighted the importance of basic crime prevention. He confirmed that the neighbourhood policing teams receive information about burglaries which have taken place and can help people with crime prevention information.

The influx of new students into Sheffield also impact on Force residential burglary figures. Operations are in place to deliver burglary prevention advice.

There are over 25,000 people signed up to Community Alerts. In July, there were 190 alerts sent by the Force, and of those rated by recipients, the average rating give was 5.4 out of 6.

The Deputy Director of the South Yorkshire Community Rehabilitation Company (CRC) is reviewing Integrated Offender Management (IOM) across South Yorkshire on behalf of the Force, CRC and National Probation Service. This will lead to the implementation of best practice and build on some of the work already in place. The National Integrated Offender Management (IOM) Thematic Inspection led by Her Majesty’s Inspectorate of Probation (HMIP) also commenced in September.

The Chief Constable highlighted the importance of the Proceeds of Crime Act and the work undertaken by the Force and the Commissioner’s Office. He appealed for

Page 5 OPPC Public Accountability Board 7/10/19 members of the public to report anyone who appeared to have more assets than people might think they should have.

The Force is reporting a stable volume of overall offences (+0.3%, 477 offences), an average of 12,100 offences recorded each month, or 390/400 per day.

The Chief Constable confirmed that serious violence remains a concern, although South Yorkshire is seeing a reduction in knife enabled crime.

The Serious Violence Crime Task Force has been widely publicised to highlight the activity undertaken in enforcement around knife crime. Since 3 June 2019, the task Force has undertaken the following actions:

 17 arrests made from warrants  43 stop checks  81 reported on summons  120 vehicles searched  168 arrests made  282 weapons recovered  495 vehicles stopped  794 stop searches

One of the additional elements of the violent crime funding has been to develop a South Yorkshire Violence Reduction Unit (VRU). This work is being led by the Commissioner and funded by Home Office funding. However, it is unclear whether this funding will continue after April 2020.

The Commissioner highlighted the importance of partners in the VRU and thanked them and local councillors for their support.

The Crucial Crew programme has seen 98.4% of all mainstream primary schools attending. This equates to 372 of the 378 schools within South Yorkshire that were invited. The Crucial Crew programme caters not just for mainstream schools but also for Special Needs and Pupil Referral Units/Learning Centres.

The Force has engaged with over 57,000 children and young people aged 10-16 in relation to knife crime in South Yorkshire.

The Force has teamed up with partners to show more than 100 residents how to protect themselves from becoming victims of fraud.

For 2019/20 Crucial Crew will incorporate Child Criminal Exploitation into its programme.

The Force is continuing to promote student officer recruitment.

The Chief Constable confirmed the Force had plans in place for Brexit.

The Commissioner thanked the Chief Constable for the report.

Page 6 OPPC Public Accountability Board 7/10/19

13 CYBER-CRIME UPDATE

A report of the Chief Constable was presented to the Board. The purpose of the report was to provide an update on the current position and ongoing plans to improve and enhance the Force cyber-crime capabilities.

J Abdy confirmed that extensive work had taken place but there is still more to do in this area.

The Force Crime Review outlined the requirement to establish a cyber-crime capability and the associated structures. This resulted in the introduction of the Digital Intelligence and Investigations Unit (DI&I).

A key element of the DI&I is to undertake, develop and maintain the Force response under Prevent, Prepare, Protest and Pursue as defined within the Strategic Policing Requirement. To achieve this, the unit sits within Specialist Crime Services, alongside linked business areas, which include Financial Crime and Digital Forensics.

Pursue: Funding provided via both the crime review and nationally, through the North East Transformation, Innovation and Collaboration programme (NETIC) has provided equipment to improve evidential capture at crime scenes. This has, allowed staff to work effectively to interrogate and triage digital devices, maximising forensics submissions and minimising the number of devices recovered.

The ‘Regionally Managed and Locally Delivered’ initiative through NETIC funding is an additional requirement of the DI&I unit. This ensures a consistent approach to cyber dependent crimes received nationally from Action Fraud.

Prepare: The Force has secured the licence for Digital Media Investigator training from the College of Policing. This will see an increase of staff with the relevant skills to effectively manage digital investigations.

Training has been delivered by the DI&I team to all uniform operational officers to raise awareness of investigative considerations where there is a digital element.

Efficiencies surrounding the examination of mobile phones have been realised following the introduction of mobile phone examination kiosks. The kiosks reduce the number of officer hours spent travelling and reduces demand on the Digital Forensics Unit.

Protect: The introduction of both the Cyber and Fraud Protect roles has introduced the development of key partnerships with a range of individuals and organisations.

Working alongside the Regional Cyber-Crime Team, the Cyber Protect officer has forged effective working relationships with local businesses to provide education around staying safe online.

Supported by the Commissioner, events have taken place at the Lifewise Centre on the importance of staying safe online.

Page 7 OPPC Public Accountability Board 7/10/19

The Force has introduced the Cyber and Fraud Protect Twitter accounts to provide regular posts and messages.

The Cyber Protect Officer receives notification of all victims who, through the Operation Signature process are identified as being a repeat victim of crime.

Prevent: The Force is working with local educational establishments to educate students around staying safe online.

The Force has undertaken significant work around the Digital Assessment Toolset (DAT). The DAT assesses the Force’s capability across digital elements to identify, investigate, safeguard and disrupt cyber-crime offending.

The Force is also seeking to develop working relationships with the Universities.

A number of officers and staff have gained membership of the Institute of Cyber Digital Investigation Professionals.

The Force is also exploring the introduction of Cyber Volunteers, with skills and experience of people working in industry to support research and development to assist law enforcement, utilising their experiences and specific skill sets to develop the digital investigative capabilities.

The Commissioner thanked J Abdy for the update and confirmed that protecting vulnerable people was a priority in the Police and Crime Plan. He highlighted that cyber-crime is an area where everyone can become vulnerable.

The Commissioner enquired if there is only one Cyber Protection Officer. J Abdy confirmed that there is only one officer but they are part of a team of ten within the DI&I.

The Commissioner enquired about Action Fraud and confirmed that he did receive complaints from members of the public about this. J Abdy confirmed that the Force was tied into the national process.

The Chief Constable confirmed that there was an ongoing piece of work into Action Fraud being undertaken by the City of London.

The Commissioner requested that this continued to be monitored.

IT WAS AGREED THAT:

 A further cyber-crime update report be brought to a future Public Accountability Board

14 SUSTAINABILITY UPDATE

D Taylor, the Force’s Sustainability Manager and J Branningan, NETpositive Futures provided a sustainability update.

Page 8 OPPC Public Accountability Board 7/10/19

The presentation provided:  an update on developments in sustainability thinking;  a progress update; and  why and how we are updating our sustainability strategy.

J Branningan highlighted that the response to sustainability had been on reducing areas such as emissions or the use of plastic. Now the emphasis is on how sustainability can increase the positive contribution of your organisation on the community.

D Taylor highlighted the amount of activity which had already taken place over the last 10 years under the current strategy. Improvement projects include:

 Cycle to work scheme  Renewable solar panel scheme  Eco-driver scheme  Electric vehicle scheme  Bio-fuel in the place of coal fire boilers  Reduction in carbon footprint – 45%, over achieved on target of 30%  Reduction in carbon emissions

D Taylor confirmed that a new strategy is being developed which will be launched next year and suggested this be presented to a future meeting. The focus will be on social contribution.

The Commissioner thanked J Branningan and D Taylor for a comprehensive presentation.

IT WAS AGREED THAT:

 The new Sustainability Strategy be brought to a future Public Accountability Board

15 REVISED CAPITAL PROGRAMME 2019/2020

A report of the Chief Finance and Commissioning Officer was presented to the Board. The purpose of the report was to provide an update, re-stated capital programme to the Police and Crime Commissioner.

In light of the significant underspends and slippage in the 2017/18 and 2018/19 capital programme, the Commissioner had requested a detailed review of the capital programme.

The timing of the review has been important to ensure the revised capital plans are able to inform the 2020/21 budget planning cycle, ensuring that the capital financing requirements are synchronised to the medium term resource strategy (MTRS).

Page 9 OPPC Public Accountability Board 7/10/19

The recommended Capital programme for 2019/20 is £20.79m an increase of £1.48m.

The Commissioner thanked S Abbott and the Force for undertaking the review.

16 STRATEGIC PLANNING UPDATE

A report of the Chief Finance and Commissioning Officer was presented to the Board. The purpose of the report was to provide an update of the work of the Office of the Police and Crime Commissioner on matters of strategic, workforce and financial planning.

The Strategic and Financial Planning Timetable describes the various activities necessary throughout the current performance and financial year.

The Commissioner renewed his Police and Crime Plan 2017-2021 in 2019 and following consultation with the public, decided to keep his priorities constant.

These priorities are to continue until March 2021, unless any new evidence comes forward to suggest otherwise.

M Buttery confirmed that following the elections in May 2020, the elected Commissioner, will be required produce a new Police and Crime Plan.

The focus for the strategic planning over the next few months will be around the financial envelope available to meet the policing and crime needs for the county. During this financial year the Home Office has made some additional funding available, to be spent on specific initiatives, including additional police officer numbers and serious violence. Whilst this funding is welcome after a decade of austerity, there are risks that arise. These include the uncertainty around continuation of the funding and the level of funding after 31 March 2020.

In relation to police officer numbers. The Home Secretary has announced the intention to increase police officer numbers nationally by 20,000 over three years. Discussions are ongoing with the Home Office in relation to the expected share for South Yorkshire.

The financial position continues to be affected by three ‘legacy’ matters:

 The National Crime Agency’s investigation into non-recent child sexual exploitation (CSE) in Rotherham.  Civil claims from victims and survivors of non-recent CSE.  Civil claims from victims of the Hillsborough disaster.

The Office of the Police and Crime Commissioner is currently forecasting costs and are in constant dialogue with the Home Office in relation to its claims for Special Grant. The claims for Special Grant in this financial year have to be submitted to the Home Office for review by 31 October.

Page 10 OPPC Public Accountability Board 7/10/19

The Violence Reduction Unit (VRU) is the latest Home Office initiative in combatting the rise in serious violence.

18 police force areas were selected and PCCs were invited in late June, to bid for an amount proposed by the Home Office, the Commissioner’s bid to secure the £1.6m allocation was approved in August.

The Commissioner has established a strategic Executive Board and an Elected Members Reference Group.

A visit from the Home Office took place last week, where they met staff and partners.

Although the funding is for the remainder of this financial year only, the assumption is that the VRU will exist over time with a longer term focus.

17 COMPLAINTS REVIEW

A report of the Chief Executive and Solicitor was presented to the Board. The purpose of the report was to provide an overview of the forthcoming changes to the police complaints system and the role of the Commissioner within that.

E Redfearn highlighted the reforms to the police complaints system.

The reforms make PCCs responsible for undertaking reviews of complaints outcomes for some complaints which are formally recorded.

The legislation provides three possible models for adoption. Model 1 being the mandated model, with further more enhanced roles for PCCs described in Models 2 and 3.

(i) Model 1 (Mandatory) - Oversight and complaint reviews PCCs will continue to hold Chief Constables to account for the exercise of their functions under the Police and Reform Act 2002 in relation to the handling of complaints.

Under Model 1 PCCs becomes the relevant review body for reviews (currently known as ‘’appeals’’) where the IOPC is not the relevant review body ie complaints which have been locally resolved by the relevant Force.

(ii) Model 2 - Customer Service Resolution and Recording

Under this option, and in addition to the mandatory functions listed in Model 1, PCCs will receive all expressions of dissatisfaction and be responsible for the initial contact with the complainant. They will take on responsibility for resolving low level customer service issues informally and recording those complaints which cannot be resolved in this way or where the complainant requests that it is formally recorded.

Page 11 OPPC Public Accountability Board 7/10/19

(iii) Model 3 - Contact

In addition to the functions of Models 1 and 2, PCCs will become the single point of contact for complainants and be responsible for maintaining contact with the complainant at all stages throughout the complaints process, including communicating complaint outcomes along with information about their right of appeal to have the outcome reviewed.

A joint options appraisal of the three models has been carried out by staff within the Office of the Police and Crime Commissioner and the Force’s Professional Standards Department.

Following consideration of the options appraisal work the Commissioner decided on 15 August 2019, to adopt Model 1 and not extend his role beyond the minimum required by the legislation. The Commissioner also determined that he may revisit this decision at some point in the future, once the new regulations are implemented and the impact of the changes are more clearly understood.

The Commissioner has asked the Independent Ethics Panel to provide both the Chief Constable and himself with assurances that good progress is being made towards successful implementation of the changes.

18 IEP EXCEPTION REPORT

A Lockley, Chair of the Independent Ethics Panel, presented the Independent Ethics Panel Exception Report.

In relation to Equality, Diversity and Inclusion. The Force has seen a marginal increase in the proportions of female, BME and VME officers in the last year.

A Lockley highlighted that the Use of Force update should read that in approximately one quarter, rather than one third, of subjects, officers recorded that mental health is an ‘impact factor’. A Lockley confirmed this was still high. The Panel noted that that frontline staff are far more aware of the impact of mental health issues and found this encouraging.

The Panel consider Stop and Search twice a year. The Panel had received a briefing on a s60 authorisation on 27 June in Edlington, Doncaster.

The Home Office has recently reviewed the level of authorisation required for a s60 order. The Deputy Chief Constable confirmed that a s60 can now be authorised by an Inspector, but the approved level in SYP will remain that of Assistant Chief Constable unless there is operational necessity for a more immediate authorisation.

The Panel is undertaking a piece of work around the ethical challenges associated with digital policing and the outcome of this work will be included in the next exception report.

The Commissioner thanked A Lockley for the report.

Page 12 OPPC Public Accountability Board 7/10/19

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

The Commissioner thanked Doncaster Council for agreeing to let him hold the meeting in the Council Chamber.

20 DATE AND TIME OF NEXT MEETING

6 November 2019 at 2pm, Rotherham Town Hall, Moorgate Street, Rotherham, South Yorkshire, S60 2TH.

CHAIR

Page 13 This page is intentionally left blank MATTERS ARISING / ACTIONS

Date of Update Ref meeting Matter arising/action Owner Complete (Y/N) Suicide data, including attempted suicide, be provided to the 07/10/19 - Data is currently being collated. 374 11/09/2019 PCC once that data had been collated. 12/10/12 - Information received. Force Y A further cyber-crime update report be brought to a future 24/10/19 - A meeting date to be confirmed. 376 07/10/2019 Public Accountability Board T Forber The new Sustainability Strategy be brought to a future Public 24/10/19 - Added to the work programme for May 2020 377 07/10/2019 Accountability Board meeting. N Hiller Y Page 15 Page Agenda Item 9 This page is intentionally left blank PUBLIC ACCOUNTABILITY BOARD (PAB)

ROLLING 12 MONTH - WORK PROGRAMME

SEPTEMBER 2019 TO AUGUST 2020

MEETING DATE: 13 DECEMBER 2019 AT 1000 HOURS - BARNSLEY OPCC SYP Purpose Force Performance Reporting

Force Performance – Barnsley District  Provide the PCC with an update on Barnsley 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. Treating People Fairly Chief Executive Reporting

Page 17 Page NHP – Voice of the Public  Public’s view on the effectiveness of NHP

Budget Setting update including Chancellor’s  Provide an update on the budget including Chancellor’s announcement announcement and Launch of Precept and consultation undertaken so far to gauge public appetite for the Consultation setting of the precept for 2020/21 and to advise of the detailed consultation to take place once the spending assessment has been announced. Digital Ethics  Provide the PCC with an update on the outcome of the work of the IEP around digital ethics. VRU Update  Provide an update of the work of the Violence Reduction Unit. Agenda Item 10 Assurance Panel Reporting

IEP Exception Report  Provide overview of the Panels areas of exception reporting for PCC’s information / action, include the themes from IEP work programme eg, Hate Crime, Complaints and Digital Policing.

UPDATED 2019-10-29 PUBLIC ACCOUNTABILITY BOARD (PAB)

ROLLING 12 MONTH - WORK PROGRAMME

SEPTEMBER 2019 TO AUGUST 2020

MEETING DATE: 14 JANUARY 2020 AT 1000 HOURS - SHEFFIELD OPCC SYP Purpose Force Performance Reporting

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 an update to PCC re Force progress towards the priority Crime Plan 2017 – 2021 (Renewed 2019) – Tackling Crime and Anti-Social Behaviour in the Police and Crime

Page 18 Page Tacking Crime and Anti-Social Behaviour Plan. Chief Executive Reporting

Strategic and Financial Planning 2020/21  Provide the Board with an update on the PCC’s Strategic and Financial Update Planning PCC Decisions   To seek PCC approval / agreement to proposals as requested (to be notified 10 working days before date of meeting)

SPECIAL MEETING DATE: 28 JANUARY 2020 AT 1400 HOURS - CARBROOK OPCC SYP Purpose Draft precept recommendations and budget Provide the PCC with the Draft precept recommendations and budget 2020/2021. 2020/2021

UPDATED 2019-10-29 PUBLIC ACCOUNTABILITY BOARD (PAB)

ROLLING 12 MONTH - WORK PROGRAMME

SEPTEMBER 2019 TO AUGUST 2020

MEETING DATE: 7 FEBRUARY 2020 AT 1000 HOURS - DONCASTER OPCC SYP Purpose Force Performance Reporting

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 Crime Plan 2017 – 2021 (Renewed 2019) – Protecting Vulnerable People in the Police and Crime Plan. Protecting Vulnerable People

Page 19 Page SYP’s Quarterly Budget Monitoring Overview  SYPs financial position for (1 October to 31 December) Q3 2019/2020

Chief Executive Reporting

Strategic and Financial Planning 2020/21  Provide the Board with an update on the PCC’s Strategic and Financial Update Planning PCC Decisions   To seek PCC approval / agreement to proposals as requested (to be notified 10 working days before date of meeting)

SPECIAL MEETING DATE: 26 FEBRUARY 2020 AT 1400 HOURS - CARBROOK OPCC SYP Purpose Final precept recommendations and budget PCC to formally agree the budget and council tax precept. 2020/2021.

UPDATED 2019-10-29 This page is intentionally left blank Agenda Item 11 PUBLIC ACCOUNTABILITY BOARD 6 NOVEMBER 2019 SOUTH YORKSHIRE POLICE REPORT ROTHERHAM DISTRICT OPERATIONAL DELIVERY UPDATE REPORT OF THE CHIEF CONSTABLE

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

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

Chief Officer Lead: ACC Dave Hartley

Report Author: Chief Superintendent Una Jennings Rotherham District Commander

Page 21

PUBLIC ACCOUNTABILITY BOARD

October 2019

SOUTH YORKSHIRE POLICE REPORT

ROTHERHAM DISTRICT OPERATIONAL DELIVERY UPDATE

Chief Officer Lead: Deputy Chief Constable Mark Roberts

Report Author: Chief Superintendent Una Jennings Rotherham District Commander

Page 22

CONTENTS

1.0 Introduction Page 3 2.0 Performance Page 4 – 9 3.0 Perceptions Page 9 - 18 4.0 Place Page 18 - 25 5.0 Partners Page 25 - 26 6.0 People Page 26 - 31 7.0 Process Page 31 - 33

2 Page 23

Introduction

1.0 Rotherham District Command continues to develop, improve and go from strength to strength. Six months on from the reconstitution of the Rotherham District Command team, November 2019’s Public Accountability Board provides a real opportunity to reflect, on the journey thus far, outline our ambition for the future, understand, and plan for our key challenges.

1.1 As this report will outline, there is much to celebrate and much more to do. We will build on the momentum generated by both our recent HMICFRS inspection, continue to solidify and develop the strong relationships we have with our statutory partners and third sector agencies in Rotherham.

1.2 The shared vision being to build a place in Rotherham where people want to live, work, study or visit. We will achieve this by delivering effectively our police and crime plan, keeping people safe by fighting crime, tackling antisocial behaviour and protecting vulnerable people. This, alongside a clear focus on how we improve the way we police so that our communities can have trust and confidence in us, is at the core of what we do.

1.3 Whilst we will always look to learn from our past, our focus in Rotherham Borough Command is on the future, ensuring we do all we can to support and encourage safe resilient communities and creating a place, we are proud of.

1.4 Our report pivots across five key headings. Place, Partners, People, Processes and Performance. It will illustrate the changes evident across the last six months, our plans for the remainder of the financial year, alongside articulating our key challenges and opportunities

3 Page 24

Performance

2.0 Satisfaction: Ensuring victims of crime feel satisfied by the service we provide is a priorty. During the summer, Rotherham introduced a re-invigorated approach to the way we treat those unfortunate to become victims of crime. Increasingly, we are seeing through User Satisfaction survey, that our victims are recognising our improving service. Our Satisfaction Improvement Plan drives activity across the District’s functions. Our excellent attendance times no doubt contribute to this progress. Surely, a vicitm of crime who turns to the police for our service will be more satisfied when officers attend promptly. But, also, a victim wants to be kept up to date, wants to be treated with empathy and respect, will expect in short professional treatment from their police.

2.1 There has been marked improvements since April. Having tracked below the force avergae for nearly 2 years constatntly, this quarter has seen Rotherham move above the force averange and indeed move from worst performing District Command to best in force. Our attended crime satisfaction rates tracking some 6 % above force average.

Figure 1 Victim satisfaction.

2.2 Response times: A real area of focus for improvement was our response times, to both immediate and priority incidents. As the graphs below highlight, the median time taken by Rotherham officers (green line) to attend emergency and priority incidents between the 3rd

4 Page 25 March and 2nd June 2019 noticeably tracked above the force average and the performance of its peers on a consistent basis thus highlighting Rotherham as a noticeable outlier across the period.

2.3 Rotherham’s performance in terms of incident demand management clearly had a negative effect on overall force performance in this area across this period not to mention the confidence and satisfaction levels of the community served.

Figure 2 Emergancy Response Times.

2.4 From the first week in July 2019 Rotherham district introduced a new policy regarding demand management. The finer details of this policy are documented below. The graphs now illustrate that since the inception of the new policy Rotherham has consisently mapped well below both the force average response times for both emergencies and priorities and consistently below the average response times experienced by its peers in force.

Figure 3 Emergancy Response Times

5 Page 26

Figure 4 Emergancy Response Times

2.5 As highlighted in terms of emergency incidents, the time taken to have an officer dispatched has reduced significantly across the timeframe from 8 mins 33 seconds to 6 minutes 12 seconds in September 2019. The numbers of emergency incidents have remained relatively stable month on month with the exception of September 2019 as highlighted seeing some 200 less calls for service at 719.

2.6 In terms of priority incidents, the time taken to have an officer dispatched has reduced significantly across the timeframe from 25 mins 47 seconds to 14 minutes 14 seconds in 6 Page 27 September 2019. The numbers of priority incidents received at district has shown an upward tendency as the year has progressed.

Figure 5 Monthy Comparsion Rotherham

2.7 The district, through its clear direction and Pacesetters has provided a framework, as detailed above, to ensure the sustainability of this working practice. An initial few days of action were required at the outset of the introduction of this way of working, to clear what were relatively large district active queue, resources from across the district portfolios were provided to bring active queue demand to a more manageable level. Since that time, the policy detailed above has been successfully implemented with the wider force/Districts now considering a similar framework going forward.

2.8 Domestic violence processes within Rotherham have improved dramatically in the last six months for a number of reasons. This means that our victims of such an emotive, coercive or even oppressive, damaging incident within family lives are now better protected than ever before within our district.

2.9 This approach has had significant impact. Rotherham has moved from the position of worst performing, to a district tracking well above the force average by some margin in relation to how proactively the district is policing domestic abuse. This is best evidenced by considering our 12 week average arrest rate, which has improved from 32.5 % 12 weeks ending 15th May 2019 to

7 Page 28 61.4 % 12 weeks ending 18th of October 2019. This has also seen our outcome rate in relation to domestic offenders improve from a Q4, April 2019 low of 14% to almost 19% this second quarter of the new financial year. Our 12 month average arrest rate has improved from 29.3 % in May 2019 to 37.7 % week 42.

Figure 6 Monthy Comparsion Rotherham

2.10 Unsurprisingly, our outstanding domestic abuse suspects have also dramatically decreased by some 70%. Each day there is a focused review of each of our DV suspects and targeted approaches to the arrest of such. Resources are used from across the portfolio to locate these suspects, some of whom are longstanding, whilst others have been committed just hours before and need to be located quickly.

Figure 7 Outstanding Domestic Abuse Suspects Rotherham

Outstanding DA suspects 90 81 80 72 66 62 70 58 59 58 58 60 50 47 48 47 50 43 42 34 40 33 31 30 32 30 25 30 20 10 0

8 Page 29

2.11 We have systems in place to identify repeat victims and repeat offenders and we are developing strategies and structures in order to better identify, support and deal with both victims and offenders. As a result of a successful bid, we have secured 30k of central funding to work alongside Rotherham Rise and the IDVA team, who will assist us in providing support to standard and medium risk domestic abuse victims by collocating and working alongside police to provide a secondary visits, offering bespoke advice to victims and enable us to upskill our officers in the field of domestic abuse and violence.

Perceptions

3.1 Local priorities remain consistent: burglary, speeding vehicles and drug related criminality.

3.2 Residential burglary is amongst what matters most to our residents and we have undertaken significant work to reduce crime and target offenders. In the months June to September, Rotherham saw a 15% year on year reduction in residential burglary, equating to 85 fewer crimes. This contrasts with a 9% rise across the rest of the force. 1 Rotherham district proactively target offence patterns based on a crime pattern analysis and our recent focus was placed on identified hotspots during the warm summer months when houses can be vulnerable.

3.3 June saw us record the lowest monthly return for Burglary since 2017, which realised a 32% year on year reduction that came from a combination of offender management, crime prevention advice and proactive policing.

1 June –Sep inclusive 9% increase for the force. It equates to 3381 against 3115 so an increase of 266 offences force wide whilst we showed a decrease of 85 offences 9 Page 30 Burglary – Case Study

Swinton is one of our priority communities: higher than average crime; deprivation and geographically peripheral. During the spring of 2019, we experienced a significant spike in burglaries to people’s homes. Understandably, community confidence was affected. Strenuous efforts across teams culminated with the North Neighbourhood Team arresting and convicting burglars, including Martin Shaw. With his arrest in particular, burglary dropped markedly.

Funding was achieved with RMBC to introduce “Operation Shield” to the borough, with Swinton selected as our first area to be protected with Smartwater. Three months later, 800 homes are protected (including a visit to Shaw’s mother’s address to reinforce our message). Over 600 of those residents were registered to Alerts during the process, increasing our engagement footprint. The result was a 78% reduction in burglary residential from the high point in February/March 2019 to September 2019.

3.4 Having successfully piloted Operation Shield in Swinton, Rotherham District was successful in our

bid for an additional 28k of funding from headquarters, to extend Operation Shield into four new communities: Rawmarsh, Kimberworth, Boston Castle and Dinnington.

3.5 This funding will enable our Neighbourhoods team to protect 3.5k more local homes with forensic marking equipment. These interactions will facilitate greater engagement opportunities in these identified priority communities. We anticipate thousands more residents will join us as registered Alerts users which will allow us to keep in touch with our public.

3.6 In July, August and September 2019 Rotherham District officers arrested 61 people for Burglary, we have the lowest number of outstanding suspects for this crime type across any District in South Yorkshire police.

3.7 We have supported this renewed focus on residential burglary through a reduction in our response times. We have moved from a high (mean) in May 2019 of nearly 24 hrs (highest in force) to consistently for the last 3 months below 1 hr. Rotherham has moved from the worst performing

10 Page 31 District to now working significantly above the force average in relation to the timely manner in which we respond to residential burglary victims as evidenced below.2

Figure 8 Burglary Response times

3.8 Unsurprisingly, this work has led to an exponential increase in local people’s satisfaction with the service we are providing. Having tracked consistently below the force average for the last 2 years, Rotherham saw a change of trend in and around July 2019. Correlating with the above.

Case Study: Burglary Victim Oct 2019: ‘ I wanted to email you and your team to formally acknowledge and thank you for your efforts to catch the suspect, following our three recent break-ins. Naturally, we were becoming despondent, anxious and had given up any hope of justice being seen to be done, until today. All of the officers that we have encountered from SYP have been terrific. They rallied around us, were light hearted but also heartfelt when we needed them to be, and it just goes to show you what a difference working together as one team can make. PC Hinchliffe, DC Bates, yourself and the other officers (two of whom stopped by last night just to say hello and ask how were were) went above and beyond what we would ever expect, especially as we know just how much pressure all of you are under, when on the front line of a nightly war. Me hailing from a council estate rife with crime, having been raised by parents with severe drug and alcohol addictions (now in recovery), having worked doubly hard to escape that life, this experience has, I have to admit, knocked my confidence and, at times, made me question if working so hard is worth it, if people can just take it away in a moment. I don’t feel like that today. Seriously. Thank you. Whatever the decision is around charging the suspect, I know that your officers have done their job and couldn’t ask any more of them.’

2 A District Doncaster. B District Barnsley. C District Rotherham. K District Sheffield. 11

Page 32 3.9 From this point, Rotherham District has tracked above the force average as evidenced in figure 7. This trend has continued through the last reporting month seeing Rotherham District track some 10 % above the force average in relation to burglary satisfaction for September 2019. 3 This is in stark contrast to the 10 % drop evidenced in the first quarter of this year in relation to satisfaction levels with this crime type.

Figure 9 Burglary Satisfaction.

92% 85% 75%

62% 62% % % ATLEAST FAIRLY SATISFIED

May-19 Jun-19 Jul-19 Aug-19 Sep-19 Axis Title

Rotherham Force Linear (Rotherham)

3.10 Drug related crime affects and exploits some of the most vulnerable people in our community. This criminality in Rotherham invariably stems from both the criminal enterprise of organised crime gangs and the impact of drug use locally on communities, families and individuals.

3.11 Tackling organised crime in Rotherham, is achieved in partnership with a range of agencies under the stewardship of Detective Chief Inspector Martin Tate. The local organised crime partnership board meets monthly to discuss current and emergent issues.

3.12 This partnership has a core membership that includes the Safer Rotherham Partnership, Social Services, Probation Service, National Crime Agency, DWP, and Youth Offending Teams. The strategic objective is to use all available resources to target those preying on the vulnerable and to provide intervention and support for those trying to escape organised crime. Operation Fortify

3 Force average 75 % v Rotherham 85% 12 Page 33 is the national Police brand for targeting organised crime and Rotherham has a designated and effective Fortify team. They provide targeted and sophisticated focus to our more problematic criminals. They are proficient at working with specialist resources and organisations such as the National Crime Agency, HMRC, Border Force, DWP, and Immigration. In recent months on one OCG alone they arrested and prosecuted 6 members with offences ranging from drugs to assault, recovered £10,000 cash, seized 2 vehicles and recovered a TASER.

3.13 The success of targeting Organised Crime Groups is in both the dismantling of these groups and identification of new and emerging criminal enterprises. In the last quarter, Rotherham has archived two organised crime gangs, dismantled through disruption. Rotherham has also identified two further crime groups through partnership intelligence collection and operational policing.

3.14 At the centre of our approach is neighbourhood policing. Tackling organised crime is well embedded in our neighbourhood policing teams and community police officers have a good understanding of who is committing crime within their ward, for example Central Neighbourhood Team taking ownership of an OCG and engaging and diverting the children of OCG members to break the cycle of offending. The management of this OCG was held up as good practice force wide and presented to HMICFRS earlier this year

3.15 Each Neighbourhood team, at least once a month, delivers an Operation Alligator. Alligator is our operational name for pro-active policing operations in our communities. Teams target the areas and themes, which matter most to our communities. Work include undertaking focussed licensing efforts: working through an area’s pubs with wands to search for knives and passive drugs dogs. Working with licensees in this way reduces crime, protects against knife crime and violence an approach welcomed by patrons.

3.16 So far this year, our three Neighbourhood teams have led 42 Operation Alligators. The themes and locations have been diverse: enforcing the Licensing Act; drug warrants; off-road bikes, wildlife crime and tackling on-street crime and anti-social behaviour across the borough. Cumulative results, just from these specific operations, include:

o 14 drugs warrants and 1 wildlife crime warrant executed. o 87 prosecutions for drugs offences. o 223 searches for drug and weapons conducted. o 49 off road bikers engaged: bikers warned and / or vehicles seized.

13 Page 34

3.17 Consistently, when Alligator comes to an area, we publicise their activities through signs on the street, PCSOs going door-to-door to tell the neighbourhood and through our social media channels. We strive to ensure that our public know that their local officers are working hard to resolve the issues that affect their quality of life.

3.18 Assisting this approach is our safer neighbourhood service based at Riverside House focused on supporting some of the most vulnerable members of our community. We have invested significantly in this team across the last few months incorporating new partners, Change Grow Live drug and alcohol treatment service, whose workers are best, placed to provide focussed diversion and treatment for people afflicted by addiction.

3.19 This had led to an increase in the number of referrals being made locally for support. This approach runs alongside our local social prescribing model. Such is its success it has been extended to Doncaster and South Humber. This has resulted in reduced hospital admissions, more options for our GP’s locally, support for our, voluntary and third sector across Rotherham as well as improving quality of life and social isolation.

14 Page 35 3.20 Stop Search: A key element of how we tackle local concerns in relation to drugs related crime is our use of stop and search. Stop and search has seen a dramatic improvement within Rotherham in this last reporting period for a number of reasons. Officers received specific training between January and March to revise and highlight the necessity and grounds for undertaking stop and search and the rationale behind why we should be doing more.

3.21 We were successful in our headquarters bid to obtain and additional £73k to provide dedicated support for a proactive car who has specially undertaken patrols in high crime areas. Supported by a renewed vigour from our neighbourhood policing teams supported by our response function. In September had a 300% increase compared with August and we are online to match this in October.

3.22 There have been many notable stop searches such as the recovery of stolen goods, large quantities of drugs seized from OCG members and numerous knives and other weapons removed from our streets. We have maintained our positive conversion rate at 21. We have not has a single complaint.

3.23 We have also commenced Stop and Search scrutiny panels, a first for South Yorkshire Police, which monitor S & S submissions and provide feedback to our officers who have submitted these searches. This is an exciting area of work and will be developed further into youth panels and in showing the panel Body Worn Video footage of any stop and searches we undertake. Our new SPOC’s are tasked with enhancing the skills of our officers, (especially our newest students) and ensuring the standard of interaction and submission of such encounters are lawful, proportionate, fair and polite.

3.24 Speeding: “Operation Slow Down” is our response to community concerns around speeding vehicles. Targeted operations take place across the District, linked to static/mobile cameras, and this tactic is supported by Community Speed Watch (CSW), using volunteers and officers/PCSO’s from our Neighbourhood Policing Teams. Rotherham now wants to go a step further, encouraging community members to ‘adopt’ a ‘go bag’ for CSW. After Initial assessment, volunteers would manage/look after their own equipment, attend the identified locations in their Neighbourhood, generate letters and escalate (where appropriate) for more formal action/activity. The first area for pilot will be Swinton.

3.25 Education and awareness is a key theme and Rotherham Police provided training to members and commissioned services of the Safer Rotherham Partnership. This event was part of Safeguarding Awareness week and delivered to over 150 managers of key organisations. Key themes were 15 Page 36 Modern Slavery, Human Trafficking, County Lines, Criminal Exploitation and Youth gang culture. Due to the success of the event a further training event is planned for the 15th January 2020.

Rotherham Safeguarding Awareness Week.

3.26 Rotherham District has been instrumental in ensuring the Partnership aligns its focus towards child criminal exploitation (CCE), with a revised strategy 2019-2021 now covering CSE, CCE, Human Trafficking, Modern Slavery, Radicalisation and Honour Based Violence. Operational partnership meetings and police investigations are now aligned to this revised focus i.e. weekly intelligence meetings now includes CCE, Superintendent chairs the partnership Child Exploitation Delivery Group (previously known as the CSE Sub Group) and officers/staff are now very much alive to risks associated with wider exploitation, as detailed below.

3.27 In September 2018 a thirteen year old boy from Rotherham was found with a quantity of Class A drugs at his home address. An examination of his call data revealed regular contact with several males, who have now been mapped as a local OCG. The boy and his family have since been entered into the National Referral Mechanism (NRM).

3.28 Operation Stovewood- There is regular and healthy dialogue between the Partnership and the National Crime Agency (NCA), as this investigation continues, there are currently 196 designated suspects, 107 of which subject to executive action, 20 convictions, and four trials pending. It is clear the investigation is to run for some years to come, with many more trials anticipated. The partnership works to ensure services are in place to support victims and survivors, along with seeking to improve cohesion within communities affected by this long running investigation. 16 Page 37 3.29 The Operations Superintendent chairs the Partnership Consequence Management Group, tasked with seeking to reduce the impact of this investigation on local communities. As executive action by the NCA has increased, complaints from the local community have reduced; it is felt in part, this is due to wider community engagement with community members, who are now invited to the meeting.

3.30 Engagement: As we know, engagement with the public is a key component to improved public confidence. The command team at Rotherham have sought to identify innovative ideas to reach the wider public, and deliver the positive stories South Yorkshire Police has to offer. Equally important is to ensure we seek to understand ongoing concerns and react quickly. With this in mind, the team recently introduced two additional methods of engagement.

3.31 Full Council Drop in Sessions - One hour before each Full Council Meeting, a member of the Command Team and a Neighbourhood Inspector, locate in the foyer of the Town Hall, greeting councillors/members, discussing local concerns, while delivering the positive stories for Rotherham and South Yorkshire Police. Any issues identified are actions within a week and feedback given to the appropriate councillor/member.

3.33 Chat with Your Chiefs - This is an online question/answer session, which runs monthly for one hour across social media accounts (Facebook and Twitter). Two members of the Command Team make themselves available to the public and discuss local issues/positive stories.

3.34 Rotherham Neighbourhoods teams have achieved 17,000 followers across our social media channels. Facebook, Twitter and Alerts are utilised to speak with those we serve.

3.35 We know the value of listening to what our communities say and how, through good communications, through keeping people updated upon how we are policing their areas of concern or interest, we can influence their confidence in policing. Our Neighbourhoods team have been at the forefront of increasing our public engagement. Through newsletters promoting our 17 Page 38 channels, through ensuring messaging is interesting and relevant, through door-to-door targeted operations, cross-pollination, 10 months later, we now have over 26,000 engaged residents and followers. A 50% increase in followers is proof of the success of our approach and the quality of our content.

Place

4.0 Rotherham is a borough, which covers 110 square miles with a population of 270 thousand people. Half the population lives in Rotherham urban area, a strategically well-located town, connected to the M1/M18 with five airports within fifty-five miles. The most significant demographic shift that we, in Rotherham Command are preparing for, is the increase in our over 65 year’s cohort, an anticipated 18 % increase in the next five years. Understanding the needs of this group and responding to them is a key part of our developing strategic plan with our local authority, both around how we effectively engage, reassure and protect.

4.1 Our black and ethnic minority population doubled between 2001 and 2011, and is increasingly diverse, our largest ethnic group being our Pakistani residents however our fastest growing being our local Roma Slovak residents. This, alongside the fact that less than 50% of those of working age who live on the borough work in the borough is informing and influencing how we are choosing to engage with local people. Assisted most notably in the coming months, with the change to our local neighbourhood policing teams shift pattern alongside our increasingly nuanced engagement strategy.

4.2 The most significant aspect of the place-based analysis affecting our local policing provision is the link between crime and inequality. Over a third of the children living in Rotherham live in poverty, we sit 5% below the national average for unemployment and remain in the top 16% of the most deprived areas in the UK. We continue to support our local Economic Growth Plan, which will see an additional 10 thousand jobs in the borough by 2025.

18 Page 39 4.3 Crime demand

4.3.1 Rotherham accounts for 19% of overall force crime demand. Recorded crime has remained stable across the last reporting period, showing a slight reduction of 4 % with Q1 comparable reporting period 2017/2018. Figure 10 Crime demand

4.4 Community cohesion and integration, remains a real focus for the District. Set against a backdrop of international atrocities (e.g. Sri Lanka and New Zealand), national events such as Brexit and (more locally) the National Crime Agency (NCA) investigation (Operation Stovewood). Rotherham and its partners are working hard to support cohesion/integration, with some excellent examples of success. Through continuous improvement in service behaviour, service delivery and engagement, Rotherham expects trust and confidence measures to increase in the months to follow based on the early indications noted in Q1 of this year.

Figure 11: Public Feedback YVC

2.4.1 We have worked closely with Rotherham Metropolitan Borough Council (RMBC) in recent months to secure £60,000 worth of funding from central government, which will improve engagement

19 Page 40 and cohesion across the borough.4 A proportion, £25,000 of this funding will develop an Intelligence App, previously used solely for CSE related intelligence. The aim now, being to widen use of the application to allow public access and to include other key issues such as ASB and hate crime.

4.4.2 The remaining £35,000 used to work with REMEDI, a provider of Restorative Justice. Over the coming 12 months, REMEDI will work with RMBC and Rotherham Police to deliver a 12-month programme of early intervention work aimed at targeting suspects in all forms of Hate Crime.

4.4.3 REMEDI will also organise and deliver a minimum of 100 workshops in local secondary schools/colleges focused on raising awareness of hate crime/consequences of hate crime and promoting sources of support for victims of hate crime (to encourage reporting. We expect to engage with over 2000 participants.

4.4.4 Hate crime continues to be a key area of focus. During the next 6 months a short film focused on hate crime across Rotherham will be created, using local people and will serve as a platform for further engagement/intervention. Local people will also be encouraged to become trainers and restorative justice champions across the District. This will result in a sustainable local partnership resource available to support identified interventions long after the funding window has expired.

4.4.5 Independent Advisory groups: Rotherham re-launched its Independent Advisory Group two- years-ago. We are fortunate in having the same chair throughout this period who is a member of the public. Our group is diverse; with representatives from different age groups; different BAME backgrounds and LGBT members.

4.4.6 The group are active. Members have taken opportunities to “ride along” with officers, including joining us during Operation Duxford as part of our “transparent policing” approach. The “observers” became involved in class discussion and learnt for themselves the value of the investment we make in our next generation of officers. The feedback our trainers gained was valued and enhanced the training delivery. We are proud of how we police, having members of the public see for themselves, helps to demonstrate our legitimacy. Other members observed how a class of new recruits were taught about diversity in policing.

4 Controlling Migration Fund 2019 20 Page 41 4.5 Demand reduction: Incident demand has continued to reduce across Rotherham in line with Force reductions. In the twelve-month reporting period (Fig 5- 2018/19), there were 67,548 incidents assigned with a district of Rotherham. This is a decrease of 11.8% (9,034 incidents) on the previous year.

Figure 12 Incident Demand- Rotherham

4.6 Traditionally, Rotherham District General Hospital has been a consistent hot spot for public safety risks and demand. Like other hospitals, it is a complex environment, with a high transient population and its own practices. By forming collaborative whilst mutually challenging relationships with hospital leaders, we have together problem-solved and re-calibrated our working relationships.

4.7 To illustrate, in December 2017, officers attended RDGH 28 times, virtually once per day. These were incidents of missing people and calls for our support around drunkenness and violence within A+E. In December 2018, we deployed just 10 times. A reduction of 64%. Following jointly developing a protocol for missing persons and patients who discharge themselves, during the first 6 months RDGH decision maker received 96 reports from hospital staff concerning potential missing persons. Following application of the agreed protocol (with measures including hospital staff calling relatives and checking the estate before calling SYP) of those 96 reports, just 13 translated to missing person reports with SYP. These reductions are significant. Each one represents valuable officer resource saved through appropriately avoiding unnecessary or inappropriate deployments. Our most up to date figures show that in September 2019 we deployed to the hospital 14 times. In September 2018, our officers went 18 times, a reduction of 22%.

21 Page 42

Figure 13 Hospital Demand

RDGH Deployed Incidents 28 30 26 25 22 21 20 20 18 19 19 18 20 16 17 16 14 15 14 14 15 13 12 13 10 10 8

5

0

Jul-18 Jul-19

Jan-18 Jan-19

Jun-18 Jun-19

Oct-18

Apr-18 Apr-19

Feb-18 Sep-18 Feb-19 Sep-19

Dec-17 Dec-18

Aug-18 Aug-19

Nov-18

Mar-18 Mar-19 May-19 May-18

4.8 Rotherham continues to support enforcement of the Public Space Protection Order (PSPO) for the Town Centre, which has reduced incidents of street drinking and ASB. PSPO enforcement supports “Operation Carbon” which is our joint approach to the challenges of homelessness, aggressive begging and vulnerability in the town centre. The partnership know every person involved. Of the 34 people on the streets, just 2 are genuinely homeless. Support packages are in place for all. Which leaves enforcement as being an appropriate, albeit reluctantly used, last resort option for those who persistently offend.

4.9 Based on the success of the PSPO for the Town Centre, a similar order for Eastwood is now in place (September 2019). This covers issues of noise, businesses keeping a clean/tidy curt ledge and street drinking. Eastwood continues to be an area of significant demand for police/partners and as part of the wider problem solving work, recent improvements include improved lighting, CCTV and designing out crime initiatives.

4.10 The two PSPO’s now in place offer real opportunities for targeting of offenders, education and demand reduction. However, the District also recognises the challenge for appropriate resourcing of the orders. Managed through a bi weekly joint tasking process, which allows brigaded resourcing options at times of peak demand.

4.11 Missing people: people who go missing present a perennial challenge, often by their vulnerability they are at significant risk. This combined with the felt impact on loved ones left 22 Page 43 behind means they are always as key area of focus for Rotherham District. Locally, our efforts to locate such people take a huge demand upon the service.

4.12 For all of these reasons, we have adopted a problem-solving mind-set with the objective of reducing the incidences of missing persons. Through building one-to-one relationships between repeat and high-risk missing persons, we are developing alternatives to going missing. For instance, one young woman’s response to crisis was to walk out of her home and make moves toward taking her life. With our support and then the support of the third sector, she now responds to such feelings differently, she reaches out to her support network and no longer goes missing.

4.13 When we locate a missing person, we do not stop there. We follow up, with our mental health nurse colleagues or with social care to try to get to the root of the problem, which drives the behaviour to prevent the next occurrence. Our approach is working, with a reducing number of missing episodes. Each episode reduced represents less risk and less demand.

4.14 The Safer Rotherham Partnership monitors the number of children who go missing on three or more occasions each quarter. Q1 2019/20 saw us realise a two-year low in relation to missing people and evidences some success in this area.

Figure 14 Missing People

Rotherham Missing From Home (all) 160 146 140 130 119 124 116 112 113 120 106 104 105 97 98 97 101 97 100 89 86 88 77 80 71 60 40 20

0

Jul-18 Jul-19

Jan-18 Jan-19

Jun-18 Jun-19

Oct-18

Apr-19 Apr-18

Feb-18 Sep-18 Feb-19

Dec-18

Aug-18 Aug-19

Nov-18

Mar-18 Mar-19 May-19 May-18

23 Page 44 4.15 Licenced premises can create risks to the wider community around anti-social behaviour and violence. Most premises in Rotherham (and nationally) passively moved to new Licenses when the current act was introduced without specific conditions. Which meant that most premises did not have requirements upon them to ensure that the Licensing Act’s Objectives were met.

4.16 Working proactively with RMBC Licensing partners and the trade has generated a series of positive outcomes. For example, at The Red Lion at Wath, following a life threatening assault between patrons who had left the premises, it has been agreed to have the license varied to include door staff; CCTV upgrade; polycarbonate “glasses” at key times. There have been no subsequent episodes of violence. Similarly, In the County Borough in the town centre; following a series of violent and anti-social incidents, a multiagency meeting convened. This led to licensee moving on in response to the examination of incidents under his stewardship. Furthermore, the group management have invested in the premise and agreed to the addition of a series of robust conditions put in place to improve safety and reduce demands upon services.

4.17 We have increased skills locally by recruiting a leading specialist-licensing barrister. Though this individual, we have provided bespoke training to a team of police and RMBC officers to increase knowledge upon the nuance and use of the Licensing Act.

4.18 Repeat vulnerable victims. We have established a unique approach to people within our communities who are Repeat Vulnerable Victims (RVVs). Historically it has been a challenge to both facilitate early identification of potential RVV and then accurately and confidently take action. This issue has been somewhat ameliorated by the introduction of our new Connect database. Every day, our Safer Neighbourhood Service reviews every crime allocated to Rotherham, proactively undertaking “keyword” searches across the system. When an incident takes place involving one of our RVVs, it triggers further action from the officer dedicated to the individual. When our search identifies someone who is potentially an RVV but not recorded as such, we trigger a home visit for assessment. This approach enables us to be confident that we are using the technology available to identify those at risk early, which then enables us to act.

24 Page 45 4.19 Despite investing in pro-actively looking for new RVVs, our cohort remains low. We are finding that through our co-located teams, with partner agencies sharing information and working together promptly and effectively, we are able to resolve issues for such individuals much more effectively. To illustrate, a tenant of Goosebutt Street, Rawmarsh became subject to threats and his property damaged. The North Neighbourhoods team established that the residents were wrongly, thought by others, to have provided the information, which led to a drugs warrant. Through our close relationship with housing officers, we re-housed the family within less than 48 hours.

Partners

5.0 As we know, the police alone cannot accomplish true problem solving in isolation. It requires a sharing of information and partnership working. Since the reintroduction of Neighbourhood Policing across South Yorkshire in 2017, the district has worked with RMBC, and the wider Partnership to embed a culture of working together. In support of this, there is now an embedded meeting structure for the sharing, allocation and escalation of information.

5.1 Ward Meetings: There are twenty-one wards across the District, each of which are serviced by a Community Action Partnership (CAP) meeting. These Meetings are monthly, with a non- prescriptive structure, determined by the Chair (locally elected member), and attended by RMBC Neighbourhood Officers and police officers/PCSO’s. These meetings identify local priorities, plans to address priorities, they receive and action local intelligence, ensuring information/cases are allocated appropriately. CAP Meetings are also used to feedback into the community on local issues. While for the most part, these meeting are very effective, recent feedback and review, suggests the District, with RMBC, needs to monitor the regularity and quality of some of these meetings. The Command Team, along with RMBC senior management are working together to attend these meetings and give reassurance for future meetings.

5.2 Co-located Teams: RMBC and Rotherham District now have three co-located teams across the District; this is a unique achievement in the Force and is testament to the strength of the partnership and the shared strategic vision for joint service delivery. These teams are located at Rotherham Central, Rawmarsh and Maltby. The teams are made up of police officers, PCSO’s, housing officers, ASB officers and licencing officers. The teams are subject to a weekly area based tasking process chaired by an Inspector or equivalent council manager. Information provided

25 Page 46 within the tasking process may have been escalated from a CAP meeting, or have been provided by police/RMBC/partner.

5.3 Community MARAC: A weekly meeting attended by RMBC, housing, health, mental health, police and probation. Accepting this is a weekly meeting, it can be called together at short notice, and is used as a point of escalation for more challenging people, who are often vulnerable and in need of support. These are often RVV’s, as detailed previously Referrals often come from the tasking process or from other professionals.

5.4 In September, RMBC’s Chief Executive and our District Commander held a “Dragon’s Den” event where our senior leaders examined performance and processes of their joint teams. Work- streams were put under the spotlight to test for delivery. Areas and themes examined included: suicide prevention, Eastwood, Kimberworth, Dinnington, Wath; mental health and the town centre.

5.5 Leaders from RMBC and SYP work closely to deliver the best possible service from the collective resources. As SYP re-shapes our officers’ shift patterns, which will create better coverage, we share that thinking with counterparts at RMBC who are reviewing their own frontline neighbourhood workers model, so that we can harmonise to the fullest extent possible.

5.6 When developing the force’s Neighbourhood Policing model, data was overlaid to identify those communities where the harm from crime was highest; where deprivation was most significant and resultant service demands were highest. Such highest need and highest demand communities should be those that were and are prioritised by our problem-solving focussed teams. In Rotherham, two such communities, as opposite ends of the borough are Wath which is served by the North team and Dinnington in the South.

5.7 Since introducing our teams, from the outset, Wath and Dinnington have been key townships for us. Two of the first areas to recognise the return of meaningful Neighbourhood policing: police officers and PCSOs, working with key partners and the community to achieve reducing crime and anti-social behaviour. Longer-term evidence is now providing proof in our belief that good Neighbourhood policing works, for communities and for policing. Since May 2018, crime and ASB has reduced in each community. When comparing September 2018 with September 2017, crime and ASB is 20% less in Wath and Dinnington.

26 Page 47 People

6.0 Outstanding suspects: Rotherham District prioritises the risk posed by those suspects outstanding and actively sought by the Police. In September 2019, Rotherham has seen a 61% reduction in outstanding crime suspects from May 2019. These individuals are suspected of being involved in an offence and need further investigation to eliminate or prosecute. They are not those formally circulated as wanted by the Police, they are nominals who need to respond to an allegation. That reduction in demand has allowed efficiencies in other areas and a better understanding of outstanding risk.

Figure 15 Outstanding Suspects Rotherham District

Outstanding Suspects Rotherham District 600 484 500 452 448

373 370 357 400 334 313 300 294 291 305 300 274 268 276 266 300 236 206 214 195 200

100

0

27.09.19 04.10.19 17.05.19 24.05.19 31.05.19 07.06.19 14.06.19 21.06.19 28.06.19 05.07.19 12.07.19 19.07.19 02.08.19 09.08.19 16.08.19 23.08.19 30.08.19 06.09.19 13.09.19 20.09.19 10..05.19

6.1 Rotherham is also becoming increasingly efficient at the time it takes to locate a suspect. There are now only 2 suspects in the district that are outstanding over 12 weeks old. Individuals are being eliminated, arrested or circulated as wanted far more efficiently.

27 Page 48 Figure 16 Outstanding Suspects Over 12 weeks.

Outstanding Suspects over 12 weeks 60 54 52 53 47 50 40 40 32 30 26 22 23 22 22 19 21 20 16 16 12 9 9 7 10 5 2 2 1 0

-10

21.06.19 18.10.19 17.05.19 24.05.19 31.05.19 07.06.19 14.06.19 28.06.19 05.07.19 12.07.19 19.07.19 02.08.19 09.08.19 16.08.19 23.08.19 30.08.19 06.09.19 13.09.19 20.09.19 27.09.19 04.10.19 13.10.19 10..05.19

6.2 This focus repeats across both our wanted suspects and high-risk suspects as illustrated below. In May 2019, Rotherham had 92 outstanding high-risk suspects. In September 2019, Rotherham had 18 high-risk suspects, a decrease of 80%.

Figure 17 Outstanding High Risk Suspects

High Risk Suspects 100 92 90 80 65 67 70 61 58 60 52 46 50 44 44 41 43 43 37 36 40 34 26 30 22 19 16 18 17 20 10

0

13.10.19 18.10.19 31.05.19 07.06.19 14.06.19 21.06.19 28.06.19 05.07.19 12.07.19 19.07.19 02.08.19 09.08.19 16.08.19 23.08.19 30.08.19 06.09.19 13.09.19 20.09.19 27.09.19 04.10.19 24.05.19

28 Page 49 6.3 Rotherham District’s long-term sickness absence figures have seen a dramatic reduction since June 2019, and has consistently sat below both the national average (4.6%) for police officers and the force average (4.6%) for the last quarter. This is attributed to a strong focus on the detail of the District’s open absence cases at the weekly Command Team meeting, with follow up discussions at the weekly Resourcing meeting to ensure that regular welfare contact is being provided to all. HR support is provided to ensure a detailed plan is prepared of how to support each individual and action being taken where necessary. The introduction of ‘the Bridge’ is also playing a significant role in officers returning to work in a timely manner as it provides a supportive environment for those who might otherwise have felt unable to return to operational duty. As of week commencing 21.10.19 Rotherham District Command achieved a 3-year low in relation to police officer sickness at 3.1 %, in stark contrast to the rate of 8.6 % in march 2019.

Figure 18 Police Officer Absence

Police Officer % Absence by District 9 8 7 6 5 4 3 2 1 0 Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept

Force Doncaster Barnsley Rotherham Sheffield

6.4 Proud to Be Rotherham. This speaks to a program of work, which commenced in May 2019. Rotherham has legacy issues, which cannot and should not be ignored, however the officers and staff across the District should be rightly proud to work for SYP in general, and Rotherham specifically. Set against this background, some officers/staff across the District had fallen into a mind-set of feeling over worked and undervalued. In response to this, the command team have embarked on a project to improve the policing estate, and the mind-set of our officers/staff.

29 Page 50 This work includes:

 Investment in refurbishment of Main Street station.  Increased visibility of Command Team across the District.  Improved reward and recognition.  A real focus on staff welfare/sickness absence.  A review of District complaints procedure, ensuring complaints/officers are dealt with more efficiently.  Self-awareness/Personality pack typing/NLP sessions for everyone

6.5 All the above is now well underway across the district, supported by the branding ‘Proud to be Rotherham’ with the first self-awareness/values based event taking place on 18th September 2019. All Inspectors and the Command Team attended the event. It was a great success and will now see every single member of SYP Rotherham and our partners participate We will use these sessions to help identify our future talent, and allow proactivity in developing many of the great people across our District.

6.6 Across Rotherham district, we have made taken a number of steps to highlight and improve the wellbeing of our staff. This ranges from providing resources to better assist them doing their jobs to providing welfare support if they are injured or have issues that are impacting upon their work. We are also promoting a talent pathway that identifies those who are suitable/interested in promotion across the range of officers, examples include:

6.6.1 Funding was successfully gained for a resource room to be created which would allow officers the opportunity to study with relevant, up to date materials both online and with relevant source material. This will ensure that officers will be able to access the detail required to improve their law knowledge in order to pass their Sergeant or Inspector’s exams. We will also be providing refresher classes around exam technique, definition revision and other study areas as requested by the officers

6.6.2 Our Wellbeing room has been redeveloped so that officers can attend and have some time out should they require and access support networks such as the Mental Health Buddy, The EAP Employee assistance programme and a range of other resources provided on an iPad within

30 Page 51 the room. The room has been ‘Ikea-ised’ and now provides a more comfortable, calm and refreshing space to ensure our officers are able to have some time out.

6.6.3 The gym is well equipped at Rotherham Main Street but officers had asked for a similar facility at Rawmarsh. This was accommodated and provision is now in place at the outlying stations. The Sports and Social Club are also active in this area and have provided HITT sessions and organised Yoga sessions for those interested in such activities.

6.6.4 Rotherham Improvement Group – The RIG has been set up with a number of representatives from across the district to monitor and implement issues that are causing decreased productivity or challenges to welfare. Again, this ranges from the purchase of laptop chargers and cabinets, to the request for a new response car! The group meets on a quarterly basis and has a direct line to Ch. Supt Jennings who can authorise, or otherwise, the requests which have been considered at the board.

Processes

7.0 A transformed business cycle in Rotherham District command is having a significant impact on both the pace and quality of investigations. There is a rhythm and cadence to what we do that everyone across the District command now recognises and is familiar with.

7.1 Our daily cycle commences at 0830 with a 30-minute management meeting. We review the previous 24 hours and set clear priorities for the next as well as examining demand, resourcing and performance across key indicators such as response times. This is mirrored every day at 1530 with a daily grip meeting. This maintains focus and pace across the 24/7 business cycle and is manifestly continuing to increased capacity as officers are clear on the ‘levers’ required to move through the gears of district demand. This is supported by weekly pacesetter meetings, 1 per week per portfolio, from Crime to NPT. A suite of performance packs and products that allow dynamic accurate tracking and a command team meeting once per week to review, monitor and constructive challenge where improvements are required. Such has been the success of our approach it is actively being considered across other Districts, and local councils, in support of their own performance management approach and cycle.

31 Page 52 Figure 19 Rotherham District Business Cycle

7.2 Despite the dramatic increase in performance, response teams have not had any more resources or an uplift of staff. We have equalised the numbers on each response group to the best extent possible, averaging 24 deployable staff on each rota. This has been supplemented by 6 student officer arrivals within the last 6 months and more planned to be coming to us in the coming months. How:

7.2.1 We have worked smarter with our resources, ensuring they are out in the areas where they are required to be earlier and nearer to the potential incidents.

7.2.2 There has been a relentless attention to detail around the active queue and the deployment of such resources, allocating incidents to relevant teams who can attend and deal with longstanding issues or incidents that are more relevant to their specific skill set.

7.2.3 Our Tasking Team has been uplifted to include a further 2 officers who drive the pursuit of our outstanding DA suspects on a daily basis so that the response teams can focus more on the daily business of attending and arresting those such suspects as they come in, rather than stacking them to arrest later on.

7.2.4 We have successfully introduced a group of officers from PVP and Response to work as a processing team for DV prisoners. This has been massively successful and the team has dealt with over 230 suspects in the last 12 weeks. Again, this takes a massive burden from the response teams who can focus on the incoming demand on a day-to-day basis.

32 Page 53 7.2.5 We have formulated a Bridge department who deal with appointments, statements, performance documents, they who work alongside the response team to manage the diary system and create and deal with the lower risk incidents which are diarised for members of public to attend the Police Station. This has recently been taken under the supervision of our newly promoted Sergeant, PS Rachael Berry who manages her team effectively dealing with on average 6 -7 appointments per day with staff who are restricted through illness or injury. This has made a massive impact upon sickness rates, officers are coming back to work sooner than they previously were, assisting response colleagues further with incoming demand with which they would normally deal.

33 Page 54 Agenda Item 12

PUBLIC ACCOUNTABILITY BOARD

DATE 6th NOVEMBER 2019

SOUTH YORKSHIRE POLICE PERFORMANCE AGAINST THE POLICE AND CRIME PLAN PRIORITIES

THEME: PROTECTING VULNERABLE PEOPLE (PVP)

REPORT OF THE CHIEF CONSTABLE

1 PURPOSE OF REPORT To provide an update to the Police and Crime Commissioner (PCC) around progress against the protecting vulnerable people (PVP) 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 PVP priority focusses on:  Helping victims of serious violence, domestic abuse, sexual offences, including children  Helping those who are victims and survivors of child sexual exploitation and child criminal exploitation, human trafficking and slavery  Helping those vulnerable to cyber and internet fraud  Mental Health - SYP partnership working with the NHS, Clinical Commissioning Groups, Social Care partnerships and the voluntary and community sector - helping those in crisis to obtain the right help from the right service at the right time  Improving how the public contact the Police (including improved 101 services)  Better feedback by the police to victims and witnesses about the progress of their case

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 protecting vulnerable people in delivering the Police and Crime Plan. Public contact: As previously reported, we have acknowledged the resourcing concerns within our Atlas Court call handling centre, and the review lead through our Business Change and Innovation Department is ongoing. This will support a long term delivering of resourcing within the function and provide recommendations on any efficiencies possible through process improvement. The review is nearing completion, with the Business Case delivery scheduled for December 2019. This will provide a number of options for future service delivery, with specific focus on the resources required in Switch Board, Call Resolution and Dispatch. In addition to this the force is looking at the work of Force Crime Bureau, Crime Support Hub, and Incident management Unit, whereby several functions deliver support to crime data accuracy, desktop investigations and allocation of investigations to district officer resources,

1 Page 55 based on the principles of solvability and victim need. There is internal work to review the work streams within these units and consider whether a combined function could deliver the long-term requirements in this area, reducing more administrative work of frontline officers and best supporting our force compliance with Home Office Counting Rules.

SYP’s internal Audit and Governance Unit also undertake regular audits to ensure compliance with the Home Office Counting Rules. These don’t just look at our compliance for the high volume crime areas in which officers are familiar on a daily basis, but also for those specialist elements of criminality where officer knowledge is less regularly tested. One of these areas is modern slavery where reported incidents and referrals of modern slavery and crimes recorded were reviewed. Following the review the findings, which provided some areas of non-compliance and some of over-recording, have provided the force thematic lead with further actions to undertake to support recording compliance.

Every two weeks a report is delivered to the Senior Leadership Group and Management Teams detailing the volumes and trends of calls, the abandoned calls rate, and average wait times for both 999 and 101 calls. Focus is, as would be expected, prioritised to respond to our emergency calls, but we want to ensure the incidents not holding immediate risk are reported to us so we can take appropriate action and inform our intelligence picture. In doing so, providing a responsive service remains a balance against the deployable resources available. The recently refreshed Performance Management Framework also includes reporting measures against these areas, supporting our commitment and continued focus on providing an accessible service to the public.

It is positive when members of the public provide feedback on the services we provide but especially pleasing is recognition on our response delivery with partnership services – one such example was received on 7th October 2019:

“I just wanted to let you know how impressed I was with something I observed today. My next door neighbour who is disabled had fallen and her leg had gone under the car - two fire engines, a paramedic and three police cars [responded]. A bit of an overkill I thought. However, I was stunned at how efficient and professional they were the fireman quickly moved the car and then left the area as did a police car. SOCO was busy establishing what had happened. At no time was anyone not working and were quickly on the way. I know how under resourced they are and that people would think it was too many but they obviously responded to a call. I just felt in awe of the professional way everybody worked”

Victim feedback In Sheffield, community safety volunteers have been carrying out call-backs to victims of crime to provide advice and support, with a focus on gaining additional insight to support learning for the district officers in delivery of services.

SYP also elicits feedback from our victims of crime in the aspects of service we deliver through our Victim Satisfaction Survey – contact with victims for this survey is undertaken on our behalf by an external company, to maintain the objectivity of the insight.

We additionally to victims of Burglary and Vehicle Crime we also survey victims of Domestic Abuse, Vulnerability and Hate Incidents. Overall satisfaction for victims is not surprisingly higher when an officer attends, but there remain areas we can focus on to improve our service

2 Page 56 levels. Where we attended an incident in the 12-months to August 19, 80% of victims were satisfied in the service they received: - Burglary victims: 84% - Vehicle crime victims: 84% - Vulnerable victims: 77% - Hate incident victims: 70% Data and free-text responses on the aspects of service where improvements can be made, such as for keeping victims informed of progress and managing expectations, are provided to district teams to support local level understanding and training needs for officers.

Within the recent Force Performance Day, we reported satisfaction levels of vulnerable victims in the most recent quarter. Results showed no statistically significant improvement compared to the previous period (albeit a higher pattern of results around 77% compared to 70% in the previous quarter). Results of satisfaction with treatment remained high at 87%, and initial contact at 83%. As with most other victim services, we could improve in the updates we provide throughout the investigation to the victim on the actions we have taken.

Domestic Abuse survey results reported an overall satisfaction level of 82% in the 3 months to August 19. Positives reported were on the reassurance and support received, speed of response, actions taken by the police and how well they were kept up to date. The lower proportion of dissatisfied victims focussed on their cases having a lack of timely response, or a lack of follow up / outcomes; additionally some reported feeling that their incident was not taken seriously. This is something we of course want to change, and there are as previously reported numerous work streams for supporting our services for Domestic Abuse victims. Whilst dissatisfaction is low, it remains a concern for us internally. In our previous update, we advised we were consulting on adapting our Domestic Abuse survey to support improvements to our service in meeting victims’ expectations and needs. This was a separate strand of work, additional to the victim voice work also underway with OPCC. The force lead for Domestic Abuse, Supt Shelley Hemsley has worked with the survey manager to extend the questions asked of victims in providing additional insight on the victim’s wishes linking to the specific action the police take. The initial findings (low volumes would err on the side of caution, but results are a start point) are that most victims wanted the arrest of the suspect, or formal police action to be taken. Even where the police arrested a suspect or took formal action which was said to be against the victim wishes at the time, the victim’s overall satisfaction was not negatively correlated. These results will be monitored and reported against in future months, when a more conclusive picture becomes available. This supports the force’s drive to improve domestic abuse arrest rates and to take positive action.

In September 2019 the launch of Operation Encompass took place. This is a national early intervention safeguarding partnership, and in South Yorkshire is supported by three of our four council partners (Rotherham, Sheffield and Doncaster Councils). It is designed to support children and young people who are affected by domestic abuse. Where SYP have attended a domestic abuse incident with children in the household, we will share this information with local safeguarding teams who engage with schools who have signed up to the initiative. From this, schools are able to monitor the support required for the child and have awareness of the potential impact of their recent experience/s on their school life.

3 Page 57 Protecting Vulnerable People: The RASSO gatekeeper is seen as a crucial role, which was identified and recruited to last year within the force Crime Review implementation. The role has been in force now for just over 10 months, and to date the gatekeeper officer has reviewed 127 cases – 77 of which have been submitted to the Crown Prosecution Service (CPS). There are occasions where internal learning continues to be supported by the gatekeeper who is able to return the case for further work (e.g. statements / forensics) by the investigating officer, to be completed prior to submission to the CPS. The quality of cases submitted has seen an improvement as the gatekeeper post has provided training to all Detective Inspectors and Detective Sergeants (including Acting DS roles). The review of all finalised cases to identify any trends/patterns, or requirements around victim engagement at district-level is due to be completed in the next few weeks. The Children’s Sexual Assault Referral Centre (SARC) continues to see improvement in SYP referral levels, especially for those children who are presenting outside of forensic evidential timescales and need a child protection medical. These children will get access via the SARC to wider medical support for their general health and well-being, which includes screening for Sexually Transmitted Infections and pregnancy, as well as providing any required or appropriate psychological support. We have focussed on the key message around the misconception that the examinations will be traumatic for children, as this is always a concern for parental / guardian roles in their decision-making. To support this internally, we have had the Safeguarding Lead, Dr Ramsbottom, present a PVP Masterclass, using feedback from the psychologist to explain to staff the lack of trauma reported by children as a result of the experience. SARC staff are reporting an uplift in referral numbers and this is evidenced by the performance returns in the Child Sexual Assault Assessment Services (CSAAS) contracts meeting.

Much of the focus in the vulnerability world is around victims of sexual offences, and the offender enforcement and monitoring activity heavily focussed on sexual abusers. As a force we are reviewing the use of Violent Offender Orders (VOOs) to support our approach to offender management. A VOO is only applicable if an offender has been convicted of one of a narrow set of offences (manslaughter, soliciting murder, wounding with intent, malicious wounding, and attempt murder), he/she has served at least 12-months imprisonment, and it can be demonstrated that he/she poses a threat of serious harm to the public. There are caveats that apply, however it is a useful tool in the management of violent offenders and may assist in cases where licence conditions are nearing, or are at an end, such as in the case of certain MAPPA nominals, where further risk is perceived. PVP Governance team is working with our internal Legal Services department to ensure guidance and process to the use of these orders is communicated effectively to frontline officers.

The PVP Governance Unit are involved in delivering a series of ‘masterclasses’ by way of Continued Professional Development (CPD) opportunities to PVP Investigators and colleagues from other Criminal Investigations Department areas. The autumn tranche of CPD delivery focussed on the following topics:

 Child neglect – A session to develop investigators in relation to the identification and objective assessment of child abuse using the Graded Care Profile 2 assessment tool.

4 Page 58 The session was to not only ensure that cases of child neglect are correctly identified, but also to ensure that police prosecutions are pursued where appropriate.  Digital Media and Reasonable lines of Enquiry – A session to develop knowledge and understanding of CPIA and the application of the Attorney Generals Guidelines in relation to the investigation of digital devices. The session included an input on current levels of digital downloads, and how to professionally navigate the vast quantity of data held in modern devices.  Crime Scene Investigation – Current techniques of CSI, development of professional relationships between investigators and CSI, advancements in examination methods, and the implications of more stringent protocols on exhibit handling and packaging.  Sexual Harm Prevention Orders & Sexual Risk Orders (SHPO & SRO) – A session to improve knowledge & understanding of orders to help manage sexual offenders. When and how to apply for orders, typical restrictions to apply for, and learning from recent applications by Legal Services Department  Sexual Assault Referral Centre – An input to familiarise investigators with the facilities and services of the SARC. This included myth busting in relation to examination of child sexual offence victims, and forensic time scales for children

It is not just specialised investigators gaining knowledge and experience in PVP areas – with recent events focussed on missing persons and high tech crime recently attended by the performance analysts to widen their knowledge of the vulnerability arena.

Internal support for Child Criminal Exploitation (CCE) and County Lines has also been provided in recent weeks in the form of a new Intranet page, dedicated to support officers in learning more about the force’s approach to identifying and reducing this form of criminality. CCE is relatively well understood as an area of longer-term focus, but County Lines is something in the last few years that has gained in understanding and national interest.

The government definition of County Lines is: “a term used to describe gangs and organised criminal networks involved in exporting illegal drugs into one or more importing areas [within the UK], using dedicated mobile phone lines or other form of “deal line”. They are likely to exploit children and vulnerable adults to move [and store] the drugs and money and they will often use coercion, intimidation, violence (including sexual violence) and weapons”

SYP has appointed a DCI Thematic Lead to driving activity in this area, with each district nominating a SPOC to support local delivery.

Mental Health: We previously reported on the process for persons obtained by SYP officers under Section 136 of the Mental Health Act, and the work of the Mental Health Learning Disability Executive Steering Group in developing a South Yorkshire 136 Pathway and Standard Operating Procedures for Places of Safety. This document details the Section 136 pathway across South Yorkshire from the following perspectives:  Where the s136 power can be used  Power to enter and search premises under s136  Deciding to use s136 and the consultation requirement  Detention under s136  Protective searches under s136

5 Page 59  Conveyance  Standard operating procedures for Places of Safety including Health-based (HBPoS), Emergency Departments, Police Stations  Other suitable places of safety in South Yorkshire The policy has been prepared to ensure that the use of section 136 is within an accepted framework agreed at a South Yorkshire level, ensuring that agencies are not subject to individual practices. It is an innovative undertaking from a partnership delivery perspective, and as such is a process not to be rushed. Following the October meeting of the ICS Crisis Pathway Steering (Sub) Group, further work on the emergency departments (x 4) guidance, and South Yorkshire cross boundary element is required prior to the policy being taken to the ICS MHLD Steering Group. We hope this piece of work will be finalised shortly, following which the partnership will be in a strong position to deliver a fully accountable service for Section 136. In September 2019, the inaugural meeting of the South Yorkshire Strategic Blue Light and Hospital Alliance was held. Attendance was secured from partners in Yorkshire Ambulance Service (YAS), integrated Care System (ICS), Health, South Yorkshire Fire and Rescue Service (SYFRS), OPCC and British Transport Police (BTP), with the initial meeting chaired by SYP’s Strategic Mental Health Lead, C/Supt Dan Thorpe. The terms of reference including the interagency information sharing protocol was circulated to members within this initial meeting. The Alliance will provide the interagency mechanism to share mental health data across the partnership in South Yorkshire, enabling a better understanding of cross cutting themes, challenges and issues affecting our services. It will also hold the right representation to agree on steps to make things better based on joint evidence; whether to better manage demand, better respond to the communities or better manage threat, harm and risk associated with cross-organisational working. Bi-monthly Alliance meetings will be jointly chaired by the Rotherham District General Hospital’s Chief Executive and C/Supt Dan Thorpe. Agreement was reached by partners at the September meeting, for the establishment of a Data Sub Group, with representation from data leads across the Blue Light Services, Emergency Departments and Integrated Care System. The initial meeting of the sub-group is scheduled for 29th October 2019. In our last update we also reported on partnership funding from the Integrated Care System (ICS) Suicide Prevention Steering Group (SPSG) to recruit a Suicide Prevention Project Support Officer, covering a three year fixed term contract. The successful applicant was appointed on 3rd September 2019, and completed their four-week induction, including attachments with Public Health, Coroner’s office, Protecting Vulnerable People units, and neighbourhood policing teams. The initial focus for the support officer is to deliver provision of relevant data to public health partners on those affected or bereaved by suicide. ICS partners have also secured funding to procure a suicide prevention case management system (QES), for use by all partners to record and manage suspect suicides. Information surrounding data protection and information security is currently under review by SYP’s Information Compliance Unit. In 2018, HMICFRS published a report ‘Policing and Mental Health: Picking Up the Pieces’, in which a recommendation was made that all police forces should undertake a review of their mental health training provision, using the College of Policing learning standard. In line with this, an evaluation of Mental Health training provision across South Yorkshire took place in the 3 months to August 2019. The Kirkpatrick Model of Evaluation covering levels 1-3 was utilised:

6 Page 60  Level 1 – analysis of initial questionnaire from attendees in relation to the training input and course outcomes  Level 2 – analysis of further questionnaire circulated to 100 police/100 partner agency staff reflecting on what they have learnt and how this has increased their knowledge, skills or changed their attitudes.  Level 3 – Four focus groups (District officers / Partners / Volunteers with ‘lived experience’ / Atlas Court call handling service) to determine impact the training has had in the workplace in relation to responding to incidents where mental health is considered an impact factor.

The evaluation report was completed in August 2019, and following review by C/Supt Thorpe (SYP Strategic Mental Health Lead) our update has been submitted to HIMCFRS to finalise the SYP delivery against this recommendation. HMICFRS has been planning a 24-hour snapshot exercise for police forces, to gain learning and insight at the national level. Whilst we have been aware of this as a piece of future work, it has now been scheduled to take place on 12th November 2019, with the relevant guidance and templates expected to arrive in force on 21st October 2019. Planning meetings have been scheduled for 22nd October to assess the requirements and resources needed to support this delivery - the work is being led by the Force Strategic Delivery Unit supported by the force mental health leads. Updates are provided below on local examples of partnership working and delivery: In Sheffield, SYP is working with the Sheffield Health and Social Care where a Decisions Unit has been opened, operating from within the Crisis Hub. This is intended to operate a 24/7 service, reflective of public need, but the unit is currently operating a 6 day week whilst final recruitment plans are delivered against. Since the pilot Community Multi-agency risk assessment conference (CMarac) commenced at Doncaster, there have been 15 referrals to the meeting, and 9 individual cases have been heard over 7 meetings with partners, to share information and formulate risk management plans. The referrals that did not reach the threshold for CMarac were subsequently referred to Domestic Abuse support services, Vulnerable Persons Panel (VPP) and Safer Neighbourhood Teams. From the 15 cases, 46% were referred from Police and the remainder from partner agencies, which demonstrates the positive engagement from partners in the identification of appropriate referrals. There have been many positives outcomes such as a reduced number of incidents that have been reported to Police regarding referred individuals, and importantly, a reduction in their instances of detention under Section 136. An evaluation of CMarac commenced October 2019, with a view to consideration of implementation in the other three district areas across SYP. One year on from the implementation of the Doncaster SIM (Serenity Integrated Mentoring), there are now a cohort of 10 High Intensity Users of the partnership services engaged on the programme. There are additionally four individuals currently awaiting suitability assessment for acceptance onto SIM. An evaluation of the SIM programme is pending with a view to expanding SIM across SYP, within which it will highlight anecdotal efficiency savings across blue light and wider health services.

7 Page 61 4 FUTURE DIRECTION/DEVELOPMENT From this report, our focus over the next 12-months includes:  Continuing to delivery of strategic mental health partnership plans  Ensuring the partnership approach to Section 136 cases is fair and consistent for the public.  Continuing to support the victims of crime and those vulnerable to criminality  Ensuring continued focus on partnership support to victims of sexual offences.  Understanding the benefits of our pilot work streams around CMarac and SIM delivery  Supporting the national agenda for insight into mental health demand across all forces

5 COMMUNICATIONS Rotherham has become the first South Yorkshire district to introduce autism alert cards for those with a formal autism diagnosis living in the borough. This supports the police and other emergency services personnel to communicate effectively when the person is in a stressful or frightening situation. The town has also become part of the national ‘Safe Places’ network, meaning certain public buildings across the town are recognised as offering support to people with mental health conditions who may have an episode when they’re out and about in public. A Sheffield burglar who deliberately and repeatedly targeted a vulnerable and elderly woman in her own home between July and August 2019 has received a jail sentence in October 2019 of five years and five months for her offences. Another offender, this time in the Barnsley area, was sentenced to seven and a half years in prison in the same week after posing as a gardener to obtain access to the homes of vulnerable people and steal cash and bank cards, later used in local shops. We hope positive results of investigations such as these demonstrate our commitment to bringing such individuals to justice. October 12th marked the start of the national Hate Crime Awareness Week campaign, with officers from across South Yorkshire involved in areas of activity in support of local action. During the week SYP officers manned stalls with their council and wider partners at the Light Box in Barnsley Doncaster College, the Moor Market in Sheffield and a Harms of Hate event at Magna Centre, for schoolchildren in Rotherham.

Chief Officer Lead: Deputy Chief Constable Mark Roberts

Report Author: Tania Percy, Strategic Performance Manager

END

8 Page 62 Agenda Item 13 SOUTH YORKSHIRE POLICE

PUBLIC ACCOUNTABILITY BOARD

6 NOVEMBER 2019

SPONSOR: NIGEL HILLER

BUDGET MONITORING REPORT – SEPTEMBER 2019

1. Purpose of the Report

This report is to inform the Public Accountability Board of the Force’s projected outturn on its revenue and capital budgets as at 31st March 2020. It is based on an analysis of income and expenditure for the period 1st April 2019 to 31st March 2020 before accounting adjustments.

2. Recommendations

It is recommended that the PCC accepts the report.

3. Background Information

3.1 Summary

The Force is currently projecting a £0.43m revenue underspend, which is 0.17% of the total budget, currently legacy costs are projecting to spend to budget. The projected underspend has increased by £0.02m since the previous month’s projection of a £0.41m underspend. An explanation of the material variances and movement in projections can be seen below in 3.2.

The savings target for 2019/20 is £3.92m against this £4.49m has been achieved, a net over-achievement of £0.57m, of which £0.90m relates to additional savings captured by IS, NPAS and Corporate Finance which were not part of the planned savings removed per the MTRS (see 3.3).

The capital programme for 2019/20 has been adjusted to £20.76m for the Force (£20.80m for the Group) in October removing underspends, overspends and slippage to ensure it is realistic in terms of deliverability (see 3.4).

3.2 Revenue Summary Approved Forecast (Under) / Budget Outturn Overspend £000 £000 £000 Police pay and Overtime 136,072 136,744 672 PCSO Pay and Overtime 6,559 6,401 (158) Staff Pay and Overtime 68,354 68,082 (272) Other Employee Expenses 7,111 7,140 29 Premises 8,143 8,293 150 Transport 4,350 4,118 (232) Supplies and Services 18,334 17,732 (602) Agency 14,870 14,665 (205) Income (13,798) (13,608) 190

Net Expenditure 249,995 249,567 (428)

Page 63 1 Material Variances and other key issues

Police Overtime The current projected overspend on police overtime is £0.66m, which has increased from £0.20m as a result of incidents within Sheffield District. The District Commander is preparing a paper to the Director of Resources.

In addition, budgets have been set of £1.27m for the additional planned targeted overtime, approved by SCT. This will be monitored to ensure that the expenditure delivers the anticipated outcomes and is targeted at priority areas.

PCSOs Current projections are based on actual leavers to September, plus 1.25fte leavers per month. The projections include a potential further 17.51 expected leavers to become officers, which has increased the projected underspend by a further £0.07m.

Staff Pay and Overtime Staff pay within Atlas Court is still projected to be underspent by £0.69m. A new trainer will be recruited to assist with recruitment and will add further resilience in the tutor unit. In addition, part of the underspend is to be utilised to fund 8 agency staff, recruited as quality assessors to assist in Force Crime Bureau.

In Year Bids There have been £2.86m of revenue bids submitted and supported by SCT, which includes £1.27m of additional overtime bids submitted by Districts and Departments. In addition to this were bids of £0.64m to cover the year to date and projected overspends on overtime, which have effectively reduced the overtime overspends for the majority of the Districts and Departments. To date, £0.08m has been incurred.

Serious Violence Funding As previously reported there is an anticipated underspend of £0.71m due to police officers attached to the Violent Crime Task Force team and Intelligence unit. These 15 posts are being funded from the £2.58m Home Office funding for Serious Violence.

Crime Phase 1 The projected underspend in respect of Crime Phase 1 is £0.64m, mainly due to staff vacancies.

3.3 MTRS Savings

The 2019/20 planned savings are £3.92m, against which £4.49m has been achieved and captured on the savings plan.

2018/19 Carried Forward Savings - £0.12m net under-achievement

2019/20 Planned Savings - £3.74m achieved to date, against the target of £3.95m. Remaining planned savings still to be delivered are as follows

 Telematics £0.07m  Premises Savings £0.15m

Newly identified un-planned Savings

Page 64 2  £0.90m achieved to date

3.4 Capital Programme

The capital programme for 2019/20 has been adjusted to £20.76m for the Force (£20.80m for the Group) in October removing underspends, overspends and slippage to ensure it is realistic in terms of deliverability.

The current projection at September is expenditure of £21.11m, a variance of £0.35m, this is made up of slippage of £0.18m, underspends of £0.55m and overspends of £1.08m.

The main reasons for the variances are as follows

 Change in projections/schemes since the review of capital £82,770. There are various schemes and the majority relate to IS. These will be reviewed and revised capital scheme briefs will be requested.  Overspending schemes with no budget £71,509. These need to be reviewed and capital scheme briefs requested.  New grant £197,500, which has been added since the capital programme was revised.

______

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

Contact Officer: Sheryl Hawley, Chief Accountant Telephone: 0114 252 3477 E-mail: [email protected]

Amanda Moore, Senior Finance Business Partner Telephone: 0114 252 3382 E-Mail: [email protected]

Page 65 3 This page is intentionally left blank Agenda Item 14

PUBLIC ACCOUNTABILITY BOARD

6 NOVEMBER 2019

Report of the Commissioner’s Chief Executive and Solicitor

The Police and Crime Commissioner’s Strategic and Financial Planning Process for 2019/2020

1 Report Objectives

To provide an overview of the Police and Crime Commissioner’s (PCC’s) annual strategic and financial planning process in relation to reviewing his Police and Crime Plan (2017- 2021) and setting a supporting budget and council tax precept for 2019/20.

2 Recommendations

The Board is recommended to note the content of this report and comment on any matters arising.

3 Background Information

3.1 Sections 5, 7 and 8 of the Police Reform and Social Responsibility Act 2011 (the PRSRA) require each PCC to issue a policing and crime plan (Plan) to cover his/her term of office, which sets priorities for the local area. The Plan is to be kept under review, and varied if necessary.

3.2 Sections 21-27 and Schedule 5 of the PRSRA, and sections 39-43 of the Local Government and Finance Act 1972 provide that each PCC holds the police fund and other grants from central and local government, and the PCC sets the policing element of the council tax precept for his/her area.

3.3 Throughout each year, the Office of the Police and Crime Commissioner (OPCC) undertakes a strategic and financial planning process (the Process) - working with South Yorkshire Police (SYP), the public and partners to gather the information necessary to support the PCC in meeting those statutory responsibilities set out above.

4 The PCC’s Strategic and Financial Planning Process

4.1 As in previous years, the OPCC has set a timetable this year which explains the various activities in the Process, with milestones for their completion.

4.2 The PCC holds a monthly Planning & Efficiency Group (PEG) which oversees the Process. PEG is supported by activity by OPCC officers and SYP colleagues to make sense of our environment, current and future threats and demands, and the views of our communities and partners on the priorities in our local area.

4.3 SYP’s input to the Process is largely fulfilled by SYP’s operational threat assessment and its Force Management Statement (FMS); a requirement of Her Majesty’s Inspectorate of

Page 67 Constabulary and Fire & Rescue Services (HMICFRS). From SYP’s activity there emerges the Chief Constable’s assessment of policing need in South Yorkshire for next year and beyond, and a view on whether the PCC’s priorities as set out in his Plan are sound.

4.4 At PEG, the PCC and OPCC officers then discuss with the Chief Constable and his command team how the identified policing need will be met, and the cost of doing so.

4.5 The PCC also looks at the local need for funding from other elements of the policing and crime budget – e.g. for PCC-commissioned victims’ services, the requirements for grants from the community safety budget, etc.

4.6 In parallel with these PEG discussions, the PCC awaits announcements from central government on the policing settlement for the forthcoming year, together with clarity on other areas where budget assumptions have been made (including assumptions about the level of Special Grant funding being made available to South Yorkshire for its so- called ‘legacy issues’). These announcements are not normally communicated by central government until December. An election in December this year may disrupt this timetable.

4.7 A range of options are then presented to the PCC by the Chief Constable as to how SYP’s planned expenditure will be kept within available resources. This leads to understanding the level of council tax precept that is required to balance the overall policing and crime budget (and what the Chief Constable’s budget needs to be within this). The Chief Constable’s presented options form the basis for the OPCC’s consultation with the public on the level of council tax precept people are willing to pay and the policing service they will receive in return.

4.8 Following public and partner consultation, further PEG discussions occur which lead to the PCC’s final decisions. The final precept proposal is then presented to the Police and Crime Panel in February 2020, along with any refresh of the PCC’s Plan.

5 Next Steps

Updates on the stage reached in the PCC’s Process will be provided at subsequent Board meetings, together with any supporting documents.

M Buttery Chief Executive and Solicitor

Contact Officer: Erika Redfearn Designation: Head of Governance Contact detail: [email protected] 0114 2964132 Background papers used in the preparation of this report are available for inspection at the OPCC, Carbrook House, Carbrook Hall Road, Sheffield S9 2EH

Page 68 Agenda Item 15

PUBLIC ACCOUNTABILITY BOARD

OF THE SOUTH YORKSHIRE POLICE AND CRIME COMMISSIONER

6 NOVEMBER 2019

REPORT BY THE PCC’S CHIEF EXECUTIVE AND SOLICITOR

POLICE AND CRIME COMMISSIONER DECISIONS

1 Report Objectives

1.1 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

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

3 Background

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

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

3.3 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.

3.4 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

4.1 The PCC has made 39 decisions in 2019/20.

Page 69 4.2 Between 28 August 2019 (the date of the last report) and 25 October 2019, the PCC has made the following decisions to draw to the attention of the Public Accountability Board.

4.3 Commissioner’s Community Grant Scheme 2019/20 – Panel Recommendations September 2019

The Commissioner’s Community Grant Scheme for 2019/20 enables non-profit organisations to apply for funding of up to £5,000.

The overall Community Grants Scheme budget for 2019/20 amounts to £120,000.

Proposed activities must address one or more of the PCC’s strategic priorities as set out in the Police and Crime Plan.

Funded organisations have to show compliance with terms and conditions including the submission of monitoring information at agreed milestones.

In September officers considered and assessed 5 applications for funding with a total value of £20,726 and recommend that 3 applications be approved at this time.

There will be opportunities in the remainder for the financial year for other applications / reapplications to be considered.

The PCC considered the panel recommendations on 30 September 2019 and agreed to fund the following 3 bids with a total value of £13,460.

Organisation Project Recommended Funding

Double Six Youth Club Woodseats Street Art £4560 Festival Sheffield City Boxing Club Boxing and Fitness £4800 Dinnington Boxing Group Engagement Through £4100 Boxing £13460

4.4 South Yorkshire Local Resilience Forum EU Exit Funding

An inward investment project proposal form was submitted for South Yorkshire Local Resilience Forum EU Exit funding.

The Local Resilience Forums (LRF) are multi-agency partnerships aligned to Policing areas which bring together representatives from all the local organisations needed to plan and prepare for major emergencies.

Recognising the unique additional challenges associated with LRF planning for a no-deal Brexit, on 28 January 2019, the Secretary of State announced £1.75m of support for LRFs provided as £38,043.48 of funding to each LRF. Due to the delay to Brexit from April 2019 to October 2019 the Secretary of State announced a further tranche of Brexit support for LRFs provided as £79,100 of funding to each LRF.

The funding is to be used to directly support Brexit planning and the expectation is that most LRFs will use the funding to support additional staffing costs. It is expected that the majority of the funding will be held in reserve until such a time as Brexit impacts are felt within South

Page 70 Yorkshire and response structures which require additional staffing / overtime are stepped up.

The PCC is required to authorise inward investment projects greater than £100,000.

In line with current policy, on 7 October 2019, the PCC approved total funding of £117,143.48 for South Yorkshire Local Resilience Forum EU Exit funding.

4.5 A log of PCC decisions can be found on the PCC’s website at https://southyorkshire- pcc.gov.uk/openness/publications/. There are a number of PCC decisions which we are unable to publish for reasons such as, being commercially sensitive, operationally sensitive or, they involve ongoing criminal proceedings (this is not an exhaustive list).

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

Page 71 This page is intentionally left blank