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Norfolk Police and Crime Panel

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Norfolk Police and Crime Panel Norfolk Police and Crime Panel Minutes of the Meeting held on 5 February 2019 at 10am in the Edwards Room, County Hall, Norwich Main Panel Members Present: Mr W Richmond (Chairman) Norfolk County Council Mr Timothy Adams Norfolk County Council Mr Martin Storey Norfolk County Council Mr Nigel Dixon North Norfolk District Council Dr Christopher Kemp (Vice-Chairman) South Norfolk Council Mr Colin Manning Borough Council of King's Lynn and West Norfolk Miss Jade Martin Great Yarmouth Borough Council Mr Kevin Maguire Norwich City Council Mr Frank Sharpe Breckland District Council Mr Francis Whymark Broadland District Council Mr Peter Hill Co-opted Independent Member Air Commodore Kevin Pellatt Co-opted Independent Member Officers Present: Mr Greg Insull Assistant Head of Democratic Services, Norfolk County Council (NCC) Mrs Jo Martin Democratic Support and Scrutiny Team Manager, NCC Others Present Mr Simon Bailey Chief Constable, Norfolk Constabulary Mr Martin Barsby Director of Communications and Engagement, Office of Police and Crime Commissioner for Norfolk (OPCCN) Mr Lorne Green Police and Crime Commissioner (PCC) for Norfolk Mr John Hummersone Chief Finance Officer, OPCCN Ms Sharon Lister Director of Performance and Scrutiny, OPCCN Mr Mark Stokes Chief Executive, Office of the Police and Crime Commissioner for Norfolk, OPCCN Mr Gavin Thompson Director of Policy and Commissioning, OPCCN 1. To receive apologies and details of any substitute Members attending 1.1 Apologies had been received from Mrs Sarah Butikofer and Mr Mike Smith-Clare, substituted by Mr Timothy Adams and Miss Jade Martin respectively. 2. Members to Declare any Interests 2.1 There were no interests declared. 3. To receive any items of business which the Chairman decides should be considered as a matter of urgency 3.1 There were no items of urgent business. 4. Minutes 4.1 The minutes of the meeting held on 27 November 2018 were confirmed as a true and accurate record and signed by the Chair, subject to the amendment of removing Mr Francis Whymark from the present list as he had been absent. 5. Public Questions 5.1 No public questions had been received. 6. Police and Crime Commissioner (PCC) for Norfolk’s proposed police precept for 2019/20. 6.1 The Panel received the annexed report which outlined the budget and financial impact of the four 2019/20 precept proposals upon which the PCC consulted. The report also set out the Capital Programme and Medium Term Financial Plan (MTFP) 2019/20 to 2022/23, together with various strategies that must be published by the PCC. The Panel heard from the PCC who confirmed his proposal to increase the policing element of council tax in 2019-20 by 10.45% (an increase of £23.94 per year, which equates to £253.08 for a Band D property). A copy of his statement is attached at Appendix A. 6.2 The PCC’s Chief Finance Officer introduced the PCC’s budget report and in doing so highlighted the following points: a) If the PCC was to increase council tax by the maximum amount, it would reduce the deficit and make the budget more sustainable but additional savings would still need to be found. b) Some precept funding was required to fund the increased employer contributions to police pensions c) The funding settlement for PCCs was again a one-year only settlement, which continued to make the planning environment very challenging and resulted in a cautious approach to additional investment. d) For the first time, the medium term financial plan included modest savings derived from the 7 Force Collaboration arrangement. 6.3 The PCC’s Director of Communications and Engagement outlined the consultation process which had been undertaken and provided an overview of the results, which had been circulated to Panel Members. A copy of the reports are attached at Appendix B. 6.4 In response to Panel Members’ questions, the following points were noted: a. The online consultation did not have filters so that only Norfolk residents could respond, and it was purposely made this way to be digitally inclusive. There could be more than one vote per household too so that all members of a household could respond. b. When asked if money was being spent in the right place and whether the new model of Norfolk Constabulary was fit for purpose, the PCC confirmed that Norfolk was the eighth safest County in the country and had had been judged to be in the top quartile for efficiency by Her Majesty’s Inspectorate. The Chief Constable added that the delivery model had to be re-designed to meet the demands of the Constabulary. The face of crime was changing and as a result the response to crimes had to adapt. He was proud of the way that the force was dealing with changing demand and workforce re-design. His priority was to protect and invest in the front line to keep Norfolk safe. He assured the Panel that the organisation was absolutely fit for purpose. c. The Chief Constable confirmed that low-level crimes such as burglary and theft were decreasing but violence and possession were increasing. The profile of crime was different to 25 years ago, with current challenges around violent crime and safeguarding. The Police workforce had to be redesigned and the model had to protect the County as a whole. Officers were being equipped with the best technology and the precept increase would be used where it was most appropriate, ensuring that resources were deployed in the right way across the county. d. The workforce was constantly being adapted to ensure it was fit for purpose. By the end of May, the full complement of Sergeants and Police Constables set out in the Norfolk 2020 model would be in post. Beat Managers and Special Constables were also being recruited. Initiatives were taking place to increase the visibility of the Police Force, but the Chief Constable explained that he could not commit to providing specific numbers of officers in specific places because he needed the freedom to flex his workforce to meet demand. e. Special Constables did not have access to personal body worn cameras, but they had access to a pool of them. There was a need to prioritise the greatest need dependent on resources and using an evidence base to ensure that Officers were equipped with the correct equipment. f. A joint memorandum of understanding had been signed by the Leader of Norfolk County Council and the PCC in January, which set out the principles of collaboration between the Constabulary and the Fire and Rescue Service and provided the framework within which a formal approach to working together would be developed. The PCC had also requested a seat on the Fire and Rescue Authority, which was subject to approval by the County Council. The collaboration was in three tiers, public scrutiny, an emergency services collaboration board and a series of operational level practitioner groups. The savings identified in the PCC’s business case had been predicated on the implementation of a full set of outcomes over a ten-year period. The refreshed Collaboration Board would develop a programme over the coming months and follow the same process that would have applied if governance had moved to the PCC. Limited savings from estate rationalisation arising from collaboration were already reflected in the PCC’s medium term financial plan. g. The Chief Constable explained that a balance needed to be found between the visibility of the Police Force and fitting the workforce to the current profile of crime. There were now more uniformed officers in the City than existed when Police Community Support Officers were in post and there was good engagement with schools. Meanwhile, however, the demand on child protection for example was growing which needed resourcing so the balance needed to be right. h. The changing balance of funding was recognised. There was a deliberate change in approach with the Government taking less and Local Government taking more. 6.3 The Panel: 1) NOTED the Police and Crime Commissioner for Norfolk’s proposed 2019/20 Revenue Budget and Capital Programme, the Medium Term Financial Plan 2019/20 to 2022/23, and the funding and financial strategies. 2) Unanimously RESOLVED to SUPPORT the PCC’s proposed precept for 2019/20 and AGREED that the Chairman would write to the PCC to confirm the decision, by way of a report. 7. Police and Fire Collaboration – local business case update 7.1 The Panel had received an oral update from the Chief Executive as part of item 6. Please see minute 6.4f. 7.2 The Panel NOTED the update. 8. Police and Crime Plan for Norfolk 2016-2020 – performance monitoring 8.1 The Panel received the annexed report (8) which provided an overview of the progress made against delivering two of the strategic priorities within the Norfolk Police and Crime Plan 2016-2020, since its publication in March 2017. The report also provided the Panel with the latest metrics for the two strategic priorities; priority 5: support victims and reduce vulnerability and priority 6: deliver a modern and innovative service. 8.2 In response to Panel Members’ questions, the following points were noted: a. Schools found the MASH (Multi-Agenda Safeguarding Hubs) extremely valuable to work alongside. There was good work taking place in those areas. Demand in the child protection area was broadly being met by working closely with other agencies in that landscape. b. With the introduction of Claire’s Law which offers a personal interview with a police officer, this could have resource implications on the Force. There were competing demands, but this was evidence of practicalities not being taken into account.
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