20 July 2018
To: Members of the Public Accountability Board
This matter is being dealt with by: Direct Line: email:
Dear Colleague
Public Accountability Board
You are invited to attend the next meeting of the Public Accountability Board which will be held on Thursday 26th July 2018 at 10.00 am at the Office of the South Yorkshire Police and Crime Commissioner, 5 Carbrook Hall Road, Sheffield, S9 2EH.
The agenda and supporting papers are attached.
Car parking will be available.
Yours sincerely
Office of the Police and Crime Commissioner
Enc.
South Yorkshire Police and Crime Commissioner Shaun Wright Email: [email protected] www.southyorkshire-pcc.gov.uk
South Yorkshire Police and Crime Commissioner Shaun Wright 18 Regent Street Barnsley South Yorkshire S70 2HG Tel: 01226 774600 Email: [email protected] www.southyorkshire-pcc.gov.uk South Yorkshire Police and Crime Commissioner Shaun Wright Email: [email protected] www.southyorkshire-pcc.gov.uk
South Yorkshire Police and Crime Commissioner Shaun Wright 18 Regent Street Barnsley South Yorkshire S70 2HG Tel: 01226 774600 Email: [email protected] www.southyorkshire-pcc.gov.uk PUBLIC ACCOUNTABILITY BOARD
THURSDAY 26TH JULY 2018 AT 10.00 AM
OFFICE OF THE SOUTH YORKSHIRE POLICE AND CRIME COMMISSIONER 5 CARBROOK HALL ROAD, SHEFFIELD, S9 2EH
AGENDA
Item Page
1 Welcome and Apologies Dr A Billings Verbal
2 Filming Notification Dr A Billings
This meeting is being filmed as part of the pilot to broadcast the meeting on our website. Whilst the recording of this meeting will not be published it is anticipated that in the future recordings of this may be uploaded onto the website.
The OPCC operates in accordance with the Data Protection Act. Data collected during the filming will be retained in accordance with the OPCC’s published policy.
Therefore by entering the meeting room, you are consenting to being filmed and to the possible use of those images and sound recordings for publication on our website and/or training purposes.
3 Announcements Dr A Billings Verbal
4 Public Questions TBC
5 Urgent Items Dr A Billings Verbal
6 Items to be considered in the Absence of the Public Dr A Billings and Press
THAT, using the principles identified under section 100A (4) of the Local Government Act 1972, the public be excluded from the meeting for the following items of business, on the grounds that they involve the likely disclosure of exempt information as specified in the relevant paragraphs of Part 1 of Schedule 12A to the Act, as amended, or that they are otherwise operationally sensitive or would attract an exemption under the Freedom of Information Act 2000.
South Yorkshire Police and Crime Commissioner Shaun Wright Email: [email protected] www.southyorkshire-pcc.gov.uk
South Yorkshire Police and Crime Commissioner Shaun Wright 18 Regent Street Barnsley South Yorkshire S70 2HG Tel: 01226 774600 Email: [email protected] www.southyorkshire-pcc.gov.uk Item Page
7 Declarations of Interest Dr A Billings Verbal
8 Minutes of the meeting of the Public Accountability Dr A Billings 1 - 12 Board held on 28 June 2018
9 Matters Arising/Actions M Buttery 13 - 14
10 PAB Work Programme M Buttery 15 - 18
11 Force Performance - Sheffield District Summary S Barton 19 - 30 Update
12 IEP Annual Report 2018/2019 A Lockley 31 - 36
Exclusion of the Public and Press Item 24 – Data subject to consultation, to be published shortly
PCC's Strategic and Financial Planning 2019/2020
13 Progress Update E Redfearn Verbal
Police and Crime Plan Delivery 2018/2019
14 Budget Monitoring M Clements/ To Follow N Hiller
15 Force Performance Update - Efficiency, N Hiller 37 - 50 Effectiveness and Value for Money
Other Assurance Reports (By Exception)
16 Joint Independent Audit Committee M Lunn 51 - 54
17 Trust and Confidence Steering Group 55 - 60
18 Safeguarding Children and the Promotion of Child T Forber 61 - 68 Welfare (including effectiveness of partnership working)
19 Smart Contact L Poultney Verbal
20 Force response to the Serious Violence Strategy T Forber 69 - 72 Item Page
PCC Decisions outside of PAB
21 PCC Decisions Report E Redfearn 73 - 74
22 Any Other Business - to be notified at the beginning of the meeting
23 Date and Time of Next Meeting
28 August 2018 at 10am, Office of the Police and Crime Commissioner, 5 Carbrook Hall Road, Carbrook, Sheffield, S9 2EH.
CLOSED SESSION
24 Quarterly Overview of Performance against M Clements/ To Follow Outcomes of Police and Crime Plan, including E Redfearn combined Financial Position for 2018/2019 This page is intentionally left blank Agenda Item 8
SOUTH YORKSHIRE’S POLICE AND CRIME COMMISSIONER
PUBLIC ACCOUNTABILITY BOARD
28 JUNE 2018
PRESENT: James Abdy (Chief Superintendent – SYP) Dr Alan Billings (Chair - Police and Crime Commissioner) Michelle Buttery (Chief Executive and Solicitor - OPCC) Michael Clements (Chief Finance and Commissioning Officer - OPCC) Alison Fletcher (Office Manager) Carrie Goodwin (Head of Corporate Communications - SYP) Nigel Hiller (Director of Resources - SYP) Andrew Lockley (Chair of the Independent Ethics Panel) Melvyn Lunn (Chair of the Joint Independent Audit Committee) Rob Odell (Chief Superintendent - SYP) Sally Parkin (Business Manager - OPCC)) Lauren Poultney (Assistant Chief Constable) Erika Redfearn (Head of Governance - OPCC) Sara Slater (Finance Manager - OPCC) Fiona Topliss (Community Engagement & Communications Manager - OPCC) Stephen Watson (Chief Constable - SYP) Kevin Wright (Evaluation and Scrutiny Officer – OPCC)
APOLOGIES: Tim Forber, David Hartley, Mark Roberts and Rob Winter
1 WELCOME AND APOLOGIES
The Commissioner welcomed those present at the meeting.
There was one members of the public and one member of the press present.
2 FILMING NOTIFICATION
The Commissioner announced the meeting would not be filmed.
3 ANNOUNCEMENTS
There were no announcements.
4 PUBLIC QUESTIONS
There were no public questions.
5 URGENT ITEMS
The Commissioner asked the Chief Constable to provide an update on the knife crime incident which had taken place near Herries Road, Sheffield.
Page 1 OPPC Public Accountability Board 28/06/18
The Chief Constable confirmed there had been a knife crime incident the previous evening, however the injuries sustained were not considered to be life threatening. He acknowledged the Force was seeing an increase in knife crime and this was a strategic priority for the Force.
The Force has analysed the last 5 years of data to inform a problem profile and develop activities to reduce offending. The Chief Constable stated that the majority of perpetrators were young people and emphasised the importance of engaging and educating young people.
Knife crime is not something the police can address alone and acknowledged the excellent support provided by partners. In particularly, Sheffield City Council who are co-locating partners in police premises.
The Chief Constable also stressed that enforcement was important. He confirmed that the recent knife crime incidents were linked to organised crime groups and the public should be reassured that these were not random attacks. He emphasised the importance of stop and search and he expected the number of stop and searches to increase. He also confirmed that stop and search had the support of local communities, in particularly mothers.
The Chief Constable highlighted the role of parents and the need to know what their child was doing. He encouraged parents to talk to their children and point out the dangers of carrying a knife.
The Commissioner highlighted a recent public meeting he had attended where there had been a mature debate on the subject. There had been anxiety from the public and fear of reprisals if they spoke out but the police officers in attendance had been excellent in providing reassurance.
6 ITEMS TO BE CONSIDERED IN THE ABSENCE OF THE PUBLIC AND PRESS
None.
7 DECLARATIONS OF INTEREST
None.
8 MINUTES OF THE MEETING OF THE PUBLIC ACCOUNTABILITY BOARD HELD ON 31 MAY 2018
The minutes of the last meeting were agreed as an accurate record, subject to the following amendments: L Mayhew be added to the attendance list; Shaun Morley’s rank to be changed to Chief Superintendent on page 1; Neil Thomas’s rank to be changed to Superintendent on page 2 and ‘offenders’ to be changed to ‘suspects’ on page 11.
Page 2 OPPC Public Accountability Board 28/06/18
9 MATTERS ARISING/ACTIONS
304, 307, Meeting to be arranged between the Force and OPCC to discuss 310 and future reporting into PAB. To include Serious and Organised 314 Crime reporting. Planning and Efficiency Group to agree reporting arrangements for Efficiency and Effectiveness and VfM into PAB. Future Performance Reports to include trend and comparison data where appropriate. Case studies to be included in future PAB reports as and when appropriate. 2/5/18 – Discussed at Planning and Efficiency Group 31/5/18 – The Commissioner reiterated reports should be written for members of the public and should where possible include trend data. He encouraged the Force to work closely with the Office of the Police and Crime Commissioner (OPCC) when writing reports. 28/06/18 - All these actions were amalgamated and it was agreed to discharge on the basis that the Commissioner would ask for further information should it be necessary. DISCHARGED 305 A copy of the Force Management Statement (FMS) to be given to the Commissioner ahead of submission to Her Majesty’s Inspectorate of Constabulary and Fire and Rescue Service (HMICFRS). 31/5/18 – The first draft would be available this afternoon. 28/06/18 – Received. DISCHARGED 308 A detailed Planning Timeline to be developed setting out activities necessary to support the agreed Planning cycle. 31/5/18 – M Clements confirmed that work had taken place around the 2019/20 Planning Timeline. A report on Efficiency, Effectiveness and Value for Money will be brought to the July meeting and he would bring a copy of the timeline to the meeting. 28/06/18 – E Redfearn confirmed that work had taken place on the planning timetable and information would be provided to the July meeting. DISCHARGED 313 Independent Ethics Panel’s (IEP) Annual Report to include stop and search methodology. 31/5/18 – A Lockley is currently drafting the Annual Report. 28/06/18 – The IEP Annual Report will be brought to the July meeting 315 DCC Roberts to provide Joint Independent Audit Committee (JIAC) members with a list of current Gold Groups. 31/5/18 – A list, (including explanation) will be provided to the July JIAC meeting. 28/06/18 – List provided. DISCHARGED 316 JIAC to keep compliance with GDPR under review. 31/5/18 – ongoing. 28/06/18 – This is on the JIAC work programme.
Page 3 OPPC Public Accountability Board 28/06/18
DISCHARGED 317 OPCC and SYP to look at the risks, costs and longer term financial plan for Doncaster Custody Suite. 31/5/18 – Discussions are taking place in relation to the longer term Capital Programme and Estates Strategy 28/06/18 – This is on the agenda for both the Planning and Efficiency Group and the Estates Board. DISCHARGED 319 The Force would talk to partners to see what can be done jointly to address knife crime. 28/06/18 – Chief Constable provided an update in the meeting. DISCHARGED 320 Force to provide Year End Performance Assessment report to inform the Commissioner’s Annual Report by the date agreed on the PAB Work Programme. 28/06/18 – On today’s agenda. DISCHARGED 321 The next Doncaster District report should include updates on the areas covered in this report, including the downward trend in burglaries to establish if this has been sustained. 28/06/18 – Specific detail to be added to work programme. DISCHARGED 322 Following the amendments at 8.4 the draft (OPCC) AGS and Action Plan be endorsed. 28/06/18 – Complete. DISCHARGED 323 Dates to be provided on the (SYP) AGS Action Plan prior to being tabled at JIAC at the 26 June meeting. 28/06/18 – Complete. DISCHARGED 324 The draft AGS and Action Plan (SYP) be endorsed. 28/06/18 – DISCHARGED 325 Your Voice Counts data to be included in the next Trust and Confidence Report to PAB. 28/06/18 – On work programme for October. DISCHARGED 326 Community Alerts force comparison data to be obtained if available. 28/06/18 – The Chief Constable informed the Board that SYP has 10,378 people signed up to the Community Alerts system compared with 8,000 signed up to the previous system. West Midlands is the benchmark force with 40,000 people signed up. SYP currently have around 183,000 Facebook followers and 166,000 Twitter followers. This is to be picked up by the Trust and Confidence Steering Group. DISCHARGED 327 Senior Command Team (SCT) victim of crime telephone call results to be provided to the Commissioner. 28/06/18 – The Chief Constable informed the Board that SCT had made 19 calls to victims of crime, although this did not include victims of hate crime or domestic abuse. Calls were made once the investigation was complete. Feedback had been reasonably good with 15 people satisfied, one person gave significant praise and 3 people where the investigation had not been done to the right standard and had been returned to district for further work to be undertaken. The Page 4 OPPC Public Accountability Board 28/06/18
Chief Constable highlighted this was a good way of identifying broader process issues. He also stated that if a victim had been let down he would deal with it. DISCHARGED 328 Average waiting times for 101 calls to be provided to the Commissioner. 28/06/18 – L Poultney provided an update to the Board. Average wait time for May was 2 minutes and 57 seconds. Wait times are monitored by Supervisors and staff are moved around to meet the greatest demand. L Poultney receives daily updates and SCT also review call times regularly. Call volumes do vary and this can be for a number of different reasons, such as, events taking place, the weather, day or time of the week and is difficult to predict, for example 75,000 calls were received during the England match on Sunday 24 June. The Atlas Court review is ongoing and one of the key areas is around matching resources to demand. The Force is putting in place practical steps to address demand, contact details of all neighbourhood teams are published on the website. Officers give out their contact details, this should also assist with reducing demand as well as improving victim satisfaction. The Chief Constable accepted that 2 minutes 57 seconds was a long time but this was against a back drop of increased volume in calls and no increase in staffing. He emphasised that preserving the 999 service would always be a priority. The Commissioner would be receiving a report. DISCHARGED
10 PAB WORK PROGRAMME
The work programme was noted.
11 FORCE PERFORMANCE - ROTHERHAM DISTRICT SUMMARY
A report of the Chief Constable was presented to the Board. The purpose of the report was to provide a brief update in relation to local operational based delivery of the Police and Crime Plan in Rotherham in line with the reporting requirements.
The Commissioner complimented the narrative style of the report which he felt included more of the author’s personality and less acronyms.
R Odell informed the Board that it had been a positive year for Rotherham District and they were in a different place from 2 years ago. He had confidence in the accuracy of crime recording levels and performance was improving.
He acknowledged there was further work to do to improve the public’s perception of their police in Rotherham but welcomed the rich picture of data that was now available including the Force’s Your Voice Counts Survey, the jointly commissioned Hard to Reach Group Baseline Assessment and Mosaic data.
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Public satisfaction is important and anti-social behaviour is seen as a key driver to this. Neighbourhood teams are focussing upon multi-agency problem solving activities in the high need / high demand communities.
Hate crime is particularly important in Rotherham and work is ongoing to encourage reporting. A hate crime co-ordinator monitors every hate crime which has led to an increase in victim satisfaction.
A total of 78 people work in neighbourhood policing in Rotherham. The neighbourhood teams work closely with partner agencies and take a joint problem solving approach. A co-located team based at Riverside House has been established which focuses on hate crime, vulnerability, anti-social behaviour, missing from home and licensing. This co-location has seen some good results particularly around people missing from home. This approach is being rolled out across South Yorkshire. R Odell confirmed he is hoping to have a further two co- located teams in Rawmarsh and Maltby later in the year. A bespoke engagement plan is in place which links with its neighbourhood policing.
Rotherham like the other districts now has its own local CID. There is a “team Rotherham” approach to deal with demand.
R Odell highlighted the new issues impacting on its communities including fracking and HS2. In relation to fracking, in May 2018 planning permission for a 5 year authority to drill in Harthill was granted, the decision on Woodsetts is still awaited. The HS2 line will cut through communities in Rotherham and local protests are expected.
The Chief Constable confirmed there was excellent work taking place in Rotherham, particularly with partners, including Rotherham Metropolitan Borough Council (RMBC) who is now recognised as a good and improving authority.
M Buttery highlighted that the Commissioner was working with RMBC in respect of wrap around services for victims of CSE. A joint letter has been sent to the Home Office and a response is expected imminently.
12 SYP YEAR END PERFORMANCE ASSESSMENT REPORT
The Chief Constable presented an update report on the progress South Yorkshire Police has made in 2017-2018 to meet the requirements of the PCC’s Police and Crime Plan (2017-2021).
The Chief Constable confirmed the report showed numerous achievements made during the year.
He highlighted that South Yorkshire Police had demonstrated to Her Majesty’s Inspectorate of Constabulary and Fire and Rescue Service (HMICFRS) that South Yorkshire Police is the most improved Force in the Country (along with Hertfordshire and Dyfed Powys). Whilst the Force is not yet where it needs to be good progress had been made.
Page 6 OPPC Public Accountability Board 28/06/18
M Buttery confirmed the Commissioner’s Annual Report mirrored the good progress made.
13 BUDGET MONITORING YEARLY OUTTURN AS AT 31 MARCH 2018
M Clements presented a joint report of the Chief Finance & Commissioning Officer and the Director of Resources relating to the financial position for 2017/18 as at 31 March 2018.
The final outturn position as at 31 March 2018 has resulted in an overall underspend of £6m which primarily relates to legacy costs. Home Office Special Grant funding had been approved for Operation Stovewood and following an update from Legal Services both Hillsborough Inquests and Child Sexual Exploitation (CSE) civil claims costs are now scheduled for future periods.
The final outturn for the Force budget is an underspend of £1.5m.
The Commissioner’s Partnership & Commissioning budget has an underspend of £0.48m, of which £0.37m has been carried forward in the Commissioning earmarked reserve.
The original capital programme for 2017/18 was £12.9m. However, due to slippage at the end of 2016/17 this increased to £16m. Following approval by the Commissioner in September and January there was slippage to 2018/19 of £5.3m bringing the final budget to £10.8m with final outturn at £7.1m.
The Commissioner queried what the make-up of the Capital Receipts was. N Hiller confirmed this was due to the sale of 2 buildings, Woodhouse Station and Holberry Gardens.
M Buttery confirmed that the Commissioner’s Planning and Efficiency Group (PEG) and the Joint Independent Audit Committee (JIAC) would be monitoring capital expenditure throughout the year.
14 PCC'S ANNUAL REPORT (2017/18)
The Commissioner’s draft Annual Report 2017/18 was presented to the Board for any final comments ahead of publication.
E Redfearn highlighted that the Commissioner’s Annual Report was a statutory requirement and would be presented to the Police and Crime Panel for comment on 2 July 2018.
The Commissioner informed the Board that the report provided a good snap shot of his role and he welcomed the introduction of the case studies which brought the report to life.
The Commissioner highlighted the following case studies:
Page 7 OPPC Public Accountability Board 28/06/18
The Advisory Panel on Policing Protests’ work commissioned by the Commissioner to observe the force in their duties in both the planning of their daily operations and their presence on the ground during the protest; The opening of the joint police and fire station at Maltby, Rotherham; The launch of YOYO, which stands for ‘You’re Only Young Once’, a completely new approach to engaging with young people aged 13+; The Clifton Learning Partnership which helps Roma girls living in the Eastwood area understand the risks associated with child sexual exploitation and how to avoid becoming involved in a relationship that is unhealthy and could cause them harm, and The Victims Centre based in Sheffield which supports the most vulnerable victims of crime through the criminal justice system without ever having to attend a police station or a court.
The Commissioner thanked the staff in his office for their work in producing the report.
15 JIAC ANNUAL REPORT (2017/18)
M Lunn presented the Joint Independent Audit Committee’s (JIAC) Annual Report 2017/18 to the Board.
In 2017/18, the JIAC continued to support the Office of the Police and Crime Commissioner in strengthening the Commissioner’s ‘holding to account’ arrangements.
They congratulated the Chief Constable on the progress made in 2017/18 and acknowledged the positive indications that this would continue.
The Committee welcomed the attendance by DCC Roberts to the meetings which ensures that matters raised are dealt with. The Committee also found it helpful that the Commissioner attends the start of the meetings to give context around current issues.
16 PROGRESS UPDATE AGAINST PLANNING TIMETABLE
Discussed in matters arising/actions, report to be brought to the July meeting.
17 RESERVES STRATEGY (2018/19) REVISED
M Clements presented the revised Reserves Strategy 2018/19 to the Board. The Strategy had been revised to address Home Office requirements to include common categories (see Appendix C).
The level of legacy costs, and uncertainty regarding central government funding support, are a significant risk to maintaining an adequate level of reserves in the future.
Page 8 OPPC Public Accountability Board 28/06/18
Forecast reserves are based on expected Special Grant funding under existing Home Office rules of 1% of annual budget for civil claims or 15% of the cost of the investigation for Operation Stovewood.
£26m must be met from reserves for revenue which means more difficult decisions will be required.
The Commissioner acknowledged that the pressure on South Yorkshire Police is considerable.
M Buttery confirmed that clarification was expected from the Home Office in the next few months.
18 FORCE PERFORMANCE AGAINST 'SERIOUS AND ORGANISED CRIME' OUTCOMES OF POLICE AND CRIME PLAN
A report of the Chief Constable was presented to the Board. The purpose of the report was to provide an update to the Commissioner on progress against the ‘Serious and Organised Crime’ (SOC) outcome of the Police and Crime Plan 2017- 2021. In addition, the report includes an update on the support being provided to vulnerable victims of fraud offences.
Tackling Serious and Organised Crime is a Force strategic priority. Governance and oversight is provided by Assistant Chief Constable Forber supported by the Detective Chief Superintendent Abdy Head of Crime.
The Force is currently assessed by Her Majesty’s Inspectorate of Constabulary and Fire and Rescue Service (HMICFRS) as ‘Good’ at tackling Serious and Organised Crime.
The Force has good partnership working at a local, Force, regional and national level.
SOC is fundamentally linked to problem solving, Neighbourhood Policing and partnership working. The re-introduction of Neighbourhood Policing Teams has brought a different level of knowledge.
Regionally, the Force is represented at a series of meetings enabling it to understand the threat to our communities and provide a consistent approach.
The Commissioner asked about the 128 mapped Organised Crime Groups (OCGs), 55 of which are believed to be primarily criminally active in the area. J Abdy confirmed that they had no current intelligence to suggest the other groups are a threat. All the active OCGs are assigned an owner which can range from a PCSO to a Chief Officer.
The Commissioner asked how South Yorkshire compared with other Forces in terms of number of OCGs, J Abdy stated that South Yorkshire did not have as greater a threat as some of the other Metropolitan areas such as London or Birmingham.
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Key OCG performance outcomes during the past 6 months included: 127 individual disruptions and the recovery of 29 criminally held firearms.
M Buttery highlighted the opportunities available with the re establishment of Neighbourhood Policing and the Target Operating Model. J Abdy confirmed that Neighbourhood Policing is critical to tackling counter terrorism and identifying and disrupting OCGs.
It was noted the exceptional number of recent homicides and the challenges this had brought to the Force. The response had been excellent. There are currently 8 live investigations which are progressing.
The Commissioner confirmed he had visited the Major Incident Team and got a feel for how much work was involved. He thought the public would be surprised by this. He recognised that work for the Force does not stop at the time someone is charged.
J Abdy provided an update on fraud prevention (Operation Signature). Victims of fraud tend to be in South Yorkshire aged 65 and over. Using cross-channel consumer data, the Force has identified the top 10 geographical areas with the highest percentage population of over the age of 65. The Force is focussing on prevention in these areas as well as and providing a more bespoke service to victims.
M Buttery highlighted that there are links with the Office of the Police and Crime Commissioner’s (OPCC) Delivery plan for 2018/19 and sign posted the need to work together.
19 INDEPENDENT ETHICS PANEL
A Lockley presented the Independent Ethics Panel Assurance Report.
The Panel received an excellent report on Hate Crime from Superintendent Poolman. Key points included concern around the lack of national statistics on hate crime, South Yorkshire has seen a 36% increase in hate crime reporting in 2017/18 but it is not known if this is reflected across the Country. The Commissioner was invited to support representations to re-instate reporting.
There had been significant increases in different types of hate crime including disability-related and Transgender/Gender identity, although not in racial crimes which had seen a small decrease. This maybe as a result of more accurate crime recording or reflect the engagement work undertaken by South Yorkshire Police, the Panel will be monitoring this.
Disability-related is a concern with the highest proportion of criminal damage and arson.
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There had been an improvement in victim satisfaction on last year in Rotherham and Barnsley, with a slight drop in Sheffield and a more significant one in Doncaster.
In relation to outcomes, 41% of offences have no perpetrator.
The Panel had a lengthy discussion around the ‘Punish a Muslim Day’ and felt the Force’s response had been prompt and effective and were able to offer the Commissioner reassurance around the Force’s response.
The ‘Supporting a Positive Culture’ project is ongoing and is beings supported by K Wright from the OPCC.
The Panel was now able to provide assurance to the Commissioner around use of force in custody following more information being provided by DCC Roberts.
IT WAS AGREED THAT:
A Lockley would discuss with the Commissioner the lack of national statistics available on hate crime.
20 POLICING PROTEST PANEL
A Lockley presented a report on ‘Policing Sheffield’s Trees Protests’ produced by the Advisory Panel on Policing Protests.
This was a specific piece of work commissioned by the Commissioner following receipt of correspondence and social media activity focussing on South Yorkshire Police’s involvement with the Sheffield City Council’s tree felling programme. The criticisms clustered around three themes: the lack of police impartiality; the police response is disproportionate and policing the tree protests is a waste of public resources.
In relation to the lack of impartiality and the police response being disproportionate the Panel could find no evidence to support this.
In relation to policing the tree protests being a waste of public resources A Lockley confirmed this needed more consideration. He highlighted that neither South Yorkshire Police nor the Commissioner want to use resources in this way and the Panel have made a number of recommendations on the way resources are handled.
A Lockley also highlighted the fact that the police are unable to charge for policing on public land, the Panel felt the police should be able to charge. This is currently being reviewed by the Home Office.
The Chief Constable thanked the Panel for their considered report. He was heartened that there was no evidence around impartiality and disportionality, he understood the issues around resources and he would respond to the report in slower time.
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A Lockley also acknowledged that there had been a change of Cabinet Member and highlighted to the Commissioner that there are a number of recommendations to be discussed with Sheffield City Council.
IT WAS AGREED THAT:
The recommendations in the Policing Sheffield’s Trees Protests addressed to the Commissioner be accepted. The Chief Constable would consider those recommendations addressed to South Yorkshire Police.
21 PCC DECISION REPORT
The decisions set out in the report were noted.
22 ANY OTHER BUSINESS - TO BE NOTIFIED AT THE BEGINNING OF THE MEETING
23 DATE AND TIME OF NEXT MEETING
26 July 2018 at 10am, at the Office of the Police and Crime Commissioner, Carbrook Hall Road, Carbrook, Sheffield, S9 2EH.
CHAIR
Page 12 Date of Update Ref meeting Matter arising/action Owner Complete (Y/N) 22/05/2018 Annual Report currently being drafted. 31/5/18 A Lockley currently drafting the Annual Report. IEP's Annual Report to include stop and search 28/06/18 – The IEP Annual Report will be 313 24/04/2018 methodology. brought to the July meeting A Lockley 329 28/06/2018 A Lockley to discuss with the PCC the lack of national stastics available on hate crime. A Lockley The Chief Constable would consider those recommendations from the Policing Sheffield's Trees 330 28/06/2018 Protests addressed to South Yorkshire Police. S Watson Page 13 Page Agenda Item 9 This page is intentionally left blank MEETING DATE: 28 AUGUST 2018
OPCC SYP Purpose PCC’s Strategic & Financial Planning Progress update Provide verbal update on progress made against PCC’s Strategic and Financial Planning timetable and highlight next steps (as discussed at Planning & Efficiency Group)
Police & Crime Plan Delivery Force performance against ‘Safer Communities’ Provide update to PCC re Force progress towards outcomes of Police & outcomes of Police and Crime Plan Crime Plan in format agreed Force performance Provide the PCC with an update on Barnsley District’s performance Barnsley District – District Summary performance against District Summary outcomes Page 15 Page update Other Assurance Reports (by exception) JIAC Summary of assurance issues for PCC’s information / action
Cyber Crime Report Provide an update of SYP progress re: cyber enabled and cyber (Deferred from July) dependent crime PCC Decisions outside of PAB PCC Decisions Report Report decisions the PCC has made outside of the PAB meetings. Agenda Item 10
UPDATED 120718 MEETING DATE: 27 SEPTEMBER 2018
OPCC SYP Purpose PCC’s Strategic & Financial Planning 2019/20 Progress update report Provide update on progress made against PCC’s Strategic and Financial Planning timetable and highlight next steps (as discussed at Planning & Efficiency Group) Force Financial report Specified in requirements of PCC’s Strategic and Financial Planning timetable Police & Crime Plan Delivery 2018/19 South Yorkshire Police performance update – Provide update to PCC re Force progress towards outcomes of Police & Efficiency, Effectiveness and Value for Money Crime Plan in format agreed Force performance against ‘Trust and Confidence Provide update to PCC re Force progress towards outcomes of Police & in Policing and Crime Services outcomes of Police Crime Plan in format agreed
Page 16 Page and Crime Plan Force performance Provide the PCC with an update on Doncaster District’s performance Doncaster District – District Summary performance against District Summary outcomes. update Updates on the areas covered in the last report, including the downward trend in burglaries to establish if this has been sustained. Action PAB 28/06/18 Other Assurance Reports (by Exception) IEP Summary of assurance issues for PCC’s information / action Update report on CSE Activity Provide an update on CSE activity (including progress against consolidated Action Plan & Operation Stovewood investigation progress and resourcing) Knife Crime update Provide an update in relation to SYP’s performance in preventing & tackling knife crime. Action PAB 26/0218 Update report on Victims Care Strategy Provide an update report regarding the level of service to victims and the Victim Care Strategy PCC Decisions outside of PAB PCC Decisions Report Report decisions the PCC has made outside of the PAB meetings.
UPDATED 120718 MEETING DATE: 23 OCTOBER 2018
OPCC SYP Purpose PCC’s Strategic & Financial Planning 2019/20 Progress update report Provide update on progress made against the PCC’s Strategic & Financial Planning timetable and highlight next steps Emerging Partner Priorities for 2019/2020 Provide the PCC with early indications of emerging partner policing and crime priorities Public Consultation findings on future policing and Provide the PCC with an overview of public consultation in relation to crime priorities for 2019/20 policing and crime priorities Force Financial Report Specified in requirements of PCC’s Strategic and Financial Planning timetable Police & Crime Plan Delivery 2018/19 Overview of performance against outcomes of Provide an overview of performance against Police & Crime Plan Police & Crime Plan, including combined financial outcomes for 2nd Quarter (1 July – 30 Sept) position for 2018/19 Provide information relating to the financial position for 2018/19 up to August 2018 Page 17 Page Force performance against ‘Serious and Provide update to PCC re Force progress towards outcomes of Police & Organised Crime’ outcomes of Police and Crime Crime Plan in format agreed Plan Force performance Provide the PCC with an update on Doncaster District’s performance Rotherham District – District Summary against District Summary outcomes performance update
UPDATED 120718 MEETING DATE: 23 OCTOBER 2018
OPCC SYP Purpose Other Assurance Reports (by Exception) JIAC Summary of assurance issues for PCC’s information / action
Trust and Confidence Steering Group Summary of assurance issues for PCC’s information / action To include update on Community Alerts. Action PAB 28/06/18 ICV Summary of assurance issues for PCC’s information / action Force Crime Review Update Provide the PCC an update on the implementation of the Force Crime Review
Page 18 Page PCC Decisions outside of PAB PCC Decisions Report Report decisions the PCC has made outside of the PAB meetings.
UPDATED 120718 Agenda Item 11
PUBLIC ACCOUNTABILIY BOARD 26TH JULY 2018 SOUTH YORKSHIRE POLICE REPORT SHEFFIELD DISTRICT OPERATIONAL DELIVERY UPDATE REPORT OF THE CHIEF CONSTABLE
1 PURPOSE OF REPORT
To provide a brief update to the Police and Crime Commissioner (PCC) in relation to local operational based delivery of the police and crime plan in Sheffield in line with the reporting requirements of the plan.
2 RECOMMENDATION(S) AND / OR DECISION(S) REQUIRED
The PCC is recommended to consider and discuss the contents of this report and consider whether further assurance or updates are required in relation to local policing and partnership based activity in the Sheffield District.
3 CRIME AND ASB
3.1 The latter part of 2017 saw the return to Sheffield District of dedicated Neighbourhood Policing Teams (NPTs). Whilst these teams are still being nurtured, we have already started to see the benefits in a move to the new structure. These benefits have included a reduction in incident volumes, the formation of strengthened links with our communities and the development of strong partnership relationships, which focus on long-term preventative plans.
3.2 The new locally-focused approach is helping us tackle repeat callers and high demand locations. This is being evidenced on a daily basis through our neighbourhood teams and centrally within a Safer Neighbourhood Services Hub.
3.3 Whilst Sheffield continues to be the net contributor of 38% of the total crime demand for South Yorkshire Police, we have continued to track below peers in relation to overall crime and seen some significant reductions in certain crime types.
3.4 May 2018 saw the return of Criminal Investigations Department (CID) and Protecting Vulnerable Persons Department (PVP) to Sheffield District Command. The model appears to be working well and has certainly been tested over the last few months
1 Page 19 when called upon to deal with a series of high profile tragic incidents that have impacted on families, communities and our people.
Sheffield Crime Volume - 2 year trend
3.5 In line with the national picture, Sheffield continues to develop a long term and sustainable response to knife crime. Under the banner of “Operation Sceptre”, over thirty thousand students have been engaged in our Prevent programme, and close to half a million people engaged on Facebook. There have been 47 separate engagement events across the city focusing on knife crime and 75 test purchase operations. Whilst in the early stages of development our work has started to be recognised nationally. There has been a significant reduction in the increase rate of knife-enabled crime since September 2017, although it remains a key area of concern for the city. A multiagency Knife Crime Strategy for Sheffield City has been developed and will be launched in coming months.
3.6 In the last 6 months there have been three Section 60 search applications (under the Criminal Justice and Public Order Act 1994). These ran across successive days in response to the tragic events of week commencing 21st May 2018, which saw the murders of Ryan Jowell and Sam Baker. The applications where well received by the communities and were subject to scrutiny from the Independent Ethics Committee, Independent Advisory Group and force solicitor.
3.7 “Operation Fortify” is Sheffield’s branded response to our long-term plan to tackle Serious and Organised Crime through a co-located multiagency response. The desire to set up a “task force” style team has been endorsed by key partners from across the District who have committed to invest resources. It has been recognised that, whilst Sheffield continues to make significant inroads in respect of recovery of
2 Page 20 firearms, arrests and enforcement of Organised Crime Group members, long-term opportunities for diversion and prevention require development. These opportunities will focus on sustainable school programmes, employment opportunities and early intervention at a time of crisis. The partnership see this programme of work as a five to ten year plan based on the success this model has had in Glasgow.
3.8 As highlighted above, Sheffield has dealt with several significant high profile incidents over the last 6 months. Many of these instances were open to media and local scrutiny.
Operation Carlton - The murder of Jarvin Blake in Burngreave in March 2018. Four suspects arrested and released on bail. The investigation is ongoing and complex in nature, currently managed by the Major Investigation Team. Operation Nova - The force’s response to the murder of Ryan Jowell in the Woodhouse area in May 2018. Two suspects arrested, one charged with murder. Operation Victor - The murder of Sam Baker in the Lowegdes area on 24rd May 2018. Suspect charged. Operation Giraffe - The investigation into a series of violent robberies at convenience stores across the City. A suspect has been charged in connection with sixteen of these offences and is remanded in custody.
Business Robberies April 2017 – April 2018
Operation Fluence - The coordinated response to a residential burglary series across Sheffield, Rotherham and Derbyshire. There have been five arrests
3 Page 21 made in relation to nominated suspects and over 120 identified linked cases that shall be prosecuted under conspiracy to burgle. All five individuals have been charged Operation Olympia – District response to burglary that saw a 64% drop in residential burglary and arrested 62 burglary suspects. This decrease has been sustained and built on each month since; reducing from 425 offences in January, to 321 offences in February and 290 in March respectively.
Burglary Residential April 2017 – May 2018
Operation Grouse - Murder investigation which commenced on Monday 21st May 2018. Stepfather of a two year girl charged with murder after the child was presented to Sheffield’s Children’s Hospital following a collapse at home. Op Monroe 2 - Historic Child Sexual Exploitation Investigation from 2010/11. The sexual abuse of one victim by eleven defendants, who all currently remain on bail with various conditions. A prosecution is anticipated.
3.9 A GPS tracking project started 25th May 2018, which was a first for the force. Two subjects have been chosen for GPS tracking, and it is anticipated that the devices will help manage risk, reduce reoffending and reduce the amount of officer time spent managing offenders within the community.
3.10 Unfortunately, over recent months Sheffield has seen a significant increase in the number of officers assaulted in the execution of their duties. These incidents have occurred while officers were proactively policing their responsibilities and making positive interventions. Injuries have ranged from being spat at to broken bones. Local support is offered to all those injured and victim impact statements submitted.
4 Page 22 3.11 The reintroduction of Neighbourhood Policing Teams and collaborative work across the city has resulted in a significant reduction in Anti-Social Behaviour (ASB).
May 2015 – Feb 2018 ASB in Sheffield volume and trend
4500 45000 4000 40000 3500 35000 ASB
3000 30000 of month in 2500 25000 sum
2000 20000 ASB total
of 1500 15000 year
1000 10000 Volume
500 5000 Rolling 0 0 Jul-15 Jul-16 Jul-17 Jan-16 Jan-17 Jan-18 Jun-15 Jun-16 Jun-17 Oct-15 Oct-16 Oct-17 Apr-16 Apr-17 Apr-18 Sep-15 Feb-16 Sep-16 Feb-17 Sep-17 Feb-18 Dec-15 Dec-16 Dec-17 Aug-15 Aug-16 Aug-17 Nov-15 Nov-16 Nov-17 Mar-16 Mar-17 Mar-18 May-15 May-16 May-17
Volume of ASB in month Rolling year sum of ASB
4 COMMUNITY ISSUES – LOCAL CONTEXT
4.1 West NPT: Insp Collette Fitzgibbons
Sharrow and Abbeydale
There has been an increase in concern about the prevalence of on-street groups and open drug dealing. The local policing team are working in conjunction with the Abbeydale Stakeholders’ Group to ensure there is a coordinated plan of action in place to tackle known hot-spots, but also strengthen positive engagement with people living in the area. We are hopeful that the award-winning success of previously coordinated initiatives in the area can be replicated to tackle these issues.
Upperthorpe
There are plans to introduce a Stakeholder Group in the model of the Abbeydale Stakeholders, concentrating on involving the community in order to raise confidence and address concerns. The staff working in these areas are highly visible and engaging, however there have been concerns raised regarding the lack of police officers. The Penistone Road retail and fast food premises have been of focus for ASB and the outcome has been all the more effective for the good working
5 Page 23 relationship with the staff working here. The service of letters on parents of those involved in nuisance behaviour has been highly effective.
Low Edges and Gleadless Valley
The recent murder of Sam Baker (15 years) underlines the key concern within this area. Baker had been a prominent member of a local group of youths. A coordinated effort with Sheffield City Council Housing has prepared for eviction of others involved in this group and there will be a continued focus of attention due to their impact in the community. The open day on 22nd May showed the genuine character within the community. It was rewarding to see ex-offenders preparing and serving food to elderly visitors in the Community Hall on Gresley Road amongst the stalls of various support agencies.
4.2 North East NPT: Insp Chris Lewis
The Northern General Hospital remains the largest call for service from South Yorkshire Police. The key issues are missing persons and liaison with mental health specialists. An agreement has recently been reached for an increase in security. Whilst there has been a downward trend in calls for service, this work remains a priority for the team.
Arrests of key nominals in the Parsons Cross area have dampened Organised Crime Gang activity, however this remains an area of complex needs. The NPT has initiated “Pop in Police Stations” (PIPS) providing regular engagement at venues. These have been well received by the community.
4.3 South East NPT: Insp Jason Booth
The police and partnership response to reduce harm caused by gang and drug activity in the Manor and Arbourthorne has been our priority. All agencies have been contributing resources to disrupt those involved. The efforts of the NPT in reassuring the community, proactively executing warrants and recovering weapons has reaped rewards, “I have nothing but praise for a Sgt Simcock and his team for the proactive action they have taken” (Resident of Romandale Gardens, 7/6/18).
Station Road, Darnall has been the focus of problem solving interventions and a 100- day plan to address street drinking, drug dealing and ASB has been the primary concern in the area. Work is on-going through the use of surveys to help to define the public concern.
Long Acre traveller site was an environmental crisis and the hub for large scale fly- tipping. The intimidating character of a family on site also hid wider concerns of welfare for women and children on the site. A police lead operation followed by
6 Page 24 sustained partnership activity saw the seizing of over 15 vehicles and opened pathways to health services.
A member of the Police Ethics Panel visited the South East Neighbourhood Team and they reported the following:
“This was a routine morning with the neighbourhood team. It illustrated to perfection the focus on the protection of vulnerable people and the care of victims. By chance, the impromptu car chase also provided an insight in the enforcement role that is always present. The chance to observe the team at work also offered an insight into how these officers carry out their duties. From what I heard and saw, it is apparent that the motivation to serve the public is very high and the ethos of public service is secure with these officers. They are committed to building mutual trust, respect and confidence with the communities they serve. They understand the needs of vulnerable people and seem at ease with their role, which they feel enables them to develop meaningful relationships with local communities. They appeared to me to be articulate and reflective. They take their work seriously and are well-led. I was impressed by many aspects of what I observed. I am grateful to everyone involved in making my visit possible and for the time taken to make me feel welcome, to explain so much to me in the course of a busy working day and to answer my many questions. It is a privilege to be able to learn about this important and often difficult work. On the basis of my brief experience on 4 April, The Police and Crime Commissioner has good reason to be proud of and have confidence in the calibre of staff and work of this neighbourhood policing team. This was an example of “Ethics in Action”. (Michael Lewis, 2018)
4.4 Central NPT (including Broomhall): Insp John Mallows
The increasing numbers of beggars in the city, with high proportions of drug and alcohol dependency create an intimidating environment on our high streets. Whilst Sheffield does not have the same degree of problem as neighbouring cities such as Manchester or Leeds there is currently ongoing dialogue with partners to implement a Public Spaces Protection Order for the city. This is currently with cabinet members for potential approval. Police staff and support workers continue to speak with every individual, seeking to provide accommodation, food and help with their individual needs.
“Spice”, a synthetic form of cannabis with a rapid debilitating effect, continues to be a drug used at prominent locations within the city centre. Following from the success of Operation Leek, which addressed crime and ASB in Fitzalan Square, the same team is now focusing upon the Cathedral area.
Sheffield Night Time Economy is a partnership that can bask in recognition of winning the national Best Bar None award for innovation. This is a reflection of efforts to
7 Page 25 maintain and improve the welcoming atmosphere in and around our bars and nightclubs. The partnership between licencing authorities (Police, Local Authority and Courts) and the private sector reflects a coordinated effort for consistent standards.
5 ENGAGEMENT AND PROBLEM SOLVING
5.1 Use of community alerts has been subject to a twelve week local delivery plan with some 2684 people signed up thus far. Sheffield leads the way with social media, with all NPTs having active Facebook and Twitter accounts, which reach thousands of residents each week. Monthly online chats provide a forum for the community to raise issues of concern but have also allow the public an opportunity to step in and address unfairly adverse opinion. The forums have been well received, as have the weekly briefings produced to elected members.
5.2 Currently the District are working with the OPCC Engagement Team to develop a slightly different approach to engagement in Sheffield. The aim is to run a series of events in key communities with a view to developing a strong relationship between the community, police and partner organisations, which in turn will help to create resilient communities who can solve localised problems. In summary, this is deep engagement that involves the community rather than sending out messages via community alerts, or social media. The first events will take place in Manor and Burngreave after the summer holidays.
5.3 Safer Neighbourhood Services (SNS) - Sheffield continues to develop the multi- agency Safer Neighbourhood Services Team, which combines South Yorkshire Police and Sheffield City Council (SCC) staff at one location in council premises. The team utilise ASB legislation to pro-actively tackle ASB and criminality in our communities. There are currently 14 Criminal Behaviour Orders being developed in order to modify the behaviour of individuals involved in gangs in Sheffield.
5.4 Within SNS, the police team work closely with SCC Community Safety and the Community Safety Partnership (CSP) to ensure Sheffield has a coordinated response to community related issues. As part of the joint approach, a number of additional posts have been funded by SCC, to enhance joint effectiveness. This includes the recent recruitment of a Hate Crime Coordinator and Partnership Analyst.
5.5 SCC have also agreed to fund a mental health nurse to work closely with our front line staff over the next three years ensuring that members of the public experiencing a mental health crisis have the most appropriate response to their needs.
5.6 The ‘Designing Out Crime’ Officer now works in SNS and is responsible for linking in with neighbourhood teams to assist in the implementation of problem solving plans.
8 Page 26 5.7 SNS continues to lead the multi-agency approach towards the development and potential implementation of a Public Space Protection Order in Sheffield City Centre. The approach will involve utilising twenty-two City Centre Ambassadors to deal with issues of vulnerability and enforcement, whilst being supported by the local NPT.
5.8 “The Bridge” within Sheffield District has brought together restricted officers and those on adjusted and recuperative duties into one team with unified line management. The purpose of the team is to support the officers to return to frontline duties, managing return to work and welfare plans, whilst managing non-confrontational demand. Their focus on community appointments, missing from home enquiries, incident resolution, shoplifting and crime investigations has been well received by teams. In addition, there has been a significant reduction in officer sickness. Officers want to come back work and feel valued.
5.9 Over recent months Sheffield has developed a well-represented Independent Advisory Group that meets on a monthly basis. This group, held accountable by an independent chair, have provided support and guidance in difficult circumstances and have been prepared to put themselves forward in helping to educate front line staff.
5.10 The district will shortly commence a problem solving approach to frequent missing people with a view to identifying the problem and providing the correct support pathways to reduce further demand on the Police. A dedicated officer will work within Safer Neighbourhood Services and will work closely with partnership colleagues, the Child Sexual Exploitation Team and front line officers.
5.11 Sheffield and Doncaster District have both seconded two officers each to support the off road motorcycle initiative. Motorcycle complaints continue to be a priority for a number of communities across Sheffield. This year the Off Road Bike Team have achieved some impressive results including 47 warnings, 59 Seizures, 18 no insurance or no licence seizures, 45 stolen bikes recovered, 14 people reported on summons, 11 arrests and 49 interactions with riders. Recently a local elected member stated how few complaints they had received this year.
5.12 Operation Citadel began in July 2017 in response to serious crime within the Burngreave Community. This was a partnership response that resulted in 31 arrests and a number of open land searches conducted. Residents and partners have commented that “Burngreave feels safer and is much quieter“, and subsequently crime and ASB have reduced.
5.13 The District are now working with Sheffield Clinical Commissioning Group to overlay local health premises with local Neighbourhood Teams. While this is still early days, two meeting have taken place at G.P. surgeries in the North and South East. The purpose of these meetings is to discuss local problem solving, potentially share information and thus forging a closer working relationship.
9 Page 27 5.14 Sheffield District has completed its initial 12-week performance improvement plan in relation to Victim Satisfaction. The plan included complete victim care training, empowering victim care champions within teams and improved housekeeping on investigations. There is a process in place to celebrate officer feedback and examine instances of poor victim feedback.
5.15 We are starting to see the signs of improved officer contact as demonstrated in the force data.
Victim Contact Failure Rates (%) – April to Present
35%
30%
25%
20%
15%
10%
5%
0% End April End May End June Early July
6 OUR PEOPLE
6.1 The following incidents are a small sample of bravery demonstrated by officers on a daily basis. They are particularly noteworthy. All have received the relevant recognition:
Officers responded to a report of a robbery at a local supermarket, one in a series of robberies at Co-op Stores. They identified a vehicle from CCTV enquiries and arrested the keeper. This lead to a second suspect being identified. Addressees where searched, stolen property recovered and both suspects charged and remanded in custody (21.03.18). A single crewed Taser officer identified youths on the Wicker acting suspiciously. He challenged the youths, detaining a male in possession of a machete and a quantity of controlled drugs (24.03.18). Officers attended a report of a male threatening suicide. They identified his location and entered his work premises. They found the male hanging in a high
10 Page 28 and inaccessible place. One officer climbed a pile of tyres to reach the male and cut him down. He was revived and has survived (13.05.18). Officers attended the report of a robbery in progress at a convenience store. The subjects were on the premises in possession of a machete. Officers entered and arrested both subjects. Both have been charged and remanded in custody. (29.05.18)
6.2 The District holds regular workshops to support prospective Sergeant and Inspector candidates in preparation for promotion. The workshops are inclusive and offered to candidates beyond Sheffield.
6.3 Sergeants and Inspectors are invited to quarterly away days to support their continuous professional development and improve organisational knowledge. The away days have covered a number of key topics including personal and team wellbeing, victim satisfaction, proportionate investigations, demand management and other relevant District and Force priorities.
6.4 PCSO Stephen Hart is becoming a celebratory and recently appeared on Look North to discuss the issue of begging in the city. Steve is passionate about helping people and tackling these problems with partners. He knows everyone by name and is a real character and great ambassador for the District. Steve will be formally recognised at this year’s Police and Fire Awards on the 25th July at the Cutlers Hall, Sheffield.
6.5 June 2018 saw a first for South Yorkshire police, when a training package on resilience and mental toughness was delivered to over sixty of our front line detectives and staff in Sheffield. The day was designed to help officers recognise in themselves and their colleagues when some additional support was required. It provided officers with tools and techniques to help manage their emotional and mental wellbeing. A great success.
Chief Officer Lead: Deputy Chief Constable Mark Roberts
Report Author: Chief Superintendent Stuart Barton Sheffield District Commander
11 Page 29 This page is intentionally left blank Agenda Item 12
South Yorkshire Police and Crime Commissioner
Independent Ethics Panel
Third Annual Report April 2017 - March 2018
Dear Commissioner
We began our work in January 2015. I am pleased to present to you our third annual report. It covers the period April 2017 to March 2018.
Last year, we commented on the Force’s willingness to be open to our independent scrutiny. I am pleased to report that this has continued during the year.
As we undertake another year’s work, we will continue to act as ‘critical friends’. We could not do our work without your encouragement and the support of your Office, for which we are very grateful.
With all good wishes
Andrew Lockley
Chair, Independent Ethics Panel
Introduction The Independent Ethics Panel (IEP) advises the Police & Crime Commissioner (PCC) and South Yorkshire Police (SYP) on ethical issues. These include ‘big picture’ issues arising from the use of police powers, such as the use of force, and the exercise of stop and search. It is not our role to consider individual complaints against the police, but we do keep an eye on trends and lessons learnt. Most of our work derives from commissions by the PCC, or requests for views from the Force. Use of force
As we commented last year, some police functions require particular scrutiny because they have the potential to arouse public concern. Near the top of anybody’s list would be the use of force by police officers. Is the use of force justified (i.e only used where there is no other way of restoring order, detaining a suspect or protecting others or the officer from a threat of severe violence)? And is the use proportionate (i.e at the lowest level necessary to fulfil
Page 31 its intended purpose)? Guidance on how to assess the risk is given by the police’s National Decision-Making model.
The IEP now receives a report on the use of force twice a year. Last year, it focussed on the use of taser guns. This year, scrutiny has been extended to SYP’s use of force more generally.
In addition, we were asked to give our views on the use of Spit Guards in the Force’s custody suites. Our view was that staff in the custody suites should be protected from spitting detainees, but we advanced a number of safeguards. Spit guards were introduced in the early part of 2018, and we will review their use later this year.
So far as the more general use of force is concerned, the Panel was provided with detailed statistics for 2017, broken down by district, and by the gender, ethnicity and vulnerability of subjects. The Panel particularly noted the figures for the use of force on people identified by officers as having mental health and mental disability issues. Members of the Panel were encouraged to see that officers were recognising and recording that people may have such issues, although expressed concern that the numbers of vulnerable people on whom force was used, seemed high as a proportion of the total number of instances. This will be looked at again once the Home Office has provided comparison data with other forces.
The Panel was satisfied that the instances of the use of force in SYP in 2017, appeared stable, compared with the previous year. There were no statistics provided to the Panel relating to the level of force used, and the Panel understands that will be remedied.
Stop and search
The use of stop and search powers by police has long been controversial, to the extent that in 2014, the then Home Secretary, Theresa May, launched an initiative to curb its use across all forces. However, against the background of a rise in knife crime, particularly in London, the view is gaining ground that stop and search powers can offer valuable public protection. For example, during this year the Commissioner found at a public meeting in Burngreave, Sheffield, that mothers of young adults expressed that view. In South Yorkshire, there was a 15% increase in knife crime in 2017/18 compared with the previous period. Following a period in which officers may have become more hesitant to exercise powers of stop and search, not least because of negative comment from HM Inspectors, SYP took the initiative and issued fresh written guidance to its officers, backed up by a video message from the Chief Constable. The guidance advises ‘See, Know, Suspect’. This was supported by the IEP.
Page 32 Another initiative taken by the Force has been to authorise the use of enhanced stop and search powers available under s60 Criminal Justice and Public Order Act 1994. These are specific to time and place, and were used twice in 2017/18 - both times in Sheffield, after serious assaults had taken place. The Force has invited the Panel to scrutinise the exercise of those powers and the Panel was greatly reassured to learn that the public readily cooperated when they were used, for example when a ‘knife arch’ metallic search device was set up in Carver St in central Sheffield. Last year, we commented on the substantial reduction in the number of stops and searches carried out by SYP - from over 22000 in 2013, to 2580 in 2016. This lower rate has continued in 2017/18, with just 1005 stops and searches in the six months to February 2018. The proportion of searches resulting in further action (arrest, summons or penalty notice) stood at around 23%.
However, statistics show that a significantly higher proportion of searches continue to be of people from ethnic minorities. In the six months between September 2017 and February 2018 in South Yorkshire, black, Asian and other visible ethnic minority citizens were 2.9 times more likely to be stopped and searched, (a reduction from 3.6 in 2016). In its discussion, the Panel acknowledged that BAME citizens are disproportionately represented among victims of violent crime, so the higher stop and search rate of BAME suspects may indicate that SYP is acting protectively towards those groups. However, as we commented last year, further research is necessary. Meanwhile SYP continues to hold scrutiny panels, in which a sample of stops and searches is examined in detail with the help of people external to the Force. Our members have also attended and been impressed by the scrutiny process.
Hate crime
SYP has seen increased reporting of hate crime in line with the national picture. The last three years have seen particularly large increases year on year, with an increase of 29% in 2015/16, 62% in 2016/17 and a 36% increase in 2017/18 to 2168 incidents. Hate crime reporting did slow down from October 2017 through to February 2018 (returning to 2016/17 levels) but a further increase was seen in March 2018.
While there appears to be no doubt that the Brexit vote in 2016, and its aftermath, together with very high profile terrorist incidents in 2017, have fuelled racial and religious hate crime, some of the increase is thought to be due to greater confidence by victims to report incidents, and improved recording by police.
While racial crimes continued to account for the majority of hate crime across the force (75%), disability-related hate crimes increased by 67% in the year under review. Those relating to sexual orientation were up by 56% and those relating to gender identity by 97%.
Page 33 Although these together made up only 22% of all reports, SYP recorded more Transgender/Gender Identity and Disability-Related hate crime than similar forces. This may reflect the engagement work undertaken by SYP, to raise awareness and build confidence, but the significant increase in the number of reports is concerning.
The vast majority of hate crime was verbal abuse by strangers, with the most frequent crimes recorded being public order offences. Racial and religious hate crime made up a significantly higher percentage of public order offences, whereas transgender had the highest proportion of stalking / harassment (sexual orientation, disability and religion also had higher proportions of stalking/harassment). Disability-related hate crime had the highest proportion of criminal damage and arson. This is an area of particular concern, bearing in mind the vulnerability of many victims in this category.
The Panel also looked at outcomes for the year 2017-18.
• No suspect had been identified in 41% of offences.
• In 2017/18, 7% were prosecuted, 1% were cautioned and 3% received a restorative or community justice disposal. This compared to previous year figures of 13%, 1% and 4% respectively. This pattern was consistent with outcome rates across all crime in South Yorkshire.
• 34% of victims did not wish for further action by the police, as compared with 21% in the previous period. This increase may be accounted for, in part, by the fact that more minor incidents were now being reported as crimes. The Panel’s view was that this did not of itself indicate that victims did not have confidence in the police, particularly taken together with the recent survey on Trust and Confidence in SYP, but clearly this needs to be monitored.
Complaints and Professional Standards
The IEP has a particular responsibility for monitoring the Professional Standards Department’s (PSD) handling of complaints and conduct allegations. We review this every six months, and during the lifetime of the Panel, have suggested a number of improvements to the Force complaints report. The Panel welcomed a significant drop in complaints received in 2017 in comparison with the previous 3 years. A number of possible reasons were given for this, including a falling-off in the number of new complaints regarding the Hillsborough disaster and Child Sexual Exploitation and the impact of a relatively new Early Service Recovery Intervention process. Under this process, there is the opportunity to resolve some minor complaints quickly to the complainant’s satisfaction, without a full investigation being necessary.
The Panel was encouraged to note that SYP was, on the majority of measures, scoring better in the handling of complaints than its most similar forces, but said that it would welcome
Page 34 further information on the role of employees who were the subject of complaints/conduct allegations, for example whether staff are public-facing.
A number of ‘lessons learnt’ as a result of complaints were discussed. The Panel welcomed the proactive work of PSD around the inappropriate use of social media by officers.
Positive Culture Project
The PCC has asked the Panel to undertake a major project on the culture of the Force. He is keen to know whether there is evidence of a ‘lesson-learning’ culture. Entitled ‘Supporting a Positive Culture’, the project is expected to be completed before the end of 2018. A starting point for the Panel is the action plan which the Force has devised to respond to the five lowest satisfaction ratings in a survey undertaken by Durham University.
Already however, the Panel is aware of significant initiatives which are indicative of a positive culture, such as
The establishment of an Internal Ethics Committee to consider ethical dilemmas The Stop & Search Scrutiny Panel Well-being initiatives. Prior to the PCC commissioning work on this project, members of the Panel had undertaken interviews with officers and staff at different levels within the Force to discern attitudes and in particular, to establish the extent to which ethical standards are integrated into day-to- day practice. These interviews are continuing as part of the Positive Culture project.
Equality & Diversity The PCC has a statutory responsibility for equality and diversity within the Force, on which he asks the Panel to assist. Having expressed concern last year about the low percentage of BAME candidates for recruitment, relative to the ethnic diversity of South Yorkshire, members supported the development of Positive Action activity to encourage greater representation of BAME and female candidates in applications for promotion, and to reduce representation among leavers. In particular, The Panel received an equality evaluation of the promotion boards from Constables to Sergeant during 2017 and intends to compare this with 2018 data when available. Returning to recruitment, 2017 saw a reduction (by comparison with 2016) in the number of female applicants but an increase in BAME and VME applicants throughout the process. However, the proportions of female officers in SYP is ahead of the national benchmark, while the proportion of BAME officers still falls short. The Panel understands that the Positive Action Coordinator is conducting workshops for groups under-represented in the recruitment process.
Page 35 MEETINGS & AGENDAS
The IEP is supported by the Office of the Police and Crime Commissioner (OPCC) and we record our thanks to its staff, particularly Erika Redfearn, Sally Parkin and June Renwick, who have taken on the additional burdens of making the IEP work smoothly when they have much else to do. Senior officers of SYP also attend the Panel to deal with particular issues, and they are led wherever possible by either the Chief Constable or his Deputy. We express our appreciation of the openness of SYP in their reports and in discussion.
We have had five full meetings in the report period, but we also work on particular projects in smaller groups. The OPCC publishes the agendas and minutes of the meetings on its website, and reference should be made to those for a full picture of the matters which the Panel has considered.
Andrew Lockley
Chair Independent Policing Ethics Panel for South Yorkshire.
26 July 2018.
Page 36 Agenda Item 15 PUBLIC ACCOUNTABILITY BOARD 26th JULY 2018 FORCE PERFORMANCE UPDATE: EFFICIENCY, EFFECTIVENESS AND VALUE FOR MONEY
REPORT OF THE CHIEF CONSTABLE
1. PURPOSE OF REPORT
To update the Police and Crime Commissioner (PCC) with the progress South Yorkshire Police has made to meet the requirements of the PCC’s Police and Crime Plan (2017-2021) regarding Efficiency, Effectiveness and value for money.
2. RECOMMENDATION
The PCC reviews the report and considers whether further assurance is required in relation to progress the force made to meet the Police and Crime Plan requirements.
3. STATUTORY TEST OF VALUE FOR MONEY
As part of the audit on the annual accounts, KPMG, the auditors to the PCC and Chief Constable are required to assess that the PCC and Chief Constable are Value for Money. This assessment is in line with a model set by the National Audit Office. The latest complete assessment was for the year 2016/17 and both the PCC and Chief Constable were assessed as meeting these criteria. The statutory audit for 2017/18 is presently being undertaken.
4. STRATEGY FOR EFFICIENCY AND VALUE FOR MONEY
4.1 Whilst the Force has a track-record of delivering efficient services we are now successfully re-invigorating a holistic approach to the management of our resources which will support us in delivering a new medium term resourcing strategy which directly supports operational activity. It will also give us clear evidence of all the good examples the force has in making the efficient use of its resources to enable us in the PEEL assessment to move from requires improvement to good. 4.2 The past few years have been dominated by two factors in the development of our force budget and strategic plan. The significant cuts which were required as a consequence in the reduction of government grant received and the need to accommodate the impact of legacy issues related to Hillsborough and Child Sexual Exploitation in Rotherham. During the period 2010/11 to date, South Yorkshire Police received a 22.3% reduction in government policing grant, which in real terms was a 36.4% reduction in resources. The savings made to date approximate to almost £80M. We now need to move on and we need to be able to demonstrate clear excellence in the management of our resources. At the last Strategic Resourcing
1 Page 37 Board, we set out a draft timetable for our integrated planning process, which will include:
Strategic and operational priorities Demand management, financial planning reviewing the outcomes from the Force Management Statement and workforce planning
4.3 In order to ensure the Force and the PCC can further demonstrate improvements in productivity, and transforming services a new Efficiency and Value for Money Strategy is in development led jointly by the Force Director of Resources, and the PCC’s Chief Finance and Commissioning Officer. This Strategy will be complete in September 2018.
4.4 Governance
In order to ensure we have holistic processes for the management of our strategic planning, financial management, change and efficiency processes we have implemented new governance framework. The principal elements of which are:
Planning and Efficiency Group – Chaired by the PCC Senior Command Team – Chaired by the Chief Constable Strategic Resourcing Group – Chaired by the Director of Resources Strategic Change Board – Chaired by the Chief Constable Strategic Demand Board – Chaired by ACC (Local Policing)
4.5 Collectively these meetings determination the formulation of the strategic and policy, change programme, budget and workforce plan and oversee the successful delivery of our approved plans.
5. STRATEGIC PRIORITIES
5.1 The aim of the Police & Crime Plan 2017-2021 is for South Yorkshire to be a safe place to live, learn and work, supported by the three strategic priorities:
protecting vulnerable people tackling crime and anti-social behaviour (ASB); and enabling fair treatment.
5.2 This paper will address the outcomes required by the Police and Crime Commissioner regarding the efficiency and effectiveness and value for money of the services that he commissions from South Yorkshire Police.
5.3 The Outcomes relating to Efficiency, Effectiveness and value for money are:
2 Page 38 Resources are used well to provide value for money services to the public by:
Demonstrating the delivery of efficient and effective services that meet the policing and crime needs of South Yorkshire, pooling funding where a better service to the public would be achieved Ensuring financial planning is fully integrated in strategic planning and decision-making Delivering an Estates Strategy that is aimed at maximising and making best use of the wider public estate, taking advantage of opportunities to share premises whenever appropriate to do so Reporting regularly on successful delivery of agreed savings plans and the capital programme Working with Regional Procurement to drive down force spend and produce savings Improving individual and service area productivity by focussing on wellbeing, working smarter, and equipping officers and staff with the right training, equipment and technology Understanding current and future demand on police and partners, acknowledging the effect savings plans may have upon each other, to enable comprehensive workforce planning
6. Demonstrating the delivery of efficient and effective services that meet the policing and crime needs of South Yorkshire, pooling funding where a better service to the public would be achieved
6.1 Designing of efficient and effective services 6.2 Services are currently designed using the following organisational design principles as agreed by the Strategic Change Board for the force. Adherence to these design principles will support the force to design efficient and effective services that meet the policing and crime needs for south Yorkshire. 6.3 SYP Organisational Design principles: 1) Front line services will be proportionate to the needs of the citizens they serve. 2) Front line services will be in the area they serve wherever possible, aligned with geography and the community unless this is not appropriate due to the level of complexity or specialist capability. 3) The corporate assets will be utilised to best effect. Cost as well as location should always be considered. 4) When carrying out organisational design, collaboration will be considered as a matter of course. When designing a new service, ensure that we have explored collaboration with partners in order to enhance the benefits that can be gained from undertaking the change. 5) Any new processes will look to maximise the technology investments already made, innovating as a matter of course. 6) Services will be designed based on an understanding of the demand they will face. 7) We will look to create a positive environment to maximise the talent of our people.
3 Page 39 8) When designing new services, meaningful consultation should take place with people, public and other stakeholders, specifically those who work within that service and those which the service serves. 9) Where there is good practice already we will look to build on what works 10) Utilising technology to work in an ‘agile’ way will be considered as a matter of course when carrying out organisational design.
6.4 Key examples of service redesign over the past 12 months: 6.5 Neighbourhood Policing 6.6 The implementation of neighbourhood teams across the force in September 2017 has delivered numerous benefits for the public of South Yorkshire, and we are continuingly working to measure the effectiveness of these. The primary benefit for the Local Uniformed Policing Review is to reduce our demand through a proactive approach, which will increase public perception of the visibility of neighbourhood policing and see increased engagement between neighbourhood teams, the public, community groups, partner agencies and businesses. As well as this, the new neighbourhood teams have enhanced problem solving capabilities, and have been able to improve the quality and speed of interventions to identify and protect vulnerable people.
6.7 Crime Services 6.8 Phase 1 of the Force Crime Review has focused on three capabilities that were assessed as being key strategic risks, based on the assessment of capacity and capability to meet current and future predictable demand; Protecting Vulnerable People (PVP), Crime Investigations Unit and Specialist Crime Operations. By restructuring the service delivery in these areas, we have been able to increase operational capacity without incurring additional costs. Alongside this, we have supported the implementation of the Crime Support Hub, which reduces workloads for district sergeants and investigative resources, and the creation of the Investigator Development Unit, which helps newly graduated Investigation Officers consolidate their learning, build experience and achieve accreditation in line with national standards.
6.9 Having now implemented, phase 1 the force will begin Phase 2 of the project, which focuses on other workstreams within the Force Crime Unit. The team will also assist the Crime Support Hub to incorporate further crime types in to its portfolio in the near future, which will help to reduce demand on districts even further.
6.10 Communications service 6.11 The Corporate Communications Review and subsequent redesign of service began in November 2017 and is currently being implemented. Overall the option that was chosen to be implemented brought value buy increasing both resilience and capacity within the department whilst saving around 4.5% against baseline budget. 6.12 The Project is in the implementation phase and benefits will be measured to ensure that the claimed improvements are being realised moving forward.
4 Page 40 6.13 Collaboration with partners (Pooling our funding) 6.14 Police collaboration is not a new phenomenon and the Force has a history of working with others to improve the value and quality of the services it delivers. The Force remains committed to collaborating whenever it is in the interests of effectiveness and efficiency to do so, at present the organisation spends around £40m in directly collaborative teams approximately a further £40m in close multi-agency teams. 6.15 The Force has a larger than average collaborative portfolio with collaborations of varying maturity and significance. There are a number of long standing collaborations with other Police forces on areas such as Information Systems, Procurement, Serious & Organised Crime, Forensic Services, Underwater Search, Legal Services amongst others. These collaborations have brought about substantial savings and helped increased the value for money agenda of the Force through the pooling of assets and resources, increased buying power and the use of shared services. For example, the Information Services which is delivered as a shared service with Humberside Police has delivered a 27% reduction in resourcing which equates to £640,000 per year. A further example is the shared Regional Procurement function, which has harnessed increased buying power to improve value. This approach has saved the Force over £7.6m in both cashable and non-cashable savings since 2014. 6.16 In January 2017, the Force appointed an Innovation & Collaboration Manager to lead the development of the Forces collaborative portfolio. Since this time, the Force has continued to enter new collaborations when it represents the best balance of cost, quality and sustainability. Part of this has also be seeking to diversify those it works with; a particular focus has been on both Local Authorities and the Fire Service. An example of this is the creation of a Joint Community Safety Department with South Yorkshire Fire & Rescue, which pools together skills, assets, information and resources to provide a better service to the public. This has saved the Force £175,000 in management costs alone. To demonstrate its commitment to gaining value through collaboration the Force and the fire service has also recently recruited three new collaborative posts. A Head of Joint Estates and Facilities Management to explore and develop opportunities based around a shared service and a more holistic use of the estate. A Head of Joint Vehicle Fleet Management to create a collaborative management and support function around the respective teams to increase value and quality. A Shared Project Manager has also been recruited to help develop opportunities further between the two services. While these posts generate financial savings in their own right, the real intention is for them to help develop and unlock further and more substantial opportunities to increase value for both the Force and the wider public purse. 6.17 The Collaboration effectiveness framework 6.18 The Force recognises it needs to be able to demonstrate the performance and benefit of collaborative activity against the costs they incur. Only by regularly and proportionately assessing the value, benefits and future plans of collaboration can the Force be satisfied it represents the best way of delivering value while maintaining appropriate service delivery. To achieve this the Force has recently introduced a new Collaboration Effectiveness Framework and an accompanying Collaboration Review Board to ensure collaborative services continually deliver for the Force and where action needs to be taken make recommendations to SCT.
5 Page 41 6.19 The Collaboration Effectiveness Framework and the Collaboration Review Board help support the Force’s value for money agenda. The framework addresses issues such as ensuring that appropriate cost benefit analysis has been completed, comparisons to MSGs and national averages. Other elements seek to identify what access to additional skills, assets and resources collaboration achieves and how this delivers value. The framework also assesses how the collaborative costs and service delivery compare to a single organisation approach. 6.20 Working in this way ensures the costs the force incurs (both directly and indirectly) are known and presented alongside the benefits they deliver. Only by doing so can the Force be satisfied that public money is being well spent and value is being delivered. Both the framework and accompanying board are led by Innovation & Collaboration Manager and are owned and led at an executive level by the Deputy Chief Constable. This approach helps ensure there is sufficient authority to see through any recommendations that are made. The Board also has the ability to put supported recommendations to the Chief Constable and Police & Crime Commissioner. 6.21 Evidencing the value of collaborations in this way ensures the Chief Constable can be assured that collaborations are delivering and make required changes when they are not. It also assists the Chief Constable in demonstrating to the Police & Crime Commissioner and HMICFRS how the Force is working with others to take advantage of the benefits of collaborative working and the value it achieves.
7. Ensuring financial planning is fully integrated in strategic planning and decision-making
7.1 Successful financial planning linked to the workforce plan and demand data is vital for ensuring the delivery of the overall police and crime plan.
7.2 In relation to financial planning each month a detailed budget monitoring report is presented to Planning & Efficiency Group (PEG), the Strategic Resourcing Board (SRB) and also Senior Command Team (SCT) to ensure that new priorities can be accommodated and unforeseen changes managed within the resources available to the force. The past 12 months has been particularly difficult, as the force has had to absorb the costs of pay awards higher than envisaged and also meet the costs of responding to an increased football programme and respond of an increased level of national activity relating to terrorism. Notwithstanding that in the financial year 2017/18 the force managed to deliver our financial plans with a small underspending
7.3 To manage the overall financial plan the force has a detailed medium term resource strategy which is updated on a monthly basis and presented to PEG. This strategy is based on sound assumptions which have been agreed between the Metropolitan Force Finance Directors. The plan also includes our assessment of future savings and future development opportunities. In recent years, the development of the medium term resource strategy has been made more difficult as a consequence of the management of legacy issues. In relation to this, ongoing work is being undertaken led by the Chief Executive and Chief Finance and Commissioning Officer to agree a medium term funding strategy with the Home Office, which will enable us to further improve our financial planning.
6 Page 42 7.4 In relation to the management of finance in the past year, the force has undertaken the Chartered Institute of Finance and Accountancy (CIPFA) financial management model to enable it to benchmark its finance function against a national model. We are piloting this on behalf of the police service. We currently have an action plan to address areas for improvement. Similarly, in the past 12 months we have invested in all our finance business partners (Operational Management Accountants) in completing jointly with West Yorkshire Police the CIPFA level 7 qualification in relation to business partnering. This ensures that each of our districts and departments have access to good financial advice which will enable them to better manage their resources.
7.5 We also have to ensure we have a successful scheme of governance to underpin the financial management in the organisation. In the past year financial regulations, standing orders relating to contracts and financial instructions have all been updated. We have also embraced a new form of governance for districts and departments entitled the Organisational Infrastructure Model, which has been devised by Rob Winter our Chief Internal Auditor. This model won the good governance award at the Public Finance Innovation Awards 2018.
8. Delivering an Estates Strategy that is aimed at maximising and making best use of the wider public estate, taking advantage of opportunities to share premises whenever appropriate to do so
8.1 South Yorkshire Police has a published estate and asset management strategy, which was prepared prior to the implementation of the new target-operating model. Recently South Yorkshire Police jointly with South Yorkshire Fire and Rescue Service has appointed a new Joint Head of Estates Louise Murray and her principal objective is to develop a new estates strategy, which looks for opportunities to collaborate with the fire service and other public partners across South Yorkshire. As part of this, she is a member of joint working arrangements with each of the Local Authorities in trying to determine a countywide one-place agenda.
8.2 To manage the development of the estates strategy we have re-established an estates board chaired by the Police and Crime Commissioner. We have also recently undertaken national benchmarking carried out by CIPFA in relation to our estate. This compares our costs with other organisations, but also shows us detailed benchmark information on each of our individual buildings
8.3 In terms of the benchmark data it highlights the average spend of all forces is £130 per square metre of accommodation and South Yorkshire Police spends £93 per square metre. This places South Yorkshire Police at the lower end of the second quartile. In terms of how the accommodation is used, the all force average is 20.3 square metres per fte while South Yorkshire Police’s average is 20.7 square metres per fte.
9. Reporting regularly on successful delivery of agreed savings plans and the capital programme
7 Page 43 9.1 As part of our published budget, South Yorkshire Police has a detailed savings plan and capital programme. Each of these is monitored on a monthly basis at PEG, SCT and SRB and corrective action is taken where necessary.
9.2 Our savings plan for 2018/19 anticipates the force delivering £6.1M. As at the 30th June 2018, we are confident that 4.3M of those savings have been implemented.
9.3 In terms of the capital programme, the Strategic Resourcing Board is now proactively managing it more than in previous years. There has been a significant impetus to ensure that all schemes get early approval for them to proceed to ensure that they can be delivered in a timely manner. Through the SRB also having membership from the Regional Procurement unit that also ensures that appropriate attention is paid to the procurement processes, which often take longer than anticipated. In terms of the estates schemes they are now also being actively monitored through the Estates Board and each of the major IT programmes has its own governance boards. As we have gone through a period of major transformational change in relation to IT, there are many interdependencies between the major projects which have seen slippage and they have been supported by very active contract management of our suppliers.
10. Working with Regional Procurement to drive down force spend and produce savings
10.1 It is recognised that effective procurement arrangements are fundamental to achieving organisational success for the four forces of Yorkshire and The Humber in delivering their corporate priorities and contributing to the outcomes within each individual Police and Crime Plan. 10.2 In support of the collaborative agenda, the Regional Yorkshire and Humber Procurement Team was established in 2012 and works in partnership with each force and the National Police Air Service (NPAS), ensuring that activity is prioritised in line with individual Police and Crime Plans. The overarching aim is to ensure that all opportunities to adopt regional collaborative approaches are exploited in the pursuit of value for money. In the past year, the team have become the first police procurement unit to be accredited by the Chartered Institute of Procurement and Supply. They have also attained the ethical procurement standard. 10.3 The four forces currently spend in excess of £220 million per annum on goods and services. The Procurement Strategy sets out the commitment to achieve value for money for the public purse through all procurement and commissioning activity, in order to both protect frontline services and support a sustainable economic environment.
10.4 In performing this role, the Procurement Team engage and work in partnership with providers in the public, private as well as voluntary & community sectors. At all times the Forces must secure value for money and demonstrate that public funds are being spent responsibly and equitably.
10.5 The team consisting of 38 Procurement professionals, work within a Category Management business model to maximise the benefits from procurement collaboration for categories and sub-categories of works, goods and services. The key categories are:
8 Page 44 Estates and Facilities Management Transport IT/ISD Crime & Forensics Policing Corporate Services Aviation
10.6 Category Strategies and underpinning forward plans have been established for each category area. These are complemented by savings and benefits plans. 10.7 The team manage region wide contracts and provide strategic and commercial support to other business areas that are responsible for managing business critical contracts. 10.8 They are also responsible for monitoring and reporting performance and benefits tracking to the Police and Crime Commissioners, the Regional Collaboration Board, Force Command Teams, and the Home Office. 10.9 Over the last five years, the team have delivered over £30m of cashable savings on behalf of the four forces and have actively supported the National Collaborative law Enforcement Procurement (CLEP) Programme. These savings include the tender to provide police vehicles for 23 Forces. To sustain the ongoing delivery of savings and to embed new collaborative ways of working it is acknowledged that additional resource is required within the team. Work is underway with the regional Financial Leads and PCCs to explore such ‘invest to save’ resource opportunities. 10.10 The Regional Procurement Team are national commercial leads for the Fleet and Aviation categories and therefore in order to pursue both additional savings and efficiencies and ensure that goods and services procured are fit for modern policing, extra resource will be required to support these activities. A bid will be made to the National Collaboration Board to seek interim resources, in order for work to commence on these category areas.
9 Page 45 The following specific savings have been reported to the Home Office for South Yorkshire Police in 2017/18
Cashable Non-Cashable Savings Savings
Vodafone Consolidation £239,040
Victim Assessment & Referral Service £238,297
Taser Replacement £8,250
Soft Shell Jacket & Microfleece £6,579
DX Mail £3,222
Community Messaging Alerts System £3,042
Uniform Trouser £891 £3,588
Uniform Accoutrements £526
Tax Advisory Services £350
Scale Out Storage Solution £208,073
Asset Refresh £89,664
Niagara Refurbishment £69,658
NCA Ecclesfield - Accommodation Refurbishment £61,540
Digital Interview Recording Equipment £24,004
Switch Hardware £21,201
Dog Vehicles £19,236
Provision of Vehicles £12,882
Training Course & Accommodation Provision £12,000
Nunnery Square Roof £9,985
User Satisfaction Surveys £7,479
Body Armour £7,330
Body Worn Video £5,857
Trust & Confidence Baseline £3,251
Cash Collection £2,000
TOTAL SAVINGS - FY 2017/18 £500,197 £557,748
10 Page 46 11. Improving individual and service area productivity by focussing on wellbeing, working smarter, and equipping officers and staff with the right training, equipment and technology
11.1 In recent years, one of the Police and Crime Commissioner’s priorities in his capital strategy has been to invest in new technology to make the force more affective. The principal programmes have been:
Connect (a new Criminal Justice and Crime Management system) Smart Contact (A new contact management system) ERP (which supports out enabling services) Mobile Data (to ensure our frontline officers have access to technology when they are working in the community) New IT Infrastructure
11.2 As this phase of our information technology strategy comes to an end, work continues in ensuring particularly the successful implementation of Smart contact and also looking for better ways of using the data we have to inform better decision making in the future. In the coming months our new Head of IT will produce a new IT strategy which will see the implementation of such as body cams, better integration with CCTV and better data analytical tools to drive more effective use of policing resources. 11.3 South Yorkshire Police has a very successful fleet operation and in the coming months, we are investing in telematics for each of our operational vehicles, which will enable us to determine that our fleet is of an optimum size and that the resources are being used effectively. In terms of our vehicle fleet, our vehicles are all procured on the back of a North of England contract put in place by our Regional Procurement Unit and benchmarking has shown that both the purchase price and cost per mile of operating our fleet is highly cost effective. A key part of running a fleet is also the vehicle availability and the force regularly has 96% of its vehicles on the road. 11.4 In the past years, there has been significant changes in the management of a workforce planning and the previous arrangements having shared resources with Humberside Police are being reviewed. In December, the force recruited its own Head of HR, Joanne Jackson and she is presently re-structuring HR Services to more proactively support the force. In relation to workforce planning, finance staff have been relocated to work alongside the workforce planning team to ensure that our financial and people resources are managed in a harmonised way to enable a revised workforce plan to support the target operating model.
11.5 The force has continued to invest significant sums in training staff to ensure they have the appropriate skills and they are also undertaking appropriate CPD. As a consequence of the significant IS investment programme a large amount of resources have been spent in training people to use the new systems and new equipment. To manage this process the force has a costed training plan and is at the present time developing a new learning and development strategy.
11.6 There have been a significant number of pressures on the force including the reduction of resources which has meant officers and staff have had to become more productive. It is therefore important that we support them with a good wellbeing agenda. ACC David Hartley chairs the force Wellbeing Executive Board and has held
11 Page 47 conferences in order to give people appropriate tools to support them in their day-to- day activity. The force has also invested significantly in occupational health. In this financial year, there will be a significant impetus to further improve the wellbeing agenda.
12. Understanding current and future demand on police and partners, acknowledging the effect savings plans may have upon each other, to enable comprehensive workforce planning
12.1 Demand is forefront to the restructuring of the force. South Yorkshire Police have invested £1.2m per annum in a new Business Change and Innovation Team to not only provide capacity and expertise around change, but also address key elements such as understanding demand, demand management benefits, collaboration and innovation, and benefit realisation.
12.2 South Yorkshire Police, through the Strategic Demand Board, have a demand management strategy and roadmap, which gives direction for the Force to;
Use demand to inform our target operating model Develop and maintain a comprehensive understanding of demand Use qualitative data and information to add context and enhance prediction Join and coordinate internal and external analytical resources and expertise Work with partners to understand and reduce demand on each other Use partners demand to identify and reduce latent demand Identify and focus on key areas of demand Process improved and failed demand across the organisation Inform long term planning and decision making Report on demand to internal and external stakeholders Underpin its methodology through incorporating best practice across policing, public sector and the wider industry
12.3 The Business Change and Innovation Team have developed resource models and demand profiles across a wide range of business areas (over 30) as part of its Safer South Yorkshire Change Programme. Key examples of this are for:
Crime Review Local Uniformed Policing Review (Neighbourhood Policing) Atlas Court (Communication Centre)
12.4 Costed transition plans are aligned to the workforce and financial plans, through working with HR and Finance to balance cost, operational risk and recruitment viability. The force uses Simul8 software to develop demand calculations, which is refreshed / updated to show monthly trends over specified periods utilising partnership data. 12.5 Demand Informing Decision Making 12.6 Due to the progress made by BC&I and the force in understanding its demand, HMICFRS have recently removed the cause for concern from the force with regard
12 Page 48 to understanding our demand. The force has recently been sharing its good practice with partners from other forces as well as national government agencies.
12.7 BC&I is also linking its resource models with HR Workforce Planning – overlaying the Leavers profile and factoring in abstractions to understand for example the potential implications on resource availability of changes to police recruitment pathways such as the Police Education Qualifications Framework 12.8 Working with partners 12.9 South Yorkshire Police have agreed with each of the four local authorities to invest in joint neighbourhood teams. The objective is to maximise our involvement fully. Across the county, there are different operating models with the four local authorities being diverse entities. 12.10 Barnsley district is the longest established, with co-located teams from the local authority and police being tasked jointly around common agendas to reduce crime, harm and demand. The remaining boroughs are at varying stages of development whose partners are moving in the same model. The Chief Constable has met with the local authority lead officers and politicians, promoting the approach, sharing the vision. 12.11 Whilst the four local authorities are significant partners, they are by no means the only ones that the force engages with. Housing providers, health and the third sector are engaged and committed to this approach, as they too recognise the opportunity to improve service, increase effectiveness and reduce waste. 12.12 The force has had for some considerable amount of time officers embedded within the Youth Offending Team, across the county. This investment into early interventions is effective and efficient. In Rotherham, the number of ‘First Time Entrants’ has declined significantly and is below regional and national trends. The decline is attributed to the introduction of a triage system in which young people are assessed prior to receiving a formal criminal justice disposal. The triage arrangement was introduced in October 2016 and, since this time, there has been a reduction in First Time Entrants of 41%. 12.13 Diversion records findings are encouraging showing a 5% reoffending rate over a 12- month period. 12.14 Each borough also has a well-established Integrated Offender Management Teams and processes. The force invests in partnership working to own and manage repeat offenders to reduce the harm caused by crime and its resultant demands. 12.15 SYP continues to develop its relationships with partner organisations not only at local operational, tactical and strategic levels but also centrally to compile an organisational strategic understanding of demand both from and to partner organisations. This will drive and inform ongoing working with partner organisations with the aim of collectively managing and reducing demand across our services. 12.16 Understanding Trends
13 Page 49 12.17 Business Change and Innovation department regularly refresh resource models to build and improve its understanding of Response demand including incident attendance, crime investigation and finding missing persons. These resource models developed as part of the Force’s Change Programme take account not only of the ‘volume’ of each demand type but also the resource ‘effort’ (staffing levels) required to meet this demand, complexity of tasks and resource abstractions. These regular updates are allowing the Force to understand how this Response demand changes throughout the year and over time illustrate the longer-term trends.
13 Promoting Sustainability through the Sustainability Strategy 2016-2020
13.1 Sustainability
13.2 South Yorkshire Police is committed to sustainability and employs a Sustainability Manager, supported by a network of Sustainability Champions, to develop and implement the Force Sustainability Strategy. Key achievements include:
Installing green energy technology to reduce carbon emissions and save money. Technologies include solar panels, LED lights, biomass boilers, more efficient IT, free cooling technology, the use of mobile data and connecting two buildings to low carbon district heating networks in Sheffield. Managing the Force’s carbon emissions to reduce its carbon footprint. The Force has achieved a 37% reduction in 2017 (based on 2009/10 baseline). Managing waste effectively, recycling various waste streams. In 2017, the Force launched a new furniture reuse system. Supporting and launching alternative staff travel initiatives to promote health and wellbeing and reduce CO2 emissions. In 2017 the Force offered its staff a Cycle2work salary sacrifice scheme, generating £18,000 savings, £9,000 income and providing bikes for 187 employees Continuing to run a fleet of ten Vauxhall Amperas, trailing Nissan Leaf vans and hybrid vehicles and planning to procure additional electric vehicles to reduce emissions and improve the Fleet’s efficiency Maintaining the Force’s commitment to the principles of Eco-driving by teaching appropriate techniques within the driver-training programme.
Chief Officer Lead: Nigel J Hiller Director of Resources
Report Authors: Nigel J Hiller Director of Resources Matt Bradshaw Programme and Portfolio Manager
14 Page 50 Agenda Item 16
Joint Independent Audit Committee Exception Report Exception Report Report Author Chair of the Joint Independent Audit Joint Independent Audit Committee Date of the Report Committee 9 July 2018 (for PAB on 26 July 2018) Urgent: No Where “Yes”, the Chair of the Joint Independent Audit Committee should immediately notify the Commissioner of the matter considered urgent and set out in this section the reason(s) for such urgency. Restricted: No The Chair of the Joint Independent Audit Committee should indicate which, if any, aspects of the report should be restricted, along with the associated rationale. Level of assurance A narrative summarising the level of overall assurance from the Chair should be provided in this section. The content of the following table should guide the report author in offering a level of assurance:
Level of Assessment Assurance 1 Significant gaps / weaknesses exist or controls non-effective (generally non compliant) 2 Some gaps / weaknesses exist or controls only partly effective (partial compliance) 3 Some minor gaps / weaknesses exist but generally strengths outweigh weaknesses and controls are generally effective (generally compliant) 4 Very few or no gaps / weaknesses exist and controls are effective (fully compliant) Updates and Exceptions
The Committee assists the PCC in discharging his statutory responsibilities around holding the Force to account which contributes towards enhancing public trust and confidence in the governance of the Office of the Police and Crime Commissioner (OPCC) and South Yorkshire Police (SYP).
The Joint Independent Audit Committee met on the 26 June 2018.
The following reports were discussed resulting in the Committee giving an overall assurance of level 3 to the PCC. Level 3 indicates some minor gaps / weaknesses exist but generally strengths outweigh weaknesses and controls are generally effective (generally compliant).
Page 51 Joint Independent Audit Committee Exception Report
Draft Annual Governance Statement 2017/18 (OPCC and SYP) Budget Monitoring Outturn Report 2017/18 Draft Statement of Accounts 2017/18 Head of Internal Audit’s Annual Report and Opinion 2017/18 JIAC’s Annual Report 2017/18 Review of the Committee’s Terms of Reference Internal Audit Progress Report Supply and delivery of a uniform all climate shirt Code C of the Police and Criminal Evidence Act 1984 – Codes of Practice Compliance – South Yorkshire Police Internal Audit Charter 2018 - 2020 Annual Audit Letter 2018/19
Exceptions for noting:-
1. Members welcomed the positive direction of travel provided by the Head of Internal Audit’s Annual Report 2017/18, although concern was raised that the Head of Internal Audit’s audit opinion did not completely align with the Force’s Annual Governance Statement.
2. Members congratulated the OPCC and Force on their draft Annual Governance Statements which were considered much improved documents on previous years.
3. The draft Statement of Accounts was being considered by the External Audit team, no significant issues had been identified at the time of the meeting.
4. An annual review of Committee’s Terms of Reference had been undertaken in conjunction with the Chartered Institute of Public Finance and Accountancy (CIPFA) guidance. Members were content that the Terms of Reference remained fit for purpose.
5. Members requested further information around how the Force monitored actions and recommendations following audits and reviews from three areas: internal audit, external audit and HMICFRS reviews, the following actions were agreed:-
A summary be prepared on how the process currently works - to be prepared for the July meeting
Schedule to be compiled on current positions (where we are now) – to be prepared for the July meeting
A list of information to be published as part of the Specified Information Order – to be prepared for the September meeting. This is linked to a long-standing recommendation around compliance with transparency requirements.
Page 52 Joint Independent Audit Committee Exception Report
Recommendations The Commissioner is recommended to consider and comment on the exceptions and overall level of assurance provided by the Joint Independent Audit Committee.
Report author details Name: Melvyn Lunn, Chair of the Joint Independent Audit Committee
Signed: M Lunn Date: 9 July 2018
Page 53 This page is intentionally left blank Agenda Item 17
PUBLIC ACCOUNTABILITY BOARD
OF THE SOUTH YORKSHIRE POLICE AND CRIME COMMISSIONER
26TH JULY 2018
REPORT OF THE CHIEF CONSTABLE
TRUST & CONFIDENCE STEERING GROUP UPDATE
1 PURPOSE OF REPORT
The Trust and Confidence Board has been meeting monthly. This report is to update the Police and Crime Commissioner on progress.
2 SUMMARY OF OPTIONS, RECOMMENDATIONS AND DECISION REQUIRED
The Police and Crime Commissioner is asked to note the contents of this report and comment on the progress of work so far.
3 BACKGROUND
The Trust and Confidence Steering group was established in September 2017. It meets monthly and is Chaired by the Assistant Chief Constable for Local Policing, David Hartley.
A number of workstreams have been identified and will be reported to the Public Accountability Board by exception on a quarterly basis. These workstreams are kept under review and are revised where appropriate as and when any new key drivers of trust and confidence are identified. The embedding of the new Performance Management Framework has also led to other workstreams being identified.
4 WORKSTREAM UPDATES
a. Baseline Assessment of Public Trust and Confidence in SYP
The independent Baseline Assessment of Trust and Confidence in South Yorkshire Police was carried out between October and December 2017 by independent research organisation SMSR Ltd.
The assessment was jointly commissioned by the office of the Police and Crime Commissioner and South Yorkshire Police.
The results were presented to the Public Accountability Board in April. Since then they have also been presented to the Police and Crime Panel, the Countywide Community Safety Forum, the Local Criminal Justice Board and the Independent Advisory Panel for Minority Communities. 1 Page 55 Work to understand the disparity between the views of victims and non-victims to identify which part of the victims’ journey has the most adverse affect on their confidence is underway, led by the OPCC and supported by SYP. Focus groups with victims are currently place and an on-line survey is in development. This work is due to report back later this year.
The possibility of repeating this survey in 2019 is currently being explored. b. Independent Advisory Groups
The Strategic Independent Advisory Panel (IAP) for Minority Communities has been re-established this month and met for the first time under the new Chair (Zaiada Bibi). The IAG consists of members from a diverse range of communities and now includes representation from the Force-led District Independent Advisory Groups (IAGs).
The IAP aims to advise the Police and Crime Commissioner, South Yorkshire Police and relevant partners on working with and delivering accessible and responsive policing related services to minority communities by:
Assist in assessing the impact on minority communities of implementing new and existing policies and services; Monitor and review performance on promoting equality in all areas of policing; Advise on ways to maintain and increase the trust and confidence of minority communities in policing; Advise on effective ways of engaging with minority communities; Network and proactively engage with the minority community in order to advise on current minority community and policing issues; Recommend options / solutions on any issues raised Advise on improving police and community relations. Act as a ‘critical friend’ to the Commissioner and provide support to ensure minority community issues are reflected in the PCC’s police and crime plan.
Each of the districts has established a dedicated Independent Advisory Panel consisting of 10-15 members. Each Panel is now meeting quarterly and has an independent chair and a Force lead.
The District IAGs will provide updates through the Strategic IAP MC to enable joined up working between the IAGs. c. Community Alerts
Over 11,000 people (11,162 – 17.07.18) have now signed up to Community Alerts, providing information directly to South Yorkshire residents from over 260 officers/police staff.
2 Page 56 A mobile kiosk is being used at events and in high footfall areas, including shopping centres around the county to enable people to sign up whilst out and about.
The system provides a range of information to followers, from information about where and when they can meet their local neighbourhood policing team to advice and information on scams to local burglary information. It allows followers reply direct to their neighbourhood policing team as well as enables them to rate the messages they are receiving and is proving to be popular amongst residents.
Work is ongoing to continue to sign up as many South Yorkshire residents as possible to ensure they can receive relevant and local information and updates from South Yorkshire Police.
The sign up within South Yorkshire is leading the many forces with Alerts, other than West Midlands Police who four times the take up of any other force. WMP have bespoke software called ‘Origin’ which maps community specific information with a clear dashboard of sign up performance. SYP are currently preparing a business case to consider implementing ‘Origin’. d. Neighbourhood Policing
Neighbourhood Policing Structures are embedded fully across the force, with team coverage for all our communities. Following the Chief Constables consultation roadshows in advance of the re-introduction, follow up public meetings have now taken place across all districts to offer update from the Chief on the progress on the commitment given.
To fully embed all elements of engagement within Neighbourhood Policing Teams (NPT), a 12 week Delivery Plan was conducted which closed in June 18. This focussed upon the consistent delivery of:
Force minimum standards for engagement framework. Definition of PACT, drop in’s and other face to face opportunities – all marketed on SYP Alerts and force website. Define visibility with a purpose – direction of PCSOs to maximise visibility engagement at identified priorities. Smart community messages – taking Mosaic, baseline assessment and local teams professional knowledge to define how we communicate and engage with different sections of our community. Website excellence NPT Profile on a Page - simple to understand priorities. Neighbourhood Watch SYP Alerts – a huge drive on community alerts sign up delivering community specific updates. Minimum standard and standardisation in the use of social media Stakeholder engagement – inform the advocates. A structured and consistent plan – key focus on elected members. Community Assets mapped – understand where support, partners and advocacy is available
3 Page 57 e. Trust & Confidence Improvement Plan
Each District has a trust and confidence improvement plan, which incorporates all the elements of the 12 week delivery focus, plus the necessary management information to inform progress towards that improvement.
This additional management information flows from the Strategic Performance Framework.
Each district, in turn, reports back to the Trust and Confidence Steering Group providing an update and accountability on progress made so far, and the future plans and developments. f. Stop and Search
South Yorkshire Police are in the process of addressing a significant drop in the volume of stop and searches being conducted. This is reflective of a national trend following increased scrutiny of the use of search powers and concerns that they were being used indiscriminately. South Yorkshire has always bucked this trend with very few complaints or community tension arising from stop and search use. However, the force is a signatory of the Best Use of Stop and Search Scheme (BUSSS) and as such has complied with the enhanced scrutiny requirements.
Due to concerns around the decline in the use of proactive search powers, the force lead has launched a training package and accompanying engagement campaign in order to simplify the guidance to officers about when it is appropriate to use stop and search. This is called “SEE, KNOW, SUSPECT” and has involved training of all staff, intranet articles and used “myth busting” videos designed to improve knowledge and confidence in front line staff. It also gives staff a clear framework for describing their rationale for using search in a way that the public can easily understand.
Since the launch of the SEE, KNOW, SUSPECT programme, South Yorkshire Police has seen a rise from approximately 160 searches per month to 200 per month (a 20% increase). Along with the increase, the percentage of “positive outcomes” (where the subject has been arrested, cautioned or otherwise dealt with for an offence) has risen from 20% to 30%. Whilst this increase is still relatively new, the force is making every effort to ensure these increases are sustained whilst maintaining ethical practices.
In order to ensure that legitimacy is maintained the force has continued to hold “Improvement panels” where members of the public can examine real search records and offer an opinion as to whether the searches where justified. They are held every six weeks and attendance includes community members, academics, students, officers and members of the Independent Ethics Panel. Soon members of the panel will be able to accompany officers on patrol to directly observe the use of search powers.
4 Page 58 The revised Best Use of Stop and Search Scheme (BUSSS 2.0) is currently with the Home Office and is likely to slightly amend the requirements and time limits for use of Section 60 authorisations under the Criminal Justice and Public Order Act, otherwise known as blanket search powers. South Yorkshire Police is sighted on these changes and have already implemented measures to ensure compliance; these are detailed on the South Yorkshire Police internet site.
5 RECOMMENDATION AND DECISION REQUIRED
The PCC is recommended to:
Note the progress of the Steering Group so far and give any recommendations for further work he may consider to be needed.
CHIEF OFFICER LEAD : ACC DAVID HARTLEY
REPORT AUTHORS : ACC DAVID HARTLEY & FIONA TOPLISS
5 Page 59 This page is intentionally left blank Agenda Item 18
PUBLIC ACCOUNTABILITY BOARD
OF THE SOUTH YORKSHIRE POLICE AND CRIME COMMISSIONER
26TH JULY 2018
REPORT OF THE CHIEF CONSTABLE
CHILDREN’S ACT 2004 – SECTION 10 & 11 – ASSURANCE REPORT
CHIEF OFFICER LEAD : ACC TIM FORBER
REPORT AUTHOR : D.SUPT MEL PALIN
1 PURPOSE OF REPORT
To provide an overview of the Force’s arrangements in relation to the Chief Constable’s duties in safeguarding children and the promotion of child welfare imposed under sections 10 and 11 of the Children’s Act 2004. The report also includes the effectiveness of partnership working in relation to our delivery.
2 SUMMARY OF OPTIONS, RECOMMENDATIONS AND DECISION REQUIRED
The OPCC is recommended to consider the information provided.
3 BACKGROUND Children’s Act 2004 Section 10 of the Children’s Act 2004 requires each local authority to make arrangements to promote cooperation between the authority, each of the authority's relevant partners and such other persons or bodies who exercise functions or are engaged in activities in relation to children in the local authority’s area, as the authority considers appropriate. The arrangements are to be made with a view to improving the well-being of children in the authority’s area – which includes protection from harm and neglect alongside other outcomes. Section 11 of the Children’s Act 2004 places duties on a range of organisations and individuals to make arrangements for ensuring that their functions, and any services that they contract out to others, are discharged with regard to the need to safeguard and promote the welfare of children. Section 13 of the Children’s Act 2004 requires each local authority to establish a Local Safeguarding Children’s Board (LSCB) for their area and specifies the organisations and individuals that must be represented on the Board. The police are subject to the section 11 duties set out below. Under section 1(8)(h) of the Police Reform and Social Responsibility Act 2011 the police and crime commissioner must hold the Chief Constable to account for the exercise of the latter's
Page 61 duties in relation to safeguarding children under sections 10 and 11 of the Children’s Act 2004. Section 11 places a duty on:
local authorities and district councils that provide children's and other types of services, including children's and adult social care services, public health, housing, sport, culture and leisure services, licensing authorities and youth services NHS organisations, including the NHS England and clinical commissioning groups, NHS Trusts and NHS Foundation Trusts the police, including police and crime commissioners and the chief officer of each police force in England and the Mayor's Office for Policing and Crime in London the British Transport Police the National Probation Service and Community Rehabilitation Companies Governors/Directors of Prisons and Young Offender Institutions Directors of Secure Training Centres Principals of Secure Colleges Youth Offending Teams/Services.
It should be noted that each of the 4 local authorities in South Yorkshire undertakes a section 11 assessment across all agencies to ensure that their duties are being met. Though there is not a designated time period in legislation they are often completed every two years. South Yorkshire Police has contributed to each of these assessments.
DUTIES AND SOUTH YORKSHIRE POLICE RESPONSE Organisations should have in place arrangements that reflect the importance of safeguarding and promoting the welfare of children, including:
1. A clear line of accountability for the commissioning and/or provision of services designed to safeguard and promote the welfare of children;
The delivery of police services to children is undertaken by employees of South Yorkshire Police. Accountability is held through structures detailed within this report. South Yorkshire Police does not commission services for children. A number of services are commissioned through the Office of the Police and Crime Commissioner.
2. A senior board level lead to take leadership responsibility for the organisation's safeguarding arrangements;
South Yorkshire Police has a strategic plan called “Our Plan on a Page”. This is led by the Chief Constable.
Our plan also provides a delivery plan to drive business and delivers the strategic vision:-
Page 62 South Yorkshire Police Strategic Vision In delivering the Police and Crime Plan we will help to keep people in South Yorkshire safe by fighting crime, tackling anti-social behaviour and protecting vulnerable people. We are committed to improving the way we police so that our communities can have trust and confidence in us.
The Strategic lead for Protecting Vulnerable People sits with Assistant Chief Constable (ACC) Forber and it is his responsibility to deliver a service which Protects Vulnerable People including children.
ACC Forber leads a number of forums that support this, they include:
South Yorkshire Strategic Safeguarding Partnership – this brings partners from across South Yorkshire together at an executive level to promote effective and efficient child and adult safeguarding. Vulnerability Governance Group – this is an internal police meeting to monitor delivery of services and safeguarding to vulnerable people including children.
Senior managers are held to account through a monthly Force Performance Day and at quarterly performance reviews in relation to their delivery of services in relation to vulnerability including child safeguarding.
District management meetings are held daily in each geographical area and then at Force level, all of these consider and prioritise Vulnerability including child safeguarding.
Many aspects of child safeguarding are managed and considered though Local Safeguarding Children’s Boards in each Local Authority area and associated subgroups which have appropriate police representation.
Practitioner groups also exist to consider those children deemed most at risk and ensure progress to manage the risk and improve outcomes.
3. A culture of listening to children and taking account of their wishes and feelings, both in individual decisions and the development of services;
Extensive work has been undertaken to raise awareness of the need to listen to children’s views including a domestic abuse campaign specific to this area. Questions are asked within the domestic abuse risk assessment about the children including requiring them to be spoken to and their views considered.
Teams across South Yorkshire Police work in partnership with social care to ensure that consideration is given to the views of the child and the impact this should have on any decisions taken in relation to that child. South Yorkshire Police work in partnership with colleagues through the Safeguarding Boards when making decisions about service delivery. The Boards require that young people are consulted in relation to services delivered in their area.
Page 63 South Yorkshire Police engages with almost all year 6 pupils through the delivery of Crucial Crew at our Interactive Learning Centre. Crucial Crew is a personal safety educational programme. Though this is not necessarily about taking account of their wishes and feelings it introduces children to the police and seeks to help them keep themselves safe. The Crucial Crew delivery team take account of feedback and consult with schools to improve this service.
4. Clear whistleblowing procedures, which reflect the principles in Sir Robert Francis’s Freedom to Speak Up review and are suitably referenced in staff training and codes of conduct, and a culture that enables issues about safeguarding and promoting the welfare of children to be addressed;
South Yorkshire Police has various methods of reporting in relation to staff conduct, this includes a confidential reporting line, which is direct in to the Professional Standards Department. Staff are provided with information in relation to standards of conduct on induction to South Yorkshire Police. This includes the various routes of reporting and providing re assurance that they will be supported when making reports in relation to conduct that falls below the required standard.
5. Arrangements which set out clearly the processes for sharing information, with other professionals and with the Local Safeguarding Children Board (LSCB);
Each District has a Local Referral Unit, which is co-located with social care within a multi-agency safeguarding hub, often referred to as a MASH. Health and support agencies are also represented within these teams. These units bring together safeguarding professionals in to a single working environment where information can be easily discussed and shared. Each of these has a procedure and policy for the sharing of information.
All child safeguarding referrals made by police staff are submitted to the police staff within the MASH, these are shared with children’s social care at the point of submission allowing for effective information sharing and a prompt response to safeguard children. Referrals from social care and other partners are also managed through this structure. Processes are in place for occasions when the sharing of information is required urgently.
Specialist police child protection teams are co-located with social care in 3 out of 4 areas to maximise information sharing and joint working. (Due to its size and geographical structure, Sheffield has other arrangements in place)
In all areas partnership teams work together to ensure an appropriate joint response to child safeguarding.
South Yorkshire Police are represented on all safeguarding boards with close working arrangements aligned to the delivery of child safeguarding.
6. A designated professional lead (or, for health provider organisations, named professionals) for safeguarding. Their role is to support other professionals in their agencies to recognise the needs of children, including rescue from possible abuse or neglect. Designated professional Page 64 roles should always be explicitly defined in job descriptions. Professionals should be given sufficient time, funding, supervision and support to fulfil their child welfare and safeguarding responsibilities effectively;
South Yorkshire Police has a head of profession for Protecting Vulnerable People including children’s safeguarding. Their responsibility is to ensure that staff are supported by way of clear policies and procedures to deliver services to children ensuring their safeguarding and welfare. It is also their responsibility to ensure appropriate response to any serious case reviews and to any learning from them.
A team of staff have been introduced to support the Governance of service delivery in relation to Protecting Vulnerable People including child safeguarding. They will report direct to the Deputy Chief Constable to provide assurance to the Force that their duties to children are being met.
Specialist staff investigate cases where child abuse and safeguarding is apparent. Recent changes to structures have sought to increase the resources available in the area of Protecting Vulnerable People, which includes child safeguarding. Workloads of these teams are monitored on a regular basis and resourcing within these teams prioritised.
7. Safe recruitment practices for individuals whom the organisation will permit to work regularly with children, including policies on when to obtain a criminal record check;
South Yorkshire Police has a clear vetting process to ensure all appropriate checks are carried out in relation to all staff.
8. Appropriate supervision and support for staff, including undertaking safeguarding training:
a) employers are responsible for ensuring that their staff are competent to carry out their responsibilities for safeguarding and promoting the welfare of children and creating an environment where staff feel able to raise concerns and feel supported in their safeguarding role; b) staff should be given a mandatory induction, which includes familiarisation with child protection responsibilities and procedures to be followed if anyone has any concerns about a child's safety or welfare; and c) all professionals should have regular reviews of their own practice to ensure they improve over time.
Staff are provided with training appropriate to their role in recognising vulnerability, risk and concerns around the welfare and safeguarding of children. Training in relation to safeguarding and welfare is incorporated in all aspects of training delivered to staff who may come in to contact with child safeguarding issues, this includes initial investigator training, police community support officer training, call handler training, continual personal development, in mandatory on line training and within specialist investigator training.
Page 65 South Yorkshire Police are also involved in multi-agency training and the development of multi-agency policies and procedures.
The College of Policing provides National Authorised Professional Practice in relation to safeguarding and investigations relating to children. This is further supported by specific South Yorkshire Police policies relating to children’s safeguarding. Staff have 24 hour access to all of this guidance through an on line Protecting Vulnerable People portal. Specialist advice is always available.
South Yorkshire Police delivers media campaigns raising awareness both internally and externally about various aspects of child safeguarding and welfare, an example of this is the “Spot the Signs” campaign for Child Sexual Exploitation.
Multi-agency case audits are undertaken regularly to provide assurance as to the quality of case investigations. These take place in an environment of supportive challenge. Learning is taken away from these audits and shared across the relevant partners.
Learning is also shared across South Yorkshire Police in relation to outcomes of Serious Case Reviews.
9. Clear policies in line with those from the LSCB for dealing with allegations against people who work with children. Such policies should make a clear distinction between an allegation, a concern about the quality of care or practice or a complaint. An allegation may relate to a person who works with children who has: a) behaved in a way that has harmed a child, or may have harmed a child; b) possibly committed a criminal offence against or related to a child; or c) behaved towards a child or children in a way that indicates they may pose a risk of harm to children.
South Yorkshire Police have specialist teams who oversee necessary referrals to the Local Authority Designated Officer relating to concerns about people working with children. This would include staff internal and external to the police working with children who were identified during an encounter or investigation. This would lead to a multi-agency discussion as to the level of investigation, professional restriction and outcome.
Internal staff would also be subject to consideration through the Police Professional Standards Department and where appropriate referred to the Independent Office for Police Conduct (previously known as the IPCC).
Processes are also in place to make appropriate referrals to the Disclosure and Barring service, which records details of people who are prevented from working with particular groups of vulnerable people.
Section 11 also places the following specific duties on the police. All police officers, and other police employees such as Police Community Support Officers, are well placed to identify early when Page 66 a child's welfare is at risk and when a child may need protection from harm. Children have the right to the full protection offered by the criminal law. In addition to identifying when a child may be a victim of a crime, police officers should be aware of the effect of other incidents which might pose safeguarding risks to children and where officers should pay particular attention. For example, an officer attending a domestic abuse incident should be aware of the effect of such behaviour on any children in the household. Children who are encountered as offenders, or alleged offenders, are entitled to the same safeguards and protection as any other child and due regard should be given to their welfare at all times. Policies and procedures exist to ensure that staff are aware of when child protection referrals should be made. This includes where events do not relate to the child being a victim of crime such as parental misuse of alcohol or drugs or criminality within the household. In addition, staff are made aware of the need to consider how other events and incidents may impact on children. South Yorkshire Police have carried out an extensive campaign, for example in relation to children witnessing domestic abuse. The Domestic Abuse risk assessment has specific questions relating to the impact on any children within the home. Many changes have been made in the way police deal with children who commit offences especially when being arrested and brought in to custody. Custody times are kept to a minimum and children wherever possible are not detained overnight. Where required custody staff seek support from social care in the first instance to provide secure accommodation. Options other than arrest are always considered. Considerations also include interventions for children involved or who may become involved in street gangs or organised crime groups. South Yorkshire Police works with partners to avoid the criminalisation of children where alternatives such as support and learning programmes exist. The police can hold important information about children who may be suffering, or likely to suffer, significant harm, as well as those who cause such harm. They should always share this information with other organisations where this is necessary to protect children. Similarly, they can expect other organisations to share information to enable the police to carry out their duties. Offences committed against children can be particularly sensitive and usually require the police to work with other organisations such as local authority children's social care. All police forces should have officers trained in child abuse investigation. As detailed previously South Yorkshire Police works closely with partners including social care ensuring appropriate information sharing to safeguard children. South Yorkshire Police have a number of staff, and are in the process of training further staff, in the College of Policing specialist child abuse investigators development programme. Staff trained as initial and specialist investigators receive input in relation to Vulnerability including safeguarding children. The police have emergency powers under section 46 of the Children Act 1989 to enter premises and remove a child to ensure Page 67 their immediate protection. This power can be used if the police have reasonable cause to believe a child is suffering or is likely to suffer significant harm. Police emergency powers can help in emergency situations but should be used only when necessary. Wherever possible, the decision to remove a child from a parent or carer should be made by a court. Police powers to remove a child are used in emergency situations only and wherever possible a discussion would take place prior to removal with Social Care with a view to seeking the authority of the court for such a removal. In summary South Yorkshire Police has robust structures, policies and partnership working relationships to support the safeguarding and welfare of children. There is however always more that can be done. South Yorkshire Police works in partnership across the Force with Safeguarding Board development sub groups and task and finish groups to improve services with a view to better outcomes for children. Child safeguarding is an ever increasing area of demand and it is vital that South Yorkshire Police continue to monitor the resourcing required and ensure that this area is prioritised.
4 RECOMMENDATION AND DECISION REQUIRED
The police are subject to duties under section 10 and 11 of the Children’s Act 2004. Under section 1(8)(h) of the Police Reform and Social Responsibility Act 2011 the police and crime commissioner must hold the Chief Constable to account for the exercise of the latter's duties in relation to safeguarding children under sections 10 and 11 of the Children Act 2004.
The OPCC is recommended to consider the information provided.
Chief Officer Responsible: ACC Tim Forber
Report Author: D.Supt Mel Palin
Page 68 Agenda Item 20
PUBLIC ACCOUNTABILITY BOARD OF THE SOUTH YORKSHIRE POLICE AND CRIME COMMISSIONER
26TH JULY 2018
REPORT OF THE CHIEF CONSTABLE
SERIOUS VIOLENT CRIME STRATEGY 2018
1 PURPOSE OF REPORT
This paper provides a short summary of compliance, in South Yorkshire Police, with key points within the recently released Serious Violent Crime Strategy 2018.
2. TRENDS IN SERIOUS VIOLENCE AND ITS DRIVERS
South Yorkshire, like most areas, has witnessed increases in serious violent crime, in particular in relation to knife crime and gun crime. Robbery has also risen sharply across the Force. We have not seen the shift towards younger victims and perpetrators that other forces have seen nationally, but anticipate that this may become an issue in the next reporting period. Local drugs markets, like the national picture, would appear to be a driver for this type of serious crime. There is no causal link with the drop in Stop and search however again the obvious correlation cannot be ignored. We have commissioned research on the overlap between victims and offenders, the result of which are awaited, however it is likely to be high, and presents significant opportunities around early intervention and prevention. We have seen no evidence locally of the use of social media to glamorise gang activity or drugs selling.
3. Risk and Protective factors and interventions:
Because we know that, a small number of people commit the vast majority of crime and serious violence there is a large potential benefit to preventive interventions. Of the 14 systematic reviews conducted in this area, 11 have shown positive outcomes including reduced crime, better health, education and employment outcomes. There are many risk factors for future violence and having a large number of these is a good indicator for both perpetration and victimisation. However, we still do not know the most important causal drivers for serious violence and the types of interventions that might work. Current work streams include:-
(a) Better analytic support
Knife crime is now on our strategic intelligence assessment and control strategy as a force priority. We have dedicated analytical support, who are involved in developing more bespoke analytic products focused on the ‘5 w approach’.
1 Page 69 These products will be delivered to SYP every 3 months with an overarching annual assessment. They will provide the basis on which we can track and target our interventions.
(b) Navigators Programme
We are scoping how we might introduce this programme, which involves intervening in acute health settings and hospitals. Work is in progress to strengthen engagement and violence prevention across Health Services, recognising that they often see individuals experiencing violence that the Police do not.
(c) Academic Research and Support
We have commissioned research through Sheffield Hallam University in relation to knife related criminality. This is only the second time nationally this issue has been looked at utilising police data.1 The MS.t student will data mine 150 complete case files involving knife related crime and attempt to identify variables that may be predictive of risk across the identified offending group. This will be ready for wider dissemination Oct 2018.
4. Tackling county lines and misuse of drugs:
County Lines has not featured significantly to date in terms of the drugs markets in South Yorkshire; however, there is some anecdotal evidence of this starting to become an issue. A problem profile has been commissioned to inform the force’s future response to this issue.
5. Early intervention and prevention:
There is some funding available in the next year through the EIYF for our community safety partnerships and OPCC to support early intervention and prevention. Further work is required across the school cohort in South Yorkshire at a local level and with other statutory partners. Some of the work currently ongoing across South Yorkshire is summarised below:
(a) Information Sharing
We have committed to work with the Northern General Hospital in Sheffield on the creation of a violent crime data base so that we might cross-reference police data with that recorded in our A & E departments. The anticipated outcome is better information sharing and data sets. This will be implemented and evaluated over the coming six months and, if successful, we will seek support to roll out the approach countywide. This is based on work pioneered in West Midlands police.
2 Page 70 (b) Guns and knives take lives
We are seeking support to complete a full evaluation of our preventative programme ‘Guns and Knives take Lives.’ This program has been delivered to over 20,000 children across the county since the launch of our new Knife Crime Strategy in July 2017. The key questions that need answers are (a) is it making a difference; and, (b) does it need to be delivered earlier i.e. primary school.
(c) Mentors in Violence Prevention (MVP)
We aim to develop Mentors in Violence Prevention (MVP). MVP is a programme that can be embedded throughout a school, based on engaging and developing young people as leaders and shapers of their environments with the aim of promoting respect and positive relationships and preventing violence and bullying. Using a peer mentor model, the mentors run sessions with groups of pupils utilising a bystander approach, as cited as a good practice approach in the Modern Crime Prevention Strategy and Ending Violence against Women and Girls Strategy.
(d) Referrals from School and Colleges
Referrals received from schools and colleges result in individuals being asked to attend knife crime awareness sessions at the Rotherham Attendance Centre, which is run alongside a general consequences of crimes session.
(e) YOYO (You are Only Young Once)
This is a new initiative funded by the Police and Crime Commissioner aimed at helping young people understand issues that may affect them and share help and support with their peers. Pupils from Year 9 upwards have the opportunity to learn how to write and produce podcasts, radio advertisements, journalism interviews and videos. Using a pre-set theme as the subject they are required to research and understand the subject before producing the appropriate media. One of the current themes in is around Guns and Knives, including gangs. The campaign is currently running in schools across South Yorkshire YOYO visited a minimum of 26 schools by the end of the financial year 2017/18.
6. Supporting communities and local partnerships
The force has developed coordinated support for our national weeks of action around knife crime under Operation Sceptre and there is a co-ordinated media strategy for the year ahead. Sheffield District is actively developing Operation Fortify, which represents a coordinated, multiagency response to violent crime across the City. The strategy documents, inclusive of a violent crime strategy are in the latter stages of development and will be signed in Sept 2018. The ambition is to launch a multiagency collocated team with a full time jointed funded violent crime coordinator in Sheffield in Sept 2018 also with remit across OCG, Knife and gun related criminality.
3 Page 71 SYP now has a control strategy in place across both gun and knife crime based on the ‘4 P approach’:
Prevent: Reducing the impact of knife/gun crime Protect: Preventing people from engaging in knife/gun crime Prepare: Increasing people’s protection against knife/gun crime Pursue: Disrupting and prosecuting those who carry guns/knives
The overarching Knife and Violent Crime Prevention Group was established under the direction of a single Detective Superintendent. Following this, in July 2017, force level governance, strategy and co-ordinated partnership response was introduced through the 4P Knife Crime Strategy. This detailed a public health style approach to knife crime, following the best practice identified through work commissioned and implemented by the Scottish Government.
We are one of eight forces sitting on the national working group – and carry the lead for academic research and evidence based practice concerning knife crime under Deputy Assistant Commissioner Duncan Ball from the Metropolitan Police. This group will develop and disseminate a national knife crime action plan over the coming year.
We have developed a bespoke communications strategy, which includes vodcasts, pod casts and support from a range of local stakeholders, from our A&E Consultants in NGH to school principals, victims of knife crime and our IAG.
7. Law enforcement and the criminal justice response
We have a number of key actions and commitments in place under this strand.
Under the banner of Operation Sceptre, the force will run quarterly weeks of action designed to hit seasonal peaks in knife injury. In February, a national week of action took place, involving engagement with children off school for half term, test purchase operations, and knife arches in transport hubs and town centres and retail areas. The next week of action is planned for Sept 2018 and will involve community weapon sweeps, test purchasing, engagement with retailers around responsible retailing and voluntary agreements and execution of warrants.
The force hosted the first Violence Reduction Workshop nationally aimed at door staff, specifically training them regarding searching of patrons. We are building on this with partners in the night-time economy and our local authority colleagues, looking at expanding poly carbonate schemes, as well as lifetime bans from premises for those found in possession of knives. .
We also continue to work jointly with trading standards and licencing around robust enforcement of the law relating to licensed premises and have sought numerous closure orders where premises have not been managed effectively.
Chief Officer Responsible : ACC Tim Forber
4 Page 72 Agenda Item 21
PUBLIC ACCOUNTABILITY BOARD
OF THE SOUTH YORKSHIRE POLICE AND CRIME COMMISSIONER
26 JULY 2018
REPORT BY THE PCC’S CHIEF EXECUTIVE AND SOLICITOR
POLICE AND CRIME COMMISSIONER DECISIONS
1 Report Objectives
This Report is to provide information to the Public Accountability Board (‘PAB’) with a record of decisions taken by the PCC outside of this Board since the last PAB meeting.
2 Recommendations
The Board is recommended to note the contents of the report and to comment upon any issues arising.
3 Background
The Police Reform and Social Responsibility Act 2011 sets out the functions and responsibilities of the PCC.
The Elected Local Policing Bodies (Specified Information) Order 2011 sets out the requirements of the PCC to publish information about decision-making.
The PCC has a Framework for decision-making by both the PCC and those exercising delegated authority on behalf of the PCC. It details the arrangements put in place to enable the PCC to make robust, well-informed and transparent decisions, and hold the Chief Constable to account. This Framework is currently being updated to accurately reflect the Commissioner’s revised arrangements around decision making.
Decisions taken by the PCC will primarily arise from discharging his statutory functions and are likely to include, but not be limited to, the following areas:
Collaboration/partnerships Strategic Direction Governance, including policy Budget setting Commissioning Capital programme spend Asset requisition/disposal
4 DECISIONS
The PCC has made 9 decisions in 2018/19.
Page 73 Between 22 June 2018 (the date of the last report) and 16 July 2018, the PCC has made the following decisions:
Subject PCC Decision Date Commissioner Community Approved allocations from the Grant Scheme 2018/19 – Community Grant Scheme 10.07.18 Grants Panel budget for 2018/19 totalling Recommendations June 2018 £7,986 Inward Investment project – To receive Police Transformation problem solving. Fund monies for a problem 16.07.18 solving project to reduce crime and the demand for service National Driver Offender Approve the service contract for Retraining Scheme (NDORS) NDORS 16.07.18 Contract Safer Travel Partnership Grant To receive funding for this project 16.07.18
Report Author: Sally Parkin Designation: Business Manager, OPCC Contact: [email protected]
Page 74