Public Document Pack

27 September 2019

To: Members of the Public Accountability Board

This matter is being dealt with by:

Dear Colleague

Public Accountability Board

You are invited to attend the next meeting of the Public Accountability Board which will be held on Monday 7th October 2019 at 10.30 am at the Council Chamber, Doncaster Council, Civic Office, Waterdale, Doncaster, DN1 3BU.

The agenda and supporting papers are attached.

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

Yours sincerely

Erika Redfearn Head of Governance Office of the Police and Crime Commissioner

Enc.

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

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

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

MONDAY 7TH OCTOBER 2019 AT 10.30 AM

COUNCIL CHAMBER, DONCASTER COUNCIL CIVIC OFFICE, WATERDALE, DONCASTER, DN1 3BU

AGENDA

Item Page

1 Welcome and Apologies Dr A Billings

2 Filming Notification Dr A Billings

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 Whilst the recording of this meeting will not be published it is anticipated that in the future recordings of this may be uploaded onto the website.

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

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

3 Announcements Dr A Billings

4 Public Questions TBC

5 Urgent Items Dr A Billings

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

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

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

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

7 Declarations of Interest Dr A Billings

8 Minutes of the meeting of the Public Accountability Dr A Billings 1 - 12 Board held on 11 September 2019

9 Matters Arising/Actions M Buttery 13 - 14

10 PAB Work Programme M Buttery 15 - 18

Force Performance Reporting

11 Force Performance - Doncaster District Summary S Morley 19 - 26 Update

12 Force Performance Report against the Police and T Forber 27 - 34 Crime Plan 2017 - 2021 (Renewed 2019) - Tackling Crime and Anti-Social Behaviour

13 Cyber-crime Update T Forber 35 - 38

14 Sustainability Update D Taylor 39 - 48

Chief Executive Reporting

15 Revised Capital Programme 2019/2020 M Clements 49 - 52

16 Strategic Planning Update M Buttery 53 - 56

17 Complaints Review E Redfearn 57 - 60

Assurance Panel Reporting

18 IEP Exception Report A Lockley 61 - 64

Exclusion of the Public and Press – There are no items

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

20 Date and Time of Next Meeting

6 November 2019 at 2pm, Rotherham Metropolitan Borough Council, Town Hall, Moorgate Street, Rotherham, S60 2TH. Agenda Item 8

SOUTH YORKSHIRE’S POLICE AND CRIME COMMISSIONER

PUBLIC ACCOUNTABILITY BOARD

11 SEPTEMBER 2019

PRESENT: Dr Alan Billings (Police and Crime Commissioner), Michelle Buttery (Chief Executive and Solicitor, OPCC), Michael Clements (Chief Finance and Commissioning Officer, OPCC), Tim Forber (Assistant Chief Constable, SYP), David Hartley (Assistant Chief Constable, SYP), Nigel Hiller (Director of Resources, SYP), Fiona Topliss (Community Engagement & Communications Manager, OPCC), Sally Parkin (Governance and Compliance Manager, OPCC), Alison Fletcher (Office Manager, SYP), Carrie Goodwin (Head of Corporate Communications, SYP), Stuart Barton (Chief Superintendent Sheffield District, SYP), Jayne Forrest (Chief Inspector, SYP) Andrew Lockley (Chair, Independent Ethics Panel) Stephen Wragg (Chair Elect, Joint Independent Audit Committee)

Apologies for absence were received from: Melvyn Lunn, Lauren Poultney, Erika Redfearn, Mark Roberts and Stephen Watson, S Abbott and P Wood.

1 WELCOME

The Commissioner welcomed those present at the meeting.

There were Councillors Nevett, Grocutt (members of the Police and Crime Panel) and Steinke, 3 members of the public and one member of the press present.

The Commissioner welcomed Stephen Wragg who is due to take over as Chair of Joint Independent Audit Committed from October.

2 FILMING NOTIFICATION

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

3 ANNOUNCEMENTS

The Commissioner highlighted the recently announced Spending Round. The Home Office settlement includes an increase of 6.3% to the Home Office’s resource budget from 2019-20 to 2020-21. There will be an extra £750m for policing to begin delivery of the government’s commitment to recruit 20,000 additional officers by 2023 (up to 6,000 officers are to be in place by the end of 2020-21). In addition,

Page 1 OPPC Public Accountability Board 11/09/19

the government is spending £45m in 2019-20 to start recruitment, bringing in up to 2,000 additional officers this year. This is in addition to the uplift the Force had planned to increase officer numbers by 220 by 2024. The Commissioner highlighted the challenges this brings around training, building and equipment. The government is also looking for cashable savings.

4 PUBLIC QUESTIONS

There were no public questions.

5 URGENT ITEMS

There were no urgent items.

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

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

7 DECLARATIONS OF INTEREST

There were no declarations of interest.

8 MINUTES OF THE MEETING OF THE PUBLIC ACCOUNTABILITY BOARD HELD ON 10 JULY 2019

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

9 MATTERS ARISING/ACTIONS

365 The OPCC would work with the Force to consider how seized cash might be re-invested in a way that is transparent to communities 26/03/19 - ongoing 30/04/19 – M Buttery confirmed she had a meeting arranged with T Forber to discuss maximising the opportunities for the Proceeds of Crime Act money. 21.08.19 M Buttery prepared a report for the Commissioner and shared with ACC Forber. Report to be submitted to the Planning and Efficiency Group (PEG). 23.08.19 Report agreed at PEG and a report prepared for the Police and Crime Panel on 02.09.19. 11.09.19 M Buttery confirmed that the Commissioner had approved a proposal to reinstate a ‘Proceeds of Crime’ community grants scheme funded from one third of the ‘incentivised fund’ received from the Home Office, with the

Page 2 OPPC Public Accountability Board 11/09/19

remainder of Home Office funds being used by SYP for operational purposes aligned to the PCC’s Police and Crime Plan priorities for South Yorkshire. In this way, community projects and initiatives will be directly funded by cash seized from criminals. DISCHARGED 371 The Force to provide a report at a future meeting on the work it is undertaking around wellbeing. 29/07/19 - Added to the work programme for September meeting. DISCHARGED 372 The Force to provide a report at a future meeting on drug use and the impact of diversionary activities. 29/07/19 - Added to the work programme for September meeting. DISCHARGED 373 The Force to provide an update at a future meeting on cybercrime. 05/08/19 - Added to the work programme for October meeting. DISCHARGED

10 PAB WORK PROGRAMME

The work programme was noted.

11 FORCE PERFORMANCE - SHEFFIELD DISTRICT SUMMARY UPDATE

A report of the Chief Constable was presented to the Board. The purpose of the report was to provide a brief update in relation to local operationally based delivery of the Police and Crime Plan in Sheffield, in line with the reporting requirements. S Barton acknowledged the summer months have been a challenging period for both Sheffield officers and staff. High profile incidents involving fatalities and high risk persons missing from homes have been an unfortunate occurrence and without the centralised support from the Force’s Major Crime Unit, some of the outcomes in locating these vulnerable people or bringing offenders to justice would not have been achieved. Within the last six months Sheffield district have continued to expand their Neighbourhood Policing Teams and are committed to making Sheffield safe. They are working closely with the Force’s Corporate Communications and the local press to promote the reality of policing Sheffield. The Commissioner highlighted the regular two-hour online question and answer session mentioned in the report and enquired if this was going to be rolled out across South Yorkshire. D Hartley confirmed that Doncaster district had been the first to roll this out. The Commissioner enquired whether there were any plans to make the questions and answers available more widely. S Barton confirmed this was being looked at. Sheffield has continued to deliver good operational performance and since the last Public Accountability Board has seen an increase in the number of Domestic Abuse arrests and seen a significant reduction in the number of residential burglaries.

Page 3 OPPC Public Accountability Board 11/09/19

The Commissioner enquired if residential burglaries are reducing across the county. T Forber confirmed that they had reduced across the county. S Barton highlighted that Sheffield still gets spikes but this is usually down to one individual and these stop once they are caught. He confirmed residential burglaries are still a concern for the public. The Commissioner enquired whether the Force expected residential burglaries to increase once the light nights end. D Hartley confirmed that residential burglary is seasonal and the Deputy Chief Constable has asked for a Forcewide response to tackling burglary be put in place. The Force’s ‘Dark Nights’ campaign will be part of this. S Barton highlighted that the use of stop and search across Sheffield had seen an upward trend and positive outcomes continue at a stable rate. The Commissioner enquired if there would be a point when positive outcomes would decline. S Barton acknowledged that there is a need to continue to monitor the outcomes. D Hartley confirmed the percentage of positive outcomes was fairly high at 30% and he would like to maintain this at 25-30% but this needs to be with full justification. The Force is still seeing far too many knife related crime and stop and search is a good deterrent. A Lockley highlighted the existence of the Force stop and search scrutiny panels and confirmed the Independent Ethics Panel are working with the Force in this area. D Hartley highlighted that at Force Performance Day the Force had mapped the locations of stop and search against high risk areas and these had matched perfectly. This confirmed that stop and search was not being exercised sporadically and is being undertaken with justification. S Barton highlighted the good work being undertaken by the local Neighbourhood Policing Teams and confirmed he had four good Inspectors. The Sheffield Central Neighbourhood Team are working with Operation Fortify to tackle drug related crime and supply of drugs within the area. A recent proactive operation saw significant arrests and seizure of drugs made. M Buttery highlighted the Violence Reduction Unit (VRU) which is scaling up the work of Operation Fortify and building on the good foundations already in place in Sheffield. A progress report on the VRU is on the work programme for December. The Commissioner confirmed the VRU was up and running and the first Executive Board meeting had been held with partners a couple of weeks ago. He highlighted that £1.6m is a lot of money to spend in a short time. Officers are also working within Sheffield University campus and continue to support students and those studying within Sheffield. The Commissioner enquired how many officers worked with the Universities. Two officers work fulltime.

Page 4 OPPC Public Accountability Board 11/09/19

The Commissioner enquired about illegal raves and highlighted that members of the public had contacted him about the lack of officer attendance. S Barton highlighted that illegal raves are not being reported until the early hours of the morning and this is the Force’s busiest time, so responding can be difficult. The Force is working with Derbyshire Constabulary to learn from their experience and develop a standardised response. In the North East of the city, work is taking place with staff and security at the Northern General Hospital to address high demand. The Commissioner enquired how many officers were based in the Northern General Hospital. There is one officer based in the hospital. S Barton confirmed he did not want to commit any more resources at the moment. The hospital have responsibility for security and have their own security staff who should be addressing the issues. S Barton highlighted the outstanding work and acts of bravery undertaken by officers and staff. The Commissioner enquired about the Hate Crime Coordinator and asked if all districts had a coordinator. S Barton confirmed that all districts do have such a role and that the coordinator contacted all victims of hate crime and was doing a great job. The Commissioner highlighted the spike in hate crime following the Brexit referendum and enquired if the Force was preparing for Brexit. S Barton confirmed Brexit was now on their morning meeting agenda. T Forber confirmed that Chief Superintendent Green is the Force lead for Brexit and is currently looking at the impact of a general election. M Buttery confirmed the Local Criminal Justice Board is also considering the implications of Brexit. S Barton confirmed the next steps as being to maintain current performance and preparation for ‘Dark Nights’ to ensure incidents seen on the streets of Darnall and Tinsley last year do not occur this year.

12 FORCE PERFORMANCE REPORT AGAINST THE POLICE AND CRIME PLAN 2017-2021 (RENEWED 2019) - PROTECTING VULNERABLE PEOPLE

A report of the Chief Constable was presented to the Board. The purpose of the report was to provide an update on the progress against the protecting vulnerable people (PVP) priority of the Police and Crime Plan 2017-2021 in support of the Commissioner’s overarching aim of South Yorkshire being a safe place in which to live, learn and work. The report was split into the following themes: public contact; older people; mental health; domestic abuse; safeguarding referrals and rape and serious sexual offences.

Page 5 OPPC Public Accountability Board 11/09/19

T Forber highlighted the work taking place to analyse the management information underpinning Smart Contact. This may provide opportunities for additional ways the public can contact the police. An inspection conducted in 2018/19 by HMICFRS and Her Majesty’s Crown Prosecution Service Inspectorate highlighted the challenges faced by older people through fear of crime and the physical and mental challenges that can present in attending court to give evidence. T Forber acknowledged that the focus on older missing people had not had the attention it should have. However, the Force is undertaking work to address this, including a series of workshops have been arranged for front line staff. The Force runs and attends events linked to education and fraud aimed to support the education of older people on how to spot the signs of fraudsters. The Commissioner confirmed he had attended a number of events at the Lifewise Centre. These were very good and well received. In relation to mental health, T Forber confirmed that, from December 2017 to June 2019, despite there being an average of 87 adults each month detailed in South Yorkshire under Section 136, they have not taken one person to a police cell under the use of this power. This is because of good partnership working and the availability of appropriate accommodation. The Commissioner enquired about the mental health support when members of the public ring Atlas Court. T Forber confirmed that staff at Atlas Court had access to mental health professionals who can access medical records and information. The Force leads on Acute Behavioural Disturbance (ABD) with partners in the area. The Force has secured partnership funding from the Integrated Care System (ICS) Suicide Prevention Steering Group (SPSG) to recruit a Suicide Prevention Project Support Officer. The role will include collation and analysis of suspected suicide data from across the county. The Commissioner expressed surprise at the number of suicides and enquired if this is going up. T Forber believes it is, but data will be able to confirm this. The Commissioner enquired whether the data would include attempted suicides. T Forber confirmed that it would. The Commissioner highlighted Operation Encompass which enables the police to share data with schools following a domestic abuse incident. The VRU is looking at adverse childhood experiences and it was agreed that a child who has witnessed domestic abuse in the home has experienced an adverse experience. T Forber emphasised the importance of the whole family approach. The Force is currently evaluating a number of pilots in relation to Domestic Abuse investigations and the process teams. The findings of these pilots will enable improvements in the Force’s service. The Commissioner congratulated Superintendent Hemsley and two other officers on completing a University of Cambridge Masters Degree in Applied Criminology and Police Management.

Page 6 OPPC Public Accountability Board 11/09/19

Superintendent Hemsley’s research focussed on a review of Domestic Violence Protection Notices (DVPN). Whilst a DVPN did not prevent the future pattern of offending behaviour, it did deliver an effective protective measure. The Force is now looking at how the process for obtaining a DVPN can be streamlined. The Force has a Rape and Serious Sexual Offences (RASSO) gatekeeper who supports investigations and officers to deliver case files to the Crown Prosecution Service (CPS). In the last 12 months, all RASSO files have been sent through the RASSO gatekeeper for review. The focus over the next 12-months includes:  Continuing to deliver the mental health strategic plan working with partners to support the triage and provision for persons with mental health concerns who come into contact with the policing service;  Continuing to improve domestic abuse safeguarding for victims including use of DVPNs/DVPOs and increasing awareness on the use of Clare’s Law;  Reviewing the processes and support in place for RASSO victims;  Reviewing internal safeguarding referral process.

The Commissioner acknowledged the work South Yorkshire Police’s Modern Slavery Team are doing to support The Clewer Initiative - a project to provide immediate support and care to victims of modern slavery. The Commissioner suggested M Buttery contact the Reverend Joy French to establish if she would be interested in assisting with the work of the VRU. The Commissioner congratulated The Force’s Fortify team and Detective Constable Emma Shipley on being honoured with awards at the Cutler’s Company Awards. IT WAS AGREED THAT:

 Suicide data, including attempted suicide, be provided to the PCC once the data had been collated  M Buttery to contact Reverend Joy French to establish if she would be assisting with the work of the VRU

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

A report of the Chief Constable was presented to the Board. The purpose of the report was to provide an update on the progress against the treating people fairly priority of the Police and Crime Plan 2017-2021 in support of the Commissioner’s overarching aim of South Yorkshire being a safe place in which to live, learn and work. The Force is undertaking work to improve the Force’s understanding of demand by taking into account workloads, sickness, overtime and vacancies. This formula is reviewed each quarter by the Establishment and Deployment Board. Amongst other things, this Board looks at the allocation of student officers to ensure a fair distribution of officers. Doncaster has recently experienced more Page 7 OPPC Public Accountability Board 11/09/19

leavers than expected. To counteract this, the Force has nine transferees starting in Doncaster and they have been allocated to Doncaster. There will be 20 new starters next month and then either 20 or 40 officers each month moving forward. The Force is keen to remove barriers or hindrance stressors which stop employees doing their job effectively and can quickly result in reduced motivation and disillusionment with the organisation. Innovation groups have been established in each district to take forward any ideas. Future developments include delivery of the latest IT to support frontline officers such as personal issue laptop computers and an App to submit frustrations. 14 SYP BUDGET MONITORING OVERVIEW - JULY 2019

A report of the Chief Constable was presented to the Board. The purpose of the report was to inform the Public Accountability Board of the Force’s projected outturn on its revenue and capital budgets as at 31 March 2020. It is based on an analysis of income and expenditure for the period 1 April 2019 to 31 March 2020 before accounting adjustments. N Hiller highlighted that the report covered the period up to the end of July 2019. The Force is currently projecting a £2.81m underspend, which is 1.09% of the total budget. Legacy costs are projected to spend to budget. The projected underspend has reduced by £0.25m since the previous month’s projection of a £3.06m. The majority of the underspend is as a result of police staff vacancies particularly in Atlas Court and as part of the Crime Review and as a result of surge funding. The Commissioner confirmed Atlas Court was of particular interest. T Forber highlighted that police staff are leaving to become police officers. There have been £2.81m of revenue bids submitted and supported by the Force’s Senior Command Team. This includes £1.27m of additional overtime bids submitted by districts and departments to meet service pressures. Bids have also been submitted and supported to boost the infrastructure required to support the increased recruitment of police officers. If all supported bids were to spend in full, this would utilise in full the current projected underspend. The savings target for 2019/20 is £3.92m. Against this, £4.15m has been achieved.

15 WELLBEING OF SYP

A report of the Chief Constable was presented to the Board. The purpose of the report was to provide an update on the wellbeing agenda in South Yorkshire Police. D Hartley highlighted that, in order to deliver an outstanding service to the communities of South Yorkshire, the Force is committed to improving the way it delivers support to its people.

Page 8 OPPC Public Accountability Board 11/09/19

J Forrest, the Force lead on wellbeing, highlighted, that nationally every two weeks a police officer takes his/her own life. The Force re-commissioned the Durham staff survey earlier in the year. This showed that staff morale had improved but there are hindrances which stop them doing their job. Below are some of the workstreams undertaken by the Force so far:  Over 200 MIND trained Wellbeing Champions across the Force  Invested in the Back Up Buddy App  Wellbeing rooms across the Force  Holds a biannual Wellbeing conferences  Bespoke mindfulness input has been delivered by an expert consultant to Protecting Vulnerable People staff which is currently being evaluated before being rolled out to all staff

The Force is currently commissioning a further App which, via the new phone system, delivers live updates to staff and acts as a portable method of reporting hindrance blockers. A HR data dashboard is currently being designed which will provide trends and triggers analysis. A discussion took place around wellbeing rooms. T Forber highlighted the importance of officers having somewhere to go if they needed to take time out of work. The Commissioner enquired about staff having access to canteen facilities. D Hartley confirmed that there are no canteen facilities at districts. T Forber highlighted that proper kitchen facilities are important. N Hiller confirmed that the Force is looking at joint canteen arrangements with the South Yorkshire Fire and Rescue Service. M Buttery suggested that what appeared missing from the list of priorities creating an environment in which managers listen and have time to listen to staff. J Forrest confirmed the mindfulness training given to supervisors would address this. D Hartley confirmed supervisors are the starting point, then the individual’s own personal awareness. He would then like to bring in families because they are the ones who will be able to recognise changes in behaviour.

16 DRUGS UPDATE

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 Drugs relating to the Tackling Crime and Anti-Social Behaviour priority of the Police and Crime Plan 2017-2021. T Forber confirmed drugs is a big issue for the Force.

Page 9 OPPC Public Accountability Board 11/09/19

There has been little change in the nature of the drugs market over the last few years with the exception of Synthetic Cannabinoid Receptor Agonists (SCRAS) more commonly known as Spice. The offences have increased from 20 in 2017 to 136 in 2018. Barnsley has seen the use of Spice reduced, although further analysis needs to be undertaken in relation to the reasons for this. In the last year, 82% of the Force’s Organised Crime Groups (OCGs) were linked to drugs-related activity, including the supply, cultivation and importation of drugs. The majority of drug supply within South Yorkshire is related to OCG activity. County Lines is recognised as an emerging problem for all Forces, locally, regionally and nationally, with identified County Lines within the Force area. However, the extent in South Yorkshire is not the same as in more rural counties. T Forber confirmed that some very young and vulnerable children are being groomed to carry packages. The Commissioner queried whether we wanted to criminalise young people for this. In 2018 there was a 10% increase in arrests for drugs related offence since 2017. This is a result of proactive policing and increased detection rates. The Commissioner enquired if this had led to prosecutions. T Forber confirmed it had. The Force has a dedicated Financial Crime Investigation Unit, which includes the targeting of drugs related crime through new and innovative methods in order to remove the proceeds of crime from organised criminals. This was supported through the recent restructure of crime capabilities in financial investigation and asset recovery functions in local policing. The Commissioner confirmed this was important work.

17 PCC'S ANNUAL REPORT 2018/19

A report of the Commissioner’s Chief Executive and Solicitor was presented to the Board. The purpose of the report was for the Board to receive and comment on the Commissioner’s draft Annual Report. The Commissioner’s Annual Report had been presented to the Police and Crime Panel on 2 September 2019. The Commissioner reminded colleagues that he had become Police and Crime Commissioner in the wake of the Jay Report on non-recent Child Sexual Exploitation (CSE) in Rotherham. He highlighted that he had recently received an email from a survivor who was also a member of the Victims, Survivors and their Families Panel he set up to learn first hand about CSE. At one time she felt completely let down by the force, but wrote now to express her gratitude for the help she had received as her case (Operation

Page 10 OPPC Public Accountability Board 11/09/19

Clover), brought by South Yorkshire Police, came to court and resulted in her abuser being put away. She wrote: “Throughout the investigation and the trials I was treated with empathy, respect and dignity, whether from a 101 call handler, a PC or a member of the Clover team themselves.” She is now a second year student at one of our local universities. He highlighted that this was a really encouraging email to receive.

18 PCC'S DECISIONS

The report was noted.

19 JIAC ANNUAL REPORT 2018/19

The report was noted.

20 IEP ANNUAL REPORT 2018/19

A Lockley introduced the Independent Ethics Panel’s fourth Annual Report. The Panel are developing the way the Panel do their work by introducing link members. Each of the five members will take a lead in a particular area. This started with Hate Crime and Stop and Search and further link members will take up their roles around Equality, Diversity and Inclusion, Complaints and Digital Policing in the coming months. The Panel is developing a set of ethical principles for the Force to consider around digital policing. A Lockley thanked Superintendent Shelley Hemsley, the Force’s Ethics lead, for all her help and support and welcomed Detective Superintendent Barraclough who has taken over the role. The Commissioner confirmed the Panel was right to focus on digital policing. The Commissioner thanked A Lockley, M Lunn, all the members and Force colleagues who support both the Panel and also the Joint Independent Audit Committee. A Lockley acknowledged the openness of the Force which is much appreciated.

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

None.

22 DATE AND TIME OF NEXT MEETING

7 October 2019 at 10.30am, Doncaster Council Chamber, Civic Office, Waterdale, Doncaster, DN1 3BU.

Page 11 OPPC Public Accountability Board 11/09/19

CHAIR

Page 12 MATTERS ARISING / ACTIONS

Date of Update Ref meeting Matter arising/action Owner Complete (Y/N) 365 26/02/2019 The OPCC would work with the Force to consider how 20/03/19 - Ongoing M Buttery to meet with T Forber OPCC seized cash might be re-invested in a way that is transparent 26/03/19 - Ongoing 24/04/19 - Meeting arranged for 30/04/19 to discuss. to communities 30/04/19 - M Buttery confirmed she had a meeting arranged with T Forber to discuss maximising the opportunities for the Proceeds of Crime Act money. 10/06/19 - M Buttery confirmed she had met with T Forber in relation to the Proceeds of Crime Act money and now had a way forward. T Forber confirmed the Force had invested significantly in the level of resources involved in cash seizure and is very keen to work with M Buttery to put this back into local communities. M Buttery confirmed the next stage was to prepare a paper to take to the PCC and Chief Constable. 10/07/19 The Commissioner confirmed that he was keen for the public to see how POCA monies support activities in the local community - ongoing. At the June meeting Michelle confirmed that the next stage would be to prepare a paper to take to the PCC and CC. 21.08.19 MB prepared a report for Alan Billings and shared with ACC Forber. Report to be submitted to PEG 23.08.19.

Page 13 Page 23.08.19 Agreed at PEG and report prepared for Police and Crime Panel on 02.09.19. 11.09.19 M Buttery confirmed that the Commissioner had approved a proposal to reinstate a 'Proceeds of Crime' community grant scheme funded from one third of the 'incentivised fund' received from the Home Office, with the remainder of Home Office funds being used by SYP for operational purposes aligned to the PCC's Police and Crime Plan priorities for South Yorkshire. In this way, community projects and initiatives will be directly funded by cash from seized criminals. DISCHARGE.

Y Suicide data, including attempted suicide, be provided to the Agenda Item 9 374 11/09/2019 PCC once that data had been collated. M Buttery to contact Reverend Joy French to establish if she 375 11/09/2019 would be assisting with the work of the VRU. M Buttery This page is intentionally left blank PUBLIC ACCOUNTABILITY BOARD (PAB)

ROLLING 3 MONTH - WORK PROGRAMME

NOVEMBER 2019 TO JANUARY 2020

MEETING DATE: 6 NOVEMBER 2019 AT 1400 HOURS - ROTHERHAM OPCC SYP Purpose Force Performance Reporting

Force Performance – Rotherham District  Provide the PCC with an update on Rotherham District’s performance Summary Update against Police and Crime Plan priorities. Force Performance Report against Police and  Provide update to PCC re Force progress towards the priority Crime Plan 2017 – 2021 (Renewed 2019) – Protecting Vulnerable People in the Police and Crime Plan. Protecting Vulnerable People SYP’s Quarterly Budget Monitoring Overview  SYPs financial position for (1 July to 30 September) Q2 2019/2020

Page 15 Page Chief Executive Update

Strategic and Financial Planning – Policing  PCC confirmation of Police and Crime Plan priorities and Crime Plan priorities PCC Decisions  To report key PCC decisions outside of PAB Assurance Panel Reporting

JIAC Exception Report  Provide an overview of the Committees areas of exception reporting for PCC’s information / action Agenda Item 10

UPDATED 2019-09-27 PUBLIC ACCOUNTABILITY BOARD (PAB)

ROLLING 3 MONTH - WORK PROGRAMME

NOVEMBER 2019 TO JANUARY 2020

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

Force Performance – Barnsley District  Provide the PCC with an update on Barnsley District’s performance Summary Update against Police and Crime Plan priorities. Force Performance Report against Police and  Provide update to PCC re Force progress towards the priority Crime Plan 2017 – 2021 (Renewed 2019) – Protecting Vulnerable People in the Police and Crime Plan. Treating People Fairly Chief Executive Update Page 16 Page NHP – Voice of the Public  Public’s view on the effectiveness of NHP – Interim findings

Precept Consultation – Launch  Provide an update on the consultation undertaken so far to gauge public appetite for the setting of the precept for 2020/21 and to advise of the detailed consultation to take place once the spending assessment has been announced. Digital Ethics  Provide the PCC with an update on the outcome of the work of the IEP around digital ethics. VRU Update  Provide an update on the Violence Reduction Unit work.

PCC Decisions  To report key PCC decisions outside of PAB Assurance Panel Reporting

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

UPDATED 2019-09-27 PUBLIC ACCOUNTABILITY BOARD (PAB)

ROLLING 3 MONTH - WORK PROGRAMME

NOVEMBER 2019 TO JANUARY 2020

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

Force Performance – Sheffield District  Provide the PCC with an update on Sheffield District’s performance Summary Update against Police and Crime Plan priorities. Force Performance Report against Police and  Provide an update to PCC re Force progress towards the priority Crime Plan 2017 – 2021 (Renewed 2019) – Tackling Crime and Anti-Social Behaviour in the Police and Crime Tacking Crime and Anti-Social Behaviour Plan. Chief Executive Update

Page 17 Page PCC Decisions  To report key PCC decisions outside of PAB

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

UPDATED 2019-09-27 This page is intentionally left blank Agenda Item 11

PUBLIC ACCOUNTABILITY BOARD

7th October 2019

SOUTH YORKSHIRE POLICE REPORT

DONCASTER DISTRICT OPERATIONAL DELIVERY UPDATE

1.0 Executive Summary

The summer months have been a challenging period for Doncaster staff, given demand is traditionally higher during this period and it is due to the incredible professionalism, motivation and flexibility of our policing teams that we have maintained a high level of service throughout this period.

Internally, Doncaster District is now in a position where we can start to expand our Neighbourhood portfolio. Seventeen new posts have been established within our Neighbourhood teams, an uplift of 78% on the current position. These additional posts will allow Doncaster Police to reopen Edlington Police Station and establish a dedicated team within the local community. Additionally, the district will also be able to increase the number of neighbourhood officers in the town centre.

Since the last Public Accountability Board, Doncaster has continued to deliver good operational performance and despite the challenges of high demand, we have sought to improve and develop our quality of service to the public. This has led to improved Satisfaction levels with the district achieving an average of 88% Satisfaction over the last three months. The district has also designed bespoke engagement and confidence plans for our communities with improved focus on those issues that matter most to Doncaster communities, such as speeding, off-road bikes and anti-social behaviour.

Building on our corporate memory, Doncaster is already starting to plan for the year ahead, with a number of localised initiatives in place for the run up to the festive period and “Dark Nights”. There are now comprehensive plans in place to work with licensed premises and to improve standards of behaviour and security, as well as increased cooperation and communication with the security staff working within the night-time economy.

As a Command team, we continue to commit ourselves to making Doncaster safe. Part of that commitment is to work closely with our colleagues in Corporate Communications and the local press to promote the reality of policing in Doncaster. It is these positive relationships, internally and externally, that have recently led to regular positive articles in Doncaster Free Press and seen the fantastic work of our officers and staff promoted positively in a variety of magazines, papers and other media across Doncaster

Neighbourhoods and Communities

West Neighbourhood

1 Page 19 Operation Drum Alpha – Mexborough/Denaby/Conisbrough: Since April of this year, the West Neighbourhoods Team has been working with the Fortify Tasking Teams and partners to tackle the embedded organised criminality across Mexborough and Conisbrough. This has seen a mixture of ‘hard enforcement’ such as dozens of arrests, warrants, stop and searches, and vehicle seizures; combined with increased engagement and educational activity alongside key partnership agencies. This preventative work is designed to encourage reporting and dissuade the next generation of children from getting involved in criminality.

This activity has seen a host of significant results and positive feedback from the community, but is still very much a work in progress.

Operation Heart Alpha – Edlington: Very much in its infancy, this operation is being designed to tackle organised criminality and associated youth crime and ASB in a specific estate in Edlington. The approach will be similar to Op Drum Alpha; utilising a mixture of intelligence-led enforcement, and engagement and education, and will again use wider policing resources and partnership assets in a multi-faceted approach to combatting the problem.

Operation Bradford – Conisbrough: This operation is in place to tackle the long-standing issue of anti-social behaviour at the hands of youths, particularly focussed in Conisbrough Town Centre. The approach has been to work with partners to target key individuals, take steps to target key locations and to provide support for repeat/vulnerable victims. Feedback from residents at community meetings has shown that this has significantly reduced the issues in the town centre, which is supported by the data with 66 ASB incidents reported in Conisbrough in the last 2 months compared with 92 in the previous 2 months – a 28% reduction.

Doncaster Central and South Neighbourhood Area

Town Centre burglaries – Doncaster experienced a spike in commercial burglaries occurring in the town centre, which led to repeat locations being target hardened and Smartwater cannisters being installed. This preventative approach combined with increased visibility and a targeted approach to offender management led to significant arrests and charges. The number of commercial burglaries in the town centre has subsequently dropped by 50% in recent weeks.

Operation Tazz – this operation was developed in partnership with a variety of other agencies and is designed to tackle the issue of street begging and spice use, which became prevalent in Doncaster town centre over the Summer of 2018. The police have provided daily high visibility patrols in the town centre between 7am and 10pm. These patrols have been designed to take targeted enforcement actions against those involved in criminality and drug supply whilst engaging with those individuals who have purported to be homeless or under the influence of the drug spice. By working closely with our partners, complaints of begging have reduced significantly and during the past six months, the recorded homeless population has been reduced from 62 people to just 11 at the present time. Complaints about people being under the influence of “spice” have reduced dramatically, but further work is required to eradicate this issue. Community Alcohol Partnership (CAP) - this has been introduced in the Auckley area following a significant increase in reports of drink related anti-social behaviour (ASB).

2 Page 20 The police have worked in partnership with a variety of different agencies and local community groups to establish the extent of alcohol misuse by young people and subsequently take steps to actively encourage them to reduce consumption. Although the partnership have only been active for only a few months, our initial efforts have already seen a reduction in complaints of this nature.

Operation Streetsafe is Doncaster’s policing plan for the night-time economy and is currently implementing a ‘Best Bar None’ scheme in the Town Centre. This is a national programme that promotes higher standards of safety and security within the night-time economy. By Christmas, it is anticipated that we will have twenty accredited premises with 20 more by April 2020. This will ensure a consistent and sustained improvement in security and safety standards within the majority of our town centre licensed premises. Once the ‘Best Bar None’ programme is embedded, the Doncaster Partnership will work towards achieving Purple Flag status in May 2020.The initiative is funded and governed via the Safer Stronger Doncaster Partnership and is very much a joint initiative with DMBC and Public Health.

Other Partnership Initiatives

South Yorkshire Police in partnership with Doncaster Council (DMBC) recently launched a new trial scheme to tackle anti-social motorcyclists in the borough. The Green Lane Warden scheme is the result of extensive partnership work between officers from our Operational Support Unit, the local authority and the Trail Riders Fellowship (TRF) and was sparked by concerns about misuse of ‘Green Lanes’ and off road riding in the Doncaster area.

Ten community volunteers have been recruited as wardens who will provide a high visibility presence in the areas where we have reports of ASB related to off-road bikes and quads. The wardens will be patrolling, advising people about rights of access and reporting incidents to the council and the police. They will in essence, be the eyes and ears of the authorities, thereby increasing the chances of being reported when riding illegally.

Safer Neighbourhood Services Hub

Doncaster Council and Doncaster Police are establishing a Case Management Hub as part of its wider “Safer Stronger Doncaster Partnership.” It will address the needs of vulnerable persons, high cost individuals and families as well as high-risk community issues across Doncaster.

The Hub will utilise a multi-agency risk based approach to co-ordinated and targeted interventions in cases of multiple and complex issues. We will enhance partnership working between SYP and partner agencies to support vulnerable people and families in Doncaster by pooling skills, expertise and powers to provide appropriate and timely outcomes. Early identification and intervention with high demand individuals, families and locations will be key to identifying the causes of this demand and create action plans to address those causes. This approach will benefit victims, witnesses, offenders and our wider communities.

3 Page 21 The Doncaster Hub is due to expand in October with an increase in staffing of one Police Sergeant and six constables. This will allow an increase in the capacity of the team and the new staff will manage some of the more complex and most vulnerable individuals and families in the district.

The Hub is co-located in the Doncaster Civic Offices where the team have access to a range of other agencies to allow greater integration of partnership working on the cases that need it most. In the short to medium term the more effective and efficient service that we are able to provide will hopefully help to reduce the demand on frontline service. This is part of a longer-term project where the ultimate objective will be to try and create a fully integrated and multi-functioning team combining South Yorkshire Police resources with other key partner agencies via a restructure of local authority assets.

Crime and ASB

Doncaster District will on average contribute 28% of the total crime demand for South Yorkshire Police and we have continued to track above peers in relation to overall crime. However, notwithstanding the seasonal increase in recorded crime that is seen across the country in July and August, Doncaster District has seen steady but consistent reductions in recorded crime (as outlined in the below graph). For example comparing June – August 2018 with the same three months in 2019, the district has seen a 8% drop in overall recorded crime.

Residential Burglary

The incidence of residential burglary in Doncaster has recently increased. In the first five months of the year there were month on month reductions, however through the summer months there has been increased residential burglary numbers. The main Wards affected are Town, Wheatley Hills & Intake and Hexthorpe & Balby North. Op Fluorine is Doncaster’s response to residential burglary, which effectively ensures an intelligence led approach, targeted patrols, robust offender management, preventative

4 Page 22 partnership work and target hardening. The operation is in its infancy but there are encouraging signs with the number of recorded burglaries already returning to normal levels for the district.

Fortnightly Volumes

180 160 140 120 100 80 60 40 20 0 29/07/2019 - 11/08/2019 12/08/2019 - 25/08/2019 26/08/2019 - 08/09/2019 09/09/2019 - 18/09/2019 BURGLARY BUSINESS AND COMMUNITY BURGLARY RESIDENTIAL ROBBERY OF BUSINESS PROPERTY ROBBERY OF PERSONAL PROPERTY

Mexborough

Mexborough has endured organised criminal activity in the form of the Pitsmoor Shotta Boys – (PSB), for a number of years. In April 2019, Doncaster’s Operation Fortify team initiated Operation Drum Alpha. This operation has involved focused and sustained enforcement and engagement activity from the local Fortify team augmented with Off-Road motorcyclists, Tactical support group and Firearms support group.

A three phased approach to Operation Drum Alpha has seen high visibility activity to reduce the gangs capability, resulting in the recovery of a viable firearm as well as 213 Searches, 48 arrests, 18 vehicles being recovered and 25 warrants executed.

5 Page 23 The second phase has seen the introduction of dedicated multi agency Child Criminal Exploitation team, which is designed to limit the impact of the gang on local young people through targeted engagement, education and diversionary activity. The final phase will see a substantial increase in the size of the local Neighbourhood team, delivering increasing visibility, engagement and sustained problem solving along other key agencies. Operation Drum Alpha has already had a marked effect on organised criminality in Mexborough and the surrounding areas. However, it is recognised that this needs to be an ongoing piece of partnership work to prevent gangs gaining a foothold in the community.

Prison investigation team In June of 2018, the prison investigation function returned to Doncaster district management. Over the following 6 months it was recognised that the demand placed on the district from the circa 5000 inmates was substantial and that the existing resource levels and relationships with the prisons were not sufficient to meet demand.

In Jan 2019, the new Prison Crime Unit was established and now consists of 1 Detective Sergeant, 5 Detective Constables and 8 Investigation Officers.

As a result, there is now the capacity to deliver proactive management of investigations and preventative activity across the whole prison estate. The change in the relationship and approach has enabled the prisons to be more proactive in tackling handovers of contraband, staff corruption and ‘throw-over’ offences. To this end, a number of joint initiatives have already taken place to search staff and visitors entering and leaving the prisons and more are planned in the coming months.

Not only has the number of outstanding offenders reduced, the working relationship with all of the prison establishments has massively improved. The improved relationship and processes have led to speedier justice and a notable change in offending behaviour within the prisons. The partnership approach has also included improved liaison with CPS, which is designed to achieve more timely court outcomes and has reduced overall offending across South Yorkshire prisons by around 75% in the first year.

6 Page 24 In collaboration with the Crime Training Department, Doncaster District has developed a two- week Prison Officer Course, focused on improving Prison Officers knowledge regarding statements, exhibit handling, forensic awareness and a number of other areas, all with a view to improving our chances of prosecuting offenders if and when they chose to offend within the prison environment. The feedback has been excellent and the district is now considering hosting similar courses in the future.

Shortly after the Prison Investigation Team returned to Doncaster District via the Crime Review, the district introduced a Prison Partnership Board, which continues to meet bi- monthly and is jointly chaired by HMP Lindholme Governor Simon Walters and Supt Simon Wanless. Other members of the board include the Local Authority, Office of the Police & Crime Commissioner, Crown Prosecution Service, various Prison Service representatives both local, national and regional, Probation, colleagues from the Regional Prison Intelligence Unit and our regional forensic department. It is proving to be a productive and positive forum which has generated improved, integrated and more effective ways of working.

Well-being

Doncaster continues to ensure it provides the required support for those working in this testing environment. A localised wellbeing board provides the opportunity to ensure aspects of physical, psychological, environmental and social wellbeing are catered for.

Doncaster continues to be proactive in developing the wellbeing of its staff. Main headlines and workstreams include, Wellbeing Away Day piloted for the Force in Doncaster focussing on mindfulness in an operational context. Our refurbished gym continues to get the highest number of users in the Force with yoga classes planned for this Autumn. College Road and Thorne now have very well used Wellbeing rooms, with Mexborough’s being decorated and introduced by the end of September. Doncaster will also trial Mindfulness walks with teams in conjunction with the charity – Taking the Black Dog outdoors. The below graph outlines absence rates within Doncaster District, which are now consistently below the national average

Our People

Sergeants and Inspectors are invited to bi-monthly Leadership Days to support their continuous professional development and improve organisational knowledge. The Leadership days provide an opportunity to discuss key district and force wide issues with

7 Page 25 recent topics including wellbeing, victim satisfaction, night-time economy, demand management and other relevant Force priorities.

In the last twelve months, the District has continued to run monthly promotion workshops for prospective Sergeants and Inspectors, which has culminated in approximately 50% of our candidates being successful in the latest Sergeants promotion boards.

The approach taken in Doncaster District in regard to prisons continues to be recognised as national best practice at national conferences and in other national forums and this has now generated a number of visits to the district from other forces.

Good Work Celebrations

It is a regular occurrence that officers and staff deliver outstanding work and acts of bravery within their roles at Doncaster. The district has awarded 46 commendations and good work minutes within the last 4 months and these awards are testament to the professionalism, dedication and often bravery of the officers and staff that police Doncaster on a daily basis.

One such example was in the manner in which staff from with our PVP department dealt with a domestic abuse victim who has been subject to systematic abuse over a ten year period. The officers worked tirelessly to safeguard and support the victim, coordinate partnership assistance and thoroughly and effectively build a compelling case against the offender. This resulted in an 18 year sentence for the offender.

Chief Superintendent Shaun Morley

8 Page 26 Agenda Item 12

PUBLIC ACCOUNTABILITY BOARD

DATE 7th OCTOBER 2019

SOUTH YORKSHIRE POLICE PERFORMANCE AGAINST THE POLICE AND CRIME PLAN PRIORITIES

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

REPORT OF THE CHIEF CONSTABLE

1 PURPOSE OF REPORT

To provide an update to the Police and Crime Commissioner (PCC) around progress against tackling crime and ASB priority of the Police and Crime Plan 2017-2021 to support of the PCC’s overarching aim of South Yorkshire being a safe place in which to live, learn and work. The tackling crime and ASB priority focusses on:

 South Yorkshire Police’s (SYP) understanding of current and future demand on policing services and how well SYP use this knowledge;  The effectiveness of neighbourhood teams in working with partners, in listening to the public, and in helping to prevent and tackle crime and ASB;  The rehabilitation of offenders and the reduction of reoffending;  How well crime is understood, and how far it is being brought down;  Whether SYP has the right workforce mix to deal with crimes such as serious and violent crime, cyber-crime and terrorism; and  Public health approach to crime.

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

The force recommends that the PCC considers and discusses the contents of this report and considers whether further assurance is required in relation to the progress made to meet the police and crime plan priority.

3 PERFORMANCE SUMMARY ASSESSMENT

This report will present a brief summary of some of our work undertaken in tackling crime and ASB.

Understanding of Demand and Workforce Understanding of our demand and subsequent workforce capacity is a key part of the Safer South Yorkshire Change Programme in the Force’s Business Change and Innovation (BC&I) department. This programme delivers evidence as to how the organisation redesigns and improves how it delivers it service to the public. To date this has covered a broad cross-section of the Force, more recently the Capacity and Demand Analytics Project – this project assesses response officer staffing on a regular basis to re-align resources to demand. The next stage is to record in more detail the

1 Page 27 range of demand to inform the resource modelling. Improvements to the sophistication of the modelling is important to ensure the products delivered are sound evidence and directly useful to the local decision-making. This now focusses on identifying how these demands change throughout the year covering not only tackling crime but also protecting the vulnerable people in our communities.

Deeper insights into the demands on policing from other agencies such as healthcare is a key part of this. In areas such as links into mental health services or missing persons demand, we can increase our knowledge through the review of demand alongside our partner agencies. This broader understanding will inform how we can, working with our partners, redesign and improve services to the public. Partnership developments for this purpose are focussed more recently with Sheffield City Council and Yorkshire Ambulance Service (YAS), to inform financial and workforce planning.

A key area of review is our ‘view from the bridge’ project – which is reviewing how demand flows through the system from 999 and 101 phone lines. This review is helping the call centre department’s review team redesign staffing structures, working patterns and maximise the use of technology including the Smart Contact (call handling) management system. For example, this work will help predict what future demand might be via online reporting channels and so inform service design.

As previously reported, response timeliness remains an area of key priority to the force, not just for the immediate attendance at emergency incidents, but the timeliness of our priority incidents for which we look to attend victims within one hour. Other categories are for diary appointments, or those incidents resourced without the deployment of officers (RWD). We are currently reviewing our administrative use of RWD closure code, as it may be that response officer resource is not required for attendance but that we do send resources in the form of local neighbourhood officers where we have concerns over elements such as the vulnerability of the member of the public. Assessment of the process will support our understanding of the reliability of the field and therefore of demand within Atlas Court and the wider districts. As part of this focus the resourcing within BC&I has been increased for the next 12 months.

In working to improve response timeliness the management reporting has been developed in a number of ways – monitored through our strategic Force Performance Day as a standing agenda item each month. Improvements can be seen in recent months for both attendance at Immediate incidents (60% of incidents attended within 15 minutes in August 19) and Priority incidents (49% of incidents attended within 60 minutes in August 19).

2 Page 28 Whilst resourcing capacity is always a concern to meet the demand of incident volumes, we are keen to understand the reasons for the improved response timeliness as we work to develop this further. As a result, ACC Hartley has commissioned a report within the Performance & Governance department to understand the key factors and review the approaches favoured within the different districts, identifying good practice and organisational learning.

Neighbourhood Policing

We previously update on the focus within neighbourhood teams to deliver plans for their local areas in driving activity linked to public feedback from our Your Voice Counts (YVC) survey. In July, districts were asked to review the Your Voice Counts findings for the level of ASB in the area, and to put in place specific engagement plans where public perception and reality showed disparity, pertinent to the local areas. These plans are to be reported back to Force Performance Day in October, where we will also be provided with an update on the current and potential further developments in the use of Community Alerts.

Each month the force is provided with basic statistics on the use of Community Alerts. Looking to July as a recent example, we can see that 190 alerts were sent out by SYP, and of those rated by recipients, the average rating given (derived from feedback on the relevance, content, and quality) was 5.4 out of 6. Content ranges from details of pop-in neighbourhood team meetings to warnings of bogus workers operating in the local area, to updates on the work of the violent crime team in the local area.

We are continuing to encourage new users of the service, and a further 547 new users were registered in July, taking the total reach to 24,599 users. From the 190 alerts sent out, 739 recipients forwarded an alert, which further suggests the relevance of the content for the local community.

Within a policing environment of stretched capacity, long-term drivers to reduce future offending become a crucial part of workforce planning. This supports our use of the public health approach to crime. We need to understand where we can place resources now to drive activity that will have a positive impact within our communities within the next 5-10 years and beyond. We know from academic research that for residential burglaries, home security devices increase perceived risk in the eyes of an offender and make the property less attractive as an option. Risk of burglary is something focussed upon by the Crime Survey for England and Wales – those households with less than basic security (window locks and deadlocks) are more likely to be burgled. This may sound like simple logic, but it is often by focusing on the basic elements of crime prevention where we can have the most impact.

Within our public Your Voice Counts survey, we have sought the views of local residents as to the level of home security they have put in place to protect their homes. In the last two years, 79% of the public report having window locks, 56% have double locks/ deadlocks, and 56% have outdoor sensor/timer lights. We know from the results that basic security measures are more prevalent in some areas of South Yorkshire than others. This information has been provided to neighbourhood areas so that where levels are low preventative work / partnership work can be considered. Additionally we have looked at where rates of burglary are high but levels of home security are not –

3 Page 29 where offenders are targeting repeated activity in local areas, and we identify we can support the local communities in preventative activity. Property marking has had significant media focus in recent months, and benefits are being seen, but this is just one measure. As a result of the survey analysis, each district has been asked to report into Force Performance Day in October on the other activities being taking to address work in this area.

Following on from the approach taken by NHP teams across the force, OSU are delivering live Q and A sessions on social media, providing an opportunity for direct community engagement with the department. Activity undertaken locally with Community Speedwatch will support improvements in this area. OSU teams continue to explore positive opportunities to link in with communities and become more accessible. Supported by the OSU special constabulary in its delivery more community events will be attended this next year by OSU.

Offender management

The National IOM Thematic Inspection led by Her Majesty’s Inspectorate of Probation (HMIP) commenced in Sheffield on the 11th September 2019. The purpose of this inspection was to highlight best practice and make recommendations around the future of Integrated Offender Management. South Yorkshire’s Community Rehabilitation Company (CRC) had previously been inspected by HMIP (report published in March 2019) with the same lead inspector across the both inspections, enabling strong background awareness for the HMIP process.

Preliminary feedback was positive in key areas of partnership and governance. The data analysis in place between South Yorkshire Police and CRC is starting to positively impact on the performance of CRC in terms of reducing reoffending. This data informs good practice and is also used within existing governance structures.

Luke Shepherd, the Deputy Director of the South Yorkshire CRC has taken on the role of reviewing IOM across South Yorkshire on behalf of the Police, CRC and National Probation Service. This will lead to the implementation of best practice and build on some of the things that we already have in place, for example clear terms of reference and a standard approach to offender management within IOM. This work will be ratified by the Reducing Reoffender Steering Group. For SYP the focus will be on our role in supporting risk management within the process and continued engagement in delivery.

Understanding of Crime

The Crime Survey for England and Wales (data up to March 19) was released by ONS on 18th July 2019. Within this the national focus was that there has been no significant change in overall crime levels, but within there remains a picture of increase in theft, robbery and knife enabled offences.

In the 12 months to July 2019 SYP is reporting a stable volume of overall offences (+0.3%, 477 offences), an average of 12,100 offences recorded each month, or 390- 400 per day. This rate of crime (crimes per 1000 population) remains on a par with

4 Page 30 those force areas considered by the Home Office to be most similar to South Yorkshire.

Levels of residential burglary remain above that of peer forces, and the force regularly reports into our strategic meetings the results and delivery strands against this area. Nationally burglary sees increases in opportunistic (open window) burglaries over the summer and a general increase over the winter period. In South Yorkshire, we also look to the influx of new students into the city as concern over the September / October period. Operations are in place for the delivery of burglary reduction focus for the forthcoming period as well as longer term towards Christmas/New Year. Force lead Chief Inspector Helen Lewis is responsible for the burglary plans with ACC Hartley as strategic planning lead for the overall operations.

The impact of burglary on individuals can be severe and it is a crime offence we know our communities rightfully holds expectations around policing response. Victim satisfaction levels in this area have reduced (76% satisfaction in the 3 months to July 19, from 84% in the previous year). This reduction is largely linked to keeping victims informed throughout the process and of the actions we have taken within the investigation – not indicative of a reduced investigatory service. The survey results have been a focus at the recent district governance meetings with ACC Hartley and ACC Forber.

Serious violent offences remain a concern in South Yorkshire by their nature and impact, and the work of our violent crime task force is continuing to focus enforcement activity in this area. As part of the additional funds for serious violent crime, the Home Office is keen to ensure improvements in the consistency of identifying and recording of knife crime across forces. The current definition to meet Home Office reporting requirements requires a knife to have been used (or threat / attempt of use) to pierce the skin, and the definition of knife offences contains violent, robbery and sexual offences. So for example, criminal damage or public order offences where a knife was present would not meet the HO definition of a knife crime. Additionally to this, a ‘knife or sharp instrument’ is the entire definition, and therefore can include weapons from broken bottles to scissors, not just a traditional view of knives. As a result of the complexity for recording, many forces undertake manual review of offences to determine if they meet the definition for reporting. National Data Quality Improvement Service is working with SYP and other forces to reduce the analytical manual review of offences and instead interrogate the data with an automated programme with pre- defined rulesets, which will improve data quality for individual forces and support national consistency. SYP is supporting this programme fully and are working to understand the extent of data quality issues the NDQIS project has identified.

The Serious Violent Crime Task Force has been widely publicised in South Yorkshire to highlight the activity undertaken in enforcement around knife crime. In the period since 3rd June, the task force has undertaken the below actions, as well as supporting local disruption activity for organised crime groups and assisting the firearms licensing team in their recovery tactics. Feedback from the districts to this centrally deployed unit has been universally positive and the media have maintained interest in the work of the task force.

5 Page 31 *PIR is an intelligence report. ‘NO’ is the ‘number of’.

Public Health Approach to Crime

One of the additional elements of the violent crime funding has been to develop a South Yorkshire Violence Reduction Unit (SYVRU). The unit will work across the county alongside partners to focus on violence within communities, with the HO fund for the programme being administered through the Office of the Police and Crime Commissioner. The first Executive Board of this unit took place on 3rd September 2019 and discussed the HO delivery requirements – the delivery of an problem profile to identify the drivers of serious violence locally, and the multi-agency response strategy to be delivered by the SYVRU. The key areas of focus are to build a solid foundation, prevention (preliminary, secondary and tertiary), enforcement and criminal justice, and attitudinal change. This is a major strand of work for the force, and we are pleased to look to the long-term benefits this public health approach can deliver.

Over the summer holidays in the Community Safety Department, along with organising and developing bespoke community engagement events, we have also had chance to reflect upon our 2018/2019 Crucial Crew programme and plan for 2019/2020. It again has been another successful year with 98.4% of mainstream primary schools attending, which equates to 372 of the 378 schools within South Yorkshire that were invited.

The Crucial Crew programme caters not just for mainstream schools but also for Special Educational Needs and Pupil Referral Units/Learning Centres, where educational safety inputs are tailored to suit the needs of the audience and address vulnerabilities. In total 16,053 young people, 1915 adults and 410 schools in South Yorkshire have accessed Crucial Crew over the 2018/19 academic year.

The Police scenarios delivered by PCSOs across all districts in 2018/2019 were Healthy Friendships and Anti-Social Behaviour, which included knife and hate crime. Along with the Guns and Knives Takes Lives educational package delivered by the Community Safety Department in secondary schools across South Yorkshire, South Yorkshire Police

6 Page 32 have engaged with over 57,000 children and young people aged 10 -16 in relation to knife crime in South Yorkshire.

4 FUTURE DIRECTION/DEVELOPMENT

Over the next 12-months, our focus includes:

 continuing to develop our understanding from our ‘view from the bridge’ project, and future demand modelling linked to workforce plans;  focus on delivering an outstanding neighbourhood policing service, working with our communities to solve local problems;  focussing on prevention activity and robust enforcement to reduce the levels of residential burglaries in South Yorkshire  tackling knife crime through our developing public health approach and funding for serious violence; and  progressing with partners the recommendation on offender management activity.

5 COMMUNICATION PLANS / CONSIDERATIONS

South Yorkshire Police teamed up with a whole variety of partners to show more than 100 local residents how to protect themselves from becoming victims of fraud. 'Fraud - The Secret Crime' was organised by SYP Fraud Protect Officer Andy Foster and held at the Lifewise Centre in Rotherham. The event - the biggest on the SYP fraud team's calendar - featured a host of fraud prevention presentations by guest speakers from around the country, as well as an opportunity for visitors to browse stalls for information and advice around keeping themselves safe. Topics covered included romance fraud, telephone scams, postal fraud, identity theft and online scams. For more information about different types of fraud, or what to do if you think you've been a victim, visit https://www.actionfraud.police.uk/

If you would like to learn more about frauds and scams and help within your own community raising awareness of fraud prevention please consider becoming a ‘Friend Against Scams’, visit hhttps://www.friendsagainstscams.org.uk/ to start your free training sessions.

For the 2019/20 academic year, the Crucial Crew, which started again on Monday 9th September, are incorporating Child Criminal Exploitation (CCE) into their programme. This will provide pupils and teaching staff with an overview of what CCE is, the key indicators, how to report and get help. The second scenario will now focus specifically around the consequences and impacts of knife crime and hate crime using SYP Volunteers and the Sophie Lancaster Trust hate crime resource S.O.P.H.I.E.

We continue to promote Student Officer recruitment, registration opened from Monday 9 September. If you’re interested in applying, visit our website to find out more. If you wish to help the force promote recruitment, please support by sharing our social media posts. National recruitment of 20,000 Police Officers We continue to support in raising awareness of the recruitment of 20,000 police officers nationally by supporting the NPCC recruitment campaign in line with our own recruitment drive.

7 Page 33 6 EXCEPTION REPORTING

Operational preparations for the event of a no-deal Brexit continues, lead by Chief Superintendent Scott Green as Gold, and Chief Inspector Paul Ferguson as Silver command.

Internally, tabletop and mobilisation exercises are taking place, and we are providing support to our partner agencies as they carry out their own preparations.

We will be ensuring as an organisation we can deal with any challenges that may fall out, should a no-deal Brexit take place, as well as continuing to manage the normal day-to-day policing demand.

Chief Officer Lead: Deputy Chief Constable Mark Roberts

Report Author: Strategic Performance Manager Tania Percy

8 Page 34 Agenda Item 13

PUBLIC ACCOUNTABILITY BOARD

DATE 7th OCTOBER 2019

CYBER CRIME

REPORT OF THE CHIEF CONSTABLE

1. PURPOSE OF REPORT

1.1 To provide the Police and Crime Commissioner with an update on the current position and ongoing plans to improve and enhance the force cyber-crime capabilities.

2. SUMMARY OF OPTIONS, RECOMMENDATIONS AND DECISION REQUIRED

2.1 The Police and Crime Commissioner is invited to note the current position regarding the force cyber-crime capability.

3. Background

3.1 Previous reports for 2017 and 2018 outlined the requirements of the force crime review, which included establishing our cyber-crime capability and the associated structures and resulted in the introduction of the Digital Intelligence and Investigations Unit (DI&I), at force level, in May 2018.

3.2 Following a period of recruitment and investment in training, this unit now comprises of a Detective Sergeant, three Detective Constables, four Digital Media Investigators (DMI), a Researcher, alongside a Cyber Protect Officer. All staff have received training around both investigative requirements surrounding cyber-crime investigations and skills development, in specific subjects of digital enquiries, enhancing the force capability.

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

Pursue

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

3.5 The ‘Regionally Managed and Locally Delivered’ initiative, introduced through NETIC funding is an additional requirement of the DI&I unit. This is, managed through allocation of cyber dependent crimes, received nationally from Action Fraud, Page 35 disseminated through Regional Cyber-Crime Team and then to force. This ensures a consistent approach across the national investigative framework, with referrals monitored monthly in line with national key performance indicators (KPI).

3.6 The force is already seeing the benefits from the introduction of the DI&I Unit and upskilling of staff within it. A recent major crime investigation utilised the skills of these staff in order to capture digital data to plot the movements of the offender. This data provided vital evidence, demonstrating both a preparatory act and various locations of the offender at relevant times.

Prepare

3.7 The force has now secured the licence to train Digital Media Investigator (DMI) training for the College of Policing, with the first course delivered in August of this year. This will see an increase of staff with relevant skills to effectively manage digital investigations with colleagues, raise awareness surrounding crime scene management and support to broader investigations with a digital element.

3.8 As part of the wider awareness programme, training has been delivered by the DI&I team during the rolling ‘Street Skills’ programme in 2019 to uniform operational officers. The contents of these sessions are designed to raise awareness for all front line staff surrounding investigative considerations where there is a digital element and providing advice surrounding digital hygiene in support of broader Protect and Prepare messages.

3.9 Following the introduction of mobile phone examination kiosks and the realisations of greater efficiencies surrounding the examination of mobile phones, over 500 trained kiosk users, are in place across the force. A further kiosk to support the Major Crime Unit (MCU) is planned, which will deliver efficiencies across homicide investigations, minimising officer hours spent travelling and reduce demand on the Digital Forensics Unit.

Protect

3.10 The introduction of both the Cyber and Fraud Protect role, has introduced the development of key partnerships across a wide range of individuals, organisations and local commerce. Working alongside the Regional Cyber-Crime Team, the Cyber Protect officer has forged effective working relationships with local businesses to provide education around staying safe online.

3.11 Digital hygiene and the importance of staying safe online has featured in events held at the Lifewise Centre. The events in July and September, supported by the PCC are targeted primarily at those who may be more vulnerable to the tactics utilised by criminals in the digital era. These were, supported by local financial institutes, attracting speakers from Trading Standards, Sheffield University and the City Of London Police.

3.12 The introduction the Cyber and Fraud Protect Twitter accounts provide regular posts and messages as part of the force’s approach to communications and online engagement. These platforms raise awareness of current or emerging trends, forthcoming Protect events and the work conducted within force to combat fraud and cyber-crime. Page 36 3.13 A review of the Operation Signature process identified efficiencies to better identify those people who are susceptible of being a repeat victim of fraud. The Cyber Protect Officer receives notification of all victims who, through the Operation Signature process are identified as being at either a medium or high risk of repeat victimisation. This ensures early engagement and identifies appropriate level of service to protect the victim from further offending.

Prevent

3.14 Cyber Protect has also worked alongside our local educational establishments, to educate students around staying safe online. The force promoted as an area of this work designed for education, the Matrix Challenge. This is an initiative actively involving students within secondary schools to raise the awareness around both the Protect and Prevent elements of the digital era. The Matrix Challenge requires students to take part in web-based games and puzzles. The promotion of this initiative resulted in a number of students from schools in the South Yorkshire area progressing to the regional finals held in York.

Understanding capability and future demands

3.15 The Force is currently progressing with the Digital Assessment Toolset (DAT), a National Police Chiefs Council (NPCC) backed programme, which commenced on its release in May 2019. The DAT assesses our capability across digital elements to identify, investigate, safeguard and disrupt cyber-crime offending.

3.16 This will assist the force to identify areas for development alongside notable practice, both internally across the organisation and amongst other forces who are also assessing their capability. The outcome will help shape the force strategy around organisational needs and develop a target-operating model.

3.17 The force is also seeking to develop working relationships with academia, in particular, to assist in delivering Protect and Prevent advice underpinned by evidence-based research.

3.18 The Cyber Digital Career Pathway Project creates a cyber digital industry standard professional within law enforcement. This, in conjunction with the College of Policing sought to achieve a national register of cyber digital training excellence and has since led to the introduction of The Institute of Cyber Digital Investigation Professionals (ICDIP). South Yorkshire Police has been involved, supporting assessment processes to inform the project and identifying candidates. A number of officers and staff have now successfully gained membership of the Institute of Cyber Digital Investigation Professionals.

3.19 Members have benefitted from national funding for development and networking opportunities to inform the ongoing progress within SYP in developing staff within this area. SYP continue to work with the College of Policing and the Institute around the progression of ICDIP members and development opportunities.

Page 37 3.20 The force is also exploring the introduction of Cyber Volunteers, with skills and experience of people working in industry to support research and development to assist law enforcement, utilising their experiences and specific skill sets to develop the digital investigative capabilities.

4. RECOMMENDATION AND DECISION REQUIRED

4.1 The Police and Crime Commissioner is invited to note the progress to improve cyber- crime capacity and capability.

5. ‘DUE DILIGENCE’ CHECKS SIGNED OFF BY ACCOUNTABLE PERSON

5.1 Key stakeholders consulted in preparation of this report include:

 Director of Intelligence and Operations  Head of Crime

S Watson Chief Constable

Chief Officer Responsible: ACC Tim Forber

Page 38 Agenda Item 14

Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 Page 45 Page 46 Page 47 Page 48 Agenda Item 15

PUBLIC ACCOUNTABILITY BOARD

DATE 10th OCTOBER 2019

REVISED CAPITAL PROGRAMME 2019/2020

REPORT OF THE CHIEF FINANCE AND COMMISSIONING OFFICER

1 PURPOSE OF REPORT

To provide an update to the Police and Crime Commissioner (PCC) with an updated, re-stated capital programme.

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

The PCC is asked to consider and approve the revised capital programme 2019/20. The PCC is also asked to note that further work is required on some areas of the 2020/21 programme, the intention being to present a finalised programme within the 2019/20 planning, budget and precept setting process.

3. KEY INFORMATION

3.1 In the light of significant underspends and slippage in the 2017/18 and 2018/19 capital programme, the PCC requested a detailed review of the capital programme in order to ensure that it is:

a. Aligned to strategy and corporate priorities b. Deliverable within the capacity of the organisation c. Affordable

Previous years programmes and out-turn is shown below:

Financial Year Approved original budget Out turn and slippage £m £m 2018/19 20.4 5.4 2019/20 16.0 7.1

3.2 The timing of the review has been important, with the PCC setting a deadline of October for the revised capital budget. This has meant that lessons learned from previous years could be incorporated, but also that the revised capital plans are able to inform the 2020/21 budget planning cycle, ensuring that the capital financing requirements are synchronised to the medium term resource strategy (MTRS).

3.3 The current capital programme was approved at the Police Accountability Board on 26 February 2019, with a budget of £19.311m. Slippage of £7.179m was requested at

1 Page 49 the Public Accountability Board held in June 2019, but not approved by the PCC, pending the completion of the review contained within this report.

3.4 Further schemes totalling £872k have subsequently been approved, a breakdown of which can be seen below:

PCC Decision – various Subject scheme briefs

£

Specialist Crime Services 198,063

Exchequer services 71,840

Operational Support Unit 77,782

Atlas Court CCTV links 116,420

Custody CCTV 40,500

Mobile CCTV van 49,820

Vulnerable Witness Suites 73,860

Replacement system for Asset Management 15,140

Districts 148,000

Pensions 43,100

OPCC IS 38,000

Total 872,525

3.5 In order to undertake the review, the PCCs Deputy Chief Finance officer has worked with Heads of Department, Project Managers and Finance Business Partners to consider each scheme individually in detail, to determine whether the scheme was realistic and deliverable considering capacity and interdependencies. Each scheme has been examined to determine whether:

a. The scheme still needs progressing at all; b. If so, whether it will be delivered by 31 March 2020; and, c. What the impact on the 2019/20 and 2020/21 capital budget and capital financing requirement will be.

3.6 Work has primarily concentrated on the 2019/20 financial year, but amendments have been made to 2020/21 for anticipated slippage at the end of 2019/20. Further years are in draft however and are likely to be subject to change and further refinement at budget setting.

2 Page 50 3.7 It is recognised, however, that there is a need for the programme to remain dynamic in future years in order that the PCC and Force is able to respond adequately to changes in demand, strategic priorities and the operating model, including the recent government announcement around the national 20,000 increase in police officer numbers.

As yet no detail has been announced in relation to the impact on individual Forces. Once this information is available, the key departmental strategies will be updated to reflect the Force’s position, and the capital programme for future years updated within the strategic and budget setting process.

3.8 There are a number of caveats to the 2019/20 programme that may affect the 2019/20 out turn by up to £1.991m:

a. £170k has been left in the budget for projects currently undergoing evaluation with partners. Depending on the outcome, this money will either be spent or result in a saving at the year end. b. A general contingency of £442k in present in the budget for any schemes that are urgent in year. For instance, supporting accelerated recruitment. c. Schemes totalling £1.379m are dependent upon circumstances beyond the PCC/ Force’s control, which may not be resolved by the end of the financial year.

3.9 The recommended Capital programme for 2019/20 is £20.79m, and this can be found in the table below:

2019/20 Original 2019/20 Approved Revised Function budget Programme Difference £000 £000 £000 Estates 6,571 5,252 1,319 Fleet 3,478 3,891 -413 IS 8,016 9,462 -1,446 Transformation 208 1,315 -1,107 Other 1,038 874 164 Total: 19,311 20,794 -1,483

3.10 This represents an agreed view at September 2019, of expenditure expected by 31 March 2020, subject to the caveats outlined in 3.8 above. This will be kept under review monthly by the Deputy Chief Finance Officer, in consultation with South Yorkshire Police Finance Department and Departmental Heads.

Chief Officer Lead: Michael Clements, Chief Finance and Commissioning Officer.

Report Author: Sophie Abbott, Deputy Chief Finance Officer.

3 Page 51 This page is intentionally left blank Agenda Item 16

PUBLIC ACCOUNTABILITY BOARD

7 October 2019

REPORT BY THE PCC’S CHIEF FINANCE AND COMMISSIONING OFFICER

STRATEGIC PLANNING UPDATE

1 Report Objectives

To provide an update of the work of the Office of the Police and Crime Commissioner on matters of strategic, workforce and financial planning.

2 Recommendations

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

3 Information

3.1 Strategic Planning

3.1.1 The PCC determines the policing and crime priorities for South Yorkshire, approves the budget and issues the council tax precept. A Strategic and Financial Planning Timetable (‘Timetable’) supports the Commissioner in fulfilling these requirements for 2020/21.

3.1.2 This Timetable describes the various activities necessary throughout this current performance and financial year, including consultation with the public, Chief Constable, partners’ and the Police and Crime Panel.

3.1.3 The PCC renewed his Police and Crime Plan 2017-2021 in 2019, having listened to views of the public about policing and crime priorities for South Yorkshire. The key priorities are:  Protecting vulnerable peoples  Tackling crime and anti-social behaviour  Treating people fairly

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

3.1.5 The focus for strategic planning over the next few months will be around the financial envelope available to meet the policing and crime needs for the county. During this financial year the Home Office (HO) has made some additional funding available, to be spent on specific initiatives (see below). Whilst this funding is welcome after a decade of austerity, there are risks that arise. These include the uncertainty around continuation of the funding and the level of funding after 31 March 2020 and the potentially disruptive impact on medium term planning and operational performance.

Page 53 3.2 Police Officer Numbers

3.2.1 The Home Secretary has recently announced the intention to increase police officer numbers nationally by 20,000 over three years. For context: nationally 21,000 police officers have been lost since 2010. South Yorkshire lost c.500, to its current level of 2,395. NB some of the headline 20,000 may include bodies such as the National Crime Agency.

3.2.2 The HO have not yet confirmed the expected share for South Yorkshire of the national 20,000, nor precisely what additional funding will cover. For instance, one scenario may be that any additional grant funding is made available for additional police officer salaries only, but not for the necessary support staff and equipment costs, or the pay award for the whole workforce, which would then fall on the Council Tax precept and/or savings from other budgets.

3.2.3. The Chancellor stated in Parliament that £750m would be made available in 2020/21, but assumed within this are £120m of cashable efficiency savings. Again, the share for South Yorkshire of these savings is yet to be agreed with the HO.

3.2.4. SYP are actively exploring all options to expedite recruitment immediately and ensure they have the capacity in place to not only recruit but induct, train, supervise, equip and accommodate a significant increase in police officers.

3.2.5 South Yorkshire’s share of the national 20,000 uplift will be driven by the funding made available, balanced with our medium term financial sustainability. SYP already had plans in place to increase police officer numbers by 220 by 2023/24.

3.3 Legacy Issues

3.3.1 The financial position continues to be affected by three 'legacy' matters:

a) The National Crime Agency's investigation into non-recent child sexual exploitation (CSE) in Rotherham, currently involving up to 200 investigators and detectives (planned to increase to 250) and costing about £14m per annum.

b) Civil claims from victims and survivors of non-recent CSE, sometimes against South Yorkshire Police only and sometimes jointly with RMBC.

c) Civil claims from victims of the Hillsborough disaster.

3.3.2. The cost of the three legacy issues is forecast to be £155m by 2023/24 in our medium term financial plan. Much depends on the financial year in which payments fall.

3.3.3 In each case we apply for Special Grant from the Home Office. The present rules relating to Special Grants means that SYP has to stand the first c.£2.4m of expenditure for each of the above per annum. We are forecasting the need to cover approx. £25m of the costs to 2023/24 from our resources i.e. reserves.

3.3.4 We are in constant dialogue with the Home Office to try to have the three applications treated as one so that the 'penalty' will only apply once. We were making some progress with this until the government changed and we had to rebuild the relationships with new ministers. Our claims for Special Grant in this financial year have to be submitted to the Home Office for review by 31st October.

Page 54 3.4 Serious Violence

3.4.1 The Violence Reduction Unit (VRU) is the latest Home Office initiative in combatting the rise in serious violence. Others have included (for South Yorkshire):

 £1.2m Early Intervention Youth Fund – two bids, one from Doncaster-Rotherham- Barnsley and one from Sheffield, covering 2018/19 and 2019/20.  £2.6m for targeted police ‘Surge’ activity around violence hot spots & suspects.  SY share of the national 20,000 additional police officers, 2,000 this year.

3.4.2 18 police force areas were selected on the basis of highest hospital admissions for injuries from blades. The PCCs were invited in late June to bid for an amount proposed by the HO; our bid to secure the £1.6m allocation was approved in August

3.4.3 The HO requires the PCC to bring together specified partners to form a strategic Executive Board: local authorities, public health, clinical commissioning groups, youth offending teams, police and educational establishments. The HO did not prescribe the voluntary, community or faith sectors, which we have added. The Executive Board held its first meeting on 2nd September.

3.4.4 The VRU must commit to a public health approach to prevention: i.e. violence is thought of as if it were a disease: it needs mapping and preventing by whatever means work. It should aim, therefore, to be evidence-based. It is based on the model that is thought to have contributed in bringing down violence in Glasgow.

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

3.4.6 Between now and 31st March the VRU (i.e. all the partners) must deliver two products:

 A Problem Profile of the issues in SY  An agreed Response Strategy to meet them  It will also fund work around violence reduction ‘interventions’ – new initiatives and scaling up existing projects – from a Violence Reduction Fund.

3.4.7. Staffing: Rachel Staniforth is the co-ordinator (a Public Health specialist), line managed from within the OPCC; Superintendent Lee Berry is seconded from SYP; an administrative assistant is awaiting police vetting; a comms lead has been identified from OPCC; an analyst post is advertised; PCCs strategic lead.

Crucially the VRU needs a secondment from each district from now to 31st March to ensure each district’s approaches and needs are understood and accurately reflected.

3.4.8 An Elected Members Reference Group has been set up to keep an appropriate councillor (cabinet member or advisor) from each district informed about the VRU on a bi- monthly basis. To date, two meetings have been held.

Report author: Michael Clements, Chief Finance and Commissioning Officer

Contact details: [email protected]

Page 55 This page is intentionally left blank Agenda Item 17

PUBLIC ACCOUNTABILITY BOARD

7 October 2019

REPORT BY THE PCC’S CHIEF EXECUTIVE AND SOLICITOR

POLICE COMPLAINTS HANDLING - CHANGES TO STATUTORY RESPONSIBILITIES

1 Report Objectives

To provide an overview of the forthcoming changes to the police complaints system and the role of the Police and Crime Commissioner (PCC) within that.

2 Recommendations

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

3 Information

3.1 The PCC is responsible for holding the Chief Constable to account for how policing services are delivered. This includes ensuring the Chief Constable has appropriate processes in place for dealing with complaints and conduct matters within the force and referrals to the Independent Office for Police Conduct (IOPC) whether mandatory, such as Death or Serious Injury (DSI), or voluntary. Where necessary, the PCC has the power to direct the Chief Constable to take action in relation to complaints matters.

3.2 The PCC is also responsible (termed the ‘Appropriate Authority’) for any complaints, conduct, or DSI matters involving the Chief Constable.

3.3 The police complaints system is undergoing a major overhaul, the first since the Police Reform Act was introduced in 2002. These reforms, under the Policing and Crime Act 2017, are designed to increase public confidence in policing and to make the whole process simpler to manage and administer. The new system is intended to be more customer focused.

3.4 There are three phases to the reforms. Phase 1, December 2017, put in place new Police Conduct and Complaints Regulations and Police Barred List enabling disciplinary proceedings to be taken against former police officers and establishing procedures for a police barred list and police advisory list to ensure former officers are unable to avoid accountability for gross misconduct and are prevented from re- joining policing. Phase 2 involved changing the Independent Police Complaints Commission to a corporate body and from January 2018 this body is known as the IOPC. This was followed by the introduction of super-complaints in November 2018.

Page 57 3.5 Phase 3 of the reforms, the main implementation stage, is the final stage and due to come into force on 3 February 2020. This phase involves system-wide complaints and discipline reforms. In summary the reforms in this phase fall under four main themes:  Ensuring the system is proportionate, less adversarial, with a focus on learning and improvement  Improving accountability;  Streamlining processes, improving timeliness and independence;  Improving transparency, cooperation and fairness.

3.6 The new legislation introduces changes to the police conduct thresholds that involve disciplinary matters. Other less serious conduct matters / underperformance will not trigger disciplinary action. These will instead be dealt with via ‘reflective practice’ and handled locally by managers.

3.7 All PCCs will have a greater role in complaint handling and as a minimum will become the appellant body for reviews (known as appeals under existing system). These are currently handled by a chief officer within forces. In simple terms this change makes PCCs responsible for undertaking reviews of complaint outcomes for some complaints which are formally recorded. PCCs will also have the power to recommend how a complaint they have reviewed should be resolved and Chief Constables will be expected to co-operate in order to achieve a satisfactory outcome for complainants.

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

(i) Model 1 (Mandatory) - Oversight and complaint reviews

PCCs will continue to hold Chief Constables to account for the exercise of their functions under the Police and Reform Act 2002 in relation to the handling of complaints.

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

In simple terms this makes PCCs responsible for undertaking reviews of complaint outcomes for some complaints which are formally recorded and the current right of appeal is to the relevant Chief Constable – the equivalent of local resolution outcomes. PCCs will also have the power to recommend how a complaint they have reviewed should be resolved and Chief Constables will be expected to co-operate in order to achieve a satisfactory outcome for the complainant.

Page 58 (ii) Model 2 - Customer Service Resolution and Recording

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

(iii) Model 3 - Contact

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

It should be noted that in every Model the resolution of a complaint remains the responsibility of forces. Forces will continue to determine whether complaints meet the criteria for referring to the IOPC. PCCs do not become the Appropriate Authority.

3.9 In South Yorkshire a joint options appraisal of the three models has been carried out by staff within the Office of the Police and Crime Commissioner and the Force’s Professional Standards Department. This options appraisal identified risks with all models, however Model 1 was considered to be the least risky option.

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

3.11 Preparations are now underway to implement the upcoming the PCC’s decision.

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

Report author: Erika Redfearn, Head of Governance, OPCC Contact details: [email protected]

Page 59 This page is intentionally left blank Agenda Item 18

Independent Ethics Panel Exception Report

Exception Report Report Author

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

27 September 2019

Urgent: No Security Classification Official

Exceptions

The Independent Ethics panel (IEP) assists the Commissioner in understanding the progress being made in delivering the ‘Fair Treatment’ strategic priority of his Police and Crime Plan. The Panel last met on 3 September 2019.

Reports to the Independent Ethics Panel – exceptions for noting

Equality, Diversity & Inclusion Update

Inspector S Mellors, SYP’s Equality, Diversity & Inclusion Lead, presented a Diversity, Equality & Inclusion Update.

In the last 12 months, the whole workforce has shrunk by 61 people with police officer numbers reducing by 49. However, the force has already made plans to have a period of accelerated recruitment over the next two years. Despite the reduction in numbers, among police officers, diversity has increased in 2018-19, with establishment increases in the proportions of female (+0.3% to 32.9%), BME (+0.3% to 4.9%) and VME (+0.3% to 3.7%) officers in the last year. A possible explanation is the investment in positive action to attract more candidates of diverse backgrounds and remove barriers to application.

The Panel noted that the new recruitment campaign presents an opportunity for the service to balance the proportionate representation of local communities.

Use of Force

The Panel received a detailed overview of the use of force in SYP during the first quarter of the year. Work is ongoing to address faults in the completion of records when force is used, but the Panel did not express concern about the level of force used.

Page 61 Independent Ethics Panel Exception Report

The Panel noted that in approximately one third of subjects, officers recorded that mental health is an ‘impact factor’. Supt S Wanless, Use of Force Lead, confirmed that frontline staff are far more aware of the impact of mental health issues than a few years ago.

Panel members agreed that it would be useful to inform members of the public about the level of scrutiny and the internal processes in place around use of force. They also thought it would be beneficial for the press to observe elements of the use of force training.

The Panel discussed the use of spit guards. Spit guards were initially issued to custody staff only but are now personal issue to all frontline district officers. This had not increased usage.

Stop and Search

The Panel received a briefing on a s60 authorisation on 27 June in Edlington, Doncaster.

An authorisation under s60 Criminal Justice and Public Order Act 1994 (s60) gives police officers the right to search people in a defined area during a specific time period when they believe, with good reason, that: serious violence will take place and it is necessary to use this power to prevent such violence; or that a person is carrying a dangerous object or offensive weapon; or that an incident involving serious violence has taken place and a dangerous instrument or offensive weapon used in the incident is being carried in the locality.

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

Digital Policing

The Panel is undertaking a Digital Policing project which aims to produce a set of ethical principles against which the force can test future proposals. For example, specific principles around the quality of equipment being procured, and the quality of the data used to aid decision-making, are emerging.

Prof Ann Macaskill, who is the relevant Panel lead, was confident that formulating a set of principles is the right way forward. The principles being produced build on the existing National Decision- making Framework.

The Panel was also provided by the DCC with a comprehensive briefing on the force’s involvement in the Automatic Facial Recognition (‘AFR’) pilot which had been run by the Meadowhall shopping centre last year, which had been the subject of recent media reporting. The involvement had been limited in time and purpose and was not an indication that the Force was adopting or using AFR.

Page 62 Independent Ethics Panel Exception Report

Expected Standards of Behaviour

The Panel was shown two 60 second cartoon audio clips on standards by Det Supt D Barraclough, the Head of Professional Standards.

A recent inspection by Her Majesty’s Inspectorate of Constabulary and Fire and Rescue Service identified that the vast majority of staff were aware of the standards expected as a result of the audio clips.

Recommendations

The Commissioner is recommended to consider the contents of the report and comment on any matters arising.

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

Contact details: OPCC, 0114 2964137 Signed: Date: A Lockley

Page 63 This page is intentionally left blank