POLICY, PLANNING AND PERFORMANCE MEETING AGENDA · POLICY, PLANNING AND PERFORMANCE . MEETING . AGENDA . Date: Friday 6 September 2013 . ... MINUTES OF THE POLICY, PLANNING AND PERFORMANCE

POLICY, PLANNING AND PERFORMANCE MEETING AGENDA Date: Friday 6 September 2013 Time: 10.30am Venue: West Berkshire Council Offices, Market Street, Newbury RG14 5LD in Committee Room 1.

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AGENDA ITEM PAGE NO 1. MINUTES OF THE LAST MEETING HELD 3

ON 10 JULY 2013

2. MOBILE DATA 13 3. CAPITAL MONITORING REPORT 2013/14 33 4. REVENUE MONITORING REPORT 2013/14 45 5. DELIVERY PLAN UPDATE 51 6. STAGE 2 TRANSFER PROPOSALS 55

7. RESPONSE TO HMIC REPORTS 81 8. PCC OVERVIEW AND SCRUTINY OF

COMPLAINTS AND PROFESSIONAL STANDARDS 111 9. OPCC DEVELOPMENT PROGRAMME 2013/14 117 10. DATE OF NEXT MEETING -

Wednesday 6 November 2013 at 10.00am Venue to be confirmed

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AGENDA ITEM 1 POLICE AND CRIME COMMISSIONER FOR THAMES VALLEY MINUTES OF THE POLICY, PLANNING AND PERFORMANCE MEETING HELD AT EXETER HALL, KIDLINGTON ON 10 JULY 2013 COMMENCING AT 10.00AM AND CONCLUDED AT 12.10PM Present:

A Stansfeld (Police and Crime Commissioner) Chief Officers present:

Chief Constable Chief Executive (Office of the Police and Crime Commissioner) Director of Finance (Thames Valley Police) Apologies: D Carroll (Deputy Police and Crime Commissioner) Deputy Chief Constable Acting Chief Finance Officer (Office of the Police and Crime Commissioner) 11 MINUTES OF THE LAST MEETING RESOLVED: That the minutes of the last meeting held on 21 January 2013 were taken as read and signed by the Police and Crime Commissioner. 12 ANNUAL TREASURY REPORT 2012/13 The Police and Crime Commissioner (PCC) was reminded that the former Police Authority approved the Treasury Management Strategy Statement for 2012/13 at its meeting on 17th February 2012. Quarterly performance updates had been provided to the Police Authority and, more recently, to the PCC. The PCC received the report which provided information on actual treasury activity for the financial year ending 31st March 2013. The PCC noted the following key points:

We continue to borrow from internal cash backed reserves rather take external loans to help fund the capital programme. As at 31st March 2013 we were “under-borrowed” by £11.789m

Cash investments exceeded external borrowing by £30.348m We did not exceed the authorised borrowing limit or the operational

boundary during 2012/13

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The average return on our investments was 1.58%, which exceeded the bespoke TVP benchmark of 0.77% by 0.82%. This was due to our policy of investing in the Bank of Scotland 12 month special deposit rates.

We exceeded our bank overdraft facility twice during the year due to the national Nat West banking failure. Accordingly, no penalties were incurred.

The minimum amount of short term deposits (i.e. with less than 1 months notice) was £21.875m. Although this was below the approved guideline level of £30m it happened on 28th March 2013 (i.e. ‘pay day’ – a peak cash outflow day) so did not cause an ongoing problem for general day-to-day liquidity or cashflow.

The weighted average life of maturities on 31st March was 120 days, well below the benchmark level of 6 months (or 183 days)

We complied with all the statutory relevant and regulatory requirements which limit, as far as possible, the levels of risk associated our treasury management activities

The Police and Crime Commissioner NOTED the treasury outturn report for 2012/13. 13 FINAL ACCOUNTS 2012/13

The PCC received the final outturn position report for revenue and capital expenditure in 2012/13, which also provided updated information on the level of reserves and balances currently held.

The PCC was advised that in total, the revenue account had been underspent by £1.218m, which equated to just 0.3% of the approved revenue budget for 2012/13. This money had been transferred to general balances. The revised capital programme for 2012/13 had been £27.932m but the capital outturn had been £6.336 lower, at £21.596m. This variance comprised slippage of expenditure of £3.883m and scheme underspends of £2.503m. Primarily due to the revenue account surplus, general balances increased from £14.298m to £15.339m. They now equated to 3.9% of the net budget requirement in 2013/14, slightly above the guideline level of 3%. Earmarked revenue reserves fell from £33.896m to £30.501m due to the planned application of reserves to support revenue and capital expenditure. Capital balances also decreased from £23.377m to £18.041m. The PCC was reminded that the two separate Statement of Accounts (i.e. one each for PCC & Group and Chief Constable) had been submitted for external audit. A further report on the final accounts would be presented to the Joint Independent Audit Committee in September 2013. The Police and Crime Commissioner NOTED the final outturn position for 2012/13. 14 POLICE PROPERTY ACT DONATIONS 2012/13

The PCC received a report which detailed the charitable donations made from the Police Property Act Fund. The Police (Property) Act 1997 enabled payments to be

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made for charitable purposes from monies received from the sale of property which came into police possession as the result of crime. The fund available for distribution each year was the audited income received in the previous year and any remaining balance brought forward. The PCC and Chief Constable jointly decide on donations from the fund. The Police and Crime Commissioner NOTED the contents of the Police Property Act Donations 2012/13 report. 15 ANNUAL GOVERNANCE STATEMENT 2012/13 The PCC was reminded that local authorities, including the Police, were required to produce an annual governance statement (AGS) to show the extent to which they comply with their own code of corporate governance. Attached as an Appendix to the report (not reproduced) was a single, combined, AGS which showed how the Chief Constable and PCC (as well as the former Police Authority) had complied with their joint Code of Corporate Governance during 2012/13. The joint AGS would be published within the annual Statement of Accounts that the PCC and Chief Constable had produced. The PCC was advised that following the review of effectiveness of the present governance arrangements there were no significant governance issues that required immediate attention although there were two potential issues that may have an adverse impact on the internal control environment during 2013/14, which would be carefully monitored during the year. These two potential issues were:

The statutory requirement for a “Stage 2” transfer of staff, assets and liabilities from the PCC to the Chief Constable; and

Inconsistent governance arrangements for current collaborations with other forces

Two separate, but identical, versions of the AGS would be published within the separate Statement of Accounts for 2012/13 to be published by the PCC and Chief Constable. The PCC was invited to review the joint Annual Governance Statement for 2012/13. The Police and Crime Commissioner ENDORSED the conclusion and action plan contained therein. 16 TVP DELIVERY PLAN OUTTURN REPORT 2012/13

The PCC was presented with an end of year summary of Force performance in respect of the 2012/13 Delivery Plan. The document reflected Force activities against the strategic objectives and targets for 2012/13 previously agreed by the

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Police Authority (and which had been monitored by the PCC since November 2012), together with a commentary on the various actions in connection with the Plan. Where applicable, under the Red-Amber-Green grading, the position as at 31 March 2013 in respect of the ten performance targets were as follows: 8 of the targets were graded Green – Target achieved 1 of the targets was graded Amber – Below the target but performing better than last year 1 of the targets was graded Red -- Below the target and performing worse than last year In terms of the 34 actions set by the Force in support of the strategic objectives, the position was as follows: 33 of the actions were graded Green – Delivered 1 action was graded Amber – Incomplete at Year end. Overall the end of year outturn report reflected significant progress in the delivery of the various objectives and actions. The Chief Constable guided the PCC through the document. The Police and Crime Commissioner NOTED the contents of the delivery plan outturn report 2012/13. 17 REVENUE MONITORING 2013/14 The PCC received the first revenue budget monitoring report for 2013/14. The report provided a comparison of the actual expenditure and income to 31st May 2013 against the profiled budget for the same period. No provision for commitments was made although the budget profiles used reflected as far as possible the expected pattern of actual payments and receipts. The PCC was advised that as at the end of May 2013 the overall budget was £0.296m underspent against profile and the overall Force financial position remained good. Post-budget savings of £1.1m from Winsor recommendations on police pay (£0.150m), allowances (£0.500m) and contract renewals (£0.450m) had been identified and were recommended to the PCC for appropriation to the Improvement & Performance Reserve. The Police and Crime Commissioner NOTED the Revenue Monitoring report 2013/14 and APPROVED the appropriation of £1.1m of planned revenue savings in to the Improvement and Performance Reserve.

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18 CAPITAL MONITORING 2013/14

The PCC received the first capital programme monitoring report for 2013/14. The report affirmed the plans for the 2013/14 capital programme, restated the impact of last year’s programme slippage and provided updates on projects, identifying those that had progressed or had material changes affecting them.

The report provided project and programme overviews based on actual expenditure to the end of May 2013. This was shown in the financial summary statement in an Appendix to the report (not reproduced) which also provided details on any annual forecast variances or programme slippage. The PCC was reminded that the approved Capital Programme budget for 2013/14 had been set at £23.501m, this was adjusted to reflect the final slippage from 2012/13 of £2.643m and recent ANPR approvals to be funded from revenue of £0.486m. The revised Capital programme budget was now £26.630m. Capital expenditure across all projects to the end of May was £1.482m. A further £8.927m was fully committed to specific projects. Total committed or spent funds therefore totalled £10.409m against the revised capital programme of £26.630m. The predicted outturn was £25.930m, which reflected expected programme slippage of £0.700m. The Police and Crime Commissioner NOTED the revised capital programme budget for 2013/14, including slippage, and the expenditure position as at the end of May 2013 which included the outturn forecast for the year to 31st March 2014. 19 ASSET RECOVERY INCENTIVISATION SCHEME/PROCEEDS OF CRIME

ACT The PCC received a report which provided background information on the funds received from the Asset Recovery Incentivisation Scheme (ARIS) under the Proceeds of Crime Act (POCA) and the current investment of those funds in Financial Investigators. The Proceeds of Crime Act was a powerful piece of legislation designed to ensure that individuals were unable to retain assets acquired through criminal activity and that victims were compensated by criminals for their actions. The Police and Crime Commissioner NOTED the contents of the Asset Recovery Incentivisation Scheme/Proceeds of Crime Act report. 20 TREASURY MANAGEMENT PERFORMANCE UPDATE

The PCC was reminded that he approved the Treasury Management Strategy Statement for 2013/14 at the last meeting. This report explained how the Office of the Police and Crime Commissioner (OPCC) was complying with the agreed strategy and provided performance information for the period 1st April to 31st May 2013.

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The PCC noted, as at 31st May 2013, the following key points:

We continue to borrow from internal cash backed reserves rather take external loans to help fund the capital programme. We are currently “under-borrowed” by £10.249m

Cash investments exceed external borrowing by £27.933m We have not exceeded the authorised borrowing limit or the operational

boundary so far during 2013/14 The average return on our investments is currently 1.45%, which exceeds

the bespoke TVP benchmark of 0.64% by 0.81%. However, the average return will reduce over time as previous 12 month deposits at around 3% mature, to be replaced by new fixed term deposits at 1% or less. The latest forecast is that the annual budget for investment income of £1m will be under-recovered by around £0.29m (i.e. predicted outturn is £0.71m)

We have not exceeded our bank overdraft facility during the last two months

The minimum amount of short term deposits (i.e. with less than 1 months notice) was £9.803m, which is below our benchmark minimum level of £30m. However a new, more appropriate, benchmark minimum level of “Liquid short term deposits, including the receipt of government grant and/or council tax precept income, of at least £5m available within 7 days” is recommended for approval by the Police and Crime Commissioner.

The weighted average life of maturities on 31st May was 92 days, well below the benchmark level of 6 months (or 183 days)

We have complied with all the statutory relevant and regulatory requirements which limit, as far as possible, the levels of risk associated our treasury management activities

The Chief Executive of the office of the PCC reminded the PCC that he had approved performance benchmarks for security, liquidity and yield. Those benchmarks were simple guideline targets (not limits) and so may be varied on occasion, depending on movements in interest rates and counterparty criteria. The purpose of the benchmark was that officers would monitor the current and trend position and propose amendments to the operational strategy as and when required. The Chief Executive referred the PCC to the report which set out that the maximum security risk benchmark for the whole portfolio, when compared to those default tables, was

0.03% historic risk of default when compared to the whole portfolio. On the latest analysis received from Lloyds the actual percentage figure had increased to 0.042%. The Chief Executive proposed to the PCC that this risk benchmark figure be revised to 0.1%, which represented a more meaningful and relevant benchmark. The Police and Crime Commissioner NOTED the Treasury Management Performance update report and APPROVED the revised liquidity benchmark of Liquid short term deposits, including the receipt of government grants and/or council tax precept income, of a least £5m within 7 days and also APPROVED the revised risk benchmark figure of 0.1% as set out above.

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21 INCOME CHARGING & SPONSORSHIP

The PCC was advised that there were a limited range of activities where it was appropriate for the force to make charges to individuals or organisations to recover costs. To ensure consistency across the service those charges were set in accordance with ACPO national policy. The report set out the Fees and Chargeable rates applicable for 2013/14. In addition to charging for a limited number of activities the Police Crime Commissioner was permitted to accept Sponsorship up to a maximum of 1% of the annual revenue budget which would represent an upper limit of £3.99m for 2012/13. The report provided details in respect of the £0.169m of actual Sponsorship received by Thames Valley Police in 2012/13. The Police and Crime Commissioner NOTED the current fees and chargeable rates for 2013/14 and the sponsorship received in 2012/13. 22 ACTIONS TAKEN UNDER DELEGATED POWERS

The PCC received a report which detailed the instances that delegated powers had been utilised by the senior officers of the chief constable in the period 22 November 20012 to 30 June 2013. In particular:

Financial Regulations Functions delegated to the Director of Human Resources Functions delegated to the Head of Legal Services

The Police and Crime Commissioner NOTED the delegated decisions taken by Chief Officers since November 2012. 23 STAGE TWO TRANSFER OPTIONS AND OUTLINE SUBMISSION The PCC received a report which set out the following:

Identified the statutory requirements in respect of the “Stage Two” transfer issues arising from the Police Reform and Social Responsibility Act 2011.

Drew on subsequent guidance and other relevant documentation. The main options in respect of the treatment of police staff, assets and

liabilities available to the PCC and Chief Constable together with a commentary on their various merits.

Identified preferred options to form the basis of the required formal submission to the Home Secretary by 16th September 2013.

Sought guidance as to the outline content of that submission.

The PCC was invited to review the report in consultation with the Chief Constable and determine:

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1) The preferred Stage Two approach to form the basis of the submission to

the Home Secretary in terms of the future treatment of police staff. 2) The outline content of that submission

The Police and Crime Commissioner APPROVED the following:

1. That the submission to the Home Secretary in respect of a Stage Two transfer should address staff transfers only.

2. That all police staff should transfer to the employment of the Chief Constable

other than those currently employed within the Office of the Police and Crime Commissioner, under the direction and control of the PCC, to directly support the exercise of his functions.

3. That the Director of Human Resources carry out formal consultation with UNISON on behalf of the Police and Crime Commissioner and Chief Constable.

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VALLEY

The PCC was reminded that following the request made by the Thames Valley Police and Crime Panel for an audit to be undertaken to provide assurance to the public and the Panel concerning the Commissioner’s expenses and the processing of them, his tax position and advice in relation to them, one of the recommendations included in the audit report was as follows: “It is recommended that an Expenses Policy for the PCC is developed and approved, to give clarity and transparency to the process. Either the HMRC guidance or TVP policy could be used to form the basis of the policy”. The Police and Crime Commissioner APPROVED the ‘Travel and Subsistence Policy for the Police and Crime Commissioner (PCC) for Thames Valley’ that had been developed in response to the above recommendations contained in the audit report. 25 OPCC DEVELOPMENT PROGRAMME

The PCC was reminded that his four year Police and Crime Plan 2013-2017 had been formally published in early April 2013. The Plan was a combination of policing and non-policing activities. The Chief Constable would be held to account for delivering the policing outcomes within the plan and progress would be measured against the Force’s ‘Annual Delivery Plan’. Quarterly Delivery Plan monitoring reports would be presented to the PCC on a regular and planned basis throughout the year.

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The PCC’s Chief Executive and Chief Finance Officer were responsible for making arrangements to ensure that the non-policing activities and outcomes within the plan were delivered and implemented on a timely basis. Attached to the report (not reproduced) was a schedule showing progress against the seventeen new work streams identified as being necessary to be delivered during 2013/14 to enable the PCC to effectively discharge his full range of statutory functions and duties. Accordingly, the schedule did not include routine ‘business as usual’ activities (e.g. treasury management), so did not seek to present a comprehensive list of all the activities, functions and outcomes that the Office of the PCC (OPCC) would undertake during the year. The PCC was advised that the Development Programme was a ‘live’ document and would be reviewed and refreshed regularly throughout the year. A number of tasks had already been completed and signed-off by either the PCC and/or his Management Team. The Police and Crime Commissioner NOTED the progress being made with the OPCC Development Programme for 2013/14.

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REQUEST FOR DECISION – <insert ref no> FOR NOTING

Title: Mobile Data

Executive Summary: The attached paper sets out the approach which the Force is adopting to deploying mobile data based on the agreed ICT Vision and the joint Application and Data Strategy concepts of re-use and sharing in order to provide a low-risk and rapid path to mobile data. The paper was considered by the Chief Constable’s Management Team in March 2013 and this covering report is attached by way of a summary and progress update. The agreed approach recognises the operational benefits to front-line officers from the availability of efficient mobile data systems. The forthcoming implementation of additional modules of the Niche integrated Records Management System offered potential options for both Thames Valley Police and Hampshire Constabulary. The use of Niche would provide a technically tried and tested approach and a level of commonality between mobile data solutions which would be useful in supporting joint units. Pending its introduction, a number of steps have been agreed to provide a level of mobile access to existing tools using existing technical models consistent with the strategic programme and the progress is summarised below. Recommendation: The Police and Crime Commissioner is invited to formally note the Report as appropriate

Police and Crime Commissioner I hereby approve the recommendation above. Signature Date

AGENDA ITEM 213

PART 1 – NON-CONFIDENTIAL 1 Introduction and background

1.1 The attached paper was reviewed by the Chief Constable’s Management Team at

a meeting held in March 2013. The paper, which is self explanatory, set out a vision for mobile data within Thames valley Police, building on existing opportunities and future proposed developments, taking into account the position within the Hampshire Constabulary and the operational and financial advantages of aligning our business processes and systems wherever possible.

1.2 The forthcoming implementation of additional modules of the Niche integrated

Records Management System offered potential options for both Thames Valley Police and Hampshire Constabulary. The use of Niche would provide a technically tried and tested approach and a level of commonality between mobile data solutions which would be useful in supporting joint units. However, pending the delivery of these facilities as part of the mobile project, the Chief Constable’s Management Team was invited to adopt a tactical project to provide a level of mobile access to existing information tools using existing technical models consistent with the Force’s Strategic Programme and using a mobile data platform similar to that used by the Hampshire Constabulary.

2 Issues for consideration 2.1 The following recommendations set out in the paper submitted to the Chief

Constable’s Management Team were agreed: 1. That the costs of deploying a mobile data platform similar to that in Hampshire

Constabulary be confirmed and agreed.

2. That a mobile data tactical deployment project led by Supt Force Change coming under DIST be set up to deploy the basic mobile data model developed/being developed by HC within HC and to maximise on the existing TVP technology developments and deployments. This would include:

Basic MDT access to existing application/tool sets & Basic tablet access; Business deployment plan; Training, ICT training and governance plan. Benefits realisation and feedback loop into the Strategic Programme.

3. That a mobile data strategic deployment requirement be developed within the Niche deployment programme. This would include:

Technical preparation of mobile devices, software and access methods; Deployment plan; Performance framework; Training plan combined with Niche roll out training plan. Identify and manage interdependency between Niche/Mobile programme

and the Contact Management Programme.

4. That agreement be sought with Hampshire Constabulary to plan convergence of the two separate mobile platforms to support joint units.

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5. That the move to a single mobile provider contract for both forces be expedited to enable us to purchase the same devices and images effectively.

6. Further research into the longer term strategy, to develop the approach to other opportunities such as “Use your own device” and “Bring your own device”.

3 Progress Update 3.1 Following the endorsement of the Approach to Mobile Data by CCMT, the Niche

RMS programme board have introduced mobile access provision into the Niche rollout plans. The Tactical mobile project board has been set up and is chaired by Amanda Cooper DIST. This is a collaboration board covering both Hampshire Constabulary activities and those of Thames Valley Police.

3.2 On the Strategic activity the use of mobile access to Niche data is being developed

in the business process mapping. The programme team are engaged directly with the South Wales and Welsh forces who are close to implementing the mobile Niche. In addition they are working directly with Sussex and Surrey who are in the same position as TVP on mobile data access to Niche RMS. The intention is to build the mobile access into the RMS rollout in 2014.

3.3 Within the tactical project significant progress has been made:

TVP have pushed CESG and the Police IT national accreditor to reconsider the issues which until now have prevented the use of modern Smartphone / tablet technology. We have been successful in this endeavour with both Ipad and Windows 8 tablet operating systems due accreditation imminently. We have designed our technology to meet these future standards and so are ready to go live with pilots on Windows 8 tablets this month.

Initially these pilots will be with senior managers supporting the “administration system” such as Microsoft and LAN access. The tablets will connect to all the File servers and document management systems enabling a more productive and satisfactory tool than the Ipad to date. A pilot of fifteen devices across Heads of departments and Chief Supts commences this month with evaluation in October. At the same time the project board is considering Smartphones as a better User device and to support contingency for the Blackberry.

The Direct Intelligence pilot has been extended to a further LPA and this is proving successful. It is unlikely we will extend further as this would require additional staff resources in the AIT, The functionality and outcome achieved by the DII on Blackberries will be delivered across the force through the RMS Mobile access.

The Electronic Witness statement pilots are commencing and TVP Programme manager Jo Pelletier is in close contact with Hampshire Pilot. Working is ongoing to better understand costs and benefits.

3.4 The successful outcome on all these activities is dependent a good understanding of how we can exploit technology and us achieving a change in the relevant business processes and culture to achieve benefits. ICT Business relationship leads are working closely with their operational colleagues to ensure we are clear on what we want to do. Proof of Concepts and Pilot studies will be used to “test” ideas and solutions to avoid spending significant sums of money without a good

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understanding of the reality on benefits. With regard to business change, this will involve adapting existing relevant technology so that is effective on mobile platforms as well as building in the requirement for new applications. We will not invest in adapting existing systems unless they are critical to a mobile response and are intended for use for a significant period.

3.5 Progress on mobile use in TVP is monitored through the Force Change board

which is chaired by the Deputy Chief Constable 4 Financial comments 4.1 The new devices being delivered under the Tactical deployment project, are

funded from the existing capital mobile data budget. The annual revision of the medium term financial plan and the capital programme (November) will incorporate any recommended changes required to deliver Mobil Data.

5 Legal comments 5.1 There are no direct legal implications arising from this paper 6 Equality comments 6.1 There are no direct equality implications arising from this paper. 7. Conclusions

7.1 The police service has recognised the operational benefits to front-line officers from the availability of efficient mobile data systems both in terms of speedy access to information and the resultant service to the public. The increased availability of cheaper devices and network developments will continue to provide opportunities and the work which Thames Valley Police has already initiated should ensure that the Force is best placed to take advantage of these opportunities.

8 Background papers

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Public access to information Information in this form is subject to the Freedom of Information Act 2000 (FOIA) and other legislation. Part 1 of this form will be made available on the website within 1 working day of approval. Any facts and advice that should not be automatically available on request should not be included in Part 1 but instead on a separate Part 2 form. Deferment of publication is only applicable where release before that date would compromise the implementation of the decision being approved. Is the publication of this form to be deferred? No If yes, for what reason? Until what date?

Is there a Part 2 form? No

ORIGINATING OFFICER DECLARATION (as appropriate):

Officer Date reviewed Name & Role

Head of Unit

N/A

Legal Advice

N/A

Financial Advice

N/A

OFFICER’S APPROVAL

We have been consulted about the proposal and confirm that financial and legal advice have been taken into account in the preparation of this report. We are satisfied that this is an appropriate request to be submitted to the Police and Crime Commissioner. Chief Executive Date Chief Finance Officer Date

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Chief Officers recognised the need for effective communication to prepare operational staff for the forthcoming changes and opportunities they would present and the Director of Information, Science and Technology would pursue this actively. There was also recognition of the need for DIST and the Head of ICT to liaise closely with Procurement regarding the delivery of the programme. DIST would continue to be the lead Chief Officer with a Senior User from the operational side being ACC Compton

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Thames Valley Police

Approach to Mobile Data

Document Information Document Status & Version DRAFT v05 Version Date 06-March-12 Author(s) Steve Vercella Owner Steve Vercella Template Version V2.00 (2009)

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Thames Valley Police Joint ICT Department

Document Name: Mobile DRAFT v0-4 Page ii Document Status: v0.4

Document Control

Document Information Document Location

Hampshire -

Quality Reviewers

Name Role Sections Reviewed

Amanda Cooper Stephen Bottom Kate Vickers

DIST ICT ICT

All All All

Version History

Version Date Requestor of Change Summary of Change(s)

Distribution List Name Department / Organisation Project Role

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Document Name: Mobile DRAFT v0-4 Page iii Document Status: v0.4

Table of Contents

1 PURPOSE OF THIS DOCUMENT ........................................................ 4

2 VISION FOR MOBILE DATA ................................................................ 4

3 CURRENT SITUATION ........................................................................ 4

4 PROPOSED APPROACH .................................................................... 5

5 PROPOSED PROGRAMME ................................................................. 7

6 AREAS OF FOCUS .............................................................................. 8

7 LONG TERM TECHNICAL/BUSINESS MOBILE STRATEGY ............ 8

8 INDICATIVE COSTS............................................................................. 9

9 RECOMMENDATIONS ....................................................................... 10

APPENDIX A – NOTES FROM DATA COLLECTION EXERCISE ............... 11

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Document Name: Mobile DRAFT v0-4 Page 4 Document Status: v0.4

1 PURPOSE OF THIS DOCUMENT

The purpose of this document is to propose to the TVP Chief Officer team an approach to deploying mobile data based on the ICT Vision and the joint Application & Data Strategy concepts of re-use and sharing in order to provide a low risk and rapid path to mobile data.

2 VISION FOR MOBILE DATA

The vision for mobile data for Thames Valley Police is simple. When an officer attends an incident they will have access to all the available data they need about the incident, persons involved, locations, vehicles, etc. in order to inform their decision making and respond appropriately. As a result, the services provided by the Force to the communities of the Thames Valley area are improved as criminals are apprehended more quickly, vulnerable persons are better safeguarded and officer safety is improved. Based on this vision it is clear that the information that is provided to officers is just as important, if not more so, than the device on which it is delivered to them. Discussions with front line officers have identified that the way that data should be delivered through a mobile device will often need to differ from a desktop in order for it to be suitable for the environment and situation officers will be in i.e.

Faster – because officers are working in a real time situation perhaps have only a short time to access and digest relevant information.

Easier – because if officers are mobile they don’t have the luxury of space, a big screen, plus weather may be a factor.

Simpler – everything only one or two clicks away, summary information presented in easy to digest formats.

3 CURRENT SITUATION

With modern computer systems, delivering the above mobile vision should be fairly simple. More recent integrated policing applications provide easy access to search data and associated (linked) information. Generally modern applications already support multiple mobile devices such as tablets and smartphones. Legacy siloed systems do not provide an integrated view of our information. They were designed to deliver their information to desktop PCs where users have more time to search using a large screen and mouse. Infrastructure needs to be built in order to deliver these screens to devices other than a desktop PC Equally screen size and behaviours need to be changed to support the use. Hampshire Constabulary’s mobile systems activity has identified that just providing officers with mobile access does not guarantee results. Governance and performance regimes would ensure that they are used

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consistently and performance improvements result. Also, policing is not restricted to locations where a mobile signal is available so continuity consequences need to be considered.. TVP are in excellent position to build on its existing investment in Blackberry mobile devices, the force systems renewal plans and the collaboration with Hampshire Constabulary to move quickly to a proven and effective mobile data approach.

4 PROPOSED APPROACH

TVP are about to commence implementation of additional modules of the Niche integrated Records Management System (RMS). This provides a number of advantages to the Force. 1. The Niche system provides the basic integrated view of data required for mobile access. Instead of having to log onto and search multiple systems, something that is difficult and time consuming in a mobile environment, the RMS provides single access to integrated data. 2. Hampshire Constabulary has already worked with suppliers to provide mobile access to Niche on Blackberry and laptop mobile devices. The Airpoint software currently used allows officers to undertake basic searches of the Niche system and PNC and enter data into Niche via Blackberry devices. Niche Development work is underway to make it “device independent” so that the system can be accessed from other devices such as tablet devices and smart phones. This provision of Niche to Blackberry’s and other devices is directly available to TVP and should be rolled out as part of the Niche implementation programme. 3. Niches product roadmap includes device independence, so that the system will be available to any hand held or desktop device However no timeline has been given by Niche An alternative approach would be to add Airpoint to Niche giving the same degree of device independence at an additional cost; delivery time is more accurately predictable and under the forces control.

In the short term, before TVP Niche rollout, a Tactical Project can investigate and deliver quick wins using the current technology investment. The lessons learnt from Hampshire Constabulary’s 4 years of working with mobile data are also available to TVP to be built into its own mobile deployment project.

4. Add-on functions to the Niche system (such as dynamic briefing and search) developed and being developed by Hampshire Constabulary will also available for TVP to deploy

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This approach builds on existing TVP investments (Blackberry devices) planned investments/strategies (the Niche RMS system) and work underway in their partner Force (support of additional device types). This avoids wasteful investment of scarce technical resources in building the infrastructure required to provide specific mobile access to systems about to be replaced (such as the Cedar crime system). Further, it builds on the approach taken to the implementation of the Niche Custody & Case Preparation system that by basing the implementation on tried and tested designs from HC and keeping the implemented system in line with that of HC a rapid deployment and a stable system can be achieved (as recommended by the Application & Data Strategy). It also factors in learning from HC that user training and performance governance need to be put in place to ensure maximum returns on the investment made as this can be included in the Niche business implementation/roll out plan. However, it is realised that by aligning the proposed mobile project with the Niche deployment programme this delays the delivery of mobile data to TVP. To address this, the device roll out should start earlier to provide tactical solutions within TVP:

Mobile Data Terminals are basically the equivalent of mobile DAD terminals. These could be deployed using the HC remote connectivity approach (after testing) to existing DAD enabled applications and provide basic office functionality on a mobile basis;

Once HC have completed the CESG approved builds of iPads, (Note: CESG have now annouced a route to gaining approval for email – National Police Mobile User Group is working on the design for wider system access with CESG for both Apple and Microsoft devices) these builds could be adapted for access to and use in TVP although it needs to be accepted that the functionality provided by these is currently limited to Force email and internet browsing. Alternatively, subject to a security waiver, and the use of the national vodaphone police contract, the existing HC iPad builds could be used.

The tactical project should trial iPads and MS based tablets for management roles where greater productivity could be achieved from the ever increasing mobile work force requirement.

The tactical project approach should also expand the mobile capability that already exists and is in use today. For example, SOCO use laptops to access the Socrates system reducing their time spend in offices for over 2 years. The Direct Intelligence Input pilot is using laptops to trial a new business process whereby officers send intelligence digitally thus avoiding Airwave traffic and call handler time. Increased systems access via blackberry could also mean a greater number of officers and staff might now benefit from these and as such a review of who can be issued Blackberries is recommended.

24



A tactical deployment of Electronic Witness Statement to be devised and implemented utilising the Hampshire technology and approach.

This tactical approach has the objective of delivering early mobile data benefits whilst minimising the impact on technical resources, reusing existing technical models and implementing infrastructure that supports the strategic programme A major advantage of this approach is that with the two Forces sharing both an Information Management Department and Information Risk Appetite then the technical models/solutions are already signed off. It is therefore proposed that TVP roll out a strategic mobile data solution as part of the deployment of the Niche RMS system within the Force. This provides TVP with a technically tried and tested approach. and a level of commonality between mobile data solutions that be useful in supporting joint units such as the JOU. The convergence of the two Forces onto a single mobile contract will facilitate work to move to a single mobile data solution. It is important that this is recognised through the procurement process and where possible National Frameworks used to enable efficient contracting minimising impact on resources. In the meantime a tactical project is proposed that will provide a level of mobile access to existing tools using existing technical models that are consistent with the strategic programme. In both the strategic and tactical projects training and governance is vital to achieving improved business/policing outcomes through the use of mobile date. This proposed approach builds on the Forces’ agreed Application & Data Strategy to re-use and share existing solutions where possible and applicable.

5 PROPOSED PROGRAMME

It is proposed that in order to support the roll out of mobile data through the Niche implementation the deployment of mobile Niche functionality (i.e. crime, intelligence, etc.) sits as an activity within the Niche RMS programme This has the advantage that training for access to Niche on the mobile devices can be combined with standard Niche training so reducing overall abstractions and more importantly achieving business and culture change at the outset.. The tactical project is proposed as a new project of work owned within Strategic Development in order to provide direction and delivery across all relevant operational functions. Such a project will need to be set up through the standard TVP project governance structure.

25



Based on Hampshire Constabulary experiences, a performance regime regarding the use of mobile devices is recommended if TVP are to make the best use of mobile data.

6 AREAS OF FOCUS

Front line officers interviewed requested simple, easy to use devices that quickly present the right information to support their role and situation. The most benefit is achieved when a complete end to end process is delivered. The tactical project needs to develop a roadmap of incremental delivery building on what the existing investment has already achieved. A culture shift is needed, one that constantly seeks feedback from users and a mechnism to fine tune based on user experience and technology developments. The lack of this approach currently is one of the reasons why the existing Blackberry’s are not delivering all the benefits expected. This can be augmented by improved two way communications, perhaps via a user community group, which promotes good practice, tips and hints and the ability to share this knowledge with other users. A key lesson learned from HC mobile project has been that supervision is key to maximising the benefits from mobile data terminals. For example to monitor usage and potentially use PDR to set targets for improved performance, whilst also providing support and additional training where an identified need exists. This is a key element of the smarter ways of working ethos.

7 LONG TERM TECHNICAL/BUSINESS MOBILE STRATEGY

Up until recently, a mobile strategy would focus on how technically the organisation can deliver static desktop applications to a mobile one device as well. As a result, the range of mobile devices becomes constrained as work is required to deliver to each one individually. Learning from these approaches showed that while the kind of application user interface delivered to desktop PCs might be applicable for an office user simply working in the same way as if in their office but in a different location, it was not always suitable for front line officers in policing situations. Further, while these mobile solutions might still improve business outcomes, they would not do so without training, performance management and governance. Modern applications are delivered from suppliers as “device independent,” that is they support multiple end user devices as default (desktop PC, laptop, smartphone, tablet) or software can be “layered” on top of the application to achieve the same result (such as Airpoint

26



and Niche). As a result the organisation is no longer constrained to a mobile technical strategy based on a narrow range of device types that can be reasonably technically supported. Instead, the most appropriate device for the job can be selected and the mobile strategy becomes a business strategy of how/where the devices are deployed and how the organisation can adapt its business processes to get the most benefit.

8 INDICATIVE COSTS

The following are indicative costs proved by HC. Costs to TVP will depend on procurement route taken, existing contract arrangements and volumes purchased. MDTs Budget estimate for a Panasonic CF19 Tough book, 5 year warranty and support, built as a Citrix MDT device with all Cals (software access licences) is £3,500 Budget estimate for a Panasonic CF53 Tough book, 5 year warranty and support built as a Citrix MDT device with all Cals is £2,600 (this is the newer less rugged product). Annual 3G data charge estimated at £144 per annum Back end software server costs depend on the number of users, performance and business continuity requirements £50K to £100K. BlackBerrys Software cost for a BlackBerry with Airpoint install (current version) £557 (Airpoint is £390 and Cals are £167). Annual 3G data charge estimated at £144 per annum. No backend costs have been included based on the fact that TVP already have a Blackberry infrastructure in place. iPads 16 GB iPad £260 16 GB iPad mini £165 Additional software and services provided for pre-CESG approved build £50 plus £8.50 per annum per unit. Mobile network data charges will also apply.

27



It should be noted that these devices have a predicted life of only 2 years which significantly increases their lifecycle costs compared to devices currently used in Force.

9 RECOMMENDATIONS

1. That the costs of deploying a mobile data platform similar to that in Hampshire Constabulary are confirmed and agreed. 2. That a mobile data tactical deployment project led by Supt Force Change be set up to deploy the basic mobile data model developed/being developed by HC within HC and to maximise on the existing TVP technology developments and deployments.. This would include:

Basic MDT access to existing application/tool sets & Basic tablet access; Business deployment plan; Training, ICT training and governance plan. Benefits realisation and feedback loop into the Strategic

Programme. 3. That a mobile data strategic deployment requirement be developed within the Niche deployment programme. This would include:

Technical preparation of mobile devices, software and access methods;

Deployment plan; Performance framework; Training plan combined with Niche roll out training plan. Identify and manage interdependency between Niche/Mobile

programme and the Contact Management Programme. 4. That agreement is sought with Hampshire Constabulary to plan convergence of the two separate mobile platforms to support joint units. 5. That the move to a joint mobile provider contract and joint device contract is expedited to enable us to purchase the same devices and images effectively. 6. Further research into the longer term strategy, which will develop the approach to other opportunities such as “Use your own device” and “Bring your own device”.

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APPENDIX A – NOTES FROM DATA COLLECTION EXERCISE

Mobile Data – Report 7/3/2013 draft Author: Kate Vickers

1. Interviews / calls completed between 30/1/2013 – 12/3/2013(total of 51 personnel)

Henry Parsons – Joint Roads Policing Kristy Shannon - Hampshire Roads Policing Daren Courtenay – TVP Roads Policing Steven Chase – TVP Director of Human Resources Linda Waters – TVP Director of Finance Amanda Cooper – TVP Head of ICT Dan Hale – TVP Strategic Development Steph Cook – TVP Head of Tactical Support John Howe – TVP Head of Counter Terrorist Wing Brendan O’Dowda – TVP Force Intelligence and Special Operations Andy Murray – TVP CID Pam Highton – TVP Change Team Ian Smith – TVP Professional Standards Geoff Heyes – TVP Professional Standards Alan Mcilwain – TVP Professional Standards Gez Chiariello – TVP Head of Criminal Justice Steve Read – TVP CJ Manager, Andy Standen – TVP Tasking and Resilience Mark Gould – TVP Joint Information Management Unit Darren Carver – TVP Business Change Manager Kirstie Watson – TVP Programme Manager Jo Pelletier – TVP Programme Manager Colin Wade – TVP Programme Manager Vicky Martin – TVP Programme Manager Kevin McCarthy – Hampshire Mobile Data Lucy Hutson – Hampshire Mobile Data Lessons Learnt Review Keith Gough – TVP - PM at the time of the Blackberry Roll out in TVP Steve Fisher – TVP - also on the roll out project Linda Everett – TVP Business Analyst Francis Habgood – TVP DCC Richard Bennett – TVP ACC Neighbourhood Policing John Campbell – TVP ACC Operations Alan Baldwin – TVP - ACC Crime and Counter Terrorism Chris Shead – Joint Operations Tony Ismay – TVP Tactical support Andy Marsh – Chief of Hampshire Constabulary Laura Nicholson – DCC Hampshire Constabulary Christina Xavier-Thomas – Hampshire Data Architect Steve Bottom - TVP BRM Manager Paul Turner - TVP BRM Account Manager Fiona Stanton - TVP BRM Account Manager Steve Matthews - TVP BRM Account Manager

29



Still to be seen next week TVP Frontline Officers: PS Mike Pearce Protection Group, Acting Inspector Gary Begnor Dog Section,PC Paul Buckingham, Police Search Adviser, APS Danny Everitt Protection Group Specialist Search, A/Insp Lewis Prescott-Mayling Criminal Justice - IOM and YJ Shared Service, Hampshire Frontline Officers in Waterlooville: PC Lewis Swan TPT, PC Karen Day DCID Hampshire Frontline Officers in Whitchurch: PC Jim Gallimore Traffic, PC Matthew Deerry SNT 2. User Requirements – The common theme sound bites

Do not know what is possible? Or costs

Everything on the desktop on the mobile device.

Every officer should have in their hand the information they need to need to complete the interaction

FACEBOOK, TWITTER, GOOGLE MAPS, YOUTUBE

Photographs, APPS, incident specific, mapping, internet access, Helli telly

EASY, FAST, RELIABLE, TIMELY, REAL TIME, RELEVANT TO THE ENVIRONMENT, CONFIDENCE

Partner Information, highways, social services, live traffic and news

Infrastructure confidence E.g. signal or contingency. Availability, access

Evidential confidence and integrity. Audit and Control

Efficiency, effective management of resources

The user experience should be as easy as possible, with the ability to interact at a variety of levels, devices.

Minimal keying required, integration between applications to ensure only added value interactions

The interactions should be around role profiles, security access, incident requirements in order that there is no

Convergence of work and personal life needs to be

id d

Officers and staff are finding work around so use their own personal devices or infrastructure

I want everything mobile

Increase the chances of convictions by confidence in the

Flexible working, cross border, regardless of location, force or incident have the right

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Reference and Case Studies:

Notts Police Case Study: http://www.thisisnottingham.co.uk/War-crime-set-benefit-screens-police-cars/story-17970993-detail/story.html

Warwickshire: http://www.tetratab.com/storage/literature/case-studies/Warwickshire_police_Case_study_FV.pdf

Met Mobile Device roll out 30,000 device report 6/3/2013 A/Inspector Lewis Prescott-Mayling has developed a thought process

around different ways of interacting with the public see: http://tvp.snorkelit.co.uk (this is still in initial thought stages but is a good example

of a changing thinking)

See Blackberry Policing Summit presentations for Sussex and South Wales. http://blackberrypolicesummit.com/presentations

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32

Page 1 of 3

OFFICE OF THE POLICE & CRIME COMMISSIONER FOR THAMES VALLEY

Report for Information to the Level 1 Meeting on 6

th September 2013

Title: Capital Monitoring 2013/14

Executive Summary:

The purpose of this report is to present an update on the progress of the capital programme for 2013/14. Further details of the approved programme are provided in Appendices 1 & 2. The Capital Programme for 2013/14 was revised in July to £26.630m. In–car video and ANPR capability approvals have subsequently been agreed. The revised capital programme is therefore now £27.097m. Capital expenditure across all projects to the end of July 2013 is £5.170m. A further £6.983m is fully committed to specific projects. Total committed or spent funds therefore total £12.153m against the revised capital programme of £27.097m. The predicted outturn is £26.257m, which reflects expected programme slippage of £0.750m and a small project saving of £0.090m. Recommendation: The PCC is asked to NOTE the revised capital programme including the video and ANPR approvals, the expenditure position as at the end of July 2013 and the forecast outturn for the year to 31st March 2014. Police and Crime Commissioner

I hereby approve the recommendation above. Signature Date

AGENDA ITEM 333

Page 2 of 3

PART 1 – NON-CONFIDENTIAL 1 Introduction and background 1.1 This the second capital programme monitoring report for 2013/14. The report

provides project and programme updates based on actual expenditure to the end of July 2013. The financial summary statement is provided in Appendix 2.

2 Issues for consideration 2.1 The PCC will need to consider the progress of each scheme as outlined in

Appendix 1.

3 Financial comments 3.1 The capital programme has a predicted outturn of £26.257m against an annual

budget of £27.097m. The variance of £0.840m is due to slippage of £0.750m on Property related schemes and an ICT project saving of £0.090m.

4 Legal comments 4.1 No specific implications arising from this report

5 Equality comments 5.1 No specific implications arising from this report 6 Background papers Annual capital programme 2013/14 Previous reports presented to the Police Authority

34

Page 3 of 3

Public access to information Information in this form is subject to the Freedom of Information Act 2000 (FOIA) and other legislation. Part 1 of this form will be made available on the website within 1 working day of approval. Any facts and advice that should not be automatically available on request should not be included in Part 1 but instead on a separate Part 2 form. Deferment of publication is only applicable where release before that date would compromise the implementation of the decision being approved. Is there a Part 2 form? No

Name & Role Officer

Head of Unit At this stage in the financial year, the capital expenditure is expected to be £26.257m compared to the programme budget of £27.097m. The shortfall is due to some slippage of £0.750m and a small project saving of £0.090m.

Director of Finance

Legal Advice No implications arising directly from this report

Chief Executive

Financial Advice The capital programme is being well managed. The annual variances against budget are shown above (Head of Unit).

PCC Chief Finance Officer

Equalities & Diversity No specific implications arising from this report

Chief Executive


We have been consulted about the proposal and confirm that financial and legal advice have been taken into account in the preparation of this report. We are satisfied that this is an appropriate request to be submitted to the Police and Crime Commissioner. Chief Executive Date 30 August 2013 Chief Finance Officer Date 30 August 2013

35

36

Appendix 1

Police and Crime Commissioner for THAMES VALLEY

6th September 2013

Joint Report of the Director of Finance and Acting PCC Chief Finance

Officer

Capital Monitoring 2013/14

Report Authors: Linda Waters &

Ian Thompson

Purpose of Report

1. This is the second capital programme monitoring report for 2013/14. This report

provides updates on projects, identifying those that have progressed or have material changes affecting them.

2. This report is based on expenditure to the end of July 2013, which is shown in the financial summary statement in Appendix 2 which also provides details on any annual forecast variances or programme slippage.

Decisions Required

3. The PCC is asked to NOTE that : The capital programme for 2013/14 was revised in July to £26.630m for

slippage from 2012/13. The programme is increased by a further £0.467m for additional in-car

video and ANPR approvals. The revised 2013/14 capital programme is therefore £27.097m. The expenditure position as at 31st July of £5.170m. Expected slippage of £0.750m and savings of £0.090m are reported. The forecast outturn for the year is £26.257m.

Background

4. The revised capital programme is currently £27.097m; an increase of £0.467m since the last report in July. The increase is due to in–car video and ANPR purchases funded from safety camera income, as shown in Table 1 below. Table 1 £’000

Approved Capital Programme Budget 2013/14 July 2013 26,630 New Approvals: video and ANPR – In car . 467 Total Capital Programme 2013/14 27,097

37

5. Anticipated financing of the predicted capital outturn for 2013/14, of £26.257m, is set out in Table 2 below. Table 2 £’000

Accumulated capital grants and reserves 17,383 Appropriation from reserves Revenue contributions Third party contributions General capital receipts

650 1,097

0 7,127

Total Financing 2013/14 26,257

Capital Monitoring – as at 31st July 2013

6. Capital expenditure across all projects to the 31st July is £5.170m. A further £6.983m is fully committed to specific projects, the majority of which is expected to be spent within the year. Total committed or spent funds therefore total £12.153m against the revised capital programme of £27.097m.

7. As previously reported slippage of £0.700m is expected relating to the St Aldates’ project (Para 14). Further full year variances at this time are limited to an additional £0.050m of slippage expected on the Thame Station replacement and savings of £0.090m to be realised on the firearms management system. Overall the predicted outturn is expected to be £0.840m under budget at £26.257m.

Scheme Information

Property Schemes

8. Capital expenditure across Property schemes to the 31st July is £3.830m with a further £5.450m currently committed to specific projects. Currently therefore nearly 75% of the full year budget is committed or spent and project progress remains good. Project information is reported below.

9. HQ (S) – New B Block – As previously reported, the finalisation of this project, being the purchase of new furniture and associated ICT equipment is awaiting completion of the linked ‘A’ block works. Slippage of £0.146m from 2012/13 will be spent by the end of 2013/14.

10. HQ (S) – ‘A’ Block Refurbishment – Extensive refurbishment and improvements on this building commenced in January 2013. Work and progress continues in line with the planned completion date of December 2013 with occupancy expected in January 2014.

11. REC – This project to replace the existing Records and Evidence Centre with a new site in Bicester is now complete with occupation of the new site achieved by the end of August.

12. Officer Safety Sulhamstead – This project to construct a purpose built physical training facility at Sulhamstead commenced in the autumn of 2012. Work continues on target towards completion later this year, allowing expected occupation to be achieved by the end of December.

38

13. Thame Station Replacement – As previously reported, following an approach to purchase the current Thame police station site by a property developer, a sale was agreed and is progressing. A leased building on the outskirts of Thame was secured to facilitate the sale and work to convert this facility into a non public access police office is now complete and the property occupied. A new front counter and public access facility will be provided on the original site in conjunction with the developer, although this is not anticipated to be finished until 2014/15, with temporary facilities being put in place until then. Minor slippage of £0.050m is now reported.

14. St Aldates – As previously reported, this project to both decommission the

custody suite and to undertake some major maintenance work on the building is expected to start in January 2014, lasting approximately 8 months. Some slippage from 2013/14 is therefore expected to arise and an initial estimate of £0.700m is indicated.

15. Asset Management Plan - New Projects: Three new projects are due to

commence this year under the asset management plan at Windsor, Gerrards Cross and Newport Pagnell. The intention is to replace low efficiency or unsuitable operational freehold sites with smaller more appropriate and energy efficient lease or freehold premises.

16. Windsor Station Replacement – Having identified the requirements for a

replacement building, locating a suitable replacement facility is currently proving difficult within the locale. Options for the replacement are now being considered and will be reported when available.

17. Gerrards Cross Replacement - The initial property felt to be suitable has

unfortunately fallen through and has now been let to other tenants. Further searches have identified two options which are being considered and will be reported as developments arise.

18. Newport Pagnell Replacement – The work to define TVP’s requirement to

remain on the same site but in a smaller capacity is currently being developed.

19. Carbon Management Initiatives – Initiatives relating to voltage optimisation and solar panels (PV cells) are currently being implemented. Voltage Optimisation equipment is now successfully installed and working at Reading station, reducing electrical consumption at the site. Other sites are being progressed subject to favourable payback expectations.

20. The PV cells at the REC are now installed which will allow the generation of electricity at the site. Two other sites are also underway at HQ (S) ‘A’ block and Sulhamstead training block, both are expected to be running from the autumn.

Custody Estates Refurbishment Programme (CERP)

21. Owned Sites – The project to rebuild the custody suite at Milton Keynes on the

footprint of the old site is progressing well and remains on target for completion in December. Final decommissioning of Slough custody will be undertaken and completed before the end of this financial year, taking 3-4 months to complete.

39

22. Abingdon – The recent decision to close St Aldates custody means that

Abingdon custody will absorb the combined throughput of detainees from both sites. In order to meet this increased activity some enabling works will be needed at Abingdon; these will be undertaken prior to the St Aldates closure and funded within the overall project. A tender exercise for the works is currently being carried out by Abingdon Limited.

23. ACPO TAM / South East Counter Terrorism Unit - SECTU As previously reported, SECTU spend is 100% grant funded by ACPO TAM to meet the specific needs of this regional counter terrorism unit. The current approval relates to the vehicle and equipment replacement programme for 2013/14.

24. Vehicles The vehicle replacement budget for TVP for 2013/14 is £2.863m, which supports the continued fleet review and replacement programme.

Equipment

25. The annual provision of £0.100m for General Equipment is non-specific and is assigned as required. Commitments to purchase surveillance equipment are shown, which will be supported by third party contributions yet to be agreed.

26. ANPR – The additional installations funded from CCMT operational revenue reserves supporting both operational requirements and bolstering rural capability are progressing well with a number of sites now operational. In addition, the replacement of in-car video and ANPR installations in 51 vehicles, funded from safety camera income, has now been ordered and the budget included in the capital programme.

27. Airwave Radio Replacement – Orders are expected to be placed in September relating to both covert and overt radios, committing a substantial proportion of the budget at that stage. For vehicle radios, discussions are under way with Procurement to determine the best route to market for the radio replacement.

ICT Schemes

28. ICT budgets for the year total £7.844m. Project expenditure is currently

£0.422m with further commitments of £0.586m resulting in £1.009m being committed to date. Overall an underspend of £0.090m is reported on the Firearms Management System project, with the remainder of the budget expected to be fully spent by year end.

ICT Core Schemes

29. This covers investment to bring core platforms up to a more effective and efficient standard, reducing our carbon footprint, ensuring the ICT infrastructure remains fully supported, improving service interoperability and allowing smarter ways of working.

40

30. Central Infrastructure - Hardware upgrades continue to progress, with

activities including ongoing data centre server replacements and upgrading Data Centre switches. Expansion of the ‘virtual’ infrastructure and further storage expansion to be implemented (for RMS, and file archiving). The budget for the year is £1.019m which is expected to be fully committed.

31. Desktop Applications –The desktop hardware upgrade and rationalisation has

commenced with the majority of the overall commitments to date providing PCs in readiness for the refresh rollout. Plans are on track for delivering the remainder within 2013/14. A technology selection paper is being prepared to provide a recommendation on the next generation of end point devices including a new desktop operating system and new hardware, such as tablets to support smarter ways of working in conjunction with Hampshire.

32. Network Refresh / Enhancements – general upgrade and IL3 - The new

network contract – SEPSNA – which will provide the infrastructure for the voice and data network and which has been the subject of extensive due diligence reviews, was signed on 26th June 2013. This contract will require the scheme budget to be re-profiled across the next 2 years. The capital budget will be amended when commitment dates have been clarified. This will provide annual revenue savings of £0.380m which have been incorporated in the updated productivity strategy.

33. Infrastructure Development - This area incorporates High Tech Crime Unit (HTCU) / Force Audio Visual Unit (FAV) storage, Interoperable Services Platform, Smarter Ways of Working, Identity Management (IDM), Mapping and Resources. A new business initiative proposal for the HTCU/FAV storage was approved in principle at the Force Change Board in July 2013, with the understanding that the full business case will be raised at the October 2013 Board. The “Interoperable Service Platform” and “Smarter Ways of Working” are with the Business Relationship Manager to identify requirements. The Mapping project will be part of the Contact Management Programme. IDM is expected to deliver this financial year.

Business Change Projects

34. Cedar Geographical Information Systems – The project remains unchanged

from the previous report: The project scope and deliverables are being redefined to investigate and map out a strategy for gazetteers. Once the strategy and scope is agreed then the normal change cycle of planning and implementation will take place.

35. NSPIS Custody and Case Preparation – As previously reported the Niche

RMS system holds the Force’s custody records. Work continues under the Records Management Programme to define the Legacy Data Management Strategy which will include the legacy NSPIS data Case and Custody records. A proposal and recommendation will be made, initially, to CCMT in September before a firm proposal is made to the PCC.

41

36. Contact Management Programme (CMP) – The system will manage all public initiated contact within the Force. The CMP Project Team completed discussions with the Home Office Blue Light team at the end of July. The relevant information from this work along with finalised requirements and identified costs are now being incorporated in the updated financial business case that is due to be submitted in December 2013.

37. Firearms Management System – An underspend of £0.090m has been

identified as the project has determined that some of the interfaces, for example to DMS or Command & Control, are no longer required.

38. Records Management System (RMS (including MODE - below) – As

previously reported this development will recommend bringing together all the core structured data into one central repository, Niche RMS, reducing support costs, eliminating replication, increasing accessibility and providing reliable interfaces with partner and national agencies. This includes all the information pertaining to Intelligence, Crime, Warrants, Vulnerability, Missing Persons, Domestic Violence and Repeat Victims.

39. The RMS Programme Phase 1 will involve delivering Crime, Missing Persons,

Intelligence and Incidents by April 2014; followed by Phase 2: delivering Property, Electronic Case File and Collision Management and finally Phase 3, delivering other Incidents and other Niche functions.

40. Management of Digital Evidence (MODE) – As previously reported this will be

delivered alongside RMS and will incorporate ODIMS (Overt Digital Information Management System). MODE brings together all the un-structured data such as CCTV footage, Body Worn Video, Audio etc, in one place for evidential storage and management. It provides similar benefits to RMS above and will allow, inter alia, future secure electronic case file transfer to CPS and courts.

41. The systems requiring investment this year are Electronic Witness Signature

(EWS) and Body Worn Video (BWV) storage, a component part of MODE. Implementing EWS is dependent on new Mobile Data Tactical project deploying apposite mobile devices in force. BWV is now deployed in force and similarly to EWS work, will be scheduled later in line with availability of digital content within MODE.

42. Body Worn Video Equipment - The frontline hardware rollout of Body worn

cameras has now been completed.

43. Mobile In car – Work is being undertaken to assess the level of spend this year as part of the capital programme refresh, at this stage it appears likely that slippage will arise, but it is yet to be quantified.

Contact Details Report authors Linda Waters 01865 855400 Ian Thompson 01865 846786

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-50

500

330

00

Ger

rard

s C

ross

Rep

lace

men

t 33

00

00

-330

33

00

488

00

New

port

Pag

nell

Rep

lace

men

t 48

80

00

-488

48

80

Old

sch

emes

0-6

2 0

-62

-62

00

573

425

0C

arbo

n In

itiat

ives

440

284

166

450

044

00

Oth

er P

rogr

ammes

Cr

iminal J

ustice

4,08

11,

400

-930

Re

furb

ish

Cust

ody

Suit

es -

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ned

2,42

455

91,

413

1,97

2-4

51

2,42

40

3,30

03,

082

-60

Refu

rbis

h Cu

stod

y Su

ites

- A

bing

don

140

-26

184

158

014

00

33,5

9018

,892

-990

TOTAL

Prop

erty

Sch

emes

12,6

643,

830

5,45

09,

280

-3,4

12

11,9

14-7

50

0

ACP

O T

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/SEC

TU0

10

T66

01

-1

00

00

450

00

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00

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014

0-0

0

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0-0

-0

0

045

6-1

1 0

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cles

and

equ

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ent

1,04

6-1

1 85

74-9

72

1,04

60

1,04

6-1

0 0

Tot

al1,

046

-10

8374

-972

1,

046

00

2,86

330

30

VEHIC

LES

2,86

330

30

303

-2,5

60

2,86

30

Colla

bora

tion

ICT

with

Ham

pshire

377

254

-120

H

olm

es m

ajor

Upg

rade

00

00

00

012

782

-45

less

HC

ICT

cont

ribu

tion

@46

%0

00

025

017

5-7

5 TV

P co

st0

00

00

00

0

Air S

uppo

rt3,

186

3,16

669

NET

TVP

CASU E

xpen

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re0

-20

0-2

0 -2

0 0

00

Equipm

ent

105

00

-

Ann

ual P

rovi

sion

105

025

025

00

105

01,

309

577

0 -

A

NPR

ann

ual a

lloca

tion

1,30

957

760

91,

186

-123

1,

309

0

1,41

457

70

Tot

al E

quipmen

t Sch

emes

1,41

457

785

91,

436

-123

1,

414

00

Airwa

ve

750

00

vehi

cle

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00

00

-750

75

00

250

300

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vert

Rad

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250

304

34-2

16

250

026

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267

371

38-2

29

267

01,

267

670

Su

b-To

tal Airwa

ve

1,26

767

572

-1,1

95

1,26

70

0

SCHEM

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MM

ARY

Fina

ncial Po

sition

2

013/

14

0

43

Capita

l M

onitor

ing

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rt 2

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14-

pp 4

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eme

Sch

eme

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d

Pro

ject

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me

Des

cription

Ann

ual B

udge

t Ex

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ng

Com

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d

£00

0£

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£00

0£

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£00

0£

000

£00

0£

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£00

0£

000

£00

0

SCHEM

E SU

MM

ARY

Fina

ncial Po

sition

2

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14

ICT C

ore

Sch

emes

1,16

035

-141

Ce

ntra

l Inf

rast

ruct

ure

1,01

935

7310

8-9

11

1,01

90

1,22

495

0D

eskt

op A

pplic

atio

ns1,

224

9531

841

3-8

11

1,22

40

3,30

50

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etw

ork

Refr

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1,50

00

1313

-1,4

87

1,50

00

1,66

52

0In

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ure

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245

20

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S

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4,98

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240

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18

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100

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320

803

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225

120

145

-397

54

20

1,60

798

30

642

5012

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0-4

72

642

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1,75

60

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00

-250

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00

132

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4 44

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s M

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230

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0-2

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140

0-9

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118

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0

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40

00

-524

43

40

-90

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500

00

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3838

-462

50

00

100

00

Mis

pers

100

00

0-1

00

100

040

00

Reco

rds

Evid

ence

400

00

-40

400

200

0M

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0-2

0 20

040

00

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repo

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g/in

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400

00

-40

400

700

00

Su

b To

tal

700

038

38-6

62

700

00

MODE

100

00

Mod

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Wor

n Vi

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100

00

0-1

00

100

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00

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Sig

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00

00

-100

10

00

200

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200

00

0-2

00

200

00

418

245

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713

240

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00

1,06

613

0m

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550

1311

24-5

26

550

01,

684

258

0

Sub

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l99

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024

265

-726

99

00

0

6,20

9.0

1,24

1.0-9

0.0

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ub-T

otal I

T Sp

ecific S

chem

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855.

829

0.4

182.

047

2.4

-2,3

83.6

2,

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80.

0-9

0.0

13,5

631,

373

-231

TOTAL

IT S

CHEM

ES7,

844

422

586

1,00

9-6

,835

7,

754

0-9

0

57,1

7824

,543

-1,2

27 TO

TAL

27,0

975,

170

6,98

312

,153

-15,

117

26,2

57-7

50

-90

-840

44

Page 1 of 4

Report for Information

Title: Revenue Monitoring 2013/14

Executive Summary: This is the second revenue monitoring report presented to the PCC for the 2013/14 financial year. Since the last report, the financial position, now reported to the end of July 2013, remains largely unchanged. The overall budget is £0.273m under spent against profile to date with a forecast full year under spend of £0.289m reported, marginally increased from the last report which indicated a £0.260m under spend. Therefore despite the challenging economic climate, the financial position for the year remains positive, with an overall expectation that the Force will remain within the approved budget. Productivity work for both current and future years is ongoing to ensure savings continue to be achieved. As previously indicated, post budget savings of £1.1m, largely due to Winsor recommendations, have been appropriated to the Improvement & Performance (I & P) Reserve to support the future budget position. Recommendation: The PCC is asked to NOTE the contents of this report. Police and Crime Commissioner I hereby approve the recommendation above. Signature Date

AGENDA ITEM 445

Page 2 of 4


1. This is the second revenue budget monitoring report presented to the PCC for

2013/14. The report provides a comparison of the actual expenditure and income to 31st July 2013 against the profiled budget for the same period. The column in Appendix 1 headed ‘YTD Spend’ shows all invoices processed for payment before the end of July. No provision for commitments is made although the budget profiles used reflect as far as possible the expected pattern of actual payments and receipts.

2 Issues for consideration 2.1 In the knowledge that Government grants will continue to be cut year-on year

for at least the next 4 to 5 years, and with limits being placed on the annual increase in council tax precept, it is imperative that the Force and Office of the PCC (OPCC) are able to demonstrate robust and accurate management of the budget. This necessitates that identified budget reductions, through the Productivity Strategy process, are implemented in full without a detrimental impact on operational performance or other related budgets.

3 Financial comments 3.1 As at the end of July 2013 the overall budget is £0.273m under spent against

profile and the forecast financial position for the year remains good, with productivity savings being achieved as required. As previously agreed, post-budget savings of £1.1m from the Winsor recommendations on police pay and allowances and other contract renewals have been moved into the Improvement & Performance Reserve for future availability.

3.2 The Office for the PCC has indicated that savings will be achieved across their budgets, predominantly in staffing, with a forecast underspend of £0.579m. However, this will be partly offset by lower interest receipts for the year of £0.290m.

3.3 The overall financial position continues to remain strong with a predicted overall saving of £0.289m reported for the year. The financial position is discussed in more detail below. OPCC Expenditure

3.4 As previously reported, the budgets of the OPCC are currently forecast to be under spent by around £0.579m at year-end. This reflects the ongoing impact of a number of factors affecting the department’s operating costs, including vacancies being held open while staffing requirements are assessed, and some contract savings. Police Pay

3.5 Police officer strength at the end of May was 4,184 full-time equivalents (FTE’s), compared to the budgeted year end strength of 4,214 FTE’s. This continues to be slightly lower than expected at this time, influenced by high wastage in the first quarter of the financial year. Police officer strength will be maintained at as close to the target strength as possible through the Forces police officer recruitment programme and is expected to recover to close to

46

Page 3 of 4

target throughout August and September. If, however, wastage remains higher than expected, under spends could occur.

Police Community Support Officers (PCSOs)

3.6 The Force PCSO target strength comprises 417 Grant/TVP-funded and 90 joint partnership funded posts, totalling 507 FTE’s. The actual strength of 487 FTE’s is slightly higher than previously reported, but overall remains lower than expected due to high volumes of PCSO’s entering the police officer recruitment programme over the last several months. The PCSO recruitment programme is working hard to bring PCSO strength back to the target although, if wastage remains high, some under spends may occur. Police Staff

3.7 The year-end police staff establishment target is 2,707 FTE’s (excluding SECTU). At the end of July, the Force had 2,520 FTE permanent staff (including maternity but excluding SECTU) and 102 temporary staff; a total of 2,622 FTE’s. Despite being lower than the target establishment, the Forces applied vacancy factor, use of agency staff and the impact of maternity is expected to bring the budget in close to target for the year.

Capital Financing

3.8 Interest receivable on balances is anticipated to be lower than budget by £0.290m due to the low investment rates currently available.

4 Legal comments 4.1 No specific implications arising from this report

5 Equality comments 5.1 No specific implications arising from this report 6 Background papers

Public access to information Information in this form is subject to the Freedom of Information Act 2000 (FOIA) and other legislation. Part 1 of this form will be made available on the website within 1 working day of approval. Any facts and advice that should not be automatically available on request should not be included in Part 1 but instead on a separate Part 2 form. Deferment of publication is only applicable where release before that date would compromise the implementation of the decision being approved. Is there a Part 2 form? No

47

Page 4 of 4

Name & Role Officer

Head of Unit The force will remain within its budget allocation for the financial year 2013/14, delivering both on performance and the achievement of £13m of productivity strategy savings.

Director of Finance

Legal Advice No implications arising directly from this report

Chief Executive

Financial Advice The budget is being managed effectively and robustly. The Force is in a strong financial position as we continue to implement significant budget cuts over the next 4 years.


Equalities & Diversity No specific implications arising from this report

Chief Executive


We have been consulted about the proposal and confirm that financial and legal advice have been taken into account in the preparation of this report. We are satisfied that this is an appropriate request to be submitted to the Police and Crime Commissioner. Chief Executive Date: 30 August 2013 Chief Finance Officer Date: 30 August 2013

48

Thames Valley Police - Revenue Expendiiture Appendix 1

Monitoring Report for the Period: July 2013

YTDBudget

YTDSpend

AnnualBudget

YTDVariance

OutturnVariance

PredictedOutturn

£'000 £'000 £'000 £'000 £'000 £'000

PCC Controlled Expenditure

Office of the PCC

Police Staff Pay & Allowances 198 -127 975325 614 -360

Temporary or Agency Staff 5 5 00 0 0

Restructure, Training & Conference Costs 2 0 102 5 -5

Transport Related Expenditure 2 0 92 5 -4

Supplies & Services -16 -34 6918 6 -63

Third Party Payments 5 -18 9123 91 0

197371 -174 7211,154 -433

Democratic Representation

Police Staff Pay & Allowances 51 0 15251 152 0

Restructure, Training & Conference Costs 1 -2 102 10 0

Transport Related Expenditure 2 -3 205 9 -11

Supplies & Services 0 -1 52 6 1

Force Income 0 0 00 0 0

5360 -6 177187 -10

Other Costs

Supplies & Services 52 -53 357105 221 -136

52105 -53 221357 -136

Commissioning Services

Supplies & Services 221 0 615221 615 0

Third Party Payments 1,687 0 2,8681,687 2,868 0

1,9081,908 0 3,4833,483 0

TVP Operational Budget - Direction and Control of Chief Constable:

Pay & Employment Costs

Police Officer Pay & Allowances 70,919 -193 214,68071,112 214,680 0

Police Officer Overtime 2,169 -9 7,0982,179 7,098 0

PCSO Pay & Allowances 4,709 -124 15,1684,833 15,168 0

Police Staff Pay & Allowances 29,315 -117 88,20929,431 88,209 0

Temporary or Agency Staff 1,003 0 3,3781,003 3,378 0

Police Officer Injury/Ill health/Death Pensions 964 -35 3,7981,000 3,798 0

Other Employee Expenses 419 48 3,087371 3,087 0

Restructure, Training & Conference Costs 358 39 1,685319 1,685 0

109,856110,246 -390 337,103337,103 0

Overheads

Premises Related Expenditure 8,399 161 22,6848,238 22,684 0

Transport Related Expenditure 4,703 41 12,3474,661 12,347 0

Supplies & Services 15,088 136 45,87414,952 45,874 0

Third Party Payments 1,403 -26 5,7201,429 5,720 0

Force Income -8,337 -123 -26,993-8,214 -26,993 0

21,25421,066 188 59,63259,632 0

Net Capital Financing Costs:

Capital Financing 946 -16 3,936962 3,936 0

Interest on Balances 3 186 -1,000-183 -710 290

949778 171 3,2262,936 290

Appropriations to/from Balances:

49

YTDBudget

YTDSpend

AnnualBudget

YTDVariance

OutturnVariance

PredictedOutturn

£'000 £'000 £'000 £'000 £'000 £'000

Appropriations -77 0 712-77 712 0

-77-77 0 712712 0

Cost of Services 134,193134,458 -265 405,276405,565 -289

Funded By:

General Grant Income -78,773 0 -236,319-78,773 -236,319 0

Council Tax Precept Income -40,731 0 -128,865-40,731 -128,865 0

Specific Grants -16,675 -8 -40,381-16,666 -40,381 0

-136,179-136,170 -8 -405,565-405,565 0

Total Funding -136,179-136,170 -8 -405,565-405,565 0

Net Revenue Position -1,986-1,712 -273 -2890 -289

50

REQUEST FOR DECISION – <insert ref no> FOR NOTING

Title: Thames Valley Police Delivery Plan 2013/14 Monitoring Report

Executive Summary:

The purpose of this report is to provide the Police and Crime Commissioner with an update on performance in respect of the Chief Constable’s Delivery Plan in support of the Police and Crime Commissioner’s Police and Crime Plan. The Delivery Plan was developed by the Chief Constable in parallel with the draft budget and Police and Crime Plan and includes various actions which the Chief Constable manages to ensure that the Force fulfils its role in respect of the Police and Crime Plan. The document shares common strategic objectives with the Police and Crime Plan and includes the proposed targets and measures. The attached update reflects the high level progress over the first three months of 2013/14. Recommendation: The Police and Crime Commissioner is invited to formally note the Monitoring Report as appropriate


AGENDA ITEM 551


1.1 The police play a central role in the development and delivery of the Police and

Crime Plan and the Chief Constable’s contribution to the delivery of its objectives forms an important element of her accountability to the PCC.

1.2 Previously the Chief Constable produced an annual Delivery Plan in respect of the

Police Authority’s statutory Annual Policing Plan. This document was designed as an internal management tool to set out and co-ordinate the various actions necessary to meet the objectives under the Policing Plan and give strategic direction to the Force. Whilst the Police and Crime Plan constitutes a broader document than the Policing Plan, the development of an internal document to guide Force activities is still relevant and necessary.

2 Issues for consideration 2.1 The reporting period reflects the first quarter of 2013/14 and therefore it is to be

expected that many of the actions are in their early stages of delivery. I shall be happy to comment on any aspect of the document.

3 Financial comments 3.1 The Budget set by the Police and Crime Commissioner sets out the resources

available for the delivery of the Police and Crime Plan. The Chief Constable is responsible to the PCC for the day-to-day management of those resources under her direction and control and must deploy those resources to best effect to meet the specific requirements of the Police and Crime Plan and the often unpredictable events of operational policing.

3.2 Progress against the Delivery Plan and the Budget is the subject of regular reports

to the PCC in accordance with the agreed governance structure. 4 Legal comments 4.1 There is no legal requirement to produce a Delivery Plan, however the Chief

Constable has a statutory duty to have regard to the Police and Crime Plan and is accountable to the PCC for her performance and that of the Force.

5 Equality comments 5.1 Not applicable 6 Background papers The Police and Social Responsibility Act 2011 Police and Crime Plan for the Thames Valley 2013-17

52

Public access to information Information in this form is subject to the Freedom of Information Act 2000 (FOIA) and other legislation. Part 1 of this form will be made available on the website within 1 working day of approval. Any facts and advice that should not be automatically available on request should not be included in Part 1 but instead on a separate Part 2 form. Deferment of publication is only applicable where release before that date would compromise the implementation of the decision being approved. Is the publication of this form to be deferred? No If yes, for what reason? Until what date?


ORIGINATING OFFICER DECLARATION (as appropriate):

Officer Date reviewed Name & Role

Francis Habgood

Deputy Chief Constable

30 August 2013

Head of Unit

N/A

Legal Advice

N/A

Financial Advice

N/A


We have been consulted about the proposal and confirm that financial and legal advice have been taken into account in the preparation of this report. We are satisfied that this is an appropriate request to be submitted to the Police and Crime Commissioner. Chief Executive Date Chief Finance Officer Date

53

54


Report for Decision to the Level 1 Public Meeting on 6th September 2013

Title: Stage Two Staff Transfer Scheme and Plan

Executive Summary: The Home Secretary, under Part 3, Schedule 15 to the Police Reform and Social Responsibility Act 2011, directed all police and crime commissioners (PCCs) to make and submit a ‘stage 2’ staff Transfer Scheme by the 16th September 2013. The objective of the Transfer Scheme is to transfer all operational police staff to the employment of the Chief Constable by April 2014. The PCC’s proposed Scheme is to be accompanied by a transfer plan. The purpose of the transfer plan is to identify which staff and activities are to transfer to the Chief Constable and which will be retained by the PCC. The preferred approach of the PCC and Chief Constable is that all Thames Valley Police staff should transfer to the employment of the Chief Constable, other than those currently employed within the Office of the PCC under his direction and control to directly support the exercise of his functions. This approach forms the basis of the attached Thames Valley Police joint submission, comprising the Transfer Plan and the Transfer Scheme, from the PCC and Chief Constable to the Home Secretary for her approval. Recommendation: The PCC is invited to consider and approve, in consultation with the Chief Constable:

a) the proposed Stage Two Transfer Plan and associated statutory Transfer Scheme, attached, and

b) the submission of the Transfer Scheme and Plan to the Home Secretary by the deadline of 16th September for her formal consideration and approval.

Police and Crime Commissioner

I hereby approve the recommendations above. Signature Date

AGENDA ITEM 655


1.1 The Home Secretary, under Part 3, Schedule 15 to the Police Reform and Social

Responsibility Act 2011, directed all police and crime commissioners (PCCs) to make and submit a ‘stage 2’ staff Transfer Scheme by the 16th September 2013.

1.2 The objective of the Transfer Scheme is to transfer all operational police staff to

the employment of the Chief Constable by April 2014. 1.3 The PCC’s proposed Scheme is to be accompanied by a transfer plan. The

purpose of the transfer plan is to identify which staff and activities are to transfer to the Chief Constable and which will be retained by the PCC. The plan must set out: An explanation of where activities will sit (e.g. human resources,

communications); confirmation that staff and union engagement has taken place; confirmation that the PCC has consulted the Chief Constable on the plans

and whether both are in agreement; confirmation that a scheme of governance has been developed, setting out

what the PCC is keeping, what will pass to the Chief Constable and what the financial and service delivery arrangements will be,

an explanation of how the scheme is consistent with the principles outlined by the Home Secretary, i.e.

o that all operational staff should pass to the employ of the Chief Constable

o the transfer plan must adhere to the principles of the Policing Protocol, o that plans must set out clear roles and responsibilities between the

PCC and Chief Constable 1.4 At the PCC’s ‘Policy, Planning and Performance’ meeting held on the 10th July,

the PCC (in consultation with the Chief Constable) considered various relevant staff transfer options and agreed that all Thames Valley Police staff should transfer to the employment of the Chief Constable, other than those currently employed within the Office of the PCC under his direction and control to directly support the exercise of his functions.

1.5 The above decision and preferred approach forms the basis of the attached

Thames Valley Police joint submission from the PCC and Chief Constable to the Home Secretary, comprising the Transfer Plan and the Transfer Scheme.

2 Issues for consideration 2.1 The PCC must be satisfied that the proposed Transfer Scheme and Plan satisfy the

principles and requirements set by the Home Secretary for all PCC’s, as set out in paragraph 1.3 above.

56

3 Financial comments 3.1 None arising directly from this report.

4 Legal comments 4.1 The Secretary of State, on 27th March 2013, directed all police and crime

commissioners to make and submit a stage two staff transfer scheme under Part 3 of Schedule 15 to the Police Reform and Social Responsibility Act 2011. The attached Transfer Scheme and Plan, once approved and submitted, will discharge that requirement.

5 Equality comments 5.1 None arising directly from this report.

6 Background papers

Report to the PCC’s ‘Policy, Planning and Performance’ meeting, held on 10 th July 2013, titled ‘Stage 2 Transfer Options and Outline Submission’ Letter from the Minister of State for Policing and Criminal Justice to PCCs, dated 3 rd J uly 2013. Home Secretary’s statutory direction, dated 27th March 2013 Police Reform and Social Responsibility Act 2011

Public access to information Information in this form is subject to the Freedom of Information Act 2000 (FOIA) and other legislation. Part 1 of this form will be made available on the website within 1 working day of approval. Any facts and advice that should not be automatically available on request should not be included in Part 1 but instead on a separate Part 2 form. Deferment of publication is only applicable where release before that date would compromise the implementation of the decision being approved. Is the publication of this form to be deferred? No


Name & Role

Officer

Head of Unit This proposed Transfer Plan and Scheme attached to this report are consistent with the previous decisions and stated intentions of the PCC, made after consulting with the Chief Constable and undertaking staff and union engagement.

Chief Executive

Legal Advice

This report is required to help the PCC to discharge the statutory direction of the Home Secretary dated 27th March 2013

Chief Executive

Financial Advice There are no specific financial implications arising from this report.


57

Equalities and Diversity No specific issues arising from this report

Chief Executive

PCC CHIEF OFFICERS’ APPROVAL

We have been consulted about the report and confirm that appropriate financial and legal advice have been taken into account. We are satisfied that this is an appropriate request to be submitted to the Police and Crime Commissioner. Chief Executive Date 28th August 2013 Chief Finance Officer Date 28th August 2013

58

1

Joint Submission to the Home Secretary

Proposed ‘Stage Two’ Staff Transfer Plan

Thames Valley Police

v.5

.......................... ..........................

Anthony Stansfeld

Sara Thornton

Police and Crime Commissioner for Thames Valley

Chief Constable, Thames Valley Police

59

2

This submission is intended to set out the agreed preferred approach of the Police and Crime Commissioner for Thames Valley and the Chief Constable, Thames Valley Police, to the “Stage Two” transition and associated Transfer Scheme provided for under the Police Reform and Social Responsibility Act 2011.

*********************************

Schedule of Documents

The ‘Stage Two Staff Transfer Plan’ – Joint Submission of the Police and Crime Commissioner for Thames Valley and the Chief Constable for Thames Valley Police

Annex A : Letter from the Chairman of UNISON Local Thames Valley Police and Probation Branch dated 23rd August 2013

Annex B : Proposed ‘Transfer Scheme’

60

3

“STAGE TWO” STAFF TRANSFER PLAN

JOINT SUBMISSION OF THE

POLICE AND CRIME COMMISSIONER FOR THAMES VALLEY AND

THE CHIEF CONSTABLE OF THAMES VALLEY POLICE

1. The aim of this document

1.1 The aim of this submission document, together with Annex B, is to submit a stage 2 staff transfer plan and formal Transfer Scheme for Thames Valley that satisfies the various tests set out in the letter from the Minister of State for Policing and Criminal Justice to all police and crime commissioners and chief constables, dated 3rd July 2013, headed ‘Stage 2 staff transfers plans’. In that letter the Minister made the following statements:

“To date the Government has set clear principles that transfer plans will be considered against: 1. That all operational staff should pass to the employ of the Chief Constable; 2. That all transfer plans must adhere to the principles of the Policing Protocol;

and 3. That plans must set out clear roles and responsibilities between PCCs and

Chief Constables. In addition, these plans should not jeopardise the implementation of the

policing plan, or the strategic duties of the Force.”

“The statutory transfer scheme should therefore be accompanied by a separate document setting out:

An explanation of where activities will sit; Confirmation that staff and union engagement has taken place; Confirmation that your Chief Constable has been consulted on the plans

and whether you are in agreement; Confirmation that a scheme of governance has been developed, setting

out what you are keeping, what will pass to the Chief Constable and what the financial and service delivery arrangements will be;

An explanation of how the scheme is consistent with the principles outlined above and the Cabinet Office Statement of Practice on Staff Transfers in the Public Sector”.

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2. Explanation of where activities will sit

2.1 Police and crime commissioners (PCCs) and their respective chief constables are now established, under the Police Reform and Social Responsibility Act 2011 (the ‘PRSR Act’), as separate legal entities (‘corporations sole’). Accordingly, both the PCC for Thames Valley and the Chief Constable of Thames Valley Police (TVP) are enabled by law to employ staff and hold funds.

2.2 The stage 2 staff transfer considerations of the PCC and the Chief Constable were informed by a TVP organisational profile using the classification applied by Her Majesty’s Inspectorate of Constabulary (HMIC). On the basis of that classification, as at 31st March 2013, 70% of TVP police staff were classified as performing ‘Operational Frontline’, ‘Police Community Support Officers’ (PCSO) or ‘Operational Support’ roles, with the balance (30%) in ‘Business Support’ roles, i.e.

Police Staff Category 31st March 2013

(FTE)

Operational Frontline 1,148.95

PCSO 506.80

Operational Support 658.21

Business Support 1,013.291

Total 3,327.25

2.3 In the light of the statement by the Policing Minister, that approval will be given to the transfer of police staff performing operational roles (i.e. ‘Operation Frontline’, ‘PCSO’ and ‘Operational Support’), the preferred transfer model for Thames Valley agreed by the PCC and the Chief Constable assumes that these operational police staff will automatically transfer to the employment of the Chief Constable. With respect to back-office, ‘business support’, functions and staff, the PCC and the Chief Constable considered a range of service delivery models that could apply to TVP and the Office of the PCC (OPCC) following the implementation of their proposed stage two transfer plan.

2.4 Accordingly, the PCC and Chief Constable have jointly agreed that the preferred model for Thames Valley Police should be based around the transfer of all police staff to the employment of the Chief Constable, with the single exception of those staff directly engaged within the OPCC in supporting the PCC.

2.5 This submission, therefore, focuses only on staff engaged in business support functions and the rationale for their transfer of employment to the Chief Constable, including implications for governance arrangements.

1 It should be noted that this number includes the collaborated business support staff in ICT and Information Management that provide a function for both Thames Valley Police and Hampshire Constabulary.

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2.6 In considering the options in relation to the provision of business support functions, there are a range of local factors which must be recognised. The complexities of the organisation, both in terms of size and geographic features, raises significant considerations in determining how services should be provided and by whom. The Force covers three geographical counties across the Thames Valley (i.e. Berkshire, Buckinghamshire and Oxfordshire) and has over 150 police buildings distributed across both large rural and urban areas. This geographic spread, combined with the greatest number of local authority partners (18 principal councils) of all force areas outside of London, presents additional challenges in terms of the operational management and partnership infrastructure, and direction and control of both officers and police staff.

3. Arrangements for Provision of ‘Business Support’ Functions

3.1 The business support functions and arrangements to be addressed are as follows:

Human Resources (HR), including learning and development Finance (including procurement) Internal Audit ICT and Information Management Property Services Corporate Communications Legal Services

3.2 The arrangements for the provision of business support functions and services

to the Chief Constable and the PCC must provide for an agreed process through which the PCC can be assured that he will continue to have appropriate and adequate access to the Force’s business support functions after the stage two transfer.

3.3 This objective must also be secured in a manner that does not result in the PCC being in breach of the prohibition on delegation, as set out in s.18(3)(c) taken together with s.18(6)(h) of the PRSR Act (i.e. the PCC may not arrange for a member of the staff of a person who is a constable to exercise any function of the PCC). Furthermore, it is recognised that a collaboration agreement under s.22A of the Police Act 1996 does not provide a mechanism for a chief constable to exercise the functions of their PCC.

3.4 The functions of the Chief Constable are, in broad terms, keeping the peace and enforcing the law. However, paragraph 7(1) of Schedule 2 of the PRSR Act provides that “A chief constable may do anything which is calculated to facilitate, or is conducive or incidental to, the exercise of the functions of chief constable”. This power is subject to some limits in paragraph 7(2) (e.g. the Chief Constable must obtain the PCC’s consent in order to enter into contracts and acquire or dispose of property, and the Chief Constable may not acquire or dispose of land) but it remains a very wide-ranging power.

3.5 Therefore, business support functions for the Force can be provided by staff employed by the Chief Constable on the Chief Constable’s behalf, rather than

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on behalf of the PCC, i.e. without any question of delegation by the PCC arising.

3.6 The PCC will continue to be directly supported by a discrete team of staff engaged in the OPCC that will remain under his employment (see ‘Schedule 1’ to the ‘Transfer Scheme’, attached at Annex B), and who will not therefore transfer to the employment of the Chief Constable. Consequently, the PCC will also have need of both general business support functions and services, in respect of the OPCC, and for specialist professional advice and support, as necessary and appropriate.

3.7 Whilst it is possible for the PCC to employ staff to deliver these services it is considered this would represent unnecessary duplication of resources. Instead, it has been agreed that the PCC will draw on the Chief Constable’s staff in reliance on s.2(5) of the PRSR Act, which requires the Chief Constable’s power of direction and control over her staff to be exercised “... in such a way as is reasonable to assist the relevant police and crime commissioner to exercise the commissioner’s functions.”

3.8 The role of the PCC would then be to hold the Chief Constable to account for the exercise of these functions under s.1(7) of the PRSR Act, i.e. “The police and crime commissioner for a police area must hold the relevant chief constable to account for the exercise of – (a) the functions of the chief constable, and (b) the functions of persons under the direction and control of the chief

constable.”

3.9 The duties and powers as set out in the legislative framework presented above will be applied to the service delivery arrangements of all business support functions to be provided by the Chief Constable, on her behalf and on behalf of the PCC as necessary, including staff engaged in those functions to be employed by her.

3.10 An overview of the proposed service delivery arrangements relating to the individual business support functions, including an examination of any implications arising, is set out below:

Human Resources (HR), including learning and development

3.11 The modernisation of terms and conditions of both police staff and police officers over the past decade has served to bring about a closer alignment in management terms. Consequently all staff and officers working under the direction and control of the Chief Constable form part of one organisation integrated under one clearly articulated business plan with a single staff appraisal system. Given the geographic spread of the organisation, and the inter-dependent roles of police officers and police staff, there are clear advantages to a ‘single employer’ model in terms of corporate effectiveness and efficiency.

3.12 The HR function delivers a full range of HR services including recruitment and training, staff development, employment relations, policy and procedures and welfare. Whilst the HR function incorporates an element of ‘transactional

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processing’ tasks, the most significant role relates to proactive managerial support, including consultation with the various staff organisations. This represents a critical management support role to the Chief Constable.

3.13 It should also be recognised that whilst the PCC determines the Police and Crime Plan and the budget, issues relating to the mix and deployment of the police workforce necessary to deliver an efficient and effective service are an operational matter for the Chief Constable, insofar as the mix properly reflects any agreed strategic direction, priorities and objectives set out in the PCC’s Police and Crime Plan (e.g. maintaining or increasing the numbers of PCSOs and visible front-line police officers). The successful management of such workforce mix and deployment issues is supported by the HR function.

3.14 Within the context of Force resources that are largely manpower related, the HR function is a key driver and enabler for all strategic organisational change management and modernisation initiatives. Therefore it is clearly essential for this function to be under the direction and control of the Chief Constable. Furthermore, it is considered sensible that all HR staff be employed by the Chief Constable to align operational management and employer responsibilities. This will help clarify the distinction in roles and responsibilities between the PCC and Chief Constable, facilitating improved accountability.

Finance

3.15 There is a clear separation of finance roles and responsibilities between the PCC and the Chief Constable in accordance with relevant legislation and other documents such as the ‘Financial Management Code of Practice for the Police Service of England and Wales’ (FMCoP).

3.16 The roles and functional responsibilities of the two respective chief finance officers are split largely in accordance with the guidelines and recommendations contained within the FMCoP. The Force chief finance officer (the ‘Director of Finance’) is a member of the Chief Constable’s Management Team and works closely with the PCC’s Chief Finance Officer to ensure that the budget and overall policing resource envelope determined by the PCC is effectively managed within the governance framework provided under the Financial Regulations agreed with the PCC.

3.17 This separation of roles, which was a successful feature of the former Police Authority governance model, continues to provide adequate safeguards in terms of probity and governance. Under the current governance framework agreed by the PCC, there is a clear structure which provides for close co-operation between the office of the PCC (OPCC) and the Force, both in the development of the budget and its monitoring and control.

3.18 The transfer of the employment of the Force Director of Finance from the PCC to the Chief Constable is logical in terms of achieving clearer clarity of the separate responsibilities and accountability for this post, without any loss of oversight or impinging upon the broader professional responsibilities of the post-holder. It also follows that those staff working within the Force finance and procurement functions (the latter function is also part of the operational management portfolio of the Force Director of Finance) should be similarly

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employed by the Chief Constable to align management and employment responsibilities, and thereby facilitate improved accountability.

Internal Audit Arrangements

3.19 With regard to internal audit arrangements, and in accordance with the recommendation contained within the FMCoP, the PCC and Chief Constable have sought to minimise duplication and bureaucracy by agreeing a shared internal audit service that covers both bodies. The service is managed and delivered, under contract, by Oxfordshire County Council (OCC). The service is provided by a mixture of OCC staff, one member of staff employed locally by the PCC, and additional capacity and expertise engaged from private sector audit firms, all managed by OCC. The service is jointly commissioned by, and reports jointly to, the PCC and Chief Constable. These arrangements are already established and this stage 2 transfer submission proposes no changes to these existing arrangements.

3.20 In terms of oversight and scrutiny of these joint arrangements, the PCC and Chief Constable share the same external auditor, Ernst and Young, appointed by the Audit Commission.

3.21 Similarly, the PCC and Chief Constable have opted to appoint a combined Joint Independent Audit Committee, in accordance with the recommendations contained in the FMCoP, which reports its findings and recommendations jointly to both the PCC and Chief Constable.

ICT and Information Management

3.22 ICT services, incorporating computing and radio communications and telephony, are essential to operational policing. However, the critical need to review the design and effectiveness of those services, and for there to be accountability for their delivery, was recognised by the previous Police Authority and Chief Constable.

3.23 Thames Valley Police and Hampshire Constabulary have long-established formal collaboration agreements in respect of ICT and information management services. Under these agreements, single joint ICT and information management departments were created which serve both Forces, with staff transferred to the employment of the Thames Valley Police Authority and subsequently to the Thames Valley PCC.

3.24 The governance of these joint services is effected through discrete collaboration boards established for each joint service. These boards will continue to have a formal oversight role in the delivery of ICT and information management services to both forces following the transfer of staff from the Thames Valley PCC to the Chief Constable of TVP.

3.25 The existence of joint collaboration boards maintain due governance, scrutiny and oversight, whilst the proposed transfer of police staff from the PCC to the Chief Constable will reinforce clarity of responsibility and accountability for day-to-day operational decision-making.

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Property Services

3.26 The PRSR Act provides a platform for the transfer of assets, including property (but not land), from the ownership of the PCC to the Chief Constable. The opportunities or implications of this provision have yet to be fully examined by the PCC and the Chief Constable. Such possible asset transfers, therefore, do not form part of this submission.

3.27 The property services function exists to:

Support the development and maintenance of the asset management strategy and plan, and

Manage, safeguard and maintain the police estate, in accordance with the asset management strategy agreed by the PCC.

3.28 The overall asset management strategy approved by the PCC represents a significant lever of governance influence and control over strategic and operational asset management decision-making by the Chief Constable. The Property Services Department is a key enabler in the delivery of the asset management strategy.

3.29 Although the Chief Constable is prohibited from owning the police estate without the consent of the PCC (excluding land), there is no reason why managing, safeguarding and maintaining the estate cannot be a function of the Chief Constable.

3.30 With responsibility for day-to-day direction and control of the property services function, the Chief Constable is able to ensure a responsive service. Furthermore, given the co-ordinating role of the department in terms of external contractors and its impact in terms of budget commitments, it is also critical for the staff within this function to work closely with finance and procurement staff as well as operational officers. It is therefore sensible for staff engaged within the Property Services Department to be similarly employed by the Chief Constable.

3. 31 The governance framework of Financial Regulations, Standing Orders as to contracts, regular revenue and capital expenditure monitoring reports and the agreed Asset Management Strategy will continue to ensure that the PCC has adequate and effective strategic oversight of this function.

Corporate Communications

3.32 Both the Force and the PCC have identified a need for a professional corporate communications support service. Whilst there are overlaps in areas of interest there are also areas where there are clearly distinct separate interests, particularly in relation to operational matters on the one hand and the PCC’s duty to hold the Chief Constable to account on behalf of the public on the other.

3.33 These respective requirements have been the subject of discussion between the PCC and the Chief Constable. Given that there are separate and distinct responsibilities where the public would expect clarity in terms of accountability, it is considered essential that both the Force and the PCC each have discrete, dedicated, support. Consequently it is felt appropriate that the Chief Constable

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should be the employer of those staff engaged within the Force Corporate Communications Department.

3.34 The PCC currently has limited capacity in the form of one dedicated media / communications officer working within his office. Whilst the PCC intends to invest in additional staff capacity for this function, a protocol has been agreed with the Chief Constable which sets out information flows and support arrangements between the respective offices. Accordingly, additional professional and technical support might be provided to the PCC through those specialist members of staff working in the Force Corporate Communications Department, where necessary and appropriate. The purpose of this is to avoid unnecessary duplication of resources in both organisations.

Legal Services

3.35 The primary function of the legal services department is to provide advice and support to the Force in respect of the discharge of its various responsibilities.

3.36 Whilst this Department acts as a commissioning body for the OPCC in relation to specialist advice, such as conveyancing and tribunals, it does not have responsibility for supporting those statutory “monitoring officer” functions and responsibilities of the PCC’s Chief Executive relating to the effective and legally compliant discharge of the PCC’s functions. To this end, the PCC already has access to independent legal advice via a discrete contract with an external legal firm.

3.37 Given that direction and control is clearly exercised by the Chief Constable, for consistency, staff engaged within this function will transfer to the employment of the Chief Constable.

3.38 Where specialist ad hoc legal support and advice is required by the PCC, and can be provided appropriately by the Force legal services team, the PCC may seek to draw on the Chief Constable’s staff within this function for relevant support and advice.

4. Staff and Union Engagement and Consultation

4.1 In the light of the provisions set out in the Act and subsequent correspondence from the Home Secretary and Home Office Ministers, preliminary discussions between the PCC and the Chief Constable in April 2013 led to the establishment of an OPCC/TVP Joint Working Group to identify the key issues to inform their considerations and ultimately enable them to agree a submission to the Home Secretary.

4.2 The deliberations of that Joint Working Group were informed by various guidance documents issued by representative bodies, such as the Association of Chief Police Officers (ACPO) and the Association of Police and Crime Commissioners (APCC), together with appropriate professional guidance from staff within the respective offices of the PCC and the Chief Constable.

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4.3 Sitting underneath the Joint Working Group was a consultative forum chaired by the Director of Human Resources which ensured that UNISON and affected staff in general were fully consulted and engaged in the process. This submission and proposed transfer scheme has been shared with and endorsed by the local branch of UNISON (see letter at Annex A).

4.4 The Head of the Force Corporate Communications Department is a core member of the Joint Working Group. A communication strategy was adopted by the Group under which the key issues and the reports considered by the PCC and the Chief Constable were publicised to staff, partners and the public alike, through the internal Force intranet and external PCC internet sites.

4.5 The PCC considered a full report summarising the relevant issues and options relating to Stage Two at a formal, public, decision-making meeting with the Chief Constable on 10th July 2013. That report, titled ‘Stage Two Transfer Options and Outline Submission’ (copy available on the PCC’s website at ‘http://www.thamesvalley-pcc.gov.uk/Document-Library/2013-026-Stage-two-transfer-options.pdf’), was also considered in the light of the letter dated 3rd July 2013 from the Minister of State for Policing and Criminal Justice, which was received after the report had been prepared. At that meeting on 10th July, the PCC, together with the Chief Constable, reviewed the various options in the light of the Minister’s letter and the report prepared by the Joint Working Group.

4.6 The decisions of the PCC made at that public meeting on the 10th July, in consultation with the Chief Constable, were as follows:

i. “That the submission to the Home Secretary in respect of Stage Two transfer should address staff transfers only.

ii. That all police staff should transfer to the employment of the Chief Constable other than those currently employed within the Office of the Police and Crime Commissioner, under the direction and control of the PCC, to directly support the exercise of his functions.

iii. That the Director of Human Resources carry out formal consultation with UNISON on behalf of the Police and Crime Commissioner and Chief Constable.”

4.7 The above decisions and preferred approach agreed by the PCC and Chief Constable in July form the basis of this submission document, which was finalised and jointly agreed by the PCC and the Chief Constable at a subsequent public decision-making meeting held on 6th September 2013.

4.8 The OPCC and the Force have worked closely together at all stages of the development of this submission, building on the structures and processes which successfully managed the transition from the Police Authority to the PCC. The PCC and the Chief Constable have jointly considered the various options and approved both the preferred approach and this final submission.

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http://www.thamesvalley-pcc.gov.uk/Document-Library/2013-026-Stage-two-transfer-options.pdf

http://www.thamesvalley-pcc.gov.uk/Document-Library/2013-026-Stage-two-transfer-options.pdf

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5. Scheme of Governance

5.1 The Minister of State for Policing and Criminal Justice has requested details of the scheme of governance and details of the financial and service delivery arrangements under the proposed stage two transfer arrangements. These are addressed below.

5.2 The proposals setting out what TVP functions will be under the direction and control of the Chief Constable, and which corresponding police staff will transfer from the employ of the PCC to that of the Chief Constable, are set out in sections 2 and 3, above.

5.3 With regard to governance, public accountability for the delivery and performance of the police service is placed in the hands of the PCC on behalf of his electorate. The PCC draws on his mandate to set and shape the strategic direction and objectives of his force area on behalf of the communities within that area, in consultation with the Chief Constable. The PCC has various legal powers and duties to enable him to effectively discharge his statutory responsibilities but he must not fetter the operational independence of the Chief Constable.

5.4 Chief constables are responsible for the impartial direction and control of all constables and staff within the police force that they lead. The PCC must hold the Chief Constable to account for the delivery and performance of the police service, including the efficient and effective management of the Force. The PCC is accountable to the electorate; the Chief Constable is accountable to the PCC.

5.5 Notwithstanding the above legal constraints, the governance framework is provided through the strategic direction, policing priorities, objectives and target outcomes set out in the PCC’s Police and Crime Plan, and various joint PCC/CC governance documents such as:

the Scheme of Corporate Governance the Annual Governance Statement, and Financial Regulations.

5.6 The Police and Crime Plan is inextricably linked with the budget development and monitoring process and the framework for all TVP finance issues is set out in the Joint Scheme of Corporate Governance which incorporates Financial Regulations.

5.7 The PCC initially adopted a scheme of corporate governance relating to the discharge of his functions and the business of the Force on 29th November 2012.

5.8 In developing that governance framework, officers were mindful of the clear separation of responsibilities between the PCC and Chief Constable, as set out in the PRSR Act and subsequent documents, such as the Policing Protocol. In addition, officers were also mindful of the stated intentions regarding the Stage Two transition.

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5.9 Consequently, the governance framework adopted by the PCC in November 2012 reflected strategic oversight through the Police and Crime Plan and a scheme of delegated authorities as part of a decision-making framework. This enables the Chief Constable to manage the policing resources allocated by the PCC, with clear accountability to the PCC who is responsible for the totality of policing within their force area. This existing framework will be simplified under the recommendations made through this submission.

5.10 This governance framework is augmented by the broader governance structure including the framework of formal decision-making meetings, joint governance boards and the consideration of external reports from bodies including HMIC, the Joint Independent Audit Committee and the External Auditor.

5.11 The proposed transfer of all police staff to the Chief Constable, excluding those directly and wholly engaged in supporting the PCC, is consistent with the governance framework already in place and which will continue to have sufficient safeguards, as detailed in section 3 above, to ensure adequate scrutiny and accountability. The governance framework will be adjusted as necessary to reflect the change in employer status.

5.12 The effectiveness of the governance framework is subject to periodic review and will doubtless evolve as the new respective roles of the PCC and Chief Constable are embedded. The review mechanisms incorporated within the framework will ensure that opportunities to strengthen the effectiveness of the governance arrangements will be identified to enhance and support service delivery arrangements.

5.13 A new governance framework will be developed for introduction on 1st April 2014, to reflect the changes arising from the stage two staff transfer proposals, as summarised in this submission document.

5.14 Finally, irrespective of how business support functions and services are configured and provided to the PCC and Chief Constable, and which staff are transferred to the employ of the Chief Constable, the PCC will retain an over-riding statutory duty, under s.1(7) of the PRSR Act, to hold the Chief Constable to account for the exercise of her functions and the functions of persons under her direction and control.

6. The ‘Stage Two Transfer Scheme’

6.1 The proposed Transfer Scheme (attached at Annex B) is the formal legal instrument giving effect to the transfer of police staff to the employment of the Chief Constable. In accordance with Part 3 of Schedule 15 to the PRSR Act, it makes provision for employees to transfer on existing terms and conditions (paragraph 3 of the Scheme), for all employment-related rights, powers, duties and liabilities of the PCC to transfer to the PCC (paragraph 4) and for continuity of service to be protected (paragraph 5).

6.2 The Scheme is intended to help ensure that all transfers take place in accordance with the ‘Cabinet Office Statement of Practice on Staff Transfers in the Public Sector’ (COSOP) and both the PCC and the Chief Constable are

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committed to ensuring that COSOP is fully followed in implementing the scheme.

6.3 The Scheme also provides (paragraph 6) that any existing secondments to the PCC will take and have effect as secondments to the Chief Constable.

7. Consistency with the Principles set out in the Minister’s Letter

7.1 In his letter dated 3rd July 2013, the Minister indicates that he will be seeking confirmation as to how the proposed transfer scheme is consistent with the following principles and the ‘Cabinet Office Statement of Practice on Staff Transfers in the Public Sector’:

1. That all operational staff should pass to the employ of the Chief Constable; 2. That all transfer plans must adhere to the principles of the Policing Protocol;

and 3. That plans must set out clear roles and responsibilities between PCCs and

Chief Constables.

7.2 The Policing Protocol sets out “the ways in which relevant persons should exercise or refrain from exercising functions so as to encourage, maintain or improve working relationships or limit or prevent the overlapping or conflicting exercise of functions”2.

7.3 The Protocol sets out expectations as to the way the respective partners under the PRSR Act 2011 will exercise and discharge their various functions, reflecting a clear separation of responsibilities but with a requirement for the PCC and Chief Constable to work in support of one another.

7.4 The current TVP Scheme of Governance, developed jointly with the Chief Constable and agreed by the PCC, sets out how their respective responsibilities will be discharged in the Thames Valley. The scheme sets out parameters for the discharge of their various individual and collective responsibilities and provides a framework for the conduct of business and accountability for performance. It thereby provides clarity in terms of roles and responsibilities, and presents a clear statement of the joint working arrangements to ensure appropriate scrutiny and accountability.

7.5 The proposal to leave the direction and control of all policing functions under the Chief Constable obviates the need to develop separate processes in relation to the management of different categories of staff; simplifies direction and control considerations and, it is believed, better facilitates collaborative initiatives between Forces.

7.6 The proposed transfer of the employment of all police staff to the Chief Constable (excluding those directly and wholly engaged in supporting the PCC) is consistent with the principles of the Protocol. Furthermore, by establishing the Chief Constable as the employer of all police staff, this proposal provides for greater clarity within the governance framework regarding the responsibility

2 Explanatory note to The Policing Protocol Order 2011

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and accountability for the efficient and effective management and deployment of the single biggest element of policing resources – people.

7.7 By virtue of the proposed transfer of all police staff, taken together with: the proposed finance and service delivery arrangements; scheme of governance, draft Scheme of Transfer,

as outlined in this document, this submission is entirely compliant with all the criteria and requirements as set out in the Minister’s letter.

8. The Proposed Stage Two Transfer Scheme for Home Secretary Approval

8.1 The Home Secretary is invited to endorse the proposed Transfer Scheme for Thames Valley included with this submission (Annex B), which provides for the transfer of all police staff from the employment of the PCC to the Chief Constable, with the exception of those staff currently employed within the Office of the PCC, under the direction and control of the PCC, to directly support the exercise of his functions.

Anthony Stansfeld

Sara Thornton

Police and Crime Commissioner for Thames Valley

Chief Constable, Thames Valley Police

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ANNEX A

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ANNEX B

POLICE AND SOCIAL RESPONSIBILITY ACT 2011, SCHEDULE 15, PART 3

TRANSFER SCHEME

THAMES VALLEY

Whereas: (i) The Secretary of State may, under Part 3 of Schedule 15 to the Police Reform and

Social Responsibility Act 2011, direct a police and crime commissioner to make and submit a transfer scheme for approval.

(ii) The Secretary of State on 27th March 2013 directed all police and crime commissioners to make and submit such a transfer scheme for approval

The Police and Crime Commissioner (PCC) for Thames Valley now MAKES this TRANSFER SCHEME under the 2011 Act as follows:

1. All persons employed by the PCC for Thames Valley will, with the exception of those described at Schedule 1 to this transfer scheme, at 23:59 hours on 31st March 2014 transfer to and become members of the civilian staff of the police force known as Thames Valley Police (TVP). Those persons becoming members of the civilian staff of the police force shall be known for the purposes of this transfer scheme as the “transferring employees”.

2. All those persons described at Schedule 1 to this transfer scheme will remain in the

employment of the PCC for Thames Valley. Those persons shall be known for the purposes of this transfer scheme as the “non-transferring employees”.

3. The contracts of employment which a transferring employee had before transferring

by operation of paragraph 1 above will have effect as if originally made between the transferring employee and the Chief Constable of TVP.

4. The rights, powers, duties and liabilities of the PCC for Thames Valley under or in

connection with the contract of employment of a transferring employee will transfer to the Chief Constable of TVP at 23:59 hours on 31st March 2014.

5. The periods of employment with the PCC for Thames Valley of a transferring

employee will count as periods of employment with the Chief Constable. The period for which a transferring employee was employed with the PCC immediately prior to the transfer, and the period for which a transferring employee is employed with the Chief Constable after the transfer, will count as a period of continuous employment with the Chief Constable.

6. Should there be any persons who at 23:59 hours on 31st March 2014 are seconded

to the PCC for Thames Valley then such secondment will have effect as a secondment to the civilian staff of the police force known as TVP. The terms and conditions of any such secondment shall otherwise remain unchanged.

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Anthony Stansfeld

Police and Crime Commissioner for Thames Valley Date: ................ September 2013

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Schedule 1

1. This schedule describes those staff who will not transfer from the employment of the

Police and Crime Commissioner (PCC) for Thames Valley to become members of the civilian staff of the Thames Valley Police (TVP). They will remain employees of the PCC for Thames Valley. This schedule applies to those staff occupying roles within the Office of the PCC (OPCC) for Thames Valley. For indicative purposes, the roles within the OPCC for Thames Valley at the date of submission of the transfer scheme to the Secretary of State were:

OPCC POSTS F.T.E. Deputy PCC 0.6 Chief Executive 1.0 Chief Finance Officer (and Deputy Chief Executive) 1.0 Principal Accountant 0.7 Finance Officers 1.5 Principal Auditor 0.7 Policy & Commissioning Manager 1.0 Development Officer (Policing Performance) 1.0 Development Officer (Planning & Partnerships) 1.0 Support Officer (Partnerships – Commissioning & Performance) 0.5 PR & Communications Officer 1.0 Support Officer (Engagement, PR & Media) 1.0 Governance & Business Support Manager (and Deputy Monitoring Officer) 1.0 Complaints & Casework Officer 1.0 Support Officer (OPCC Business Management & Support) 0.5 Support Officer (Independent Custody Visiting Scheme) 0.5 PA / Office Manager 1.0 Support Officer (PCC) 0.6 TOTAL 15.6

2. The roles listed at paragraph 1 may change before 31st March 2014. Any person who at

the date of transfer occupies any new or amended role within the OPCC will be deemed to be a person described in this schedule.

3. Any dispute as to whether or not any individual is a person described in this Schedule

shall be determined by agreement between the PCC for Thames Valley and the Chief Constable of TVP, in consultation with the person concerned. In default of such agreement, the Secretary of State shall determine the dispute.

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Page 1 of 3


Report for Information to the Level 1 Public Meeting on 6th September 2013

Title: Response to HMIC reports

Executive Summary: In recent months HMIC has published the following six reports:

Stop the Drift 2 – A continuing focus on 21st Century Criminal Justice (4.6.2013)

Essex Police’s approach to managing cases of domestic abuse (13.6.2013) Crime recording in Kent (17.6.2013) A review of the progress made against recommendations in HMIC’s 2012

report on the national police units which provide intelligence on criminality associated with protest (27.6.2013)

Stop and Search Powers: Are the police using them effectively and fairly? (9.7.2013)

Policing in Austerity: Rising to the challenge? (18.7.2013) Although some of the reports are aimed primarily at individual police forces they also contain recommendations applicable to all forces and/or PCCs. The Chief Constable and her management team have considered each report and has provided a briefing note to the PCC setting out the salient issues from each report. These briefing notes are attached at Appendix 1 In accordance with the Police Act 1996 the PCC is required to publish a response to each HMIC report. These are attached at Appendix 2. Recommendation:

1. That the PCC notes the briefing notes provided by the Force and the formal response to each report that has been submitted to HMIC and published on the PCC’s website


AGENDA ITEM 781

Page 2 of 3


1.1 Her Majesty’s Inspectorate of Constabulary (HMIC) independently assesses

police forces and policing across activity from neighbourhood teams to serious crime and the fight against terrorism – in the public interest.

1.2 HMIC decides on the depth, frequency and areas to inspect based on their judgements about what is in the public interest.

1.3 During the last three months they have published the following six reports in relation to policing in England and Wales:

Stop the Drift 2 – A continuing focus on 21st Century Criminal Justice

(4.6.2013) Essex Police’s approach to managing cases of domestic abuse (13.6.13) Crime recording in Kent (17.6.2013) A review of the progress made against recommendations in HMIC’s 2012

report on the national police units which provide intelligence on criminality associated with protest (27.6.2013)

Stop and Search Powers: Are the police using them effectively and fairly? (9.7.2013)

Policing in Austerity: Rising to the challenge? (18.7.2013)

1.4 Although the majority of these reports are aimed at specific forces (not TVP) or generic policing issues, each report contains recommendations that apply equally to all forces and/or PCC’s in England and Wales.

1.5 The Chief Constable and her Management Team has considered each report in

detail and, where appropriate, has agreed an appropriate action plan. The Chief Constable has also produced a briefing note for the PCC, highlighting the salient issues. This is attached at Appendix 1.

1.6 The PCC is required to consider and publish a response to each HMIC report.

These are attached at Appendix 2. 2 Issues for consideration 2.1 The PCC needs to consider each report on its merits, particularly the Force

response to any recommendation that has an impact on Thames Valley Police.

3 Financial comments 3.1 There are no specific financial implications arising directly from this report.

4 Legal comments 4.1 Section 55 (6) of the Police Act 1996 requires the PCC to publish a response to

each HMIC report. A copy of the response must also be sent to the Home Secretary.

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5 Equality comments 5.1 There are none arising directly from this report

6 Background papers

HMIC reports



Name & Role

Officer

Head of Unit The Chief Constable’s Management Team has considered each HMIC report and produced, and is implementing, an action plan in response to each relevant recommendation

Chief Constable

Legal Advice Section 55 (6) of the Police Act 1996 requires the PCC to publish a response to each HMIC report.

Chief Executive

Financial Advice There are no specific financial implications arising from this report. Any expenditure required to implement recommendations contained within HMIC reports will be accommodated within existing budgetary provisions



Chief Executive


We have been consulted about the report and confirm that appropriate financial and legal advice have been taken into account. We are satisfied that this is an appropriate request to be submitted to the Police and Crime Commissioner. Chief Executive Date 28 August 2013 Chief Finance Officer Date 28 August 2013

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BRIEFING NOTE FOR OPCC ON RECENT HMIC INSPECTION REPORTS 1. “Stop the Drift 2 – A Continuing Focus on 21st Century Criminal Justice”

http://www.hmic.gov.uk/publication/stop-the-drift-2/ Published 4 June 2013

This report sought to re-examine what progress had been made in respect of the streamlining of criminal justice processes since the first report was published in October 2010 and was based around visits to six forces (not including TVP). The conclusions from the latest report were as follows:

Providing visually recorded evidence in a useable format (such as CCTV images) is still a chronic and persistent problem due to the many different formats and ability to transfer between agencies due to the size of the file.

The public do not have a true figure of how much police time is taken up dealing with vulnerable and dangerous detainees - offences such as drunk and disorderly or Section 136 Mental Health Act are not included in national arrest figures.

Larger modern custody suites with central Criminal Justice (CJ) Department management (together with prisoner handling teams) had brought improvements in the custody process however existing performance measures were still an issue (detections v outcomes).

There were good relationships with Crown Prosecution Service (CPS) at a strategic level but still evidence of a police v CPS culture at operational level – the CPS ask for too much work v the overall lack of quality in police reports

A continuing low level of police compliance with minimum standards of case preparation leading to more work required by police leading to inefficiency.

A view that police, CPS and courts continue to act as separate entities and there is a need to better understand each other’s roles.

There has been no noticeable and consistent improvement in the quality of police case files submitted to the CPS.

The report has both short term and long term recommendations and these are set out below with a commentary from the TVP perspective: Recommendations- short term

The college of policing should urgently review the quality of police training in criminal law, procedure, disclosure and the end to end journey so officers have a better understanding of how good work in the early stages of an investigation leads to more successful conclusions and less re work. We fully support this as being long overdue but have concerns re timescales for delivery and implementation. In the interim, CJ are currently building a File Quality Knowzone site which will act as a one stop shop for all file quality issues and will include really simple and practical file building guidance, relevant links and a host of most used/best practice templates, the design of which will come from both front line officers and investigative practitioners.

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This is supported by a developing CJ performance framework to increase local file quality, timeliness and increase accountability. Trained EROs (Evidential Review Officers) currently oversee file quality and there is a further police and CPS quality assurance process reviewed at the local PTPM (prosecution team) meetings CJ will discuss the wider issue of how to improve cross agency understanding at their Strategy and Planning day in September

ACPO should review existing guidance on the use of split-screen CCTV in

custody areas to monitor vulnerable detainees in their cells, to ensure that risk is being assessed properly and custody staff are empowered and required to use this facility where appropriate (thereby reducing the need for one-one monitoring by officers).

The provision of split screen monitors for multi-cell watches would reduce the numbers of cell watches which we recognise can be an inefficient use of police officer time. CJ has recently commissioned some independent research into our use of cell watches and risk management to ensure we are effectively managing risk in a corporate and consistent manner. A feasibility report on the cost of split screen monitors will be undertaken.

Forces should review their arrangements with local authorities to ensure that vulnerable adults and children are appropriately accommodated (this relates to the use of section 136 of the Mental Health Act 1983, and to cases where children/young people are denied bail and continue to be detained in police cells after charge).

TVP are due to be inspected as part of a thematic inspection in September 2013 (HMIC deferred from June). In preparation, DS Tessa Adams from PVP Strategy Unit is in the process of carrying out an audit, using custody Sergeants to test and ensure compliance. In so far as S136 is concerned, Inspector Jan Penny continues to work with partners to identify and challenge the lack of facilities.

ACPO and the CPS should consider amending the MG 3/5/6 forms, and if possible amalgamate one or more of them, in order to reduce the tendency to copy and paste from one form to another.

Again we agree with this and have clearly fed back to the National Prosecution Team our views. CJ co-ordinate a regional meeting of heads CJ for the South East and will add this to the agenda for the next meeting to exert greater influence.

Recommendations- long term

In order to improve file quality, forces should consider further training for police supervisors, perhaps delivered jointly with the CPS. This training should focus on the critical points raised in this report, with specific emphasis on ensuring that police officers accurately differentiate between key and non-key witnesses; understand how case papers need to be prepared and

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presented to improve the effectiveness of the prosecution; and limit file build to the required information.

Together with the CJ Knowzone File Quality site, we have prepared a separate quick guide for supervisors and are also collaborating with Hampshire over the Digital Case File. Clearly this is a much bigger longer term goal which we will discuss at the CJ Strategy and Planning day as how to best to take forward and implement the recommendations in a timely and proportionate way.

The ACPO Criminal Justice Business Area should prioritise the move from the current digitisation of a paper process to a system where data are only entered once by police

This will be reviewed as part of Project Links implementation to identify and maximise any opportunities.

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2. Essex Police’s Approach to Managing Cases of Domestic Abuse

Published 13 June 2013

http://www.hmic.gov.uk/publication/essex-polices-approach-to-managing-cases-of-domestic-abuse/

This inspection sought to review the Essex Police response to criticism following four domestic murders that took place in the county between 2008 and 2011.

It found that Essex Police had taken a number of important steps to improve the way in which domestic abuse cases were managed. Overall governance had been strengthened significantly, and arrangements were in place to ensure that backlogs did not develop in the system. The force had invested significantly in training staff in the DASH risk assessment process. Better intelligence was now provided to officers who attended domestic abuse incidents and investigations were generally well managed.

The report highlighted 12 issues for Essex to address:

Most staff were not able to demonstrate a broad understanding of the wider response to domestic abuse, and of how dealing with it effectively can enhance the confidence of victims and ultimately prevent homicides. Developing this understanding amongst staff remains a challenge for the force, and will require strong and visible leadership.

The force needs to intensify its work with other agencies across Essex to

develop a more co-ordinated approach to domestic abuse.

The force should review and improve the way in which its graded response policy is applied to domestic abuse incidents.

The force should review its standard operating procedure for domestic abuse

incidents, to include a question to establish how frightened the caller feels.

In the longer term, the force should explore whether investments in improved technology could be a cost-effective means of providing attending officers with necessary background intelligence and information.

The force should consider what can be done in the short term to make the

process of gathering information from victims more straightforward.

More could be done to adopt a problem-solving approach in relation to repeat perpetrators, including targeted activity supported by better analysis.

The force must engage at a strategic level with the CPS and Courts and

Tribunals Service to develop and implement a clearer, stronger and more victim-focused policy on how and when to progress cases where the victim is

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unwilling to support the proceedings (for instance, because she or he is too frightened), but there is other evidence available.

The force should take the steps necessary to persuade relevant partners to

include serial domestic abuse perpetrators in the Integrated Offender Management framework.

The force should take immediate steps to ensure that cases where

perpetrators are taken directly from police custody to court are properly monitored. This will help ensure that the risk to victims continues to be managed should the perpetrator be released by the court.

The force should urgently and thoroughly review the working arrangements of

the Domestic Abuse and Safeguarding Teams, in order to provide a more effective and victim-focused service. It should also reconsider and report to HMIC the extent to which the investigation function may be combined with victim support.

The force should reconsider and improve the sustainability of the current

approach to Multi Agency Risk Assessment Conferences, and consider further investment to make them more effective.

Implications for Thames Valley Police

A gap analysis has been produced indicating where Thames Valley Police could usefully learn from the Essex Police experiences and the following recommendations for Thames Valley Police have been identified:

Under ACC Campbell’s leadership continue to emphasise the importance of effective response to domestic abuse, ensuring officers and staff are held to account appropriately.

Continue with mobile data pilots in relation to domestic abuse, note the potential to improve both intelligence flow to officers attending incidents

and the information gathering process upon arrival at the scene. Together with Force Intelligence and Specialist Operations, continue to

improve the service Intelligence Research Bureau provides timely relevant intelligence checks for officers attending domestic abuse incidents.

Jointly with Probation Service, improve the response across Thames Valley to repeat perpetrators of domestic abuse, in line with best practice from SE Region.

Building on Alison Levitt QCs training, jointly with CPS develop and implement a clearer, stronger and more victim‐focused policy for prosecution of domestic abuse.

These recommendations have been noted formally by the Chief Constable’s Management Team.

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3. Crime Recording in Kent” : Published 17 June 2013

http://www.hmic.gov.uk/publication/crime-recording-in-kent/ This report had been commissioned in February 2013 by a request by the Kent PCC “to determine whether the people of Kent can have confidence in Kent Police’s crime figures”. This followed an internal review by Kent Police focusing on crime detections and performance culture. HMIC subsequently reviewed the Force’s practices at every stage of the crime-recording process, from the point at which a member of the public calls the police, to the final resolution (or “disposal”) of the crime (for instance, through a caution or penalty notice for disorder). Whilst the inspection found improvement in systems and processes in comparison with previous audits in Kent, it still indicated that the force was under-recording approximately one in every ten crimes. It concluded that “appreciably more needs to be done before the people of Kent can be confident that the crime and resolution figures published by the force are as accurate as they should be”. The summary of the findings was as follows: 1. The force should explore if the reasons for crimes not being recorded correctly are

because attending officers give inaccurate accounts of events when they report the circumstances to the IMU, or because IMU investigators fail to ask sufficiently probing questions of attending officers. Having investigated this, the force should then take the action required to address the issue.

2. The force should urgently ensure that all its no-criming decisions meet the

required standard. It should also put in place better arrangements for checking and evidencing that this is happening, so it can assure both itself and the people of Kent that offences are being properly investigated, and crime figures are accurate.

3. As a matter of urgency, the force should review its cannabis warning form to

ensure that it includes a clear explanation to the offender of the implications of receiving the warning.

4. The force should ensure that staff are adequately trained in the various means of

disposal open to them, so that they fully understand the requirements of each, including those relating to victim care, and use them appropriately.

5. Supervision of crime detection and resolution should be strengthened to ensure

consistent standards are applied. 6. The force should develop a clear understanding of how continuous improvement

will be defined and measured in the future. 7. The force needs to ensure that it has an effective process in place to monitor the

impact of any changes that are made to its performance framework, and assess whether the anticipated benefits are delivered.

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The report highlighted the forthcoming HMIC National Crime Data Integrity adopting the same methodology as that used in Kent. This suggested that Inspectors would be conducting in depth reviews of telephone voice records linked to reported crimes and then strictly applying the letter of the National Crime Recording Standard (NCRS) and Home Office Counting Rules (HOCR) for crime. Implications for Thames Valley Police Based on the findings and issues raised by the Kent Inspection report - which are addressed to the Kent PCC and Kent Police, the following conclusions were drawn for Thames Valley Police and these have been noted by the Chief Constable’s Management Team: 1. The level of NCRS compliance for volume crime directly recorded by the PEC

remains high. However, concerns remain regarding the quality of some crime recording decisions made by attending officers. Since the changes to officer reported crime in April 2011, PEC Operators had been less inclined to challenge the quality of updates from officers where a decision was taken that a crime will not be recorded. One of the main themes was unwilling victims. PEC operators had been instructed not to over-ride the decisions taken by attending officers. However, there was evidence to show that command and control logs were being closed with inadequate explanations as to why a crime wasn’t recorded. Whilst there was a high level of vigilance in relation to high risk crime such as rape, burglary and violence with injury, the likely focus of this inspection would require closer scrutiny of low risk crime.

2. Recent audits had shown an increasing trend whereby scheduled appointments for victims reporting crimes were being made for a period beyond 72hrs. Even where a crime was recorded, the delayed timescales would be judged an NCRS failure.

3. The decision making for ‘no crime’ classifications remained with the Strategic Performance Data Standards Team. When last inspected by HMIC, TVP was the only force in the country to achieve 100% compliance. Our confidence in the process remained high.

4. The use of out-of-court disposals was monitored by the Data Standards Team Scrutineers. Reviews and challenges took place when cautions were used for high profile offences such as rape or serious assaults. The broader use of cautions was monitored by the Criminal Justice Department. Since April 2013 the use of community resolutions came within the control of HOCR. Checks were in place to ensure that disposals were only used for appropriate offence classifications. Similar checks were in place for the use of Penalty Notices for Disorder

5. The cannabis warning process was managed by Data Standards Scrutineers. Robust processes were in place to monitor their use which included adequate checks to ensure that identities were confirmed and that that repeat use was consistent with the ACPO policy.

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4. A review of progress made against the recommendations in HMIC’s 2012 report on the national police units which provide intelligence on criminality associated with protest Published 27 June 2013

http://www.hmic.gov.uk/publication/national-police-units-which-provide-intelligence-on-criminality-associated-with-protest-progress-review/ A report issued in 2012 followed by a 2013 inspection specifically focussed on the long term domestic extremism intelligence gathering deployments against protest groups or domestic extremists conducted by the then National Public Order Intelligence Unit . The original inspection followed the collapse of the trial of six people accused of planning to shut down a large power station in Ratcliffe-on-Soar, Nottinghamshire where evidence was given by a NPOIU officer. The inspection report, which was targeted at the Association of Chief Police Officers, the Metropolitan Police Service, and the Office of Surveillance Commissioners, had recommended a full review of the management of undercover work by UK law enforcement agencies and police forces. The recommendations from the 2012 report were: Recommendation One: The arrangements for authorising those police undercover operations that present the most significant risks of intrusion within domestic extremism and public order policing should be improved as follows: (a) ACPO should give serious consideration to establishing a system of prior approval for pre-planned, long-term intelligence development operations subject to the agreement of the OSC. (b) The level of authorisation for long-term deployments of undercover police officers should be aligned with other highly intrusive tactics such as Property Interference, as defined by s93 Police Act 1997 (subject to the legal requirements and the agreement of the OSC). In the interim: (c) Either a collaborative agreement should be entered into between police forces and the MPS, which allows one authorising officer within NDEU to own undercover operations from start to finish, or these operations should be managed in police forces by authorising officers who are: a. Properly trained and accredited. In particular this training should cover the concepts of necessity, intrusion, proportionality, disclosure and risk management. b. Fully briefed with all the relevant information. In making these changes, consideration will need to be given to ensuring the police have some flexibility to deploy covert resources at short notice where operationally necessary, and to minimising potential impacts on Covert Human Intelligence Source (CHIS) work and police collaboration with partners Recommendation Two: In the absence of a tighter definition, ACPO and the Home Office should agree a definition of domestic extremism that reflects the severity of crimes that might warrant this title, and that includes serious disruption to the life of the community arising from criminal activity. This definition should give sufficient clarity to inform judgments relating to the appropriate use of covert techniques, while continuing to

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enable intelligence development work by police even where there is no imminent prospect of a prosecution. This should be included in the updated ACPO 2003 guidance. Recommendation Three: The positioning of both public order intelligence and domestic extremism intelligence within the NDEU needs to be reconsidered. There will need to be an incremental transfer to any newly created hub for public order intelligence. Recommendation Four: In recognition that undercover operations aimed at developing intelligence around serious criminality associated with domestic extremism and public order are inherently more risky, additional controls should be implemented as follows: (a) MPS and ACPO leads should adopt a practical framework for reviewing the value of proposed operations or their continuation; and (b) Authorising officers should conduct a thorough review of all undercover operations that last longer than six months. This review will be in addition to an independent review by the Surveillance Commissioners. (c) Subject to reconsideration of the public order component (see Recommendation 3), domestic extremism operations should continue to be managed within the existing regional Counter Terrorism Unit structure, and there should be oversight by an operational steering group representing a range of interests and agencies. External governance could be provided using arrangements similar to those employed by the counter terrorism network. (d) The rationale for recording public order intelligence material on NDEU’s database should be sufficient to provide assurance that its continued retention is necessary and justified, given the level of intrusion into people’s privacy. (e) Exit plans should be an addendum to the risk assessment and should be reviewed by the authorising officer, and they should be considered by appropriately trained police cover officers25 and police-employed psychologists collectively, alongside risks to the operational strategy and welfare of undercover officers. (f) In order for safeguards to operate effectively, consideration should be given to undercover officers waiving their rights to confidentiality, allowing the psychologist to brief managers of any concerns. (g) The 2003 ACPO Guidance needs urgent revision, taking account of the findings of this and other reviews. The 2013 review of progress found that some significant work had been done to improve the way in which the police deal with undercover operations – particularly in the area of governance. However, concerns were expressed that there were still several recommendations that had not been implemented at national level. Implications for Thames Valley Police Thames Valley Police is thought to be in a in a strong position with regard to the overall management of undercover deployments – including risk assessments, the AO role, oversight and review. The Chief Constable has identified the fact that our stance regarding the required level of Authorising Officer for UC deployments is at

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odds with the Covert Undercover Operations Authorised Professional Practice guidelines and consequently this is being revised so as to enable TVP to step in line with national guidance.

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5. “Stop and Search Powers: Are the police using them effectively and fairly?” Published 9 July 2013

http://www.hmic.gov.uk/publication/stop-and-search-powers-20130709/ As a result of renewed public concern about the police use of stop and search powers, the Home Secretary had commissioned the HMIC to carry out an inspection of all forces in England and Wales which took place between December 2011 and April 2013. The report in relation to this inspection was not published until July 2013 and was accompanied by non-public individual reports on each Force.

The national report concluded that police use of stop and search powers was too often ineffective in tackling crime and procedurally incorrect, thereby threatening the legitimacy of the police. The national report made 10 recommendations summarized as follows with comments from the TVP perspective:

1. Chief Constables and the College of Policing should give clear specification of what constitutes the effective and fair exercise of stop and search. – Authorised Professional Practice in relation to stop and search has not yet been published.

2. Chief Constables should establish or improve monitoring of the way officers stop

and search people so they can be satisfied officers are acting within the law and the power is being used effectively to prevent crime, catch criminals and maintain public trust. – Performance information linked to disproportionality and positive outcome is readily available. Supervisors are required to check all records and performance is reviewed through cluster and force performance group meetings. (Force Delivery Plan 2.4.1, 2.4.2)

3. Chief Constables should ensure that officers carrying out stop and search

encounters are supervised. – TVP policy states every search record should be checked by a supervisor which must include a review of the grounds. Any issues identified must be dealt with and repeated behaviours escalated. (Force Policy) Pending the issue of APP, the stop and search policy will be reviewed with the introduction of body worn video.

4. The College of Policing should work with Chief Constables to design national

training requirements. 5. Chief Constables should ensure that officers and supervisors who need training

are required to complete it and that their understanding of what they learn is tested. –Following contact from the Equality and Human Rights Commission (EHRC) a new training package was delivered to officers which was subsequently commended in the recent EHRC follow up report and has been requested by another force as an example of good practice. Force policy requires a continued failure to properly conduct stop and search encounters is challenged and escalated.

6. Chief Constables should ensure that relevant intelligence gleaned from stop and

search encounters is gathered, promptly placed on their force intelligence systems and analysed to assist the broader crime fighting effort. – Forms allow

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for a limited amount of intelligence to be recorded however any expansion of the form must be considered against ease of use. (Force Delivery plan 2.4.3)

7. Chief Constables should, in consultation with elected local policing bodies,

ensure they comply with the code of practice by explaining to the public the way stop and search powers are used in their areas and by making arrangements for stop and search records to be scrutinised by community representatives. This should be done in a way that involves those people who are stopped and searched, for example, young people. – TVP has a Stop and Search Independent Advisory Group who review the grounds given by officers as well as scrutinise stop and search performance data. (Force Delivery Plan 2.4.4) A schools package is being developed for delivery in secondary schools on the use of stop and search powers. (Force Delivery Plan 2.4.6)

8. Chief Constables should ensure those that are dissatisfied with the way they are

treated during stop and search encounters can report this and have their views considered, and if they wish, make a formal complaint quickly and easily. – TVP has a complaints procedure which includes an option for local resolution. Each LPA has a Stop and Search lead responsible for reviewing stop and search performance and deal with repeated patterns of concerning behaviour (e.g. high levels of disproportionality by an individual officer). (Force Delivery Plan 2.4.1, 2.4.2) The Stop and Search IAG review complaints made regarding stop and search encounters and subsequent findings. (Force Delivery Plan 2.4.4)

9. Chief Constables should introduce a nationally agreed form for the recording of

stop and search encounters, in accordance with the codes of practice. 10. Chief Constables should work with their elected local policing bodies to find a

way of better using technology to record relevant information about stop and search encounters, which complies with the law and reveals how effectively and fairly the power is being used. – Forces are piloting a number of technological solutions to record stop and search however this has resulted in a reduction in the number of data fields completed. This does not support other HMIC recommendations regarding the gathering of relevant data to ensure effective monitoring. (E.g. items found, subject address etc). Hampshire is considering a technological solution. (See also Delivery Plan 2.4.3.)

HMIC intends to revisit the police use of stop and search powers within the next 18 months, to assess the progress made against these recommendations.

Implications for Thames Valley Police Given that the Force had worked closely with the EHRC on stop and search issues during 2011-12, the organisation was well-placed in terms of responding to matters raised as a result of both the national report and local inspection. The local inspection included a national survey however the number of responses from people living in the TVP area was too small to draw any conclusions. The local report commented on seven areas which are set out below with additional comments from the Force.

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Is there Chief Officer leadership for stop and search, with robust strategic governance in place?

The report states ‘the force has clear chief officer leadership for stop and search, and strategic governance arrangements are strong’ and provides examples where this has been demonstrated. The report references public information provided during the EHRC monitoring period. During the period of EHRC monitoring, a quarterly monitoring report was produced which was also published on the internet and assisted discussion within the Stop and Search IAG. HMIC comment that ‘whilst the report is very detailed, it doesn’t share with the public how stop and search is used in the fight against crime. HMIC also comment that messages regarding the use of stop and search are not widely circulated which means any information may not filter down to those most likely to be the subject of a stop and search encounter. When released from EHRC monitoring, the quarterly report was no longer produced. The content of the report was discussed at the last stop and search IAG and it was agreed that much of the information was not required.

Does the force review stop and search as part of its performance management regime?

HMIC confirms stop and search forms part of the force performance management regime and both monitoring through performance groups and the performance database allow for review.

HMIC comments that the force does not conduct any surveys to better understand how stop and search procedures affects public trust. Surveying all people subject to stop and search would be a lengthy manual process and would require further information to be collated by officers at the point of search. Stop and search procedurally just training is being developed (Force delivery plan 2.4.5) for delivery in 2014. Evaluation of this training could include community surveys on impact.

HMIC comments that the vast majority of search records are completed however there was some officer confusion where an arrest followed a search. Some officers failed to complete a search record believing the custody record would hold this information.

In Wycombe this was identified as a reason for low positive outcome and all LPAs have been reminded of the need to record all stop and search encounters.

A record of the stop and search encounter leading to arrest should be recorded on the custody record and a recording facility is available within Niche. Work has started to look at an electronic transfer of the search record to the inputters to remove the requirement to complete both a manual search record and an electronic search record following arrest.

HMIC comments that monitoring the use of section 60 authorities is completed through local DMM and tasking processes however this area could be improved through greater corporate oversight.

Does the force intelligence system provide information/intelligence to officers in a way that allows them to effectively and fairly use stop and search to fight crime?

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HMIC comment that the force uses intelligence and some analysis to assist officers in their use of stop and search to fight crime however the tasking and review process to monitor stop and search effectiveness and fairness did not happen as a matter of course. HMIC also comments that the force is very good at analysis of stop and search in respect of disproportionality, but less so to understand the effectiveness of the use of the power on recorded and detected crime.

The force delivery plan has a number of activities to maximise effectiveness of stop and search. This includes exploring options for mapping stop and search activity to enable comparison with acquisitive and violent crime hotspots. (2.4.3) A working group has developed a plan to complete this activity which will also develop local scrutiny on fairness and effectiveness.

Is training on stop and search regularly provided to relevant staff?

HMIC comments that training provided is effective and quotes the EHRC that ‘the training provided for in the agreement was, from our observation, very well designed and delivered’.

HMIC comments that training could be enhanced if officers are provided with information to help them understand how the use of stop and search might impact on communities and how staff can use stop and search to fight crime.

The force delivery plan includes the development of procedurally just stop and search training. (2.4.5)

The plan to map stop and search against crime includes activity to ensure the use of stop and search activity is linked with priority crime hotspots. This includes the development of patrol tasking that ensures that when officers choose to use stop and search powers, activity will be focussed in priority crime hotspots. (Force delivery plan 2.4.3)

Is the use of stop and search supervised and monitored?

HMIC comments that TVP has good supervision and monitoring arrangements in place however there was less evidence of supervisors having oversight of behaviour when carrying out searches.

Supervisors cannot be present at every stop and search encounter by their staff however with the introduction of body worn video this monitoring will be achievable.

HMIC also comment that the force does not proactively seek the views of people subject to stop and search.

When exercising stop and search powers, do officers comply with the requirements of the legislation?

HMIC comment that officers generally comply with the legal requirements when carrying out stop and searches.

HMIC reviewed 200 stop and search records and found 150 (75%) had sufficient information recorded which amounted to reasonable grounds for

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suspicion. They also state that during reality testing officers had different levels of interpretation on the threshold for reasonable grounds.

At a recent stop and search IAG a review of grounds was conducted. The group looked at grounds for each search and discussed whether the grounds recorded were sufficient. This activity was trialled and the group felt it was a useful exercise and will be repeated however officers who conducted the search will also be given the feedback following the discussion.

Through a recent series of LPA visits, LPA scrutiny of stop and search varied. In some LPAs (Chiltern and South Bucks and Wycombe) every search record was scrutinised by an inspector. Stop and search feature on some LPA Senior Management Teams regularly whilst others reported back by exception.

When exercising stop and search powers do officers treat subjects with respect, dignity and courtesy?

HMIC comment that officers consider how they treat people who are being subject to stop and search and generally treat them with respect, dignity and courtesy. The HMIC conducted a public survey in this area however the response sample from people within the TVP area was too small to draw any conclusions.

Does the force publish its stop and search policy and regularly publish stop and search data?

HMIC makes reference to the comprehensive stop and search information published on the internet including the quarterly report produced during the EHRC monitoring period.

In the light of the HMIC’s comments and the observations made above, the Chief Constable’s Management Team has endorsed the following recommendations:

Recommendation 1: Develop a new information package for use by the stop and search IAG and publication on the internet. Recommendation 2: Ensure the schools package being developed includes why and how officers use stop and search. Recommendation 3: Continue work to develop an electronic transfer of a stop and search record from Niche to the inputter team. Recommendation 4: Review use of section 60 authorities at the force DMM and any measures for managing community impact. Recommendation 5: Explore the potential for running a pilot to map stop and search activity against acquisitive and violent crime hotspots. Recommendation 7: Each LPA DMM chair to review a weekly dip check of stop search records (conducted by LPA stop and search Single Point of Contact) and ensure feedback provided to officers. This should be no more than 10% of search records for the week – in the LPA with the highest number of stop searches 10% is an average of 6 search records. Recommendation 8: The stop and search IAG review randomly selected search grounds against search power used.

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Appendix 1

16

Recommendation 11: CCMT to consider publishing a link to the national report on the force website and to publish the internal report both on the intranet and internet.

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Appendix 1

17

6. Policing in Austerity: Rising to the Challenge http://www.hmic.gov.uk/publication/policing-in-austerity-rising-to-the-challenge/ http://www.hmic.gov.uk/publication/thames-valley-response-to-the-funding-challenge/

Published 18 July 2013

HMIC’s Valuing the Police Programme had tracked how forces planned to make 20% savings in the four years between March 2011 and March 2015 and published findings in July 2011 and June 2012. The latest report reviewed the position as Forces entered the third year of the spending review period. The National Report was informed by individual reports on each Force in England and Wales.

The Inspection focused on three questions:

1. What is the financial challenge, and how are forces responding to it? 2. What is the impact of the changes that forces are making, both on the

workforce, and on the service they provide to the public? 3. How are forces managing current and future risks?

The main findings of the 161 page national report were: “Overall, the response of police forces to the financial challenge of the spending review has been good. HMIC recognises the hard work of police officers, PCSOs and police staff across England and Wales which underpins this success. Most forces have plans in place to balance their books by the end of the

spending review period; and while they have had to make some substantial changes to the way they work in order to achieve this, they have succeeded in increasing the proportion of the workforce on the front line. Crime has also continued to fall, and victim satisfaction to rise.

However, HMIC is concerned that some forces have chosen to make savings by broadening the remit of neighbourhood policing teams, to include tasks traditionally carried out by response officers, or investigators. This will potentially have a detrimental effect on the amount of prevention work they can carry out, and impair the level of service the public receive from the police. Neighbourhood policing thus risks being eroded in some places.

In addition, HMIC is deeply disappointed with progress on collaboration. Despite the potential for efficiencies, which are being realised by a number of forces, the pace of change on collaboration is too slow and the majority of forces are making less than 10% of savings by collaborating with other forces, local partners or the private sector.

Finally, HMIC considers five forces will find it especially difficult to cope with further budget cuts (after March 2015). In some cases, this is because their size or local circumstances means making savings is inherently more difficult

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http://www.hmic.gov.uk/publication/policing-in-austerity-rising-to-the-challenge/

http://www.hmic.gov.uk/publication/thames-valley-response-to-the-funding-challenge/


Appendix 1

18

(for instance, small, relatively lower-spending forces have fewer opportunities to cut costs); but for others, this was because their response to the challenge of spending reductions was weaker than those of other forces.”

The comparative data for England and Wales showed the following in relation to TVP:

In terms of savings as a proportion of 2010/11 gross revenue expenditure, TVP was the seventh lowest

In terms of the proportion of planned savings from non-pay budgets over the spending review period TVP was eighth highest

In terms of planned workforce reductions between March 2010 and March 2015 by force (as of March 2013, TVP was sixth lowest

TVP is one of only six Forces who have planned increases to the total workforce in frontline roles between March 2010 and March 2015.

While the national figure shows a five percent fall in the number of police officers in the front line, four forces – Surrey, Thames Valley, the Metropolitan Police Service and Hampshire - are planning to maintain or increase their numbers.

Thames Valley has the second largest reduction in recorded crime excluding fraud between 2010/2011 and 2012/2013.

In terms of the specific inspection report relating to TVP:

The Executive Summary states: “Thames Valley Police faces a smaller savings requirement compared to other forces, but this is not without its challenge. The force has lower costs than many other forces, meaning it has had to work hard to identify more efficiencies in order to squeeze its costs down even further.

Thames Valley Police has made a very strong response to meeting its financial challenge over the last two years. It has limited the impact of the cuts on its frontline workforce in a way very few other forces have been able to achieve; protecting its crime fighting capability by driving out efficiencies in other areas. It is one of only four forces in England and Wales where the number of police officers in frontline roles is planned to increase.

In addition, the force has demonstrated excellent performance in reducing crime over the spending review period.

HMIC is confident that the force will be able to deliver its planned savings within this spending review by reducing costs while continuing to fight crime successfully.” The Conclusion states: “The force plans to achieve its savings with significantly fewer reductions in its workforce (both police officer and staff) than most other forces. At the same time it has continued to have a strong focus on service delivery and crime, achieving higher levels of satisfaction and greater reductions in crime than most other forces. The decisive action that the force has taken over the last two years to bear down on its non pay costs, protect its frontline workforce and reduce crime is impressive.

The force has demonstrated one of the strongest responses to the funding challenge that HMIC has seen in England and Wales.”

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19

Implications for Thames Valley Police There are no specific recommendations to address in the TVP Report. It concludes: “Thames Valley Police has made very good progress so far in meeting its financial challenge in this spending review period. It has implemented a comprehensive change programme, putting in place a sound and cost effective policing model. This means that the force is in a strong position to be able make the further savings required after March 2015, while, crucially, maintaining its high level of service to the public.” “Thames Valley Police has already identified other areas in which it can make further savings. It anticipates being able to protect its crime fighting capacity, preserving the service it provides to the public well into the next period of funding reductions.”

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Appendix 2

HMIC Inspection Report: Essex Police’s Approach to Managing Cases of Domestic Abuse


Background

This inspection sought to review the Essex Police response to criticism following four domestic murders that took place in the county between 2008 and 2011. It found that Essex Police had taken a number of important steps to improve the way in which domestic abuse cases were managed. Overall governance had been strengthened significantly and arrangements were in place to ensure that backlogs did not develop in the system. The force had invested significantly in training staff in the DASH risk assessment process. Better intelligence was now provided to officers who attended domestic abuse incidents and investigations were generally well managed. The report highlighted a number of key issues for Essex to address.

PCC Response

I have discussed this report with the Chief Constable and how it might impact on Thames Valley Police. A gap analysis has been produced indicating where TVP could usefully learn from the Essex Police experience. These recommendations include:

Under ACC Campbell’s leadership to continue to emphasise the importance of effective response to domestic abuse, ensuring officers and staff are held to account appropriately;

Continue with mobile data pilots in relation to domestic abuse, noting the potential to improve both intelligence flow to officers attending incidents and the information gathering process upon arrival at the scene;

Together with Force Intelligence and Specialist Operations, continue to improve the service Intelligence Research Bureau provides timely, relevant intelligence checks for officers attending domestic abuse incidents.

Jointly with Probation Service, to improve the response across Thames Valley to repeat perpetrators of domestic abuse, in line with best practice from SE Region.

Training initiatives with the CPS to develop stronger policy for prosecution of domestic abuse.

Thames Valley Police is only too aware of the tragic consequences arising from domestic abuse incidents due to its own historic high profile cases. I am confident that the Force has learned lessons from these events. Moreover, I am pleased that the Force has used the Essex HMIC report as an opportunity to identify possible gaps and to address these through the leadership and direction of ACC Crime. Doing so will enable the Force, and its partners, to enhance efforts in using intelligence and focus on repeat offenders, while continuing to support victims of domestic abuse in the best way possible.

To view a copy of HMIC’s report click here http://www.hmic.gov.uk/publication/essex-polices-approach-to-managing-cases-of-domestic-abuse/

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Appendix 2

HMIC Inspection Report: ‘Crime recording in Kent’


Background

This report was commissioned in February 2013 by the Kent PCC ‘to determine whether the people of Kent have confidence in Kent Police’s crime figures’. This followed an internal review by Kent Police focusing on crime detections and performance culture. HMIC subsequently reviewed the Force’s practices at every stage of the crime-recording process, from the point at which a member of the public calls the police, to the final resolution (or “disposal”).

Whilst the inspection found improvement in systems and processes in comparison with previous audits in Kent, it still indicated that the force was under-recording approximately one in every ten crimes. It concluded that “appreciably more needs to be done before the people of Kent can be confident that the crime and resolution figures published by the force are as accurate as they should be”.

PCC Response

I have noted the contents of this report, and have discussed them with the Chief Constable to ascertain how they might impact on Thames Valley. With regards to the ‘no crime’ classifications’, when last inspected by HMIC, TVP was the only force in the country to achieve 100% compliance. I share the Chief Constable’s confidence that the processes behind this remain high.

Similarly, I am reassured that TVP operate robust scrutiny processes to ensure effective review and challenge for crime recording and policing outcome activities, such as:

the use of cautions for high profile offences such as rape or serious assaults;

that out-of-court disposals and Penalty Notices for Disorder are only used for appropriate offence classifications; and

that the cannabis warning process is monitored and repeat use is consistent with ACPO policy.

There are a couple of issues that have already been identified by the Chief Constable’s Management Team that involve crime recording of unwilling victims, and scheduled appointments for victims reporting crimes. I have a statutory duty to support victims and will continue to monitor performance in this area to ensure the Force has the necessary standards in place to support victims in the most appropriate way. To view a copy of HMIC’s report click here http://www.hmic.gov.uk/publication/crime-recording-in-kent/

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http://www.hmic.gov.uk/publication/crime-recording-in-kent/

Appendix 2

HMIC Inspection Report: “Stop and Search Powers: Are the police using them effectively and fairly?”


Background

As a result of renewed public concern about the police use of stop and search powers, the Home Secretary had commissioned the HMIC to carry out an inspection of all forces in England and Wales which took place between December 2011 and April 2013. The report in relation to this inspection was not published until July 2013 and was accompanied by non-public individual reports on each Force.

The national report concluded that police use of stop and search powers was too often ineffective in tackling crime and procedurally incorrect, thereby threatening the legitimacy of the police.

PCC Response

I have confidence in the Chief Officer leadership for stop and search in Thames Valley. Given the Force had worked closely with the Equality and Human Rights Commission on stop and search issues during 2011-12, it was well-placed to respond to matters raised as result of both the national report and local inspection.

The Chief Constable’s Management Team has subsequently endorsed a number of specific recommendations arising from this HMIC report. Some of this work will further enhance activities already set out in the 2013/14 Force Delivery Plan. Other key areas will address issues including: transparency and openness of data; processes for maximising activities against crime hotspots; and enhanced scrutiny to ensure greater compliance, including involvement of the Independent Advisory Group.

Whilst there are no PCC specific recommendations within the report, there is acknowledgement that PCCs will play an important role in overseeing the effective and fair use of stop and search powers in the future. I will monitor the Force’s stop and search recommendations through my Performance Framework. HMIC intends to revisit the police within the next 18 months to assess progress made against these recommendations.

To view a copy of HMIC’s report click here http://www.hmic.gov.uk/publication/stop-and-search-powers-20130709/

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http://www.hmic.gov.uk/publication/stop-and-search-powers-20130709/

Appendix 2

Policing in Austerity: Rising to the Challenge


Background

HMIC’s Valuing the Police Programme has tracked how forces planned to make 20% savings in the four years between March 2011 and March 2015 and published findings in July 2011 and June 2012. The latest report reviewed the position as Force’s entered the third year of the spending review period. The national report was informed by individual reports on each Force in England and Wales.

The Inspection focused on three questions:

1. What is the financial challenge, and how are forces responding to it? 2. What is the impact of the changes that forces are making, both on the workforce,

and on the service they provide to the public? 3. How are forces managing current and future risks?

The comparative data for England and Wales showed the following in relation to TVP:

While the national figure shows a five percent fall in the number of police officers in the front line, four forces – Surrey, Thames Valley, the Metropolitan Police Service and Hampshire - are planning to maintain or increase their numbers.

Thames Valley has the second largest reduction in recorded crime excluding fraud between 2010/2011 and 2012/2013.

In terms of savings as a proportion of 2010/11 gross revenue expenditure, TVP was the seventh lowest

In terms of the proportion of planned savings from non-pay budgets over the spending review period TVP was eighth highest

In terms of planned workforce reductions between March 2010 and March 2015 by force (as of March 2013, TVP was sixth lowest

TVP is one of only six Forces who have planned increases to the total workforce in frontline roles between March 2010 and March 2015.

In terms of the specific inspection report relating to TVP: The Executive Summary states: “Thames Valley Police faces a smaller savings requirement compared to other forces, but this is not without its challenge. The force has lower costs than many other forces, meaning it has had to work hard to identify more efficiencies in order to squeeze its costs down even further.

Thames Valley Police has made a very strong response to meeting its financial challenge over the last two years. It has limited the impact of the cuts on its frontline workforce in a way very few other forces have been able to achieve; protecting its crime fighting capability

108

Appendix 2

by driving out efficiencies in other areas. It is one of only four forces in England and Wales where the number of police officers in frontline roles is planned to increase.

In addition, the force has demonstrated excellent performance in reducing crime over the spending review period.

HMIC is confident that the force will be able to deliver its planned savings within this spending review by reducing costs while continuing to fight crime successfully.”

The Conclusion states: “The force plans to achieve its savings with significantly fewer reductions in its workforce (both police officer and staff) than most other forces. At the same time it has continued to have a strong focus on service delivery and crime, achieving higher levels of satisfaction and greater reductions in crime than most other forces.

The decisive action that the force has taken over the last two years to bear down on its non pay costs, protect its frontline workforce and reduce crime is impressive.

The force has demonstrated one of the strongest responses to the funding challenge that HMIC has seen in England and Wales.”

PCC Response

This is an encouraging and positive report and I am pleased that HMIC has recognised the excellent progress that Thames Valley Police has made in meeting its financial challenge whilst, at the same time, improving operational performance and increasing the number of police officers allocated to frontline duties. This has not been an easy task and the Chief Constable, her fellow chief officers, and all other police officers and police staff working for Thames Valley Police deserve immense credit for the structured and professional way they have approached this difficult task.

The Force has implemented a comprehensive change programme, putting in place a sound and cost effective policing model, which means it is in a strong position to be able make the further savings required after March 2015 whilst, crucially, maintaining its high level of service to the public.

The Chief Constable and I have already identified other areas in which we can make further savings. Although this task is becoming increasing difficult due to the level of savings already implemented and the significant cuts still required by the Government’s current austerity agenda, I remain confident that we will be able to protect our crime fighting capacity, whilst preserving the service we provide to the public well into the next period of funding reductions.

To view a copy of HMIC’s report click here: (National report http://www.hmic.gov.uk/media/policing-in-austerity-rising-to-the-challenge.pdf ) (Thames Valley report http://www.hmic.gov.uk/publication/thames-valley-response-to-the-funding-challenge/)

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http://www.hmic.gov.uk/media/policing-in-austerity-rising-to-the-challenge.pdf

http://www.hmic.gov.uk/media/policing-in-austerity-rising-to-the-challenge.pdf



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REPORT FOR INFORMATION TO THE [LEVEL 1] MEETING on 6 September 2013

Title: PCC OVERVIEW AND SCRUTINY OF COMPLAINTS AND PROFESSIONAL STANDARDS

Executive Summary:

The report summarises the progress being made with regard to the overview and scrutiny of complaints and professional standards issues by the Police and Crime Commissioner (PCC).

Recommendation:

The PCC is asked to NOTE the report.

Police and Crime Commissioner

I hereby approve the recommendation above.

Signature Date

AGENDA ITEM 8111

PART 1 – NON-CONFIDENTIAL

1 Introduction and background

1.1 The PCC has a duty to hold the Chief Constable to account for the delivery of an efficient and effective police service.

1.2 To this end the PCC has assigned to his Deputy the responsibility for ensuring

appropriate oversight and scrutiny of complaints and professional standards issues relating to Thames Valley Police.

2 Issues for consideration

2.1 The arrangements agreed are that the Deputy PCC meets with the Deputy Chief Constable and the Head of Professional Standards Department (PSD) on a bi-monthly basis. Since the protocol has been in place two such meetings have been held.

2.2 The role of the Deputy PCC (DPCC) is to review the appropriateness of the investigation of, and actions undertaken by, the Force in respect of any complaint/professional standards issue addressed by PSD, but not to re-investigate the complaint/issue itself, and to advise the Force as to his findings to inform future improvements to the process by which the Force/PSD conducts investigations. To aid this process a Complaint File Scrutiny Checklist has been produced. This checklist provides guidance to the Deputy PCC about what to look for when scrutinising full complaints files.

2.3 The areas to be considered are as follows:

Performance management data for a two month period to show timeliness of completion of complaints, trends and analysis of types of complaints and or geographical police areas of concern and an analysis of information held on the public correspondence database.

To dip check a sample of files on a theme to be determined in advance by the DPCC. The Deputy has already addressed the following themes:

Improper disclosure of information

referrals to the IPCC

sexual conduct

incivility

concluded misconduct files

discriminatory behaviour

mishandling of property

breaches of PACE whilst the complainant’s have been in custody

112

To view a selection of misconduct allegations to obtain reassurance of the actions being taken against staff through internal procedures as well as those arising from complaints.

To annually review the centrally held gift and hospitalities register.

To annually review the use of the Service Confidence Policy.

To receive a regular briefing on the progress of the Integrity Sub Group. The Deputy PCC has attended meetings of this Sub-Group.

To attend the Force Security Committee.

2.4 The principles behind this bi-monthly meeting and scrutiny arrangements are as follows:

It tests compliance with, and effectiveness of processes and procedures

Themed dip checking is based on a risk based approach and each one is accompanied by a review pro forma.

It helps identify additional scrutiny on those areas that need it

Gives oversight to high profile investigations that have been flagged by the community or have particular risk factors.

It identifies overlapping themes between complaints and civil claims

It ensures that organisational learning is maximised.

2.5 Given all the challenges around policing integrity at a national level a National Working Party, led by the Chief Constable of Cleveland has been set up to review the robustness of the arrangements currently in place. A report by the Force’s Head of PSD will be presented to the Chief Constable’s Management Team in September which will be informed by this national work and will be considered by the Deputy PCC and PCC as a possible improvement that could be implemented within Thames Valley Police.

3. Financial comment

3.1 No specific implications arising from this report.

4. Legal comments


5. Equality comments


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6. Background papers

6.1 None

Public access to information Information in this form is subject to the Freedom of Information Act 2000 (FOIA) and other legislation. Part 1 of this form will be made available on the website within 1 working day of approval. Any facts and advice that should not be automatically available on request should not be included in Part 1 but instead on a separate Part 2 form. Deferment of publication is only applicable where release before that date would compromise the implementation of the decision being approved.

Is the publication of this form to be deferred? No

If yes, for what reason? Until what date?


Name & Role Officer

Head of Unit

No specific implications arising from this report.

Chief Executive

Legal Advice


Chief Executive

Financial Advice



114

Equalities & Diversity


Chief Executive


We have been consulted about the proposal and confirm that financial and legal advice have been taken into account in the preparation of this report.

We are satisfied that this is an appropriate request to be submitted to the Police and Crime Commissioner.

Chief Executive Date 27 August 2013

Chief Finance Officer Date 30 August 2013

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Page 1 of 4


Report for Information to the Level 1 Public Meeting on 6th September 2013

Title: OPCC Development Programme

Executive Summary: The PCC’s four year Police and Crime Plan 2013-2017 was formally published in early April 2013. The Plan is a combination of policing and non-policing activities. The Chief Constable is held to account for delivering the policing outcomes within the plan in respect of which progress is reported to the PCC on a quarterly basis against the Force’s ‘Annual Delivery Plan’. The PCC’s Chief Executive and Chief Finance Officer are responsible for ensuring that the non-policing activities and outcomes within the plan are delivered and implemented on a timely basis. Attached at Appendix 1 is the Development Programme for the Office of the PCC (OPCC). This schedule shows progress by the OPCC against the seventeen new non-policing work streams identified as being necessary to be delivered during 2013/14 to enable the PCC to effectively discharge his full range of statutory functions and duties. The OPCC Development Programme is a ‘live’ document and is reviewed and refreshed on a regular basis throughout the year. Since the last report in July a further xxx tasks have been signed-off as complete (i.e. xxxxxxx) and shaded grey. There are no individual tasks or activities in the Development Programme that are giving undue cause for concern. Recommendation:

1. That the PCC notes progress with the OPCC Development Programme for 2013/14


AGENDA ITEM 9117

Page 2 of 4


1.1 The PCC published his four year Police and Crime Plan 2013-2017 in early

April 2013. This document contained actions, targets and performance measures for each of the six strategic objectives contained within it.

1.2 The PCC holds the Chief Constable to account for delivery against the relevant ‘policing’ targets, outcomes and measures within the Plan.

1.3 The PCC also holds his Chief Executive and Chief Finance Officer to account

for delivery of the non-policing activities, targets and measures within the Plan. Where they are not personally responsible for delivering objectives they will be required to ensure that the necessary systems, policies and processes are in place to ensure that external partners, such as community safety partnerships, deliver their agreed targets and outcomes, particularly when they receive funding from the PCC so to do.

1.4 The Office of the PCC (OPCC) Development Programme (Appendix 1) only

shows those new non-policing tasks, activities and/or functions that the Office of the PCC (OPCC) needs to develop and implement to enable the PCC to effectively discharge his full range of statutory functions and duties. Accordingly, the Programme does not include routine ‘business as usual’ activities (e.g. treasury management), so does not seek to present a comprehensive list of all the activities, functions and outcomes that the Office of the PCC (OPCC) will undertake during the year.

2 Issues for consideration 2.1 The OPCC Development Programme helps to ensure that all non-policing

activities, targets and outcomes within the Police and Crime Plan are delivered in a timely and effective manner. The PCC therefore needs to be satisfied that the Development Programme is sufficiently comprehensive in scope and that adequate and effective systems, policies and processes are in place to both monitor the implementation of these new, specific and additional, development initiatives as well as capturing and recording the outcomes from all non-policing activities and targets within the Police and Crime Plan.

3 Financial comments 3.1 There are no specific financial implications arising from this report. There is

sufficient budgetary provision within the PCC’s directly controlled budgets to ensure that all non-policing activities within the Police and Crime Plan are delivered and achieved during 2013/14.

4 Legal comments 4.1 The Police Reform and Social Responsibility Act 2011 requires the PCC to

produce and publish a Police and Crime Plan. The Act also requires the PCC to produce an annual report to review and report on progress in delivering the Police and Crime Plan. However, whilst there is no statutory requirement to produce and formally monitor progress in delivering the Plan during the year, this is considered to be best practice since it will help to demonstrate

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Page 3 of 4

transparency, accountability and effective governance within the office of the PCC.

5 Equality comments 5.1 There are none arising specifically from this report

6 Background papers

Police and Crime Plan



Name & Role

Officer

Head of Unit The Development Programme explains how the non-policing activities, targets and outcomes will be delivered and implemented during 2013/14

Chief Executive

Legal Advice There is no statutory requirement to produce a development programme to oversee implementation of the non-policing activities within the Police and Crime Plan.

Chief Executive

Financial Advice There are no specific financial implications arising from this report. Any additional expenditure required to deliver the non-policing activities from the Police and Crime Plan can be contained within existing PCC directly controlled budgets



Chief Executive


We have been consulted about the report and confirm that appropriate financial and legal advice have been taken into account. We are satisfied that this is an appropriate request to be submitted to the Police and Crime Commissioner. Chief Executive Date 23rd August 2013 Chief Finance Officer Date 23 August 2013

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d e

ffecti

ve s

taff

ing

str

uctu

re f

or

the O

PC

C

a

R

evie

w fu

nctio

ns, c

apac

ity a

nd c

apab

ility

Dra

ft re

view

& p

ropo

sals

pre

sent

ed to

SO

G 3

/4/1

3 &

19

/04/

13

31/0

3/13

Pau

l

b

Dev

elop

dra

ft st

aff s

truct

ure

Dra

ft ou

tline

pro

posa

ls to

be

subm

itted

to P

CC

& D

PC

C

for c

onsi

dera

tion

and

view

s on

26/

04/1

3 31

/03/

13

P

aul

c

Con

sulta

tion

with

sta

ff S

taff

cons

ulta

tion

on p

ropo

sed

stru

ctur

e un

derta

ken

on

11th a

nd 2

5th J

uly.

30

/04/

13

30/0

7/13

P

aul

d

Dev

elop

app

ropr

iate

job

desc

riptio

ns

ditto

30

/04/

13

30/0

9/13

P

aul

121

e

Rec

ruit

full

time

staf

f (an

d ag

ency

sta

ff, a

s ne

cess

ary)

30/0

6/13

31

/12/

13

Pau

l f

D

evel

op s

chem

e of

inte

rnsh

ips

30

/06/

13

30/0

9/13

G

raha

m

g

Rev

iew

OP

CC

nee

ds a

nd s

truct

ure

in li

ght o

f agr

eed

‘Sta

ge

2’ tr

ansf

er

31

/03/

2014

Pau

l

3

To

esta

blish

th

e J

oin

t In

dep

en

den

t A

ud

it C

om

mit

tee

a

E

stab

lish

com

mitt

ee

20

/03/

13

Ia

n b

M

embe

rshi

p

27/0

3/13

Ian

c

Term

s of

refe

renc

e

27/0

3/13

Ian

d

Rem

uner

atio

n ar

rang

emen

ts

27

/03/

13

Ia

n e

A

gree

wor

k pr

ogra

mm

e

27/0

3/13

Ian

4

To

im

pro

ve t

he a

dm

in a

rran

gem

en

ts w

ith

in t

he O

PC

C

a

Dev

elop

initi

al in

tern

al O

PC

C c

orre

spon

denc

e ha

ndlin

g po

licy

and

proc

edur

e A

n in

tern

al p

roto

col h

as b

een

deve

lope

d to

geth

er w

ith

an id

iots

gui

de o

n ho

w to

han

dle

an ir

ate

pers

on o

n th

e ph

one

and

how

to a

nsw

er a

nd re

spon

d to

tele

phon

e ca

lls in

the

offic

e.

28/0

2/13

Gra

ham

b

Iden

tify

long

er-te

rm c

orre

spon

denc

e ha

ndin

g da

taba

se a

nd

then

mak

e ap

prop

riate

arr

ange

men

ts to

pro

cure

and

inst

all

Dis

cuss

ion

with

the

Forc

e ha

s ta

ken

plac

e to

see

wha

t da

taba

se th

ey h

ave

inst

alle

d.

12/0

8/13

: Mee

ting

with

ICT

held

on

12th A

ug to

in

vest

igat

e se

tting

up

PC

C P

CD

.

30/0

9/13

Gra

ham

/Lin

c

Rev

iew

and

ratio

nalis

e O

PC

C w

ord

and

exce

l dire

ctor

ies

30

/09/

13

S

OG

d

U

pdat

e an

d ab

ide

by th

e R

eten

tion

and

Dis

posa

l pol

icy

Cop

y of

the

Pol

icy

is o

n th

e w

ebsi

te

31/0

3/13

Gra

ham

5

To

develo

p e

ffecti

ve c

om

mis

sio

nin

g a

nd

mo

nit

ori

ng

arr

an

gem

en

ts f

or

the P

CC

’s C

om

mu

nit

y S

afe

ty F

un

d

a

Not

ify p

artn

ers

of th

eir p

rovi

sion

al a

lloca

tion

for n

ext y

ear

19/3

: Gra

nt n

otifi

catio

n le

tters

sen

t 22

/03/

13

S

hona

b

A

gree

pay

men

t fre

quen

cy a

nd p

roce

ss

16/4

: Gra

nt C

ondi

tions

agr

eem

ent p

repa

red

cont

aini

ng

paym

ent s

ched

ule

and

finan

cial

retu

rn te

mpl

ates

x2

(for

mid

- and

end

-yea

r rep

ortin

g).

23/5

– G

rant

con

ditio

ns a

ppro

ved

by T

VP

Leg

al

Ser

vice

s. I

n pr

oces

s of

agr

eein

g pe

rform

ance

indi

cato

rs

for e

ach

area

and

up-

datin

g A

nnex

C p

rior t

o se

ndin

g.

18/6

– C

over

lette

r for

con

ditio

ns o

f gra

nt p

repa

red

and

appr

oved

by

PC

C s

ettin

g ou

t fut

ure

fund

ing

inte

ntio

ns,

incl

udin

g co

mm

itmen

t for

3 y

ears

fund

ing

and

a pr

e-se

t m

inim

um to

tal s

pend

on

prev

entio

n ac

tiviti

es..

31/0

3/13

30

/05/

13

Sho

na

c

Iden

tify,

neg

otia

te a

nd a

gree

SM

AR

T pe

rform

ance

targ

ets

/ 16

/4: M

eetin

gs w

ith g

rant

reci

pien

ts w

ill be

com

plet

ed b

y 30

/04/

13

30/0

5/13

S

hona

122

serv

ice

outc

omes

with

eac

h pa

rtner

m

id-M

ay to

neg

otia

te p

erfo

rman

ce in

dica

tors

and

m

onito

ring.

23

/5: I

n pr

ogre

ss.

Initi

al d

iscu

ssio

ns w

ith a

ll ke

y LA

pa

rtner

s ha

ve ta

ken

plac

e bu

t fur

ther

neg

otia

tion

on

indi

cato

rs fo

r som

e ar

eas

requ

ired

and

taki

ng p

lace

via

em

ail.

Mee

ting

plan

ned

with

Pos

itive

s Fu

ture

s fu

ndin

g re

cipi

ents

(x2)

and

CIP

lead

s. M

eetin

g w

ith N

ew L

eaf

com

plet

ed.

18/6

– A

lmos

t all

area

s ha

ve a

gree

d se

t of p

erfo

rman

ce

indi

cato

rs a

nd m

eetin

g sc

hedu

le to

pro

vide

per

form

ance

co

mm

enta

ry.

d

D

evel

op a

nd a

gree

effe

ctiv

e se

rvic

e de

liver

y &

perfo

rman

ce

mon

itorin

g ar

rang

emen

ts

16/4

: Gra

nt C

ondi

tions

con

tain

pro

cess

of e

ngag

emen

t w

ith P

CC

and

pro

cess

for O

PC

C to

mon

itor r

isks

to

achi

evin

g ou

tcom

es.

23

/5: P

CC

has

agr

eed

to e

ngag

emen

t pla

n vi

a ex

istin

g lo

cal C

SP

mee

tings

. D

ates

of m

eetin

gs h

ave

been

re

ques

ted

and

are

bein

g bo

oked

in to

dia

ries

of P

CC

an

d S

hona

whe

n re

ceiv

ed.

18/6

– A

s ab

ove

31/0

5/13

30

/06/

13

Sho

na

e

Con

side

r new

met

hod

(e.g

. for

mul

a ba

sed)

of a

lloca

ting

gran

ts in

201

4/15

Fi

rst d

raft

prod

uced

but

this

sho

ws

a si

gnifi

cant

shi

ft in

re

sour

ces.

Fur

ther

refin

emen

t nee

ded.

Ver

y di

fficu

lt to

pr

ovid

e pr

otec

tion

to th

ose

LA’s

who

lose

mos

t res

ourc

e as

a re

sult

of th

e tra

nsiti

on, w

hen

the

over

all b

udge

t is

bein

g re

duce

d. C

omm

unic

ate

resu

lts to

LA

’s ra

ther

than

co

nsul

t on

chan

ges.

12

/6: P

CC

to n

otify

loca

l aut

horit

ies

of th

eir 2

014/

15

allo

catio

n be

fore

end

of S

epte

mbe

r. M

odel

to b

e re

wor

ked

to p

rovi

de n

o ca

sh in

crea

se to

‘win

ners

’ fro

m

the

form

ula

revi

ew

23/8

: Mod

el h

as b

een

upda

ted

to in

clud

e di

ffere

nt

fund

ing

optio

ns a

nd tr

ansf

er o

f mon

ies

from

the

Forc

e fo

r YO

T gr

ants

. A d

raft

set o

f fun

ding

form

ula

prin

cipl

es

has

been

pro

duce

d fo

r con

sulta

tion

with

loca

l aut

horit

ies

30/0

6/13

30

/09/

13

Ian

f

Iden

tify

whi

ch s

ervi

ces

and/

or fu

nctio

ns a

re b

est p

rovi

ded

thro

ugh

a si

ngle

con

tract

in 2

014/

15

16/4

: Gra

nt C

ondi

tions

con

tain

requ

irem

ent t

o re

view

co

mm

issi

onin

g fra

mew

orks

with

a v

iew

to c

onsi

derin

g m

ore

effic

ient

app

roac

hes

(lead

or c

o-co

mm

issi

onin

g).

Rev

iew

s w

ill b

e Th

ames

Val

ley

and

them

atic

bas

ed (e

g D

V, s

ubst

ance

mis

use,

IOM

, RJ)

.

30/0

9/13

Sho

na

123

23/5

; Inv

ited

to a

ttend

a D

V pl

anni

ng d

ay v

ia D

V L

CJB

fo

rum

to c

onsi

der c

omm

issi

onin

g op

tions

. S

eeki

ng d

ata

from

YO

Ts re

gard

ing

inve

stm

ent i

n Y

P s

ubst

ance

m

isus

e se

rvic

es to

hel

p th

em c

onsi

der i

mpl

icat

ions

of a

di

ffere

nt c

omm

issi

onin

g ar

rang

emen

t. S

eeki

ng s

uppo

rt (e

.g. e

xter

nal f

acilit

atio

n) fo

r CS

P m

anag

ers

mee

ting

whi

ch is

like

ly to

be

the

mos

t com

plex

. S

eeki

ng

clar

ifica

tion

on th

e TV

P d

ecis

ion

not t

o in

clud

e C

IP

with

in th

e N

HS

com

mis

sion

ing

fram

ewor

k.

18/6

– T

ham

es V

alle

y C

SP

foru

m a

rran

ged

for

Sep

tem

ber t

o co

nsid

er s

hare

d st

rate

gy a

nd o

ptio

ns fo

r op

erat

iona

l del

iver

y, in

clud

ing

som

e pa

n-TV

/sha

red

and

som

e lo

cal d

eliv

ery

serv

ices

.

g

A

gree

pro

cess

for i

dent

ifyin

g sa

ving

s (a

t lea

st 2

0%) i

n 20

14/1

5 16

/4 V

ia th

emat

ic re

view

s an

d lo

cal n

eeds

ass

essm

ents

(id

entif

y m

ust d

o vs

nic

e to

do)

. 23

/6: F

utur

e fu

ndin

g st

rate

gy to

be

sent

to p

artn

ers

for

com

men

t to

help

info

rm th

e ou

tcom

e.

12/6

: Bas

ed o

n na

tiona

l inf

orm

atio

n IT

has

pre

dict

ed

redu

ctio

n in

gov

ernm

ent f

undi

ng o

ver n

ext 4

yea

rs

Loca

l aut

horit

ies

to b

e no

tifie

d of

thei

r 201

4/15

gra

nt

allo

catio

n be

fore

30/

9/13

30/0

9/13

Sho

na

6

To

im

pro

ve a

nd

en

han

ce e

ng

ag

em

en

t an

d c

on

su

ltati

on

a

A

gree

pro

cess

and

stru

ctur

es fo

r eng

agem

ent w

ith lo

cal

partn

ersh

ips,

incl

udin

g C

SP

s, Y

OTs

and

HW

Bs

16/4

: Map

ping

exe

rcis

e of

exi

stin

g go

vern

ance

st

ruct

ures

, pla

nnin

g cy

cle

and

optio

ns u

nder

way

. H

WB

Cha

irs h

ave

been

con

tact

ed b

y le

tter.

LCJB

, dia

logu

e w

ith C

hief

Exe

cs o

n C

JS in

volv

emen

t with

HW

B. C

CG

s be

cam

e re

spon

sibl

e au

thor

ities

on

CS

Ps

on 1

Apr

and

m

ay b

e lin

k to

HW

Bs.

23

/6: T

his

will

be

revi

ewed

with

exp

erie

nce

of

atte

ndan

ce a

t loc

al C

SP

s. L

CJB

offe

nder

hea

lth

deliv

ery

grou

p ha

s re

ques

ted

sum

mar

y of

HW

B p

riorit

ies

to c

onsi

der w

heth

er to

incr

ease

pre

ssur

e on

HW

B to

im

prov

e re

cogn

ition

of C

SP

prio

ritie

s.

18/6

– M

issi

ng li

nk c

ontin

ues

to b

e C

J ag

enci

es w

ith

HW

Bs.

LC

JB O

ffend

er H

ealth

Del

iver

y G

roup

pre

parin

g of

fend

er-fo

cuss

ed n

eeds

ass

essm

ent t

o ‘s

erve

’ on

30/0

4/13

31

0/12

06/1

3 S

hona

124

HW

Bs

to in

crea

se d

ialo

gue.

Vic

tim’s

Ser

vice

nee

ds

asse

ssm

ent w

ill se

rve

as a

furth

er le

ver f

or e

ngag

emen

t.

b

Iden

tify

exis

ting

sour

ces

of v

iew

s of

the

com

mun

ity a

nd

partn

ers

This

is s

omet

hing

whi

ch w

ill be

est

ablis

hed

thro

ugho

ut

the

year

at p

ublic

mee

tings

and

eve

nts,

as

wel

l as

thro

ugh

surv

eys

and

focu

s gr

oups

.

30/0

4/13

30

/09/

13

Can

dy/

Sho

na

c

Dev

elop

and

pub

lish

com

mun

ity e

ngag

emen

t stra

tegy

T

he d

raft

Eng

agem

ent S

trate

gy, w

hich

inco

rpor

ates

the

mec

hani

sms

for c

omm

unic

atio

n, h

as n

ow b

een

com

plet

ed a

nd c

an g

o to

the

next

SO

G m

eetin

g on

2nd

S

epte

mbe

r for

sig

n of

f.

30/0

4/13

02

/09/

13

Can

dy

d

Dev

elop

effe

ctiv

e en

gage

men

t with

Loc

al C

rimin

al J

ustic

e B

oard

16

/4: P

CC

repr

esen

ted

on L

CJB

Boa

rd a

nd 3

Del

iver

y gr

oups

(IO

M, V

ictim

s &

Witn

esse

s an

d O

ffend

er H

ealth

).

Eng

agem

ent w

ith H

WB

(as

abov

e). P

CC

or D

PC

C w

ill at

tend

all

mee

tings

23

/5: A

s ab

ove

plus

the

DV

foru

m.

All

LCJB

Boa

rd

mee

tings

in d

iary

for P

CC

or D

eput

y P

CC

to e

nsur

e re

pres

enta

tion

at e

very

mee

ting.

18

/6 –

Del

iver

y G

roup

atte

ndan

ce p

rovi

ng u

sefu

l via

sh

ared

age

ndas

eg

arou

nd C

SP

s su

ppor

t for

IOM

, V

ictim

s &

Witn

esse

s G

roup

pro

vidi

ng s

teer

ing

grou

p fo

r V

ictim

s se

rvic

es c

omm

issi

onin

g.

30/0

4/13

Sho

na

e

Dev

elop

effe

ctiv

e en

gage

men

t with

Hea

lth &

Wel

lbei

ng

Boa

rds

16/4

:HW

B C

hairs

hav

e be

en c

onta

cted

by

lette

r. 18

/6 –

Fur

ther

eng

agem

ent w

ill b

e so

ught

via

vic

tims

need

s as

sess

men

t pro

cess

.

30/0

6/13

Sho

na

7

To

im

pro

ve t

he c

om

mu

nic

ati

on

s f

un

cti

on

a

A

gree

com

mun

icat

ions

stra

tegy

with

PC

C

The

draf

t Com

mun

icat

ion

Stra

tegy

, whi

ch in

corp

orat

es

the

mec

hani

sms

for c

omm

unic

atio

n, h

as n

ow b

een

com

plet

ed a

nd c

an g

o to

the

next

SO

G m

eetin

g on

2

Sep

tem

ber f

or s

ign

off.

30/0

4/13

02

/09/

13

Can

dy

8

To

pre

pare

to

co

mm

issio

n V

icti

m S

erv

ices w

.e.f

Octo

ber

2014

a

U

nder

stan

d lo

cal v

ictim

ser

vice

s, in

clud

ing

curr

ent s

ervi

ce

deliv

ery

and

fund

ing

arra

ngem

ents

16

/4: A

ttend

ance

at L

CJB

Vic

tims

& W

itnes

ses

Del

iver

y G

roup

. V

isits

to W

itnes

s S

ervi

ce a

nd V

ictim

s S

ervi

ces

arra

nged

. Mee

tings

qua

rterly

with

Vic

tim S

uppo

rt D

ivis

iona

l Man

ager

. Fo

cus

Gro

ups

agre

ed. P

ossi

ble

colla

bora

tion

with

Tha

mes

Val

ley

Par

tner

ship

rega

rdin

g ‘h

ard

to re

ach’

vic

tims.

30/0

9/13

Sho

na

125

23/5

: Vis

it to

witn

ess

serv

ice

com

plet

ed a

nd v

isit

to

vict

ims

serv

ice

plan

ned.

Vic

tims

fund

ing

dela

yed

and

not n

ow e

xpec

ted

to c

ome

to P

CC

s un

til la

ter i

n 20

14.

18/6

– V

ictim

s’ S

ervi

ces

Com

mis

sion

ing

Fram

ewor

k pu

blis

hed

and

brie

fing

pape

r pro

vide

d to

PC

C/S

OG

. N

eeds

ass

essm

ent w

ill be

con

duct

ed (w

ith o

r with

out

assi

stan

ce fr

om V

ictim

’s C

omm

issi

oner

) and

the

LCJB

V

ictim

s’ &

Witn

esse

s D

eliv

ery

Gro

up w

ill s

erve

as

stee

ring

grou

p fo

r who

le c

omm

issi

onin

g pr

oces

s.

b

Dev

elop

com

mis

sion

ing

arra

ngem

ents

16

/4: R

eque

st to

join

AP

CC

Nat

iona

l Ref

eren

ce g

roup

fo

r vic

tim’s

ser

vice

s co

mm

issi

onin

g.

23/5

: Sec

ond

requ

est t

o jo

in R

efer

ence

Gro

up h

as b

een

sent

but

no

repl

y.

18/6

– B

ased

on

VC

Fra

mew

ork

and

EU

Dire

ctiv

e,

com

mis

sion

ing

actio

n pl

an b

eing

dev

elop

ed to

pro

vide

ne

eds

asse

ssm

ent a

nd c

omm

issi

onin

g st

rate

gy b

y en

d 20

13 a

nd c

omm

issi

onin

g tim

etab

le in

run

up to

im

plem

enta

tion

in O

ct 2

014.

30/0

9/13

Sho

na

c

Iden

tify,

neg

otia

te a

nd a

gree

SM

AR

T pe

rform

ance

targ

ets

/ se

rvic

e ou

tcom

es

23/5

: Aw

aitin

g fu

rther

info

rmat

ion

on th

e fra

mew

ork

from

th

e H

ome

Offi

ce

18/6

– a

s ab

ove

30/0

9/13

Sho

na

d

Dev

elop

and

agr

ee e

ffect

ive

serv

ice

deliv

ery

& pe

rform

ance

m

onito

ring

arra

ngem

ents

23

/5- a

s ab

ove

18/6

– a

s ab

ove

30/0

9/13

Sho

na

9

Fin

an

cia

l ta

sks

a

To c

lose

the

2012

/13

acco

unts

in a

ccor

danc

e w

ith n

ew

PC

C g

over

nanc

e ar

rang

emen

ts

Two

sepa

rate

Sta

tem

ent o

f Acc

ount

s ha

ve b

een

prod

uced

(PC

C a

nd G

roup

, Chi

ef C

onst

able

). D

raft

copi

es w

ill b

e se

nt to

ext

erna

l aud

it w

/c 1

0th J

une.

30/0

6/13

Judi

b

To re

view

futu

re re

spon

sibi

lity

for f

inan

cial

func

tions

un

derta

ken

by O

PC

C a

nd O

PC

C c

apac

ity in

ligh

t of n

ew

stat

utor

y C

FO ro

le a

nd re

spon

sibi

litie

s of

Chi

ef C

onst

able

’s

DoF

Initi

al d

iscu

ssio

n w

ith L

W o

n 15

th A

pril.

Cur

rent

st

ruct

ures

pro

vide

effe

ctiv

e se

para

tion

of d

utie

s. F

urth

er

disc

ussi

ons

to b

e he

ld to

impr

ove

resi

lienc

e in

key

are

as

such

as

TM a

nd c

losi

ng.

Also

nee

d to

con

side

r im

pact

po

st S

tage

2. F

urth

er d

iscu

ssio

n he

ld o

n 7th

Jun

e.

30/0

6/13

Ian

10

Inte

rnal

au

dit

a

R

enew

(or e

xter

nal t

ende

r) c

ontra

ct w

ith O

CC

whi

ch

Initi

al d

iscu

ssio

n w

ith L

W o

n 23

rd M

ay. B

oth

CFO

’s

31/0

3/14

Ian

126

expi

res

on 3

1.3.

14

happ

y to

ext

end

curr

ent c

ontra

ct w

ith O

CC

11

Imp

lem

en

t eff

ecti

ve g

overn

an

ce i

ssu

es

a

D

evel

op A

GS

for 2

012/

13

Nar

rativ

e st

yle

AGS

was

dis

cuss

ed a

nd a

gree

d at

the

Gov

erna

nce

Wor

king

Gro

up o

n 28

th M

ay. A

GS

will

be

pres

ente

d to

the

Aud

it C

omm

ittee

on

25th J

une.

It w

ill al

so b

e in

serte

d in

the

Ann

ual S

tate

men

t of A

ccou

nts

30/0

6/13

Ian

b

Rev

iew

effe

ctiv

enes

s of

pub

lic d

ecis

ion

mak

ing

mee

tings

31/0

3/14

Pau

l c

R

evie

w a

nd d

evel

op e

ffect

ive

over

sigh

t of T

VP c

ompl

aint

s

31/1

2/13

Pau

l

12

To

im

pro

ve O

PC

C T

ran

sp

are

ncy a

rran

gem

en

ts

a

Upd

ate

and

com

ply

with

the

Pub

licat

ion

Sch

eme

Cop

y of

the

Sch

eme

is o

n th

e w

ebsi

te

31/0

3/13

Gra

ham

b

E

nsur

e w

e co

mpl

y fu

lly w

ith th

e El

ecte

d Lo

cal P

olic

ing

Bod

ies

Ord

er

Wor

k is

ong

oing

to e

nsur

e w

e st

ay c

ompl

iant

with

the

orde

r. C

ontra

ct in

form

atio

n ne

eds

to b

e ad

ded

to th

e w

ebsi

te. I

nfor

mat

ion

rela

ting

to T

VP

ow

ned

and

leas

ed

land

has

now

bee

n ad

ded

as w

ell a

s in

form

atio

n on

the

Com

mun

ity S

afet

y Fu

nd.

Ong

oing

O

ngoi

ng

Can

dy

13

To

im

pro

ve a

nd

en

han

ce p

erf

orm

an

ce m

on

ito

rin

g a

rran

gem

en

ts

a

D

evel

op e

ffect

ive

corp

orat

e pe

rform

ance

mea

sure

men

t, m

onito

ring

and

repo

rting

arr

ange

men

ts

Per

form

ance

fram

ewor

k ag

reed

by

C.E

xec.

on

Mon

day

22nd

Apr

il.

30/0

4/13

Gar

y

14

To

pre

pare

fo

r S

tag

e 2

tra

nsit

ion

(sta

ff a

nd

assets

)

a

Id

entif

y an

d re

port

rang

e of

opt

ions

and

impl

icat

ions

of

stag

e 2

trans

fers

(sta

ff, a

sset

s an

d lia

bilit

ies)

Jo

int F

orce

/ O

PC

C o

ffice

r wor

king

gro

up h

as b

een

esta

blis

hed;

firs

t mee

ting

held

on

20th M

ay

15/8

: Rep

ort t

o le

vel 1

mee

ting

on 1

0th J

uly

expl

aine

d di

ffere

nt o

ptio

ns a

nd im

plic

atio

ns. P

CC

and

CC

agr

eed

pref

erre

d w

ay fo

rwar

d.

30/0

6/13

Pau

l / Ia

n

b

Agr

ee w

ith P

CC

wha

t cat

egor

ies

of s

taff

he p

ropo

ses

to

trans

fer t

o em

ploy

men

t of C

hief

Con

stab

le a

nd w

hat

cate

gorie

s he

wis

hes

to re

tain

em

ploy

men

t of

Sub

ject

to fo

rmal

con

firm

atio

n of

lega

l pos

ition

re s

tatu

s of

CC

and

fina

ncia

l im

plic

atio

ns o

f tra

nsfe

rs fo

r cou

ncil

taxp

ayer

s 15

/8: R

epor

t to

leve

l 1 m

eetin

g on

10th

Jul

y ex

plai

ned

diffe

rent

opt

ions

and

impl

icat

ions

. 6/

9: D

raft

subm

issi

on a

nd p

ropo

sed

Tran

sfer

Sch

eme

has

now

bee

n pr

oduc

ed fo

r con

side

ratio

n an

d ap

prov

al

by th

e P

CC

at t

he L

evel

1 m

eetin

g on

6th S

epte

mbe

r. 16

/19:

Onc

e ag

reed

, pro

pose

d Tr

ansf

er S

chem

e to

be

30/0

6/13

16

/09/

13

Pau

l / Ia

n

127

subm

itted

to th

e H

ome

Sec

reta

ry b

y th

e 16

th S

epte

mbe

r. c

A

gree

with

PC

C w

hat a

sset

s an

d lia

bilit

ies

he p

ropo

ses

to

trans

fer a

nd w

hich

he

wis

hes

to re

tain

23

/8: T

he p

oten

tial t

rans

fer o

f sho

rt lif

e as

sets

(e.g

. ve

hicl

es, p

lant

and

equ

ipm

ent)

will

be c

onsi

dere

d du

ring

the

revi

ew a

nd u

pdat

e of

the

vario

us c

orpo

rate

go

vern

ance

doc

umen

ts

30/0

6/13

31

/12/

13

Pau

l / Ia

n

d

Iden

tify

rela

ted

cons

eque

nces

, ben

efits

and

risk

s A

s 14

c ab

ove

30/0

7/13

Pau

l / Ia

n e

D

evel

op a

ppro

pria

te a

ctio

n pl

ans

As

14c

abov

e 30

/08/

13

P

aul /

Ian

f

See

k S

ecre

tary

of S

tate

app

rova

l H

ome

offic

e ha

s is

sued

dea

dlin

e fo

r sub

mis

sion

s of

16th

S

epte

mbe

r 201

3 15

/8: D

raft

subm

issi

on h

as b

een

prod

uced

. Thi

s w

ill b

e fo

rmal

ly s

igne

d-of

f at t

he n

ext L

evel

1 m

eetin

g on

6th

Sep

tem

ber

16/0

9/13

Pau

l / Ia

n

15

To

main

tain

an

d e

nh

an

ce t

he c

usto

dy v

isit

ing

sch

em

e

a

Con

side

r and

act

upo

n ch

ange

s to

Cod

es o

f Pra

ctic

e Th

ere

will

be

no s

igni

fican

t cha

nges

mad

e to

the

Cod

es

of P

ract

ice

31/0

5/13

Col

in

16

Oth

er

issu

es

a

Dev

elop

men

t of r

ole

of D

eput

y P

CC

(with

PC

C)

Reg

ular

inte

rnal

PC

C /

DP

CC

/ SO

G m

eetin

gs n

ow s

et

up (c

omm

enci

ng 2

6/04

/13)

to id

entif

y &

addr

ess

PC

C

obje

ctiv

es a

nd re

quire

men

ts

30/0

6/13

Pau

l

b

Rev

iew

and

dev

elop

men

t of r

elat

ions

hip

with

Pol

ice

and

Crim

e P

anel

P

H (t

oget

her w

ith C

.Exe

c. fo

r Han

ts P

CC

) co

mm

issi

oned

by

resp

ectiv

e P

CC

s to

pre

pare

a jo

int

brie

fing

on th

e st

atut

ory

role

and

resp

onsi

bilit

ies

of

Pol

ice

and

Crim

e P

anel

s

30/0

6/13

30

/09/

13

Pau

l

17

To

pro

du

ce t

he P

CC

An

nu

al

Rep

ort

a

To

det

erm

ine

the

cont

ent a

nd s

truct

ure

of th

e R

epor

t Th

e A

nnua

l Rep

ort i

s th

e pr

imar

y m

echa

nism

by

whi

ch

the

PC

C (e

ach

elec

ted

polic

ing

body

) will

revi

ew a

nd

repo

rt on

pro

gres

s in

del

iver

ing

the

Pol

ice

and

Crim

e P

lan.

The

PC

C is

requ

ired

to p

rodu

ce a

n an

nual

repo

rt.

Whi

lst t

he c

onte

nt a

nd s

truct

ure

shou

ld b

e de

term

ined

on

the

basi

s of

loca

l pre

fere

nce

and

need

and

incl

ude:

How

the

PC

C h

as fu

lfille

d th

eir s

tatu

tory

dut

ies

Th

e pr

ogre

ss th

at h

as b

een

mad

e in

mee

ting

the

polic

e an

d cr

ime

obje

ctiv

es

E

nd o

f yea

r per

form

ance

aga

inst

any

targ

ets

set,

incl

udin

g ex

cept

ion

repo

rting

on

any

area

s

30/0

4/13

21

/06/

13

Gra

ham

128

in w

hich

per

form

ance

has

sub

stan

tially

falle

n sh

ort o

f, or

exc

eede

d ex

pect

atio

ns

P

erfo

rman

ce o

utco

mes

in re

latio

n to

spe

cific

cr

ime,

com

mun

ity s

afet

y or

crim

inal

just

ice

gran

ts o

r fee

dbac

k on

del

iver

y at

a g

eogr

aphi

cal

area

or d

epar

tmen

tal l

evel

End

of y

ear f

inan

cial

pos

ition

s, in

clud

ing

how

re

sour

ces

have

bee

n al

loca

ted,

det

ails

of a

ny

sign

ifica

nt u

nder

or o

vers

pend

and

the

deci

sion

s m

ade

with

rega

rd to

cou

ncil

tax

prec

ept

A

ims

and

aspi

ratio

ns fo

r the

follo

win

g ye

ar,

base

d on

any

re-e

valu

atio

n of

loca

l nee

d

The

exer

cise

of t

he b

ody’

s fu

nctio

ns in

eac

h fin

anci

al y

ear,

and

the

prog

ress

whi

ch h

as b

een

mad

e in

the

finan

cial

yea

r in

mee

ting

the

polic

e an

d cr

ime

obje

ctiv

es in

the

body

’s p

olic

e an

d cr

ime

plan

P

CC

s m

ust c

ompl

y w

ith S

12 a

nd S

ch 1

s.1

6(1)

of

the

PR

SR

2011

. PC

Cs

mus

t cov

er th

e pe

riod

15/1

1/12

to 3

1/03

/13

for t

he fi

rst a

nnua

l rep

ort.

Gui

danc

e is

bei

ng s

ough

t on

how

to a

ppro

ach

this

non

-com

puls

ory

optio

n to

pro

duce

an

annu

al re

port.

b

Add

ress

the

cont

ent a

nd ti

min

g of

the

publ

icat

ion

of th

e R

epor

t Th

e tim

ing

of th

e fir

st a

nnua

l rep

ort i

s pr

ogra

mm

ed fo

r 30

Jun

e 20

13

The

cont

ent o

f the

Ann

ual R

epor

t has

bee

n ag

reed

and

w

ill b

e la

unch

ed o

n th

e P

CC

web

site

by

30 J

une

2013

21/0

6/13

Gra

ham

c

To c

onsi

der t

he p

repa

ratio

n an

d co

nsul

tatio

n of

the

Rep

ort

thro

ugh

the

Pol

ice

and

Crim

e Pl

an

A re

port

on th

e A

nnua

l Rep

ort w

ill b

e pr

esen

ted

to th

e P

olic

e an

d C

rime

Pan

el o

n 12

Jul

y. T

he P

CC

mus

t re

spon

d to

any

repo

rt or

reco

mm

enda

tions

mad

e by

the

Pan

el. T

his

docu

men

ted

resp

onse

cou

ld b

e ac

hiev

ed

thro

ugh

the

follo

win

g op

tions

:

With

in th

e m

inut

es o

f the

Pan

el m

eetin

g

Mak

ing

the

resp

onse

ava

ilabl

e as

an

App

endi

x to

the

Ann

ual R

epor

t

30/0

6/13

Gra

ham

129

Is

suin

g a

form

al s

tate

men

t mad

e av

aila

ble

on

the

PC

C w

ebsi

te, l

ocal

aut

horit

y an

d/or

For

ce

web

site

d

D

eter

min

e ho

w th

e pu

blic

atio

n an

d di

strib

utio

n of

the

Rep

ort w

ill b

e un

derta

ken

Opt

ions

ava

ilabl

e ar

e:

A

form

al la

unch

and

pre

ss re

leas

e

Mak

ing

the

repo

rt av

aila

ble

in k

ey lo

catio

ns

C

ircul

atin

g th

e A

nnua

l Rep

ort t

o pa

rtner

s

Wor

k w

ith th

e Fo

rce

thro

ugh

thei

r co

mm

unic

atio

n ne

twor

k A

ll op

tions

hav

e be

en c

onsi

dere

d an

d ca

n be

ach

ieve

d.

30/0

6/13

Gra

ham

130