Public Document Pack - South Yorkshire Police and Crime ... · report was to provide a brief update in relation to local operationally based delivery ... The Commissioner enquired

South Yorkshire Police and Crime Commissioner Shaun Wright18 Regent Street Barnsley South Yorkshire S70 2HG

Tel: 01226 774600Email: [email protected]

www.southyorkshire-pcc.gov.uk

South Yorkshire Police and Crime Commissioner Shaun WrightEmail: [email protected]


31 January 2020

To: Members of the Public Accountability Board

This matter is being dealt with by: email:

Dear Colleague

Public Accountability Board

You are invited to attend the next meeting of the Public Accountability Board which will be held on Friday 7th February 2020 at 10.00 am at the Council Chamber, Doncaster Council, Civic Office, Waterdale, Doncaster, DN1 3BU.

The agenda and supporting papers are attached.

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

Yours sincerely

Michelle ButteryChief Executive and SolicitorOffice of the Police and Crime Commissioner

Enc.

Public Document Pack

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http://www.southyorkshire-pcc.gov.uk/














PUBLIC ACCOUNTABILITY BOARD

FRIDAY 7TH FEBRUARY 2020 AT 10.00 AM

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

AGENDA

Item Page

1 Welcome and Apologies Dr A Billings Verbal

Filming Notification Dr A Billings2

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 Whilst the recording of this meeting will not be published it is anticipated that in the future recordings of this may be uploaded onto the website.

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

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

Verbal

3 Announcements Dr A Billings Verbal

4 Public Questions

5 Urgent Items Dr A Billings Verbal

Items to be considered in the Absence of the Public and PressItem 19 – Serious Violence Crime Force Task Update Report [Exemption paragraph 7 – Information relating to an action taken in connection with the prevention, investigation or prosecution of a crime.]

Dr A Billings6

THAT, using the principles identified under section 100A (4) of the Local Government Act 1972, the public be excluded from the meeting for the following items of business, on the grounds that they involve the likely disclosure of exempt information as specified in the relevant paragraphs of Part 1 of

Verbal



Item Page

Schedule 12A to the Act, as amended, or that they are otherwise operationally sensitive or would attract an exemption under the Freedom of Information Act 2000.

7 Declarations of Interest Dr A Billings Verbal

8 Minutes of the meeting of the Public Accountability Board held on 14 January 2020

Dr A Billings 1 - 10

9 Minutes of the meeting of the Special Public Accountability Board held on 28 January 2020

Dr A Billings 11 - 16

10 Matters Arising/Actions M Buttery 17 - 18

Force Performance

11 Force Performance - Doncaster District Summary Update

S Morley 19 - 34

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

T Forber 35 - 48

13 Quarterly Budget Monitoring Overview N Hiller To Follow

PAB Theme

14 Serious Violence Crime Force Update Discussion T Forber Verbal

15 Violence Reduction Unit Update M Clements 49 - 52

Chief Executive Update

16 PCC Decisions M Buttery 53 - 54

17 PAB Work Programme M Buttery 55 - 58

Other

18 SYF&R Collaboration Update A Johnson 59 - 62

Item Page

Exclusion of the Public and Press

19 Serious Violence Crime Task Force Update Report[Exemption paragraph 7 – Information relating to an action taken in connection with the prevention, investigation or prosecution of a crime.]

T Forber 63 - 64

20 Any Other BusinessTo be notified at the beginning of the meeting

Date and Time of Next Meeting21

Special Meeting

25 February 2020 at 2pm, Rotherham United, New York Stadium, New York Way, Rotherham, Yorkshire, S60 1AH

This page is intentionally left blank

SOUTH YORKSHIRE’S POLICE AND CRIME COMMISSIONER


14 JANUARY 2020

PRESENT: Dr Alan Billings (Police and Crime Commissioner)Michelle Buttery (Chief Executive and Solicitor, OPCC)Fiona Topliss (Community Engagement & Communications Manager)Sharon Baldwin (Evaluation and Scrutiny Officer, OPCC)Sally Parkin (Governance and Compliance Manager, OPCC)Stephen Watson (Chief Constable, SYP)Tim Forber (Assistant Chief Constable, SYP)David Hartley (Assistant Chief Constable, SYP)Stuart Barton (Chief Superintendent, Sheffield District, SYP)Alison Fletcher (Office Manager, SYP)Carrie Goodwin (Head of Corporate Communications, SYP)Andrew Lockley (Chair, Independent Ethics Panel)Steve Wragg (Chair, Joint Independent Audit Committee)Cllr Gary Weatherall (Sheffield City Council)

Apologies for absence were received from: Lauren Poultney, Michael Clements, Sophie Abbott, Kevin Wright, Erika Redfearn and Mark Roberts

1 WELCOME AND APOLOGIES

The Commissioner welcomed those present at the meeting and thanked Sheffield City Council and local Councillors for allowing him to hold the meeting in Sheffield Town Hall.

There were Councillors Short, Grocutt (members of the Police and Crime Panel), Steinke and Murphy, A Carter independent member of the Police and Crime Panel and two members of the public present.

2 FILMING NOTIFICATION

The Commissioner announced the meeting could not be filmed today due to resource issues.

3 ANNOUNCEMENTS

The Commissioner highlighted that there are four new MPs in South Yorkshire following the General Election – three Conservative and one Labour. The Commissioner confirmed that an invite had been sent to the new MPs to meet with the Chief Constable and himself.

4 PUBLIC QUESTIONS

Page 1

Agenda Item 8

OPPCPublic Accountability Board

14/01/20

There were no public questions.

5 URGENT ITEMS

The Chief Constable confirmed there had been a number of firearms discharges over the last few weeks. The Force does take this seriously and had seen marginal reductions over the last twelve months, but one firearms discharge is one too many.

He highlighted the shooting which had taken place in Arbourthorne on Sunday and confirmed that work is currently underway with partners to establish who is responsible, some of which they cannot inform the public about.

S Barton, confirmed that a meeting had just taken place with key partners including South Yorkshire Police, Sheffield City Council and the Violence Reduction Unit to discuss a way forward. Support to the Arbourthorne community was also being provided.

The Commissioner highlighted that all partners are working together to address the issues.

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

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

7 DECLARATIONS OF INTEREST

There were no declarations of interest.

8 MINUTES OF THE MEETING OF THE PUBLIC ACCOUNTABILITY BOARD HELD ON 17 DECEMBER 2019

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

9 MATTERS ARISING/ACTIONS

378 The next Rotherham Performance report would focus on partnership outcomes21/11/19 – Added to the work programme for March 2020 meeting. DISCHARGED

379 Police forces being charged a court fee for applying for a Domestic Protection Order be raise with APCC14/01/20 – M Buttery confirmed she has a telephone call with the Chief Executive of the Association of Police & Crime Commissioners (APCC) to discuss this later in the week. This may have already been raised nationally.

380 A further report on domestic abuse be brought to a future meeting14/01/20 – Added to the work programme. DISCHARGED

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14/01/20

381 The Commissioner would be shown a demonstration of the Connect Partner, a multi-agency case management system14/01/20 – This is currently being arranged

382 The results of the public views on the effectiveness of neighbourhood policing be brought to a future meeting7/1/20 - Work is underway with over half the agreed sample size completed. Update report to March 2020 PAB. DISCHARGED

10 FORCE PERFORMANCE - SHEFFIELD DISTRICT SUMMARY UPDATE

A report of the Chief Constable was presented to the Board. The purpose of the report was to provide a brief update in relation to local operationally based delivery of the Police and Crime Plan in Sheffield, in line with the reporting requirements.

Whilst acknowledging the recent incident in Sheffield district, S Barton confirmed - he wanted to highlight some of the positive work taking place in Sheffield.

The last few months have been challenging with the ‘Dark Nights’ activity and the festive period.

Sheffield has set its aims and objectives for the year ahead. These include hate crime and reducing the number of recorded burglaries.

S Barton highlighted the following in relation to neighbourhood policing:

The delivery of neighbourhood policing continues to grow from strength to strength. Work is underway to enhance the level of neighbourhood policing by developing a fifth neighbourhood policing team. This change will allow officers in the Central Neighbourhood Policing Team to focus on the core issues associated with a busy city centre.

The Central and North West Neighbourhood Team represented Sheffield, South Yorkshire Police and UK Policing at the International Goldstein Problem Solving Awards in America for their innovative work on combatting the issue of spice in Sheffield City Centre.

The team also reached the final three of the Force Problem Solving Awards in October. This nomination focused on the work of the team at Fox Valley Retail Park which was subject to a series of ram raids. This project has now been submitted for the 2020 Tilley Awards.

Over the summer months there was a demand placed on the City Centre team following a series of protests involving Extinction Rebellion.

The Central team also employed the first Neighbourhood Student Intern who developed a media/engagement plan highlighting the vulnerabilities of students to a range of crime types, but primarily burglary. The campaign was endorsed by both Sheffield universities.

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14/01/20

The Commissioner enquired about Operation Sidewinder. This takes place within the night time economy and involves drugs dogs identifying people who may have drugs in their possession. 46% of stop and searches had been positive.

The South East Neighbourhood Team has seen significant reductions in firework related incidents and overall Anti-Social Behaviour leading up to and including Bonfire Night, in Darnall. This was as a result of early engagement and partnership working.

The Commissioner enquired about ‘Smartwater’. ‘Smartwater’ is a traceable liquid which can be traced back to individual property. This is being used in ‘hotspot’ areas where there are a high number of burglaries. The Chief Constable confirmed that evaluation of ‘Smartwater’ is ongoing. Whilst this helps detect offenders, there is also evidence to suggest that this is preventing crime.

The Commissioner highlighted the strong partnership working with Meadowhall and confirmed he was intending to visit the police team. S Barton confirmed that the police provided a visible presence and feedback from the public was very positive.

The North East Neighbourhood Team has worked collaboratively with the pro-active teams to significantly disrupt the drug supply market in the Burngreave area. From September to December the team conducted 127 stop and searches, which led to 30 people being arrested.

The Commissioner informed the Board that the staff at the Northern General Hospital welcomed the police presence. S Barton highlighted the high demand the hospital creates, and confirmed that the Force has an officer who now works within the hospital. Investment has been made by the Hospital Trust, the Violence Reduction Unit and Fortify funding for the Navigator project. This supports victims of violent crime to find the right services.

The Commissioner enquired about Scam Champions. Scam Champions provide practical hints and tips to possible victims of cyber-crime to stop them becoming a victim.

The South West Neighbourhood Team is the first neighbourhood team in Sheffield to form a Community Speedwatch.

S Barton confirmed that neighbourhood policing is embedded in Sheffield and will continue to grow.

Sheffield, as a partnership, continues to tackle violent crime. Operation Fortify delivers much of its activity, focusing on organised criminality. The investment in the creation of the Violence Reduction Unit will complement the Fortify work.

The Commissioner enquired about the team of officers dedicated to working on burglaries. S Barton confirmed the team had seen some success, but he would like to see a 20/30% reduction in burglary in 2020.

S Barton highlighted that looking after officers is also a priority.

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14/01/20

The Commissioner thanked S Barton for the report and suggested it would be helpful to the public if some of the acronyms could be explained in future reports.

The Chief Constable reiterated the good work which has taken place in Sheffield and confirmed this was down to first rate leadership.

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

A report of the Chief Constable was presented to the Board. The purpose of the report was to provide an update on the progress against the tackling crime and anti-social behaviour priority of the Police and Crime Plan 2017-2021 in support of the Commissioner’s overarching aim of South Yorkshire being a safe place in which to live, learn and work.

D Hartley highlighted the following key areas the Force is focusing on to tackle crime and anti-social behaviour.

Understanding Demand

Understanding demand effectively requires the Force to understand reporting routes, volumes and seasonal trends which assist in determining future demand.

Atlas Court, the public contact centre that receives calls for service from the public, is subject to rigorous scrutiny around call performance with a range of measures being reported upon. There have been recent media reports indicating a deteriorating level of service for 101 calls, whereas the performance information actually indicates an improvement.

Staff at Atlas Court have been recognised by HMICFRS in their recent inspection for the quality of call handling and the information provided to callers.

D Hartley highlighted the extreme demands that was placed upon Atlas Court over New Years’ Eve and into New Years’ Day. Between 11pm on New Years’ Eve and 5am on New Years’ Day, 1,014 calls were made to Atlas Court. 699 of these were 999 calls – averaging out at around one call every 28 seconds. There was a spike in 999 calls between 1.15am and 1.30am where 88 calls were made to 999, one every 12 seconds.

The challenges with Atlas Court are not unique and are replicated across the country.

Financial investment for an uplift in staff at Atlas Court has been proposed as part of budget discussions.

The Commissioner acknowledged the steady and gradual improvement in the response to 101 calls. He highlighted that the Force need to keep presenting current figures and statistics to show members of the public of the improvements being made.

The Commissioner highlighted that he had attended a Parish Council meeting in Letwell, Rotherham recently and because of its remote location, 101 was seen as a

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lifeline. However, residents had found reporting online to be much more effective. D Hartley confirmed that the investment in Atlas Court was, in part, to support online reporting.

D Hartley highlighted that the contact details for officers in neighbourhood policing teams can also be found on the South Yorkshire Police website, and he encouraged people to contact the local team directly.

There has been sustained improvements in the responding to emergency or priority incidents.

Effectiveness of neighbourhood policing

D Hartley highlighted some of the developments that have taken place around neighbourhood policing, including developing a fifth neighbourhood policing team in Sheffield, and the re-establishment of Deepcar Police Station.

The Commissioner highlighted Deepcar Police Station and enquired what the impact of re-establishing the police station had been. S Barton confirmed that this had been well received by the community.

D Hartley highlighted that a big investment is being made in neighbourhood policing this year. By the end of the year there will be approximately 500 officers working in neighbourhood policing.

Connect Partner is the next significant step in policing. This will enable the sharing of intelligence and case management information with partners on a single system for the first time.

The Commissioner enquired if the rollout of Connect Partner was included in the 2020/21 budget. The Chief Constable confirmed that it was.

The next phase of Community Alerts is being launched, the focus is now to develop its use to facilitate greater feedback directly from the public by having a two-way dialogue.

D Hartley highlighted the collaboration of South Yorkshire Fire and Rescue and South Yorkshire Police’s Joint Community Safety Department, which has won an award for the Best Emergency Services Collaboration at the Fire and Emergency Awards in London.

The rehabilitation of offenders and the reduction of reoffending

To support a focus on reducing reoffending, the Force is seeking to extend its use of diversionary, educational or intervention activity. Any activity undertaken to address an issue or individual, other than prosecution, will be properly captured to recognise the broader actions taken.

The process for community resolution (such as restorative justice) has been simplified and a hub has been set up to provide advice and support to officers when delivering restorative justice. This has been incorporated into the Street Skills training.

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14/01/20

T Forber confirmed that the philosophy behind restorative justice is to stop small problems becoming big problems. The Force is investing heavily in restorative justice and offender management.

D Hartley highlighted the police/prison partnership. To address the impact of the prisons on Doncaster district, the Force also established a proactive team of detectives working within a Prison Crime Unit. Since the inception of the unit, there have been over 1000 crime referrals to the prison crime team, 44% of which have resulted in criminal investigations. Investigations are being dealt with quickly and are not calling on response officers.

T Forber confirmed that three years’ ago, violence and drugs were not being effectively managed within the prisons. Prison governors asked for help and, following support from the Force and in particularly Doncaster district, South Yorkshire prisons are now considered to be some of the best run in the country.

The Commissioner confirmed he had received letters of thanks from the prison governors.

How well is crime understood

Levels of crime in South Yorkshire have been relatively stable.

The Serious Violent Crime Task Force focusses on reducing volumes of the most serious violence. At the end of November 2019, the Task Force had undertaken over 1400 stop and searches, over 800 vehicles were stopped, over 300 weapons recovered and over 300 arrests made.

D Hartley suggested that a report on the Serious Violent Crime Task Force should be brought to a future meeting of the Board.

Earlier this year Operation Shield was extended to support the night time economy, with venues across Sheffield issued with ‘Smartwater’ canisters in a bid to deter violent crime and anti-social behaviour.

Workforce Mix

The Force has produced a Force Management Statement (FMS) which is a rolling 4-year plan. The FMS provides clarity of purpose for the organisation and is based on the insight and predictions made across the organisation. The FMS informs the workforce plan enabling the Force to know where investment may be required.

Officer safety is a concern and, by March 2020, a total of 513 (57%) district response officers will be trained in the use of Taser.

Public health approach

The Violence Reduction Unit‘s (VRU) aim is to deliver a public health (partnership) approach to the reduction of violence within the communities of South Yorkshire. The current focus is around Sheffield and is subject to review and scrutiny. D Hartley suggested that a further update be brought back to a future meeting of the Board.

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14/01/20

The Commissioner confirmed that as well as establishing a VRU, the VRU has to produce an area profile and a response strategy by 31 March 2020. It has now been confirmed that £1.6m funding will continue in 2020/21, although Police and Crime Commissioners will still have to bid for the funding.

The Commissioner enquired if the future developments highlighted in the report are reflected in the budget discussions. The Chief Constable confirmed that they are.

The Commissioner thanked D Hartley for a very good and encouraging report.

IT WAS AGREED THAT:

A report on the Serious Violent Crime Task Force and the VRU be brought to a future meeting of the Board

12 PCC DECISIONS

A report of the Commissioner’s Chief Executive & Solicitor was presented to the Board. The purpose of the report was to provide the Board with a record of key decisions taken by the Commissioner since the last meeting.

M Buttery highlighted four decisions which are of public interest: the purchase of virtual reality learning technology software; the Violence Reduction Unit community working groups contract; funding for projects by the Commissioner’s Community Grant Scheme and additional equipment for the South Yorkshire Safer Roads Partnership.

13 PAB WORK PROGRAMME

M Buttery highlighted that the Commissioner was proposing to continue to move the Public Accountability Board around the four districts. The Commissioner is also intending to have themed discussions, including around support services for victims and on Operation Fortify and Surge activity in relation to serious violence.

14 JIAC EXCEPTION REPORT

S Wragg presented the Joint Independent Audit Committee’s exception report which highlighted the key points for noting.

15 IEP DIGITAL POLICING

A report of the Independent Ethics Panel (IEP) was presented to the Board. The purpose of the report was to highlight the ethical issues arising from digital policing.

A Lockley said this was the outcome of a study the Commissioner had asked the IEP to undertake on digital policing.

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The work has been led by Professor Ann Macaskill and the Panel is grateful to her and Kevin Wright from the Office of the Police and Crime Commissioner for all the work they have done in relation to this.

The purpose of this work was to focus on the controversial use of digital policing.

The work has identified six key digital policing ethical principles which have then formed the basis for developing a set of questions to test the ethics of a particular digital policing technology.

The intention is that this should be a living document and kept under review to ensure this is useful and up to date. This will be reviewed in six months time.

The Commissioner thanked A Lockley for the report and the Panel, particularly Professor Macaskill, for the work undertaken. He agreed that the Panel had been right to focus on the ethical principles.

The Chief Constable thanked the Panel for the work which is very useful and practical.

He confirmed that the checklist will enable choices to be made around what to invest in, and would be a useful benchmark for business cases and for them to have this as a backdrop in the future.

M Buttery highlighted the interest shown by Her Majesty’s Inspectorate of Constabulary and Fire and Rescue Service (HMICFRS). HMICFRS were impressed with the work of the Panel. The Force had been graded outstanding for ethical leadership.

M Buttery also highlighted the interest by Mr A Carter from the Police and Crime Panel in artificial intelligence, and hoped he and the Panel could be assured by the work being undertaken.

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

There was no any other business.

17 DATE AND TIME OF NEXT MEETING

28 January 2020 at 2pm, at the Office of the Police and Crime Commissioner, 5 Carbrook Hall Road, Carbrook, Sheffield, S9 2EH.

CHAIR

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SOUTH YORKSHIRE’S POLICE AND CRIME COMMISSIONER


28 JANUARY 2020

Dr Alan Billings (Police and Crime Commissioner)Michelle Buttery (Chief Executive and Solicitor, OPCC)Michael Clements (Chief Finance and Commissioning Officer, OPCC)Sophie Abbott (Deputy Chief Finance and Commissioning Officer, OPCC)Fiona Topliss (Community Engagement & Communications Manager)Sally Parkin (Governance and Compliance Manager, OPCC)Stephen Watson (Chief Constable, SYP)Mark Roberts (Deputy Chief Constable, SYP)Nigel Hiller (Director of Resources, SYP)Lauren Poultney (Assistant Chief Constable, SYP)Alison Fletcher (Office Manager, SYP)Carrie Goodwin (Head of Corporate Communications, SYP)Steve Wragg (Chair, Joint Independent Audit Committee)

Apologies for absence were received from: Tim Forber, David Hartley, Andrew Lockley, Kevin Wright and Erika Redfearn

1 WELCOME AND APOLOGIES

The Commissioner welcomed those present at the meeting.

There were Councillors Nevett and Grocutt (members of the Police and Crime Panel), Professor A James (independent member of the Police and Crime Panel) and one member of the press present.

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

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

3 DECLARATIONS OF INTEREST

There were no declarations of interest.

4 DRAFT PRECEPT RECOMMENDATIONS AND BUDGET 2020/2021.

The Commissioner informed the Board that the Home Office traditionally confirm the annual funding settlement for the financial year ahead by mid-December. However, due to the general election, the Home Office only released the 2020/21 funding settlement on the 22 January. This has meant budget preparation and consultation has had to be undertaken in a short period of time. He thanked M Clements, N Hiller and their teams for all the work they had undertaken.

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Agenda Item 9


28/01/20

The Commissioner highlighted that this funding settlement and what was going to be agreed today suggested an end to the argument of there being no correlation between police officer numbers and crime. By 2018, with the sudden rise in serious violent crime, and in particular knife crime, it has been acknowledged that there is a relationship between the number of officers on the street and crime.

In South Yorkshire a decision had already been made to increase police officer numbers and this was reflected in the increased precept last year.

The Commissioner said that the argument that is yet to be won, is that the burden of paying for public services should be met by central government and not by council tax payers.

The Commissioner confirmed that he is suggesting that the policing element of the Council Tax precept be increased by 2%. He acknowledged that he had to think very carefully about increasing the council tax. South Yorkshire has now become one of the poorest parts of Europe. South Yorkshire has also experienced a number of unfortunate incidents. For example the flooding in particular in the Doncaster District and the redundancies in Stocksbridge at Liberty Steel. All this had to be taken into consideration.

The Commissioner highlighted that council tax is one of the few costs which people can do nothing about; they have to pay it.

The Commissioner invited M Clements to present the report.

M Clements highlighted that the Commissioner is required to approve the 2020/21 budget and issued the Council Tax precept by 1 March 2020.

The Commissioner is recommended to propose a Council Tax increase of 2%, equivalent to £3.88 on a Band D property for 2020/21.

M Clements highlighted the government’s 20,000 police officer ‘Uplift’ target and confirmed that additional grant funding of £700m was included in the funding settlement to help Police and Crime Commissioners (PCCs) and forces achieve the first 6,000 increase in police officer numbers by 31 March 2021.

In South Yorkshire, an additional ‘Uplift’ grant of £16.8m has been made available in 2020/21 to support an increase of 151 police officer by March 2021. Of this, the Home Office have built 75% (£12.6m) into the core grant and retained 25% (£4.2m) as ‘ringfenced grant’, payable only if the 151 additional officers are in post by 31 March 2021.

There has also been a small increase in other grants of £900,000.

PCCs have also been given the flexibility to increase the policing precept by up to £10 for a Band D property in 2020/21.

M Clements highlighted the impact of the delayed settlement on the Commissioner’s ability to consult with the public. However, F Topliss confirmed that the response to the consultation had been good. 1500 people had responded so far. Almost 90% of

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people are happy to pay a 2% increase in Council Tax precept. 10% are unhappy with a 2% increase. Consultation closes on 31 January 2020.

M Clements highlighted that additional non-recurrent funding may also be made available to tackle serious violence and knife crime, through ‘Surge’ policing enforcement and continued support to the 18 Violence Reduction Units (VRUs).

The Commissioner has received correspondence confirming that the funding for the South Yorkshire VRU will continue, although a bid will need to be submitted. An announcement for the ‘Surge’ funding is still awaited.

M Clements highlighted that the Force has been rated as ‘Good’ in 11 areas and outstanding in one area in the most recent Her Majesty’s Inspectorate of Constabulary and Fire and Rescue Service (HMICFRS) inspection reports. This comes just three years after being ranked as ‘Requires Improvement’.

The Commissioner commented that he did not think the consultation results would have been as positive if the Force had not improved.

M Clements highlighted the table in section 5 which shows how, in total, 274 new police office posts will have been created and filled between April 2019 and March 2021.

South Yorkshire anticipates that its share of the full 20,000 ‘Uplift’ officers will be 487 by 2023, although the Home Office’s approach to grant funding the further 14,000 nationally after 2020/21 will not be confirmed until the Spending Review is published.

The estimated costs of achieving the full ‘Uplift’ target of 487 officers have been built into the Medium Term Resource Strategy (MTRS), but the government grant funding is reflected at 2020/21 levels (i.e. 151), which creates a cost pressure that will need to be addressed.

The Commissioner confirmed that the table would be useful to take to community groups, particular as it shows the number of officers the Force needs to recruit to replace leavers.

The Commissioner commented that the Force would be getting younger.

The Chief Constable confirmed this was an important point. Over 70% of the Force will have less than 3 years’ service. Whilst it is good to have new officers, there would be a loss of experience. This can be overcome but this will require a different ways of doing things.

The proposed 2020/21 budget of £277.6m includes investment into a further increase in police officer posts of 194 in the year, investment into Atlas Court, the Crime Review and £1.6m into the estate to support the increased workforce through ‘Uplift’.

Savings of £4.5m are reflected and the overtime budget has been reduced. However, should the Force receive one-off ‘Surge’ funding again in 2020/21, this

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may cause a planned increase in overtime to resource the additional serious violence enforcement activity.

Legacy issue costs are forecast to be £129m to 2023/24, requiring £19m of resources to fund if the formula for funding remains the same. However, active dialogue is taking place with the Home Office to increase Special Grant to minimise the level of funding from the current policing budget to pay for the legacy of non-recent events (civil claims arising from the Hillsborough disaster and the cost of the National Crime Agency’s ongoing investigations into historic child sexual exploitation in Rotherham and related civil claims).

The Commissioner highlighted that there will be more room for manoeuvre once legacy costs have passed. South Yorkshire is the only Force to have these additional pressures.

M Clements highlighted the precept table. The Commissioner’s proposal is to levy an annual increase in the precept equivalent to £3.88 per annum on a Band D property i.e. a 2% increase. In South Yorkshire, 75% of properties are in Bands A or B (56% and 17% respectively). The annual increase for a Band A property would be £2.59 (5p per week), and £3.02 for Band B.

The 2020/21 budget is £277.6m, this includes the Force, Office of the Police and Crime Commissioner, Commissioning & Partnerships, Capital Financing and Legacy costs.

The outcome of the Spending Review is due in the Autumn.

The MTRS assumes a 2% precept increase each year to 2024/25 and the level of ‘Uplift’ grant maintained at 2020/21 levels.

The impact of this position is to require the use of reserves to balance the budget from 2021/22 onwards. This is not a sustainable approach, as the prudent minimum reserve balance could only be sustained until 2023/24.

Balancing the medium term financial position to ensure recurrent financial balance will require some or all of:

achieving clarity through the Spending Review the Force’s future integrated planning to balance demand and growth

pressures and the need for efficiency savings an improved deal on Legacy cost funding from the Home Office precept flexibility.

The Chief Constable acknowledged the above bullets. He highlighted that the public could be forgiven for assuming that all the Force’s money issues are over because of the percentage growth of monies coming into the Force. However, this money is specifically for the purpose of additional police officers. The reality is that, whilst the proposals will tide the Force over, the above 4 bullet points are really important and point to what will be a mixture of opportunities to cover what will be a gap that comes in the year after next.

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The Commissioner confirmed he had met with the district local authority leaders on the 27 January 2020 and the proposed revenue budget and precept would be accepted. Approval is now required from the Police and Crime Panel.

M Buttery highlighted that M Clements and herself as statutory officers are planning to meet with N Hiller to discuss the MTRS position outlined.

A discussion took place around the funding formula and the need for this to be revisited.

M Clements highlighted the draft capital programme to 2024/25. The programme for 2021/22 and 2022/23 reflect increased expenditure to build the new custody suite and police station in Doncaster. The financing of the capital programme is reflected in the revenue budget and MTRS.

M Buttery clarified that the purpose of today was for the Commissioner to approve the recommendation to increase the Council Tax by 2%. This will then be put forward to the Police and Crime Panel on 6 February, who have a statutory role in the budget and precept setting process. There is no decision on the budget or the precept today.

The Commissioner approved recommending a Council Tax increase of 2%, equivalent to £3.88 on a Band D property for 2020/21 to the Police and Crime Panel.

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

There was no any other business.

6 DATE AND TIME OF NEXT MEETING

7 February 2020 at 10am at Doncaster Council Chamber, Civic Office, Waterdale, Doncaster, DN1 3BU.

CHAIR

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MATTERS ARISING / ACTIONS

RefDate ofmeeting Matter arising/action

UpdateOwner Complete (Y/N)

379 17/12/2019 Police forces being charged a court fee for applying for aDomestic Violence Protection Order be raised with APCC

14/01/20 - M Buttery confirmed she has a telephone callwith the Chief Executive of the Association of Police &Crime Commissioners (APCC) to discuss this later in theweek. This may have already been raised nationally.24/01/20 - M Buttery to supply more detailed informationand has aksed DCC Roberts for assistance.

M Buttery

381 17/12/2019The Commissioner would be shown a demonstration of theConnect Partner

14/01/20 - This is currently being arranged.ACC Poultney

383 14/01/2020A report on the Serious Violent Crime Task Force and theVRU be brought to a future meeting of the Board

27/01/20 - On work programme for meeting on 7February 2020

T Forber / MClements Y

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Agenda Item

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20TH JANUARY 2020

SOUTH YORKSHIRE POLICE

REPORT OF THE CHIEF CONSTABLE

DONCASTER DISTRICT OPERATIONAL DELIVERY UPDATE

Executive Summary

Doncaster District Command continues to develop and improve. As a result, we are seeing genuine advances in performance and service delivery. Six months on from a summer that saw significant demand, Doncaster District Command team has made significant changes to its governance structures and service delivery and February 2020’s Public Accountability Board provides a real opportunity to reflect, on the journey thus far, outline our ambition for the future and plan for our key challenges.

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

Over the next 12 months, we will aspire to deliver an excellent policing service, engage with our communities, keep people safe by fighting crime, tackling antisocial behaviour and protecting vulnerable people. However, at the core of everything we do is building trust and confidence in our policing service and considerable focus will be placed on this over the coming year.

During November and December 2019, Doncaster experienced significant flooding, which had a profound and devastating impact on some of our communities. The impact on Doncaster Policing District and our partners has been immense but the policing response and involvement in the recovery phase has been well received by our partners and communities alike. I would also like to take this opportunity to recognise the dedication, professionalism and courage displayed by our staff over this difficult and testing time.

Our report will also illustrate the significant policing operations of the last six months, our plans to expand and improve our Neighbourhood and community offer, alongside articulating our key challenges and opportunities

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District Profile

Doncaster is a borough, which covers 200 square miles with a population of 320 thousand people. The borough has a large urban area but also incorporates a number of towns that have distinct identities. Doncaster is also a strategically well-located town, connected to the M1/M18 with an airport and four large prisons in the north east of the borough. In policing terms, Doncaster has a number of key challenges including organised crime groups, emerging evidence of child criminal exploitation and the unique challenge of managing criminality both inside and around our four prison establishments.

Crime and ASB

Doncaster District will on average contribute 28% of the total crime demand for South Yorkshire Police and we have continued to track above most of our peers in relation to overall crime, although the gap between ourselves and those within our MSG family is reducing. However, notwithstanding the improvements in crime data accuracy, Doncaster District has seen sustained stability in recorded crime (as outlined in the below graph). For example comparing 2018 with 2019, the district has seen a 1.2% drop in overall recorded crime.

Anti-Social Behaviour

Doncaster District is now co-located with partner agencies in our Safer Neighbourhood Services Unit (SNS), sharing information and working together promptly and effectively. Through this approach, we are able to more effectively resolve issues for vulnerable and high demand individuals. Additionally, the SNS is working closely with our local Neighbourhood teams, which, since their restructure in September 2019, have generated a real and sustained reduction in anti-social behaviour. Although there is still much more work to be done, we are confident that this trend will continue, particularly given the expansion of our

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neighbourhood teams throughout 2020. The below graph outlines the reductions in ASB experienced since September 2019.

Neighbourhoods and Communities

Neighbourhood Development and Expansion

During 2019, the force allocated an additional 17 posts to Doncaster District to develop Neighbourhood Policing. Additionally, the PCSO review will also allow the neighbourhood portfolio in Doncaster to grow by an additional 13 police constable and 4 police sergeant posts. This expansion will result in the district expanding its neighbourhood teams from the current 3 to 8 teams by the end of the 2020/2021 financial year. The current plan is as follows:

February 2020 – Reopening of Edlington Police Station and creation of Neighbourhood team

May / June 2020 – Creation of Neighbourhood Team for Conisborough / Denaby communities

September 2020 – Creation of Neighbourhood Team at Rossington Police Station

January 2021 – Creation of Neighbourhood Team for Adwick and surrounding communities at Davies House

March 2021 – Creation of Neighbourhood Team at Armthorpe

Doncaster already has three neighbourhood teams based at Thorne, Mexborough and at College Road in the town centre. Through the above proposed expansion it is believed we will again be visible in all those communities with a significant policing need and therefore

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create the foundations on which we can truly engage with, effectively problem solve and positively impact on the safety and security of those communities.

It is also intended that our new neighbourhood teams will be multi-agency teams, particularly integrating and working alongside officers from DMBC to ensure a coordinated approach to problem solving and partnership working within our local communities.

Operational Activity West Neighbourhood

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

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

Operation Heart Alpha – Edlington: DMBC and other partners are working alongside local Neighbourhood officers in a multi-faceted approach designed to tackle organised criminality, associated youth crime and ASB in a specific estate in Edlington. The approach is taking a holistic approach to problem solving addressing individual, family and community issues through a coordinated and integrated partnership.

Operation Bradford – Conisbrough: This operation is in place to tackle the long-standing issue of anti-social behaviour at the hands of youths, particularly focussed in Conisbrough Town Centre. The approach has been to work with partners to target key individuals, take steps to target key locations and to provide support for repeat/vulnerable victims. Feedback from residents at community meetings has been really positive and the data reflects this to show there has been a massive improvement over the last 12 months. Incidents of reported ASB have fallen from 148 in the first quarter of 2019 to 114 in the fourth quarter (almost 25% reduction), despite the latter period encompassing dark nights and what is traditionally the busiest time of the year for youth ASB. Having taken firm action against some of the key individuals involved earlier in the year (including the securing of one of the first Civil Injunctions in the borough), we are working to build on the work done through a mixture of targeted proactive activity and a firm multi-agency response to any further incidences of ASB.

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Residential Burglaries – Cantley / Bessacarr Area – this area has seen a significant increase in burglaries over the past six weeks which has led to the development of an operational plan (Operation Artic Alpha) to address these issues. This includes the introduction of dedicated burglary investigators who will commit much of their time to investigating crimes in this area, cocooning at the scene of burglaries, increased patrols, increased community engagement and the opportunity for local residents to have free Smartwater kits. Furthermore, we will be conducting both overt and covert patrols.

Operation Tazz – this operation was introduced in 2018 and continues as a partnership approach with a variety of other agencies to tackle the issue of street begging and spice use. Although the use of Spice has dropped significantly, we have seen an increase in street begging, particularly over the Christmas period. The police continue to provide daily high visibility patrols in the town centre between 7am and 10pm. These patrols have been designed to take targeted enforcement actions against those involved in criminality and drug supply whilst engaging with those individuals who have purported to be homeless or under the influence of the drug spice. Although we have seen a dramatic fall in complaints about ASB related to homeless people, but work continues to address this issue.

Community Alcohol Partnership (CAP) – following the introduction of this in Auckley in July 2019, we have seen a significant reduction in complaints of alcohol related ASB. A partnership week of action is being planned for March 2020 in which we will be implementing a variety of measures to highlight the dangers of alcohol consumption.

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

Operation Community Duxford – we have now introduced monthly operations that will target a variety of local community issues in various wards. This work will be supported by partnership agencies and we will improve visibility, community engagement and confidence through these operations. We have just completed our first one, which resulted in a number of successes, including the arrest of a high risk domestic abuse offender who had been sought for several weeks, one male for disqualified driving, the recovery of a stolen BMW motor vehicle, two vehicles seized for no insurance, two issued with prohibition notices and the seizure of illicit tobacco.

Speeding Vehicles – this is a regular complaint from many in our local communities and although we request support from the Camera Safety Partnership as well as PCSOs conducting speed awareness operations, it is clear we need to take a more robust

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enforcement approach to this issue. As a result, we have arranged for the police officers on the Neighbourhood Team to be trained in the use of speed enforcement equipment and regular weekly operations will now be conducted in hot spot areas to stop and enforce speed limits. Our work and the results will be published via Facebook, SYP Alerts, newsletters and local press articles.

East Neighbourhood Sector

Operation Fresh Oscar: The floods in the East area of Doncaster in particularly Fishlake concentrated a significant amount of Doncaster staff including the East NPT staff time working with a number of local and national partners. This work continued throughout the initial phase and will continue into 2020. The East team will be involved in this for a considerable time to come. The police has received nothing but praise from the community following the response to the initial flooding and this has continued through to the recovery phase. Operation Duxford took place in Fishlake, ministerial and royal visits into the area have also been supported by the East NPT.

Safer Neighbourhood Services Hub

At the beginning of October 2019, the Hub saw 6 police officer start a new role as case managers within the unit. Their primary role is to work with some of the most vulnerable and complex individuals within the community who are placing additional demand on the police service and who need extra support from other agencies. The team are now based within the Civic building at Doncaster alongside colleagues from Doncaster Council, housing providers, Drug and Alcohol services, South Yorkshire Fire and Rescue and a number of other agencies. Currently the team have been managing 12 individuals, although as the team become more proficient, experienced and the number of referrals increase we expect that number to continue to grow, especially given than the support some of the individuals require will be longer term support given the complexity of some of their needs. Whilst we are only 3 months into the case management structure being in existence, initial indications are that we have seen a reduction in calls for service in over 90% of cases. A more comprehensive review is being undertaken with the help of partner agencies to fully understand the reduction in demand and the cost implications for South Yorkshire Police as well as how adequately individual vulnerabilities have been addressed.

A review of the existing structure has also seen the Children and Young Persons Officers move under the management of the Safer Neighbourhood Teams and they will be working the same shift pattern as their colleagues. This has several benefits to the service they provide but specifically it will mean that those officers who have close links to the schools will also create stronger links with young persons when out of the school environment and in the local communities as well as helping to address issues around anti-social behaviour that occur within the communities. This move is also in line with other districts and so ensures continuity of structure across the force.

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The mental health demand reduction programme within the Hub has been running for just over 12 months now and a recent review of the programme, which is jointly run by the police, NHS and ambulance service has revealed some positive gains for each agency involved. The programme is designed to help manage and support certain individuals who repeatedly contact emergency services reporting self-harm or suicidal tendencies when they are suffering from behaviour disorders rather than issues around their long-term capacity. In terms of the number of police deployments for the cohort, the programme has seen a 67% reduction in the number of police deployments over the past 12 months and a 39% reduction in the number of people who have been detained under the Mental Health Act for assessment. The knock-on effect has been a reduction in the number of people being assessed by the local NHS services as well as hospital admissions. The indication is therefore that the cohort being worked with is becoming more self-sufficient and less reliant on emergency services, which in turn suggests a reduction in some aspects of their vulnerability. It also means that officers at Doncaster are better informed about the patients when responding to mental health incidents and are able to follow carefully planned guidance produced by mental health services. In cost terms, this equates to at least £159,570 being saved by all the partner agencies involved, £15,822 of which has been saved by South Yorkshire Police although those figures are continuing to increase.

Overall, there is some fantastic work being done by the SNS Hub at Doncaster. Some aspects of service are relatively new whilst other are more established but every indication at this stage is that the department is becoming more and more effective at using the principles of problem orientated policing to better manage risk and vulnerabilities, which in turn is helping to reduce demand at the district.

Crime and ASB

Residential Burglary

The incidence of residential burglary in Doncaster remain a key focus for the district. In the first five months of the year there were month on month reductions, however, through the summer months, there has been increased residential burglary numbers and this trend has remained throughout the latter part of the year. The main areas affected are Bessacar, Cantley and Wheatley. Op Arctic Alpha is Doncaster’s response to residential burglary, which effectively ensures an intelligence led approach, targeted patrols, robust offender management, preventative partnership work and target hardening. We will be dedicating a number of resources over the next three months to the operation and ensuring there is an integrated approach with our neighbourhood teams who will be working closely with partners to improve security, disseminate crime prevention information and promote engagement within those communities most affected by this issue.

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Prison investigation team

With an increase in staff number in recent months, the Prison Team now have the capacity to deliver proactive management of investigations and preventative activity across the whole prison estate. The change in the relationship and approach has enabled the prisons to be more proactive in tackling handovers of contraband, staff corruption and ‘throw-over’ offences. To this end, a number of joint initiatives have taken place to search staff and visitors entering and leaving the prisons and the results have been both significant and outstanding. For example:

Op Canyon

HMP LINDHOLME based staff corruption and financial conspiracy around drug supply and money laundering.

The circumstances of which are that in the summer of 2019, Lindholme saw an increase in spice medical cases, which included at least one spice death. Acting on information, proactive officers searched a Nurse as she entered the prison on a routine shift. She was found to have over 1 million pounds of contraband including Class A/B/C drugs about her person.

Subsequent enquiries have uncovered a sophisticated network of conspirators from within the jail and their families. Financial evidence reveals a laundering of £500,000 cash from the supply of drugs in prison. CPS have informed SYP that this case at this time stands as the

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largest known haul in the Nation. 11 defendants are currently charged, with the likelihood of this increasing to 14

A similar size investigation is also underway, similar circumstances but not as advanced at this time as the above. It is again linked to HMP Lindholme, involves the corruption of a staff member and conspiracy to supply controlled drugs into prison.

The proactive approach taken by our policing teams has therefore uncovered significant organised criminality in our prison estate but our efforts, alongside those of our partners, can only serve to reduce criminality within our prisons. Additionally, the improved relationship and processes have led to speedier justice and a notable change in offending behaviour within the prisons. The partnership approach has also included improved liaison with CPS, which is designed to achieve more timely court outcomes and has reduced overall offending across South Yorkshire prisons by around 75% in the first year.

Improved Governance and Structures

A transformed business cycle in Doncaster District command is having a significant impact on both the pace and quality of service and investigations.

Our performance cycle commences daily at 0830 with a 30-minute management meeting. We review the previous 24 hours and set clear priorities for the next as well as examining demand, resourcing and performance across key indicators such as response times. This is mirrored every day at 1530 with a daily grip meeting. This maintains focus and pace across the 24/7 business cycle and is manifestly continuing to increase capacity as resources are effectively and efficiency used in a coordinated and integrated way to manage district demand. This is supported by weekly pacesetter meetings, 1 per week per portfolio, from Crime to Response. Finally, a command team meeting every two weeks takes place to review, monitor and constructively challenge where improvements are required.

Despite the significant increase in performance, response teams have not had any more resources or an uplift of staff. We have equalised the numbers on each response group averaging 25- 28 deployable staff on each rota. Additionally, Doncaster Tutor Unit provide daily support to our response teams, whilst providing a protected and flexible environment that supports the development of our new officers.

We have worked smarter with our resources, ensuring they are out in the areas where they are required to be earlier and nearer to the potential incidents. There has been a relentless attention to detail around the active queue and the deployment of such resources, allocating incidents to relevant teams who can attend and deal with longstanding issues or incidents that are more relevant to their specific skill set.

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We have successfully introduced a group of officers from PVP and Response to work as a processing team for DV prisoners. This has been massively successful and the team has dealt with over 350 suspects in the last 12 weeks. Again, this takes a massive burden from the response teams who can focus on the incoming demand on a day to day basis.

Service Delivery

Response times: A real area of focus for improvement was our response times, to both immediate and priority incidents. As the graphs below highlight, the median time taken by Doncaster’s officers to attend emergency and particularly priority incidents increased over the summer months resulting in Doncaster been seen as a noticeable outlier across the period.

Doncaster’s performance in terms of incident demand management clearly had a negative effect on our local service levels as well as the confidence and satisfaction levels of the community served.

Doncaster Priority Incidents

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In May to July, the average response time for Doncaster, for a priority incident was around 2 hours.

From October, when the new business processes were introduced the response times have been reducing steadily and December (to 15th) saw an average response time for priority incidents of 47min 44 seconds. This was more than a 100% improvement on our response times during the summer months.

The reduced response time is not due to a red month throughout the time period

Domestic violence processes within Doncaster have improved dramatically in the last 12 months for a number of reasons. This means that our victims of such emotive, coercive or damaging incidents are now better protected than ever before within our district.

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This approach has had a significant impact. Doncaster has moved from the position of underperforming in this important area of business, to a district tracking well above the national average in relation to how proactively the district is policing domestic abuse. This is best evidenced in our arrest rates by comparing those in 2018, when the average arrest rate was 30%, but in 2019, this rose to 46%. However, the number of actual arrests has risen in the same period with 1547 arrests in 2018 compared to 2475 in 2019, a significant increase in our arrests of 928 or 37.5%

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

Doncaster Command team consider proactivity a key requirement to improving our operational delivery and this has been driven via our improved governance structures. A key measure of this proactivity is stop and search figures as described below:

Stop Searches in the past year – In 2019, Doncaster completed the highest number of stop searches per 100000 pop in the force by some margin. (Highlighted in red) We are second only to Sheffield in the total number of searches and positive outcomes

Searches % Searches Population % PopSearches/10000 Pop

Positive Outcomes

Barnsley 1559 17% 243,341 17% 64.1 339Doncaster 2475 27% 308,940 22% 80.1 516Rotherham 1611 17% 263,375 19% 61.2 370Sheffield 3630 39% 577,789 41% 62.8 998Total 9275 100% 1,393,445 66.56 2223

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Protecting Vulnerable People

The Protecting Vulnerable People (PVP) department work in a very complex and emotionally demanding environment. They deal daily with difficult, sensitive and traumatic issues and I think it is appropriate that this report highlights a few examples of the tremendous work the team have undertaken in recent months.

Op Albany – a complex sexual abuse case spanning from 1976 to 2000 in which the defendant abused his position as a sports coach to systematically abuse boys over this period of time. The offender was a previous sex offender who, after initial conviction, changed his name and sport and went on to abuse others. The offender was found guilty after a complex 3 year investigation and was sentenced to 30 years in prison. He was convicted of all 21 offences charged, involving 5 male victims. The concurrent sentences handed to the defendant totalled 84 years.

R V Leon Stead - Defendant Leon STEAD who has links to the OCG PSB in Denaby Main. STEAD has been on remand since June when he was charged with Attempt Rape, Assault and Coercive & Controlling Behaviour against his then partner. This had not been the first incident of domestic violence between the victim and defendant and, on previous occasions, the victim had not wanted to pursue the complaint, covering up for STEAD because she was scared of repercussions and felt under his control. However, in June 2019, the victim had attended A & E to be treated for her injuries. She was persuaded by officers to provide a detailed statement to the police and was given a great deal of support by the investigating officers and managing her up to and through the crown court processes. This was in addition to the thorough investigation with a raft of third party material to review and hundreds of pages of text messages from the suspect phone download, which supported the charge of coercive and controlling behaviour. At Sheffield Crown Court in November 2019 and because of the excellent and thorough investigation, the defendant pleaded guilty. He was sentenced to 3 and half years with a restraining order not to contact the victim for 5 years.

Well-being

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

Building on the work we have done around the gymnasium at College Road and the development of wellbeing rooms at all our operational bases, November saw the inaugural wellbeing walk for C group – following fantastic feedback we are now planning another for February solely for our PVP staff. This approach will then be ‘rolled-out’ to all our teams based within Doncaster District.

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Our People

Sergeants and Inspectors are invited to bi-monthly Leadership Days to support their continuous professional development and improve organisational knowledge. The Leadership days provide an opportunity to discuss key district and force wide issues with recent topics including wellbeing, victim satisfaction, Crime Data Accuracy, demand management and other relevant Force priorities.

In the last twelve months, the District has continued to run monthly promotion workshops for prospective Sergeants and Inspectors, which has culminated in approximately 90% of our candidates being successful in the latest Sergeants promotion boards.

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

Good Work Celebrations

Doncaster police have worked closely with the Doncaster Youth Council over recent months in developing and delivering a creative programme about knife crime called #LivesUpKnivesDown. This programme is designed to generate discussion about the issue but also establish the reality of the situation and not simply rely on perceptions generated by social media and the national press. This collaboration has resulted in a launch of the programme to Doncaster schools in December 2019, with the programme and associated video being rolled out in our schools during the early part of 2020.

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It is a regular occurrence that officers and staff deliver outstanding work and acts of bravery within their roles at Doncaster. The district has awarded 24 commendations and good work minutes within the last 3 months and these awards are testament to the professionalism, dedication and often bravery of the officers and staff that police Doncaster on a daily basis.

For example, this professionalism and community service was highlighted in the aftermath of the recent floods in Fishlake. Doncaster Police galvanised local partners including DMBC, Environmental Agency, Fire Service and others to visit every single address in Fishlake and provide support to local residents in addressing their immediate needs and problems. This exercise was a tremendous success and very much appreciated by the local people. Following feedback from local residents, we have also dedicated a police officer to work within the community whilst it recovers from the devastating impact of the floods.

Other examples include when one of our officers was out on patrol in the Denaby area when he came across a vehicle that has veered off the road and collided with a fence. The officer stopped and established that the driver was unconscious and in cardiac arrest. He commenced CPR and requested assistance. He continued CPR until paramedics arrived to assist whilst also arranging for the two young children in the car to be supported and cared for. As a result, the driver of the vehicle survived and will hopefully make a full recovery.

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There are many more examples of the professional, brave and dedicated work performed by our staff at Doncaster but I can honestly say their collective efforts over the last few months have been exceptional.

Chief Superintendent Shaun Morley

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DATE: 7th FEBRUARY 2020

SOUTH YORKSHIRE POLICE PERFORMANCE AGAINST THE POLICE AND CRIME PLAN PRIORITIES

THEME: PROTECTING VULNERABLE PEOPLE (PVP)

REPORT OF THE CHIEF CONSTABLE

1 PURPOSE OF REPORT

To provide an update to the Police and Crime Commissioner (PCC) around progress against the protecting vulnerable people (PVP) priority of the Police and Crime Plan 2017-2021 to support of the PCC’s overarching aim of South Yorkshire being a safe place in which to live, learn and work.

The PVP priority focusses on:-

Helping victims of serious violence, domestic abuse, sexual offences, including children – DA journey

Helping those who are victims and survivors of child sexual exploitation and child criminal exploitation, human trafficking and slavery

Helping those vulnerable to cyber and internet fraud Mental Health - SYP partnership working with the NHS, Clinical Commissioning Groups,

Social Care partnerships and the voluntary and community sector - helping those in crisis to obtain the right help from the right service at the right time

Improving how the public contact the Police (including improved 101 services) Better feedback by the police to victims and witnesses about the progress of their case

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

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

3 PERFORMANCE SUMMARY ASSESSMENT

This report will present a brief summary of some of our work undertaken in protecting vulnerable people in delivering the Police and Crime Plan.

Helping victims of serious violence, domestic abuse, sexual offences, including children

In July 2019, HMICFRS published their report and recommendations linked to their inspection on Crimes Against Elderly People. Within the report were a number of recommendations for NPCC portfolios and all Chief Constables to support over the forthcoming 12 months. Whilst there is yet to be a confirmed definition provided by

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NPCC for the age range of older victims, for the purposes of understanding our demand profile, and aligned to the CPS definition, we reviewed the datasets for victims aged 65 or older.

It is recognised that the risk of becoming a victim of crime generally does reduce with increasing age, however the impact of crimes can feel greater to the victims and for some crime types such as distraction burglaries and theft, older people are specifically targeted. Whilst older victims are naturally seen across all types of criminality, there is also specific concern for older victims of cyber and internet fraud criminals as well as a small proportion of older victims subject to domestic violence and sexual offences. There is not an assumption of an individual’s vulnerability due to their age, but it is incumbent upon police forces to understand the demand, supporting victims of all ages and with a key focus where vulnerability exists. With changes in current and predicted population levels showing an increasing proportion of older people driven by life expectancy increases, a clearer understanding of the needs of elderly residents is required within the policing service.

In our public survey ‘Your Voice Counts’, older people in South Yorkshire report higher confidence in their local police generally, and whilst officer visibility is reported to be lower for elderly residents, they are more likely to report confidence in the police dealing with issues. Elements of community engagement, police visibility, and service delivery are seen to be of the highest importance for elderly residents, whereas perception of crime and ASB in younger age groups is more important in the levels of confidence they have in the police.

SYP use a tool called Mosaic (Experian Ltd) to segment and categorise our local policing areas to better support our delivery of effective services and messaging. Within our older people dataset, there were two clear groups of older people – those who are reliant on support for financial/practical needs, and those who are more affluent or independent, enjoying a comfortable retirement. By mapping these populations, we are able to review the demand generated for policing services and provide the most appropriate response within partnership activity. We are also reviewing our processes to ensure appropriate capture of data such as date of birth, and other areas of data quality are improved to support assessment of people linked to their needs related to age.

Domestic Abuse continues to be a priority area of focus for SYP, with all districts showing significant increases in arrest rate over the previous 12 months. The force level arrest rate currently averages around 50%. As you would looks to see, the arrests for those offences carrying higher risk are more frequent, with a 77% arrest rate for high risk domestic abuse offences, a 75% arrest rate for medium risk offences, and a 29% arrest rate for those offences classed as standard risk. Not all domestic abuse crimes are violent and any understanding of harm to individuals and potential risk is captured within the risk categorisation at initial review and later through the oversight of a further risk assessment.

Once arrests are processed and investigations continue the focus is to where formal action can be taken against the offender. In SYP in December 18% of all domestic abuse offences resulted in action being taken against the offender. Whilst police forces would always try and provide an outcome which meets the wishes of a victim, in cases

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of domestic abuse there is often such a behaviour pattern or strength of relationship between the victim and offender, that it is more difficult for a victim to consider a prosecution. There are cases where a victim is unwilling to give evidence against an offender, but through use of technology such as body worn video, the police can prosecute and offender without the victim’s support. Additionally where no formal action can be taken the police can apply for a Domestic Violence Protection Order which have been shown to support a reduction in reoffending.

Over the three months to November 2019, 165 Domestic Violence Protection Notices were authorised for submission to court, which is an increase of 23% (+31) over the previous three- month period. A current monthly average of 55 DVPNs demonstrates the effective approach in force which has improved from the previous year where fewer than 20 DVPNs a month would be expected. Interest has been shown from HMICFRS in our approach as we are amongst the highest users nationally for this protection order.

Given the victim benefits we are realising from this focus on DVPOs it is an area for continued growth. However, an officer is abstracted to attend a local magistrates court to provide evidence in support of the application and further support from SYP solicitors for presentation of breaches of DVPOs is resource intensive for the force – equivalent in 2018 to 3.5 FTE staff in total. It was therefore identified that in order to maximise efficiencies and support operational capacity, a DVPO team would be established to improve the quality of applications, support capacity within Legal Services, and deal with breaches and contested hearings on behalf of the force. SLG approved the funding request, and the team are expected to be fully implemented by March 2020.

Despite improvements in our delivery, one concern for dealing with ongoing domestic abuse is around the number of repeat victims who are unable to remove themselves from an abusive relationship and for this cohort of victims we look to understand their bespoke circumstances and work with partners to support change in the future offending patterns for both the victim and offender. Work continues in this area but it is a challenge - in December 2019, of the 2066 crimes which were recorded linked to domestic abuse, 27% (567) people had reported a domestic abuse offence in the 12 months prior.

Whilst SYP have delivered several in house training pieces on domestic abuse over the last few years, the Domestic Abuse Matters programme developed by the College of Policing has been recognised for the deeper understanding of the impact of coercive and controlling behaviour it delivers. The funding for the training has recently been approved for delivery in SYP, and will be delivered to all officers and staff who encounter domestic abuse situations within their role. All 2,600 staff involved are planned to attend the training between March and July 2020. There is an evaluation strand, which will review the impact of the training on the delegates, and additionally to this work within the Performance & Governance dept will consider the victim benefits the training should impact for wider DA and victim impact delivery.

Additionally to this, aligned to the training programme, the force will train an additional 100 officers and staff to act at Domestic Abuse Champions, with their focus being to support colleagues and provide resilience and challenge where necessary in our delivery around domestic abuse. These roles will be critical in our ongoing focus for DA.

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It is not just domestic offences where concern for victim safety exists, and Stalking Protection Orders (SPOs) allow courts in England and Wales to move quicker to ban stalkers from contacting victims or visiting their home, place of work or study. SPOs can also force perpetrators to seek professional help. Breach of a SPO is a criminal offence that can result in a five-year prison sentence. We look to use the new legislation to better protect victims of stalking in South Yorkshire, as force lead for stalking and harassment, Supt Cherie Buttle explains:

“Stalking is a terrifying crime, which can have a devastating and life-changing impact on its victims. It can make victims feel isolated, scared and unsure of where to turn for help. The introduction of Stalking Protection Orders is very much welcomed and should be viewed as another useful resource to enable us to better safeguard vulnerable people who have been subjected to this awful crime”

SYP have set up a page on the internal website with guidance to support officers’ understanding, and will encourage and monitor the appropriate use of SPOs in future months.

Some of the most impactive offences within our communities are where abuse of position is uncovered, and where child victims are identified. In December 2019 at Sheffield Crown Court, a 38-year-old former teacher was sentenced to four years for the sexual assault of an eight-year-old boy. He abused the victim whilst working as a volunteer on a residential trip in South Yorkshire for Diabetes UK. Thanks to the bravery of the boy in telling his parents, and their subsequent contact with NSPCC, a police investigation was launched and a man described in court as a ‘predatory paedophile’ was sentenced for his actions. Further to his prison sentence, the offender was given a lifelong Sexual Harm Prevention Order, which prevents him from having any further unsupervised contact with a child under the age of 16.

Helping those who are victims and survivors of child sexual exploitation and child criminal exploitation, human trafficking and slavery

One key element of safeguarding vulnerable children is through the opportunities presented with early intervention. This is for both CSE (Child Sexual Exploitation) for which nationally there is now a strong understanding and delivery around, and for CCE (Child Criminal Exploitation) where links with County Lines are still being understood for this emerging threat.

In SYP, CSE workstreams are fully embedded across all districts, for the identification, and investigation of any allegations and concerns. The current CSE strategy is being updated to take stock of our position and understand where, if any, gaps remain in our delivery. HMICFRS has highlighted an area for improvement in our recognition of less obvious vulnerability, and it is here where professional curiosity of our officers and partnership agencies plays a critical role. Each district has a full multi-agency partnership approach to dealing with CSE, using the 4Ps (Prepare, Protect, Prevent, Pursue) approach.

As with the national programme, CCE delivery, particularly with a focus on county lines is starting to embed in SYP, with training ongoing in relation to Child Criminal Exploitation, County Lines and Cuckooing. Frontline officer training through the ‘Street

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Skills’ programme will begin in January 2020, with 43 sessions of training scheduled for delivery. Custody intervention opportunities are being developed for the safeguarding and identification of victims, aligned to the delivery of the CCE strategy. Part of the strategy will focus on improvements in partnership working, and future planning around this will be delivered through a tactical working group.

Mapping of CCE continues to be a focus with SYP working with the Regional Organised Crime Unit to map OCGs linked to County Lines exploitation activity. Despite a County Lines strategic profile being completed in October 2018, there was not a specific focus on CCE. A tactical profile in October 2019 supported work for a week of action around serious violence, drugs and weapon possession. This highlighted the need for an overarching strategy. The profile requirement was therefore raised via the force Tactical Tasking and Co-ordination Group, and this work has recently been completed by analysts within the Intelligence function in January 2020. Findings and recommendations will be reviewed by the new Supt lead for Child Exploitation, Supt Mel Palin and strategic plans are to be presented at a forthcoming Force Performance Day.

There are many challenges for police forces in the identification of human trafficking, and where it exists across borders, the logistical implications are vast in terms of both the investigative resourcing requirement as well as specialist knowledge and support required.

In November, SYP realised the culmination of months of investigation into an international human trafficking ring within Romania and across the UK. On 19th November, addresses in Staffordshire, Norfolk, Northumbria and London were raided, with the simultaneous activity of UK warrants being executed in Romania. SYP led the investigation and were supported by the National Crime Agency, and specialist operational units from other areas of the country as well as Europol and the Romanian Embassy and Romanian Police and prosecutors.

A total of eight women were identified as potential victims of human trafficking and were all taken to a ‘place of safety’ to be provided with immediate care and support. A total of 10 suspects were arrested on suspicion of human trafficking for the purposes of sexual exploitation and money laundering, and taken into custody (seven men and two women in the UK, and one male suspect in Romania).

The Romanian Ambassador in the UK, Dan Mihalache, said: “I praise the work of the Romanian police and South Yorkshire Police, who have proved today that together we can be more powerful and we can make our communities safer. It is a new example of our zero-tolerance crime policy embraced by both states and I assure the Romanian community in the UK that we will not curb efforts for a safer environment for all. The bilateral police cooperation will continue at high pace and the commitment of both parties is much appreciated”

Detective Inspector Claire Mayfield, leading the investigation for South Yorkshire Police, said: “Protecting the most vulnerable people in our society, including those who have been brought into the country for the sole purpose of exploitation, and identifying offenders involved in this serious crime type, is our absolute priority….The people we identified today were taken to places of safety where they were offered immediate,

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practical support. As the investigation progresses, they will be spoken to and offered the relevant long-term support.”

Engaging with peer services and building international links are important in tackling these forms of criminality and also to support wider organisational learning. In November, Sheffield Hallam University and SYP hosted thirty senior police officers from the Madhya Pradesh Police force in Central India. Whilst their force area covers 70 million people, and there are some clear differences in approaches to policing, there was much shared learning across the two forces, and the success of the event was recognised by all involved. Across the five days, our guests visited various areas of the force and joined in discussions around the key issues we face here in South Yorkshire including cyber-crime, human trafficking, modern slavery and domestic abuse. This visit is linked to the Helena Kennedy Centre’s work on a project ‘Justice for Her’, which was developed in 2016 and works to increase justice, rights and protection for female adult and child victims.

Helping those vulnerable to cyber and internet fraud As work on profiling older victims continues to develop, SYP has specialist officers currently dealing with fraud offences and supporting associated vulnerability of victims. Prevention is a key focus of activity and it is known that many victims do not report being a victim of fraud, some being unaware and others embarrassed by being ‘scammed’. The most common fraud categories identified are ‘other advance fee frauds’ and ‘computer software service fraud’ (in which the over 65 age-bracket accounted for 41% of all victims). Where the victim was older they were less likely to be victim to ‘online shopping and auctions fraud’, but were subject to more ‘fraud by position of abuse of trust’ or ‘door to door sales and bogus tradesmen’.

Often victims do not come forward, and it is only through similar offences being investigated that the extent of impact is seen. This recent letter of thanks received by SYP from a victim of doorstop fraud shows how the team look to offer support to victims in the process of investigation:

“My father was the victim of doorstep fraud. I reported this to SYP and PC Janice Brown attended to take a Statement from my father. She was helpful and had a lovely manner with my elderly parents. She was diligent in following the matter up (checking CCTV footage and arranging for door to door enquiries to be undertaken). This resulted in arrests being made. Andy Foster became involved in the latter stage of the enquiry and has also been lovely with my father and other residents of….XXXX Road, Rotherham, who were also victims of the fraudsters. Andy has continued to keep my father up to date with developments. They are a credit to South Yorkshire Police”

SYP's Fraud Protect Officer Andy Foster has delivered his first presentation of 2020 on 7th January about current and emerging fraud themes to 150 people in Barnsley. A major part of Andy's role is to engage with local communities and offer fraud protection advice to prevent people from falling victims to fraudsters. The latest presentation was delivered to members of the Barnsley University of the Third Age (U3A) at Priory Campus. U3A is an international movemement which aims to provide education and stimulation to mainly retired people who are in their ‘third age’ of life. The Barnsley U3A group has a membership of over 1,000. The presentation covered topics including HMRC and sextortion e-mails, romance and computer service software fraud,

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authorised push payment fraud and bogus officials. Andy said: "We have supported Sheffield and Rotherham U3A previously and it was a pleasure to support the Barnsley group. Feedback was excellent and we hope to continue to support groups like the U3A raising awareness of fraud prevention throughout 2020".

A pilot team has been set up in December 2019 within the Crime Support Hub to review, triage and support investigative quality across the full range of fraud offences. Whilst the local management of offences remains with each local geographic area, the fraud team will set the plans for investigation and authorise the finalisation of any offences thereby ensuring the quality of delivery at a local level. They will be in a stronger position to identify forcewide linked fraudulent activity and will circulate advice and guidance to support a stronger evidential chain and victim support. The team will work closely with colleagues who identify vulnerability of fraud victims and continue to provide a specialist service in crime prevention and practical learning around fraud prevention. This three-month pilot will then be evaluated to understand if the initial benefits identified have been realised.

It is estimated nationally that 80% of all fraud offences are preventable, as they require action from victims in some sense to be achieved. A recent example of guidance given to officers is around the process of ‘squaring’ where suspected organised crime groups target students and other young people who are attracted by the promise of easy money. Whilst at the time it was raised, only one case of squaring had been reported in our force area, Fraud Protect Officer, Andy Foster considered more people may have been targeted, and urged officers to keep an eye out for more cases. In the process of ‘squaring’ young people are contacted through social media with a promise of earning free cash, cash will then be deposited into the holder’s account, and they will then withdraw the cash from their account and meet the person behind the scam, handing the money over after receiving a cut. In order to access the money, the recipient has to provide the criminals access to their bank accounts, and it is at this point that criminals use the accounts to launder illegal cash. The offence carries a maximum sentence of 14 years and importantly increases the risk of the young person being drawn into further criminal activities with organised crime groups, which at the outset they may not have been aware of.

One focus for the force is of asset recovery whereby, aligned with the national direction, we work to Disrupt, Deprive, Discredit or Deter people from engaging in criminal acts. The Financial Crime Investigation Unit in SYP delivers a local service to district officers in supporting their investigations and identifying opportunities to recover assets gained through criminality under the Proceeds of Crime Act. The process for this involves the cash forfeiture orders or confiscation orders applied for through the courts. Financial investigators are now being embedded across the districts with increasing success in reviewing outstanding cases to bring them to finalisation. Whilst the process for recovery can take a substantial length of time and investigations complex, a proportion of the monies seized are usually returned to the force. Criminal activity can often result in financial benefit for the individuals involved, SYP is keen to deprive criminals of their assets, and send a positive message to the community that criminality can be tackled through different methods. The ambition is to self-fund further posts within the Financial Crime Investigation Unit and grow this activity, the feasibility of which will be scoped in 2020.

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Mental Health - SYP partnership working with the NHS, Clinical Commissioning Groups, Social Care partnerships and the voluntary and community sector - helping those in crisis to obtain the right help from the right service at the right time

A crucial part of delivery of support by SYP for those with mental health concerns is around our use of Section 136 of the Mental Health Act. Work has been progressing for some months with the ICS Crisis Pathway Steering (Sub) Group to develop a South Yorkshire-wide 136 Pathway and Standard Operating Procedure for Places of Safety. This will provide a consistency of delivery across the county emergency departments and as a result has required careful review by all parties involved, acknowledging the welcome support for the development of the protocol. The protocol is now in its final stages of delivery with a provisional date for presenting to the ICS MHLD Steering Group in March 2020 for endorsement. Following a decision from the steering group, if approved, partner organisations will be required to deliver a final sign off which will add a small delay to the finalisation.

Within the ICS Crisis Pathway Steering Group, Phase 2 is underway in scoping the various local care pathways for adults across South Yorkshire. This is through the coordination of local mental health (asset) plans for improved care pathways. A summary of some examples of delivery via partnership activity are noted below:

Barnsley’s all-age mental health liaison service will be operational from January 2020 (currently an over 18 service only), and the CCG provided additional recurrent funding to enhance CAMHS Intensive Home Based Treatment Team. The Crisis Care Concordat members are currently looking at assessing the emergency department services against the standards within Clinical Guidance 16 (self-harm), and the potential of developing a Safe Space / Crisis Cafe within the borough.

In Doncaster there is a new provision for the Mental Health Crisis Lounge, which will provide 24/7 environment to support de-escalation of presentation, and support identification of appropriate requirements and support delivery. This will be jointly staffed by mental health and community sector organisations. There are also plans to improve patient flow and connection to community services within the new adult provision for Acute Psychiatric Liaison, at Doncaster Royal Infirmary.

The evaluation of the partnership CMARAC (Community Multi-Agency Risk Assessment Conference) is ongoing for the pilot in Doncaster, and anticipated for finalisation in March 2020. The evaluation also includes scoping existing risk management structures in the other geographic areas not currently operating a CMARAC.

A review of the Doncaster SIM (Serenity Integrated Mentoring) is also ongoing with support of Yorkshire & Humber AHSN (Academic Health Science Network). To date, the evaluation reports includes financial costings for nine service users. The evaluation will also factor in qualitative information such as case studies, which will reflect the psychological impact of the SIM and the overall improvement to services users quality of life and reduced problematic behaviour. Early indication is that the concept works, with a current update regarding the impact from a cost point of view to date.

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The total number of Section 136 assessments have reduced from 36 to 14, a reduction of 39% equating to a cost saving of £15,290.

The total number of police deployments have reduced from 93 to 30, a reduction of 67% equating to a cost saving of £15,822.

The total number of Yorkshire Ambulance deployments increased from 169 deployments to 188, an increase of 11%, equating to an additional cost of £5812. Excluding the use of the one individual service user (having had £56,163 worth of ambulance dispatches) , the overall use of ambulance deployments decreased from 103 deployments to 61, a reduction of 41% equating to a and a cost saving of £11,939 in relation to the eight other service users.

The total number of Accidental and Emergency attendance reduced from 289 to 142, a reduction of 51%, equating to a cost saving of £14,700.

Acute mental health admissions reduced from 280 mental health bed days to 13 bed days, a reduction of 95%, equating to a cost saving of £120,050.

Progress following the inaugural meeting of the South Yorkshire Strategic Blue Light and Hospital Alliance in September 2019 has been notable in setting the future direction for the partnership. The Alliance is attended from partners in Yorkshire Ambulance Service (YAS), integrated Care System (ICS), Health, South Yorkshire Fire and Rescue Service (SYFRS), OPCC and British Transport Police (BTP), and jointly chaired by Rotherham District General Hospital’s Chief Executive and SYP mental health lead C/Supt Dan Thorpe. From the initial meeting a Data Sub Group has been held in October 2019 and November 2019, leading to the establishment of a Data Task and Finish Group jointly chaired by SYP and YAS. This brings together subject matter experts to determine the most appropriate questions and the format of how we collate and share the data with a view to creating a reporting template to collect shared data on mental health crisis demand across Blue Light and Emergency Department partners. The purpose of the reporting template is to facilitate better understanding across the partnership of:

Current demand Identify any gaps in existing crisis provision Identify cross cutting themes Predict future demand to inform commissioning cycle

Update on progress is to feed into the Data Sub Group who will maintain oversight of development and provide direction in relation to requirements of the template. It is acknowledged that this work will take time to progress in order to produce a meaningful product that can presented to members of the Blue Light and Hospital Alliance.

SYP is now a core member of the ICS Children and Young People’s Steering Group, which meets monthly. In January 2020, SYP attended systems management training together with partners across the ICS, to allow development of planned work streams under the remit of this group. The primary focus at this time is to develop a 24/7 crisis provision and intensive home treatment programme for children and young people across the South Yorkshire and Bassetlaw footprint.

On 12th November 2019, HMICFRS completed a 24-hour snapshot exercise from police forces, to gain learning and insight at the national level on a number of areas related to mental health delivery. Returns were submitted in relation to Custody and

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Crime, Missing Persons, Command and Control systems, use of Voluntary Attendance and a Mental Health Demand Questionnaire. Following an internal de-brief it was evident that retrieving the required data sets across the different systems was time intensive and in some cases problematic. In response to this C/Insp Hunt is convening a meeting with thematic leads for Pronto, Connect and Smart Contact to achieve the following outcomes:

Easier data input for officers (using automation wherever possible) Easier data collection for ADR (HO Annual Data Return) Easier collection of mental health data on Section 136 and Section 135 including

opening and closure codes and qualifiers Input and extraction of suicide data from systems, including opening and closure

codes and qualifiers Easier collection of hospital demand data (linked to Alliance work)

It is expected the national review will take some time to process and any outcomes and recommendations from HMICFRS following this exercise will be reviewed through the appropriate internal governance boards.

Improving how the public contact the Police (including improved 101 services)

Further to updates in September on the progress of the Atlas Court core functions review, the options from the business case have now been agreed.

The design principles were to move to a model where 90% of 999 calls could be answered within 10 seconds, and fewer than 10% of all 101 calls were abandoned. This supports a more reliable measure of customer satisfaction as low wait times, and responsiveness of the process will be realised with an outcome of fewer abandoned calls.

In order to develop the options, the demand data was analysed and used to build a simulated model by which numbers of staff and call line times were tested to support an improved abandonment rate. This also takes into account the delivery of IVR (Interactive Voice Response) technology to direct calls appropriately based on public need.

The drivers for change were to meet increasing demand, support staff morale within the department and align structures to meet the delivery requirements of new technology. Internally, process changes and a review of flexible working patterns in some areas will also support delivery of the benefits. The technology advances around online reporting, including webchat and social media will be considered within the management of online demand, which is currently being mapped and forecast.

The Atlas review will continue into 2020/21, as once the implementation of the initial call handling areas are delivered a review of the dispatch function will be better placed to assess incoming demand for deployable officer resources. This will also align with a better understanding of the impact of the resourcing uplift in officer numbers, which will not provide ready trained officers available for immediate deployment, but be supported through a programme of training and incremental increases in resource.

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The programme now moves to deliver a full business case for the decisions made, including staffing costs and equipment / assets to deliver the right people working in the right place with the right tools. This case will be presented for finalisation in April 2020, but the local delivery quick wins identified in the review will be progressed in real time. In terms of attending incidents SYP has been delivering multiple workstreams across Atlas Court and within districts to reduce the time taken to dispatch an officer to an incident. This is largely underpinned by the local areas having sufficient resources to dispatch, but is also dependent on efficient processes. For example, cars and equipment ready for immediate deployment, officers briefed appropriately, airwave radio usage accurate, and central monitoring of risk within the incidents - as newer incidents with increased risk to life will utilise resources deployed to less urgent incidents. Since a major focus on response delivery started in November 2018 (where 40% of emergency incidents were attended in 15 minutes, and 40% of priority incidents were attended within 1 hour) improvements have been seen. In the last few months, SYP is attending over 65% of emergency incidents within 15 minutes and over 60% of priority incidents within 60 minutes.

In recognition of national gradings (emergency and priority) for calls, we do find occasions where we cannot service the demand within the target time – focus is on emergency attendance, and as a result priority incidents demand is met less effectively. The force does review all priority incidents which have been outstanding for a number of hours, and as a result have identified that the broad brush approach for these incidents to be responded to within 60 minutes does not best help us understand our demand as the category is considered too broad. Rather than removing the target times which we want to achieve, we want to support focus on those areas of risk – and ensure that for those less urgent priority incidents the attendance time for the public doesn’t continue to drift. As a result, it has been approved for attendance to be internally monitored and reported against based on the following three tiers of response:

1. Emergency – 15 minutes to arrive at scene2. Priority 1 – 1 hour to arrive at scene3. Priority 8 – 8 hours to arrive at scene

There is a programme of dip-sampling underway to support embedding of the new process and an update will be provided in future reports. Initial findings since Priority 8 was introduced will be discussed at February’s Force Performance Day.

The demand through Atlas Court does fluctuate on a daily basis and the recent flooding and exceptional periods of demand over Christmas can impact highly on the overall monthly results.

In the weekend before Christmas, the force responded to some serious firearms incidents, supported a royal visit, and saw an increase of 8% more calls into SYP compared with the same weekend of the previous year, with every police cell in SYP custody centres occupied. Ch Supt Dan Thorpe who was Critical Incident Manager for the weekend period reported internally on the effective working across the organisation: “From our call centre staff at Atlas to our response, custody and various detective teams across the force, the efforts I witnessed this weekend were just fantastic. On one occasion I had to take resources from Rotherham to support Barnsley, to ensure we

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could maintain the best possible service to our communities. We had our fair share of serious incidents and firearms deployments, not to mention an assault on two Ambulance paramedics which resulted in two charges and a remand to court – thus was our focus amongst the myriad of demands elsewhere, to deliver justice for our fellow blue light workers. One of our own officers was also knocked unconscious whilst arresting a man for breach of bail. That suspect was detained under S3 Mental Health Act and is now in a Psychiatric Intensive Care ward in Northants, with criminal charges pending…Upon reflection of all that’s taken place and is still ongoing, this weekend is likely to go down to us seeing some unprecedented demand levels across the force, with exceptional effort seen from every corner of our organisation. Team SYP is a force to be reckoned with. Our officers and staff stepped up yet again this weekend and demonstrated a valiant effort to service demands, support victims of crime and lock up a myriad of nasty offenders, an effort that is very much ongoing”

Better feedback by the police to victims and witnesses about the progress of their case

The data from the victim satisfaction survey has been analysed to understand the satisfaction levels of older people within our communities, linked to the work for the HMICFRS report. Satisfaction with service from SYP is generally higher for those aged 65+, and in all aspects of service (initial contact, actions taken, follow up, and treatment) the feedback is more positive than for those within a younger age bracket. As with all victims, results are stronger for treatment and contact than for elements such as being kept informed.

Overall victim feedback in December reported a satisfaction rate of 77% (from 149 victims) – where we attended, satisfaction was higher at 82%. The results at force level are consistent with those from the previous 6-month period.

Burglary victims reported improved satisfaction in December, overall satisfaction at 88%, with results for actions taken (91% satisfied) and follow up (81% satisfied) reported. The free-text comments were linked to the informative and supportive nature of the officers and prompt response and investigation of the offences.

Vehicle victims reported stable levels of satisfaction in December, overall satisfaction at 72%, and whilst actions taken results were stable, there was a decline in satisfaction with follow up for the period (survey of 61 victims, only 14 in the sample responded on follow up). Given the low volumes of attended incidents, monitoring will continue linked to vehicle crime.

Vulnerable victim satisfaction was stable and aligned to the previous month with 78% of vulnerable victims satisfied with the overall service. Where officers attended this increased to 80% satisfaction, and 78% of victims reported satisfaction with the actions taken by the police, and 55% felt they were satisfied with how well they were kept informed.

Hate crime victims continue to report lower levels of satisfaction with the service received – although only 13 victims in the current sample the satisfaction rate was 62% and of those attended 67% satisfied with the service.

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Results from the monthly survey analysis is taken to the Complete Victim Care meeting where district representatives and practitioners discuss the findings and review actions for improved delivery.

We reported processes in the last period by which some districts are using support from volunteers and internal staff to contact victims and gain their own additional insight in support of the survey findings. To support districts this process has been formalised so the method of obtaining feedback from all areas shares a consistent approach.

4 FUTURE DIRECTION/DEVELOPMENT

From this report, our focus over the next 12-months includes:

Continuing delivery of strategic mental health partnership plans and ensuring the partnership approach to Section 136 cases is fair and consistent for the public.

Understanding the benefits of our pilot work streams around CMarac and SIM delivery

Delivering improved partnership delivery around datasets, which will support services to the public.

Continuing to support the victims of crime and those vulnerable to criminality Delivering against the strategic profile for child exploitation

5 COMMUNICATIONS

The Herbert Procotol is an information gathering tool that assists the police in finding a person living with dementia who has gone missing, as quickly as possible. A form is completed by a family member / friend / neighbour with key details of the person and this is held by all relevant support agencies who will have more information available in the event of the person going missing – from their personal description and photograph, to details of their transport access and places they like to visit. Copies of the form to complete can be downloaded from the SYP website, and once submitted, will be held in a secure database in accordance with the DPA and MOPI legislative requirements.

The Independent Inquiry into Child Sexual Abuse is running a further public awareness campaign to promote the Truth Project. Launched as part of the Inquiry in 2015, the aim is to encourage victims and survivors to share their experience in writing or on the phone, as well as in person. It is specifically targeting under-represented groups including disabled people and ethnic minority communities. The campaign comprises TV, press and radio adverts and will run from 13 January until the end of March 2020. A significant rise in expressions of interest in the Truth Project is expected during the campaign, resulting in an increase in sessions and therefore referrals. For more information on the Truth Project visit www.truthproject.org.uk

Operation Radium is a nationwide initiative to disrupt criminals who target victims through courier fraud, and gather more intelligence around the organised crime groups behind the scams. Courier fraud involves victims receiving a phone call pretending to be from the police or another official organisation such as a bank, claiming there is an issue with the victim's bank account, or request the victim's help in an ongoing bank or police investigation. Victims are then asked to withdraw a large sum of money which will be collected by a courier for 'evidence'. Alternatively, victims have been told to

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withdraw large amounts of foreign currency, or purchase high value items such as watches. In January, our officers have been supporting Operation Radium in a number of ways, including circulating courier fraud information leaflets in local communities and also raising awareness among the region's taxi drivers, who may unknowingly become part of the scam by driving a courier to a victim's home or a victim to the bank. Intelligence from communities is seen as a crucial pathway to the identification of victims and support to the investigation of these offences.

6 EXCEPTION REPORTING

NONE

Chief Officer Lead: Deputy Chief Constable Mark Roberts

Report Author: Tania Percy, Strategic Performance Manager

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http://nextgen.app.yhrn.police/sites/SYPIntranet/NewsArticleDocs/Courier%20Fraud%20leaflet%20FINAL%20for%20intranet.pdf

http://nextgen.app.yhrn.police/sites/SYPIntranet/NewsArticleDocs/Op%20Radium%20-%20information%20for%20taxi%20drivers.docx


7 FEBRUARY 2020

REPORT BY THE CHIEF FINANCE AND COMMISSIONING OFFICER

VIOLENCE REDUCTION UNIT

1 PURPOSE OF REPORT

To provide an update in relation to the progress of the South Yorkshire Violence Reduction Unit.

2 SUMMARY OF OPTIONS, RECOMMENDATIONS AND DECISION REQUIRED

To note the contents of the report.

3 BACKGROUND

3.1 In June 2019, the then Home Secretary announced that South Yorkshire could apply for £1.6M to support the establishment of a Violence Reduction Unit (VRU), which following a successful application was confirmed in August.

3.2 The Home Office specified two mandatory products be delivered by the end of March 2020 – an Area Profile and Response Strategy. In addition, at least 20% of the grant is to be spent on delivering interventions.

3.3 Detailed information about the VRU featured at the December 2019 meeting of the Public Accountability Board. This report focuses upon the progress achieved since that time.

4 UPDATE

4.1 Area Profile

4.1.1 The first draft of the Area Profile document was presented to the Violence Reduction Executive Board (The Board) in December. (This Board has been established to provide strategic direction and oversight of the work being undertaken). Since that time, the draft has been socialised amongst partners and comments received are being incorporated in the draft profile. The second draft will be considered by the Board when it meets in February

4.1.2 An interactive PDF version of the profile is being developed and will be presented to the Board at its March meeting, for any final alterations before sending to the Home Office by 31 March 2020.

4.1.3 The Board will also determine the strategy for publishing the profile.

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4.2 Community Involvement: Paid community working groups

4.2.1 The VRU commissioned Voluntary Action Sheffield to lead and coordinate this work; subcontracting to Voluntary Action Rotherham and Co:Create for Barnsley and Doncaster.

4.2.2 During December, conversations took place with 76 people, a broad range of those having ‘lived experience’ of violence across South Yorkshire communities, to seek their input into the Response Strategy.

4.2.3 The second round of community working groups will take place in February. A copy of the draft Response Strategy will be shared with the groups and they will be asked whether the document reflects what they told us in December.

4.3 Response Strategy

4.3.1 Following completion of a series of interviews with key stakeholders in each area of South Yorkshire, and incorporating the views from community working groups, a draft ‘plan on a page’ strategy for South Yorkshire has been produced.

4.3.2 The strategy consultant facilitated a session with Board members at their meeting on 22 January, based on the emerging draft strategy.

4.3.3 In early February, the draft strategy will be shared with community groups, as described above, but the intention is to make it available to communities across South Yorkshire via community spaces such as libraries and community centres.

4.3.4 Final changes to the strategy will be incorporated and presented to the Board at the meeting in March 2020, for approval.

4.3.5 From April 2020, the intention is to develop a South Yorkshire Violence Reduction delivery plan.

4.4 Scale Up Activity

4.4.1 Recipients of funding via the Fortify Fund (interventions taking place to prevent, reduce and disrupt violence associated with organised crime) are in delivery phase.

4.5 New Projects

4.5.1 Virtually all of our new projects are now underway. Progress in relation to a number of them is detailed below:

Navigators (Accident and Emergency (A&E) and Police Custody)

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4.5.2 Using A&E and police custody as ‘reachable’ and ‘teachable’ moments for people in contact with violence, we are offering support and intervention to help break the cycle of offending and violence. Navigators are in place and delivering a service from the Emergency Department at Sheffield’s Northern General Hospital and from the Custody Suite at Shepcote Lane, providing appropriate pathways, and addressing needs such as education, training, housing, and substance misuse.

Assertive Outreach4.5.3 Outreach workers (that are based in the community), are working with looked after

children who are at risk of exploitation, due to frequent and/or high-risk missing episodes. Opportunities to extend this intervention to other parts of the county are being considered.

Violence Reduction Fund4.5.4 Recipients of funds from the Violence Reduction Fund are now in delivery phase.

4.5.5 An event for all recipients of the Violence Reduction and Fortify Funds was held on 18 December, attended by over 70 delegates as well as local and regional media. The focus of the event was to celebrate and co-ordinate the work underway and to encourage collaboration and establish linkages between the various interventions.

You’re Only Young Once - YOYO Sport

4.5.6 Building on the success of the YOYO programme in schools in 2018 and 2019, YOYO Sport seeks to engage young people across the county out of school, by providing opportunities to engage in sporting activities.

4.5.7 Working in tandem with the Premier League, all five of the South Yorkshire football clubs will be delivering diversionary activities in each of their areas (in addition to their current Premier League Kicks programme). These sessions are being co-ordinated with other diversionary activities taking place across the county to try and make sure that opportunities for young people are maximised.

4.6 Interventions

4.6.1 The Home Office set an expectation that at least 20% of funding would be spent on interventions. Taking account of our ‘Scale Up’ activity and our ‘New Projects’, we are on track to spend over 50% of our grant funding on interventions.

5 FUTURE OF THE VRU INTO 2020-21

5.1 On 29 December 2019, the Government announced that £1.6M is to be made available to South Yorkshire to continue the work of the VRU, subject to successful application. Details of the application process and Home Office expectations in relation to provision of this funding is not yet known.

6 RECOMMENDATION AND DECISION REQUIRED

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6.1 The PCC is recommended to note the contents of this report.

7 ‘DUE DILIGENCE’ CHECKS SIGNED OFF BY ACCOUNTABLE PERSON

7.1 The Chief Finance and Commissioning Officer has considered this report and has day-to-day oversight of the work related to establishing the SYVRU, and expenditure of the Home Office grant.

8 COMMUNICATION PLANS / CONSIDERATIONS

8.1 The Board considered and approved a Foundation Stage Communication Strategy at its meeting in October.

8.2 Activities proposed in the strategy continue to be progressed, which include: Creation of a SYVRU website:

http://www.southyorkshireviolencereductionunit.com Twitter account established, @sy_vru Twitter ‘chats’ Monthly newsletter will be distributed internally, and externally in due course.

8.3 Work associated with the VRU is receiving coverage in the local media.

END

Report authors:

Lee Berry, temporary Superintendent and Joint Head of the Violence Reduction Unit, and

Rachel Staniforth, Joint Head of the Violence Reduction Unit

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http://www.southyorkshireviolencereductionunit.com/


7 FEBRUARY 2019

REPORT BY THE PCC’S CHIEF EXECUTIVE AND SOLICITOR

POLICE AND CRIME COMMISSIONER DECISIONS

1 Report Objectives

1.1 This Report is to provide the Public Accountability Board (‘PAB’) with a record of key decisions taken by the PCC outside of this Board since the last PAB meeting.

2 Recommendations

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

3 Background

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

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

3.3 The PCC has a Framework for decision-making by both the PCC and those exercising delegated authority on behalf of the PCC. It details the arrangements put in place to enable the PCC to make robust, well-informed and transparent decisions, and hold the Chief Constable to account. This Framework is currently being updated to accurately reflect the Commissioner’s revised arrangements around decision making.

3.4 Decisions taken by the PCC will primarily arise from discharging his statutory functions and are likely to include, but not be limited to, the following areas:

Collaboration/partnerships Strategic Direction Governance, including policy Budget setting Commissioning Capital programme spend Asset requisition/disposal

4 DECISIONS

4.1 The PCC has made 45 decisions in 2019/20.

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4.2 Between 23 December 2019 (the date of the last report) and 23 January 2020, the PCC has made the following decisions to draw to the attention of the Public Accountability Board.

4.3 National Vehicle Procurement Contracting Authority

On 23 December 2019, the PCC agreed to act as the national lead contracting authority on behalf of all police forces in the purchase of police fleet with an underpinning Section 22 Collaboration Agreement between participating Forces in place to support and establish responsibilities and governance.

This will negate the need for each of the forty-three forces to participate in new contractual arrangements for vehicle procurement.

4.4 You’re Only Young Once (YOYO) Sport

YOYO Sport will bring together, in partnership, the PCC and the Premier League Charitable Foundation to deliver a project to provide diversionary activities alongside crime prevention advice to tackle violent crime, amongst young people in South Yorkshire.

The PCC agreed to provide £135,000 to fund a pilot phase from the South Yorkshire Violence Reduction Unit Fund grant. Funding of £435,000 has been provided by the Premier League from its Kicks Project.

The possibility of future activity will be considered depending on evaluation of activity undertaken during the pilot phase.

4.5 Police Uplift Programme

On 9 January 2020, the PCC approved receipt of total funding of £726,279 for the recruitment and training of new officers to support the police uplift programme.

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

Report Author: Sally ParkinDesignation: Governance and Compliance Manager, OPCCContact: [email protected]

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https://southyorkshire-pcc.gov.uk/openness/publications/

https://southyorkshire-pcc.gov.uk/openness/publications/

PUBLIC ACCOUNTABILITY BOARD (PAB)

3 MONTH - WORK PROGRAMME (7 February 2020 Meeting)

FEBRUARY 2020 TO MAY 2020

UPDATED 2020-01-27

SPECIAL MEETING DATE: 25 FEBRUARY 2020 AT 1400 HOURS – NEW YORK STADIUM, ROTHERHAMOPCC SYP Purpose

Final precept recommendations and budget 2020/2021.

PCC to formally agree the budget and council tax precept.

MEETING DATE: 10 MARCH 2020 AT 1000 HOURS - ROTHERHAMOPCC SYP Purpose

Force Performance Reporting

Force Performance Report against Police and Crime Plan 2017 – 2021 (Renewed 2019) – Treating People Fairly

Provide update to PCC re Force progress towards the priority Protecting Vulnerable People in the Police and Crime Plan.

Force Performance – Rotherham District Summary Update

Provide the PCC with an update on Rotherham District’s performance against Police and Crime Plan priorities. Action from PAB 6/11/19 - Rotherham Performance report to focus on partnership outcomes

Force Delivery Plan 2020/2021 (To reflect the new Police and Crime Plan)

Inform the PCC how the Force will deliver activity and how the Force will work with Partners to deliver activity

Chief Executive Reporting

PCC Decisions To provide the Public Accountability Board (‘PAB’) with a record of key decisions taken by the PCC outside of this Board since the last PAB meeting

OPCC Delivery Plan 2020/2021 (To reflect the new Police and Crime Plan)

Inform the PCC how the OPCC will cover activity by Commissioned Providers, Grant Recipients and Other Partners the OPCC works with

The results of the public views on the effectiveness of neighbourhood policing.

Action 382 from PAB 17/12/19 the results of the public views on the effectiveness of neighbourhood policing.

Assurance Panel Reporting

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17




UPDATED 2020-01-27

IEP Exception Report Provide overview of the Panels areas of exception reporting for PCC’s information / action, include the themes from IEP work programme eg, Stop and Search, Use of Force and Equalities.

Themed / Other

Victims of Crime PAB Talk – A summary report providing an overview of the South Yorkshire VCOP assurance assessment conducted on behalf of the Local Criminal Justice Board and the support available within South Yorkshire for victims of crime

MEETING DATE: 7 APRIL 2020 AT 1000 HOURS - BARNSLEYOPCC SYP Purpose


Force Performance – Barnsley District Summary Update

Provide the PCC with an update on Barnsley District’s performance against Police and Crime Plan priorities.

Force Performance Report against Police and Crime Plan 2017 – 2021 (Renewed 2019) – Tacking Crime and Anti-Social Behaviour

Provide update to PCC re Force progress towards the priority Tackling Crime and Anti-Social Behaviour in the Police and Crime Plan.

VfM Strategy Inform the PCC of the key principles and approaches to ensuring the most productive use of resources in delivering the priorities and the desired outcomes of the Police and Crime Plan


Police and Crime Plan Refresh To seek views on the PCC’s proposed level of refreshed Police and Crime Plan



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UPDATED 2020-01-27

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

MEETING DATE: 12 MAY 2020 AT 1000 HOURS - SHEFFIELDOPCC SYP Purpose


Force Performance – Sheffield District Summary Update

Provide the PCC with an update on Sheffield District’s performance against Police and Crime Plan priorities.

Force Performance Report against Police and Crime Plan 2017 – 2021 (Renewed 2019) – Protecting Vulnerable People

Provide update to PCC re Force progress towards the priority Protecting Vulnerable People in the Police and Crime Plan.

SYP’s Quarterly Budget Monitoring Overview SYPs financial position for (1 January to 31 March) Q4 2019/2020

Sustainability Strategy Action from PAB 7/10/19 – (agreed to report back May 2020)Provide an update on the Force and PCC’s Sustainability Strategic.




IEP Exception Report Provide overview of the Panels areas of exception reporting for PCC’s information / action, include the themes from IEP work programme eg, Stop and Search, Use of Force and Equalities.

Note – Action 380 A further report on domestic abuse to be brought to a future meeting. To be added to the work programme

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EXECUTIVE SUMMARY

South Yorkshire Fire and Rescue (SYFR) and South Yorkshire Police (SYP) have been collaborating for many years to provide joined up services to the communities of South Yorkshire. They progressed this collaborative work in 2017 with the set-up of a formal collaboration programme which has supported the creation and management of joint projects and work streams. This paper provides an overview of some of the collaborative work to date, incorporating key successes achieved by the South Yorkshire Fire and Rescue and South Yorkshire Police collaboration.

BACKGROUND

The South Yorkshire Fire and Police collaboration is a joint venture between South Yorkshire Fire and Rescue, South Yorkshire Fire and Rescue Authority, South Yorkshire Police and South Yorkshire Police and Crime Commissioner. All parties entered the collaboration under the shared vision to “collaborate to deliver effective, efficient and economical services, making decisions that are in the best interests of the communities we serve” (Our Strategic Intention; 2018).

The projects and activities of the collaboration programme are managed and assured through a dedicated governance process, which includes project meetings, and tactical and strategic boards with representatives from all four parties. SYFR and SYP are also working more closely on work streams, identifying areas for collaboration at all levels of the organisation.

Although the Policing and Crime Act 2017 places a statutory duty on the parties to consider and to progress collaboration where it is effective and efficient to do so, staff across both organisations are working together where collaboration is the right approach to undertake and they are empowered to do this across the organisations.

KEY COLLABORATIONS

1. The Joint Community Safety department is a joint department between SYFR and SYP to work together with the shared aim of keeping people safe. High profile activities that the team currently undertake include home safety checks, gun and knife crime awareness, crime prevention visits and youth engagement activities such as the award-winning Princes Trust Team Programme. Last year we saw the launch of neighbourhood Fire Community Safety Officers, who work jointly across SYFR and

Meeting PUBLIC ACCOUNTABILITY BOARD

Meeting Date 07 FEBRUARY 2020

Report of CHIEF FIRE OFFICER ALEX JOHNSON

Subject COLLABORATION UPDATE

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SYP to work collaboratively with partners and assist in delivering fire safety and crime prevention advice to our local communities.

Most of the department operate from the Lifewise Centre which is an interactive safety centre in Hellaby, Rotherham. It opened in 2011 to deliver education packages to more than 20,000 local people every year, including nearly every Year 6 pupil in South Yorkshire.

2. The Joint Vehicle Fleet Management department is a current project to provide a joint fire and police vehicle fleet department. This includes the sharing of a workshop facility in Eastwood, integrating fleet services under a single management and support structure, and exploring opportunities for further collaboration.

The team jointly manages nearly 1,000 vehicles from fire engines to police cars. Specific pieces of work the team has jointly undertaken include fire service mechanics repairing police horseboxes and advising on the purchase of replacement vehicles. Police HGV drivers also now undergo driver training and certification at the fire service’s Handsworth training centre.

3. The Joint Estates and Facilities Management project is designed to propose and implement options for the management of SYFR and SYP’s Estates and Facilities Management. As part of this aim two collaborative roles were recruited, a Joint Head of Estates and Facilities Management, and a Joint Head of Facilities Management.

These roles have been in place since 2018 and the post holders lead, develop, advise and co-ordinate the Estate and Property functions of South Yorkshire Police & South Yorkshire Fire and Rescue to ensure that the services provide the optimum level of support to the organisations in line with the strategies of the collaborative parties. This includes exploring opportunities for co-location, such as the joint Maltby Fire and Police station.

KEY COLLABORATIVE WORK STREAMS

Outside of the larger collaborative pieces projects or departments, the collaborative parties also work together across many work streams, from the frontline emergency response to the delivery of similar management or support activities.

1. Gaining entry - Firefighters gain entry at hundreds of ‘medical break-in’ incidents each year instead of the police.

2. Operation Dark Nights - partners come together to jointly manage their response to incidents during the traditionally busy Halloween and Bonfire Night period.

3. Equinox education - the organisations work together on seasonal arson prevention work. This has included joint delivery of the ‘Equinox’ schools education package, which was developed by the joint department to provide young people with key safety messages relating to anti-social behaviour during the lighter, summer nights.

4. Operation Shield – this included police identifying properties at high risk of fire so that Home Safety Checks could be carried out at the appropriate properties.

5. Training resilience – police and fire staff deliver training for one another where suitable, covering areas such as Manual Handling, First Aid and IOSH.

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6. Sharing specialist skills – for example, SYFR staff have trained some SYP staff on water rescue to develop them into ‘water rescue champions’, whilst SYP staff have trained some SYFR colleagues on conflict management.

7. Sharing venues – staff sharing sites for the delivery of general training and specialist training, such as for taser training.

8. Supporting one another - police staff contribute to fire service promotion assessments and practical incident scenarios.

9. Spirit of collaboration - a culture of collaboration has led to services offered in kind, such as minibus, LGV and blue lights driver training.

10. Vehicle fleet - the fire service carries out servicing of some specialist police vehicles, and agreements are in place which mean police and fire officers can share pool vehicles during times of especially high operational demand.

11. Communications - the fire service communication team has used the police in-house graphic designer to develop resources to support public safety campaigns and both services work together to share high priority information.

12. Data and evaluation – fire staff have provided police colleagues with an overview of certain systems, such as Power BI; police staff have provided support and understanding for benefits realisation analysis.

13. Community systems - the fire service has signed up as a police CONNECT partner to support the aim for a platform that offers a solution for police and partner agencies to utilise one central system to effectively manage cases.

14. Safe & Well visits - the visits see fire service staff deliver crime prevention advice on behalf of the police, as well as information on healthy aging, stopping falls and preventing fires.

15. Continued learning and best practice – colleagues from both organisations meet regularly to identify and progress collaborative opportunities, this includes for wellbeing, equality and diversity, and training work streams.

KEY SUCCESSES

The collaboration to date has produced tangible and non-tangible benefits for South Yorkshire communities and the collaborative parties. The organisations aim to continue capturing these where appropriate in order to inform future collaborative decisions.

1. Over 200 students have participated in the Princes Trust programme in the last 2 years, with SYFR and SYP jointly supporting young people in the South Yorkshire community.

2. Education support and prevention packages delivered to more than 20,000 local people every year, including nearly every Year 6 pupil in South Yorkshire.

3. Thousands of hours saved through joint training and training resilience between both organisations. This includes thousands of pounds of saved training costs since the implementation of the formal collaboration programme.

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4. Over 42,000 school children across 60 South Yorkshire schools have received the gun and knife crime awareness package, delivered by staff in the Joint Community Safety Department.

5. Joint management of nearly 1,000 vehicles through the Joint Vehicle Fleet Management department, including the sharing of specialist skills and experience.

Award winning

The Joint Vehicle Fleet Management department won a national award in March 2019 for ‘Fleet of the Year’, acknowledging the breadth and innovation of the joint department.

The Joint Community Safety department won a national award in December 2019 for the Best Emergency Services Collaboration, acknowledging the high value activities it delivers with partners.

Four Princes Trust awards have been presented to the programme team or individuals since 2017 for their impact on the community.

SYFR COLLABORATIONS

South Yorkshire Fire and Rescue are committed to appropriate collaboration with partners and are engaged in other collaborations outside of those with South Yorkshire Police.

Examples of these include: co-procurement, strategic gold command resilience and fire investigation

resilience with regional fire and rescue colleagues, arrangements for equipment sharing and resilience with local and regional

emergency services, regional specification for new personal protective equipment, development of a regional women’s coaching and mentoring programme in the

fire and rescue service, sharing and co-development of online learning packages with individual fire and

rescue services, development of British Sign Language learning resources and training with

Doncaster Deaf Trust, co-location with Yorkshire Ambulance Service.

NEXT STEPS

South Yorkshire Fire and Rescue is committed to collaboration with their partners, including the formal collaboration programme with South Yorkshire Police and the Police and Crime Commissioner. SYFR welcome efficient and effective collaborative opportunities and thank South Yorkshire Police and the Police and Crime Commissioner for their support to achieve the benefits to the community that have been realised to date.

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Public Document Pack - South Yorkshire Police and Crime ... · report was to provide a brief update in relation to local operationally based delivery ... The Commissioner enquired

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