Agenda item

To receive quarterly performance data from the OPCC

The Commissioner presented his report setting out the quarterly performance data – Quarter One 2019-20 (1 April to 30 June 2019) contained in the agenda pack.

 

Points made included:

 

·         There were 10,952 crimes recorded during quarter one and 43,523 in the 12 months to June 2019.

 

·         This represented a reduction of 170 recorded crimes (0.4 per cent) compared to the previous 12 months.

 

·         The recorded crime rate per 1,000 population for Wiltshire in the year to June 2019 is 60.3 crimes. This was significantly below the most similar group (MSG) average of 71.9 crimes per 1,000 population.

 

·         Police recorded crime had increased nationally by 8 per cent in the 12 months to March 2019 and 2 per cent regionally.

 

·         The Crime Survey of England and Wales estimates that actual instances of crime had remained stable compared to the previous year.

 

 

Points raised by the PCP included:

 

·         Recruitment of Special Constables – were they value for money, re the costs of training etc.

 

·         Hate Crime – a small number of perpetrators carrying out this type of crime.

 

·         KSI - The correlation between the volume of traffic and road miles.

 

·         Mental Health – good work being carried out by the Commissioner on this issue.

 

·         Staff Sickness – that progress was being made on this topic by the panel.

 

 

Service Delivery Plan 2019 Quarter One Report – Prevent Crime and keep people safe

 

The report was noted.

 

The Chairman advised that he thought that this was a valuable and informative report.

 

 

Police and Crime Plan 2017-21 – update 2019

 

The Police and Crime Plan 2017-21 (P&C plan) was published in February 2017.

 

As part of the ongoing development, the PCC had wanted to improve the assessment of progress against the plan and proposes an update to the metrics in the current plan.

 

Background

 

 That a desktop review had been conducted and concluded that:

 

·         The plan priorities and objectives reflect the PCC’s strategic direction.

 

·         Some specific objectives and activities were outdated as performance and policy had developed.

 

·         The section on community policing does not reflect the extensive development of the model.

 

·         There were now measures that could be used to replace activity updates.

 

·         Reviewing the metrics would strengthen delivery in the final phase of the plan.

 

·         That the Force had delivered significant change that it had incorporated into core delivery. The Commissioner no longer required activity updates to ensure progress where areas form part of business as usual.

 

The report was noted.

 

The Chairman requested that any questions from panel members re the score card should be sent to him.

 

 

Community Policing Team Resource Measures

 

Over the last 18 months work had been undertaken to develop a range of information by which to monitor and understand resourcing levels in CPT. This had been an iterative process as the OPCC and PCP work trying to distil a complex resource and staffing mechanism into strategic indicators.

 

Following the 6 June 2019 PCP meeting, it was agreed to hold a subgroup to work develop the information already provided. This meeting took place on 10 July with the following in in attendance:

 

·         Cllr Richard Britton – PCP chair

·         Maime Beasant – PCP member

·         Cllr Ross Henning – PCP member

·         Cllr Tom Rounds – PCP member

·         Cllr Jonathan Seed – PCP member

·         Naji Darwish – Deputy CEO, OPCC

·         Chris Mcmullin – Director of People and Change, Wiltshire Police

·         Gemma Blake - Continuous Improvement team leader, Wiltshire Police

·         Matthew Girdlestone – CPT Delivery manager, Wiltshire Police

·         Ryan Hartley – Head of Business Intelligence, Wiltshire Police

 

 

 

 

Outcome of the session

 

The discussions focused the PCP’s views on the core information to assist in monitoring the resource levels of CPT.

 

The members agreed that the PCP, OPCC and Force needed to share an understanding of CPT resourcing and it must be provided in a simple range of measures.

 

The Chairman highlighted 3.5 of the report.

 

PCP members agreed to the measurement of the following in order to monitor CPT resources:

 

1. CPT staff budget (Establishment)

 

2. Total CPT officers and staff “At Work” (as against establishment)

 

3. Police Constables allocated to respond to 999 (as against establishment)

 

The report was noted.

 

 

PCC Risk Register

 

The risk register was aligned to the lifespan of the Police and Crime Plan (2017-2021) and had been reviewed and updated as at 15th August 2019.

 

All risks were split into two categories – they were either inherent risks and would remain on the register regardless of score, or topical risks which would be removed when they had a score of 10 or under. This would assist in ensuring focus remains on current risks and what additional mitigations or plans were needed to reduce the score and thus be removed from the register.

 

That the register was a dynamic document and was intended to capture live management of risk and mitigation, rather than being a record of all possible risks.

 

That the register was reviewed monthly on an informal basis by the Deputy Chief Executive and formally by the Commissioner’s Monitoring Board on a quarterly basis, prior to meetings of the Joint Independent Audit Committee and the Police and Crime Panel. The Commissioning and Policy Officer had responsibility for the day-to-day management of the register.

 

After discussion the report was noted.

 

The panel noted that Wiltshire Police would have to recruit more IT staff to cover its IT systems as it was leaving the IT partnership with Wiltshire Council.

 

The Chairman thanked the OPPC for the report.

 

 

Specialist Operations Transition update

 

At 0001 hours on April 19th 2019, the Tri Force Specialist Operations collaboration formally returned to the direction and control of the Chief Constable.

 

Specialist Operations had transitioned smoothly into the operational framework of the organisation and all specialisms were currently delivering effective service across the county, working closely with CPT to support overall ‘frontline’ resilience and provide specialist knowledge as required.

 

All officers remained in their original teams and on the six-team shift pattern until transition to the new operating model in January. They continued to be deployed from Police HQ in Devizes, under the direction of the duty Force Incident Manager.

 

All resources were operationally available throughout a full 24-hour duty cycle and were locally managed by their thematic heads of department.as shown below:

 

All four managers continued to split their time between HQ and the main Community Policing Hubs, to forge relationships with their peers and ensure absolute understanding of local challenges and community issues.

 

They represent the department at local tasking meetings and continued to develop the Force’s Tasking and Briefing system to ensure Specialist Officers can provide quick-time updates in respect of live-time activity and high-priority incidents.

 

The report was noted.

 

The Chairman requested that the OPCC provided a final report for the March 2020 PCP meeting.