Emergency Services Several meetings have been held with the NWFRS project team regarding joint ICCS / telephony procurement following their formal request to join. This suits both parties in terms of timeline and tendering.
NWFRS are also looking to procure a new Command and Control system, one of which they are considering is the Intergraph / ICAD product which is currently used by NWP. This would allow closer working and possible sharing of dispatching officers to incidents.
Preparatory work is also being undertaken to establish whether their proposed utilisation of our fall back facilities is achievable should space and operational performance not be compromised.
This work is being managed under the Communications Futures Programme.
A paper to propose delivering future emergency services collaboration has been drafted for consideration by the Chief Officers.
Progress planned for next quarter:
The methodology with which the Corporate Support, Criminal Justice and Uniform Operations Support work will be undertaken in the North West and will be progressed.
NWFRS engagement is positive however work with WAST has not progressed and will continue to be pursued. This provides a risk when considering major infrastructure developments such as Wylfa Newydd where collaborative approaches could minimise organisational impact.
The Welsh work with Capita has been received at short notice, and the data / resource requirement for the 10 week project led by Capita is significant but will be completed.
There is a possibility with the changing welsh political landscape that opportunities could arise to scope out interoperability with local authorities. It should be noted that work ongoing which considers back office functionality will be useful should this area develop further.
4.3
Policing Objective: Build Effective Partnerships
Work Stream: To continue to work with national and regional partners to ensure we possess the capacity and capability to meet our obligations as set out in the national Strategic Policing Requirement
Current status: Public Order: The Force Strategic Public Order/Public Safety bi-annual meeting reviewed the capability and capacity to deliver the right number of trained resources and tactics in accordance with the Force STRA. The training, numbers of officers and equipment were authorised in accordance with the recommendations for the coming six month period.
There have been no significant spontaneous deployments within the period and one planned deployment for the Wrexham v Chester football match that passed with no disorder.
Civil Emergencies: The Chair of the LRF has passed to the DCC with agreement of the LRF Board.
A significant multi-agency incident took place in Flintshire involving a large number of migrant (legal) workers being housed in below standard accommodation. Good partnership planning and working together ensured that all workers who wished to continue working in the area were able to having been relocated into suitable accommodation.
Serious and Organised Crime
No significant change in this area in relation to our obligations under the SPR.
Counter Terrorism
No significant change despite the recent rise in the police sector threat level. Appropriate advice has been given to staff and is under review following recent events worldwide.
Within North Wales the approach to the government strategy “contest” has been reviewed following suitable terms of reference being agreed by ACPO. This will include the forces capacity and capability to deal with each strand of contest. Following this review the finding have been converted into an action plan. This
action plan is now progressing with governance being provided by the SRG
Cyber Crime
Following the introduction of an interim network security solution in January 2015, members of the force Cyber Crime Team with colleagues from the Training Department have delivered the one week ‘Mainstream Cyber Crime Training (MCCT)’ course to 100 Police officers and staff from different departments throughout the organisation. This training has been delivered within the time parameter set by the College of Policing and as a result the force has been able to claim a financial reward that was offered to incentivise and progress this training
The internal and external internet and intranet pages are now established with up to date security and prevention advice for children, parents and business colleagues. It is through this forum and social media that emerging issues are highlighted and security advice and signposting is offered. The external internet site was marketed and publicised extensively as part of national Cyber Action Week. Between March 2nd – 6th 2015 a series of events were coordinated with the media including televised coverage of the launch of the Cyber Crime Team and the PCC’s visit to MCCT training at Pen Y Groes.
The development of effective partnerships with representatives from the business, commercial and academic communities continues through the North Wales Police Cyber Task & Finish group.
Progress planned for next quarter:
Continue to review the Force’s approach to the CONTEST strategy.
SPR oversight is now to be provided by the Force Operations Committee, the force lead officer is Supt Gareth Evans.
4.4
Policing Objective: Build Effective Partnerships
Work Stream: To work with partners to enhance still further our arrangements for tackling rape and other serious sexual offences and in particular for supporting victims
Current status: The Amethyst team have now reached the staffing levels that were identified as being necessary for the unit following the review that was conducted in June 2014, this includes a civilian investigator.
Due to the volume of work that is being referred to the Crown Prosecution Service (CPS) for advice, the current turnaround time for files has now increased and is being closely monitored.
Each week the CPS lawyers work from offices across the force area (Menai Bridge – 1 day / Colwyn Bay – 3 days / Wrexham – 1 day).
All unsuccessful prosecutions are reviewed in detail by Counsel, CPS and Police to identify any learning. What is clear from this scrutiny is that the cases which are being brought to court are correct, the evidence gathering and case presentation is appropriate. The availability of court time to hear sexual offences is limited with cases having to be adjourned. This has been raised with strategic partners within the criminal justice arena.
North Wales has the highest percentage of rape cases being heard in the Crown Court setting across Wales.
Internal processes have been reviewed and changes made to ensure that all processes are as efficient as they can be.
A second review of the Amethyst Team has been commissioned and is being conducted by DCI Devonport.
Due to the continued increase in the volume of reported rape offences, the team have to date been unable to assume ownership for other serious sexual offences and these remain with Local Policing Services to investigate.
A scoping exercise has occurred to understand the demand within Public Protection
Units with regard to rapes. It remains the clear strategic aspiration that these cases will go to Amethyst in the long term however, based on demand, this transition is not viable at this time with existing staffing levels.
The implementation of a checklist to improve file submission in cases of serious sexual assault and rape is to be implemented in Amethyst. It is hoped that this will be implemented across the Force.
The continuance of the additional adult and children and young person’s independent sexual violence advisor (2 posts) has been assured for the next 12 months, the posts having been supported by the office of the Police and Crime Commissioner.
The third sector counselling services which support victims of serious sexual offences have been successful in obtaining funding which was nationally available to ensure their services’ future for the next 12 months.
Progress planned for next quarter:
An upgrade of some of the facilities within the Sexual Assault Referral Centre has been scheduled – external funding is being sought to support this building work from Welsh Government.
The findings of the current post implementation review are expected within the next month.
Opportunities to seek external funding to support the prevent agenda will be explored.
The implementation of a checklist to improve file submission in cases of serious sexual assault and rape is to be implemented in Amethyst. It is hoped that this will be implemented across the Force and consultation has occurred with Local Policing Services to expedite this approach.
4.5
Policing Objective: Build Effective Partnerships
Work Stream: To determine the future of the existing Force Communications Centre (FCC) and associated practices, in conjunction with relevant partners.
Chief Officer Lead: DCC Gareth Pritchard
SMT Lead: Ch/Supt. Neill Anderson
Current status: The Communication Futures Programme has been established to rationalise costs in the FCC by streamlining and making better use of emerging IT, reconfiguring the staffing model in the centre and building operational resilience and flexibility into the command and control/public contact function. The work streams / projects of the programme continue to make good progress and are listed below.
Mobile data – The PCC’s Office was informed of the rejection of the Mobile Data Innovation Fund bid by NWP and its collaboration partners on 25th March 2015. The Mobility Programme will need to be re-assessed in light of the above as the scale of the proposed deployment may have to be reduced and further work and consultation will be required in order to determine the prioritisation and affordability of the Mobile Application development.
Communications – Recommendations from the intelligence and information flow agreed and have now been incorporated into the communications work stream. The digital communications working group is now exploring available social media applications and new channels, which will allow the public more choice of how they contact the Force. Hootsuite which is a “Social Media Management System” is shortly to be introduced which will manage various social network channels. It will also enable the Force to monitor what people are saying about NWP. A demonstration of a web chat facility currently used by West Yorkshire Police has also been delivered and a decision taken to commence a trial in the FCC, which will allow the public to ‘chat’ with an operator via the Force website.
Access points, call routing & resolution – Since the last report further meetings have been held with Frequentis and CGI in respect of requirements and costs. A Project Board has been established chaired by Superintendent Alex Goss. Due to the
complexity of the user requirements an exact cost is unable to be calculated. In order to obtain a firmer price from Frequentis and CGI further work around the
specification for these add-ons would be required. This piece of work is part of the overall plan provided by Frequentis but is scheduled for post contract award. During this time a more detailed specification of the North Wales requirements and allocation of works between Frequentis and CGI would be confirmed. It has therefore been agreed by the Programme Board to bring forward the specification stage, to a pre-contract stage. This opportunity will allow workshops to be held with Frequentis and CGI to develop full specifications for the product. This will allow both parties to give firm estimates of costs in particular those highlighted above. It also reduces the risk to the organisation in terms of a commitment whilst not delaying the overall timeframe for delivery.
The staffing work stream has now been wrapped up with the telephony. The POD system has been implemented in the FCC and is working well, with minimal disruption. There has been some learning, as staff become used to working as part of a smaller, multidisciplinary team which is assigned to a specific local policing area.
Briefing, Tasking and Debriefing – has been discharged from the Programme and will be managed as business as usual (BAU). The screens have been installed in each POD at the FCC and trials are now taking place with LPS.
Command and Control – has also been discharged from the Programme and will be managed as BAU. The Customer Rules Engine (CRE) which is a further enhancement of ICAD has been approved by the Programme Board and is in the process of being implemented. The additional functionality will address further the issues of caller vulnerability at point of contact, identified in HMIC Areas For Improvements (AFIs).
E-commerce - Firearms Licensing (Phase One) – There has been a significant change in direction from the Home Office and the e-commerce for Policing Project around NFLMS (the Home Office has withdrawn support for NFLMS considering it to be a legacy system. It would therefore not authorise any investment, integration or expansion with the existing system). Therefore there is significant further delays and doubt regarding the future of the programme. No confirmed timescale for any rollout.
All actions outstanding from the recent e-commerce Firearms Licensing Review have been completed.
Emergency Services Network (ESN) – A Project Board has been established chaired by Superintendent Alex Goss. Regular telephone conferences are held between the force SPOC and the national team. Risks identified to the force (which have been added to the force risk register) include coverage in rural areas (which it is believed may not be as good as is currently provided by Airwave) and funding of the replacement programme in Wales. NWP are due to go live in 2019, towards the end of the Programme roll out and there is concern that if there is slippage in the
programme and the Welsh cohort is pushed back into 2020, there may be significant financial penalties, should the Airwave network have to be retained in the interim.
Financial Savings Plan A financial savings plan has been prepared for the FCC which projects that the savings target of £886,000 will be met. An update on progress from the last Financial Savings Programme Board was submitted to the FSPB on 1st April. All identified police officer posts have now been removed from the FCC and officers posted to LPS.
Collaboration The potential of collaboration with the North West forces in respect of joint call handling or telephony has been scoped and discounted at this time.
Crud y Dderwen – Force Communications Centre (FCC) The Estates Rationalisation Programme Board has considered the options appraisal in relation to the future site of the FCC and approved a five year lease extension of the Crud y Dderwen site from 31st August 2015. The force has now engaged external consultants to negotiate a reduction in the annual rent for the building with the landlord. The negotiations are ongoing.
Collaboration with North Wales Fire and Rescue Service (NWFRS) and Welsh Ambulance Service (NHS) Trust (WAST) NWFRS have indicated that they wish to join NWP in procuring our preferred telephony solution and they will be invited to be part of the next Project Board. Work is also underway to scope their requirement to move their fall back site from Rhyl Fire Station to Gold Control at FHQ, Colwyn Bay. Engagement continues at a strategic level with both NWFRS and WAST in relation to talks on a potential joint site development.
Progress planned for next quarter:
Decision to be taken in relation to the prioritisation and affordability of the Mobile data work stream, given the failure to secure the Home Office funding required.
Implementation of Hootsuite and web chat in the FCC.
Completion of the telephony specification stage and finalisation of costs.
Customer Rules Engine (CRE) implemented.
Further detail from the ESN Programme Board to be obtained confirming coverage and potential funding available for North Wales.
Completion of contractual issues between North Wales Police and landlords of Crud y Dderwen.
Newly identified barriers/risks/issues and any mitigating factors:
Emergency Services Network - Risks identified to the force (which have been added to the Force Risk Register) include coverage in rural areas (which it is believed may not be as good as is currently provided by Airwave) and funding of the replacement programme in Wales.
5. Organisational Development
5.1
Policing Objective: Organisational Development
Work Stream: To deliver the savings of £4.3m in 2014/15 and develop plans for 2015/16 and 2016/17 to realise further savings of the order of £9.5m
Current status: The Home Office announced cuts of 5.1% to Police grants on 17th December 2014; this is a reduction of £3.940m for North Wales. A final budget meeting was held between the Commissioner and the Chief Constable and their staff on 18th December. A decision was made to propose a 3.44% increase in Council Tax in 2015/16 and estimate an increase of 3.5% in 2016/17, and 2.5% in 2017/18 and 2018/19. It was also agreed to increase the estimated cut in grant going forward from 3% to 4%. The Medium Term Financial Plan (MTFP) was drafted accordingly. The estimated cuts for the next four years are as follows:
Year
2015-16
2016-17
2017-18
2018-19
£m
£m
£m
£m
Cuts required
4.448
4.563
3.382
3.120
The proposed budget and MTFP was unanimously agreed by the Police and Crime Panel on the 19th of January 2015.
The savings of £4.3m for 2014/15 have been taken and delivered.
Financial Savings Programme The first Financial Savings Programme Board meeting was held on 5th November 2014, where plans were made and agreed to save £4.448m in 2015/16 from the original 22 Strategic Planning Board work streams. These plans also included proposed savings of £4.279m for 2016/17 and 2017/18 which will need to be ratified during 2015/16. The Board was updated on progress, risks and issues by each work stream lead, and as savings have already been realised or are in train in certain areas, some of the original 22 work streams were closed.
The latest meeting of the Financial Savings Programme Board was held on 1st of April 2015 which reported to the Strategic Planning Board on 11th of May 2015. A summary of the overall position of the saving work streams is given below.
Further work has been put in place to identify the gap of £0.5m in 2016-17.
Communications On 10th February 2015, the Financial Savings Programme intranet page was updated to include information on the savings identified to date and provide details of the funding gap, as well as the Police Innovation Fund, and a list of all open work streams.
Specific communication has also be given to staff by Ch. Supt Jeremy Vaughan in relation to the work of the Operational Futures Project, by Geoff Bradley to all Business Services staff, and also by T/ACC Shaw on the ongoing work in relation to the potential merger of Business Services and Corporate Services, as well as an update to all employees in relation to the need to recruit PCSOs even though the PCSO numbers are being reduced. C.I Simon Barrasford circulated a copy of the terms of reference for the potential merger of Business Services and Corporate Services to Business Services and Corporate Services’ Senior Management Teams (SMTs). DCC Pritchard has also circulated an internal e-mail providing an update in relation to the ongoing work around collaboration.
The Leader published a feature entitled ‘Jobs warning as police force faces up to £4.5m cuts’ following an interview with T/ACC Shaw, which echoed previous internal communication messages.
Again, there has been very little interest shown in the frequently asked questions which are included on the Financial Savings Programme intranet site, however one question was received which related to police officer redundancies. This question has been published anonymously (by agreement) on the intranet site, as well as the response from T/ACC Shaw.
