EXECUTIVE BOARD 10/2009

Meeting Number

10/2009

Date

07/12/2009

Location

Conference Room 2

Duration

14:00–16:15

Present:

Mr M Craik – Chief Constable (Chair)
Mr S Ashman – Assistant Chief Constable (Area Operations)
Mr S Culkin – Assistant Chief Officer (Finance & Resources)
Mr B McCardle – Assistant Chief Officer (Human Resources)
Mrs S Purvis – Corporate Development (Secretary)

Invitees:

Mr D Cutting – Head of Learning & Development (Present for items 7, 8, 9 (iii))
Mrs J Dowling – Service Development (Present for item 2)
Mrs J Lawson – Head of Human Resources (Present for items 1 to 6)
Mr N Mackay - Chief Superintendent (Operations) (Present for items 7, 8, 9 (iii))
Mr D Pryer – Chief Superintendent (Sunderland) (Present for item 2)
Mr B Walker – Chief Inspector (Performance Review) (Present for item 2)

Apologies for absence:

Mr J Campbell – Assistant Chief Constable (Central Support)
Mrs S Sim – Deputy Chief Constable

OPEN SESSION UNDER THE FREEDOM OF INFORMATION ACT 2000

1. OPENING

The Chair opened the meeting and welcomed all members.

2. WORKFORCE MODERNISATION PROJECT FINAL (12 MONTH) EVALUATION REPORT

Mrs Joanne Dowling, Service Development, gave a presentation to members which outlined the findings of the final (12 month) evaluation report for the
Workforce Modernisation (WfM) project.

She informed members that Northumbria Police’s involvement with national workforce modernisation dates back to December 2003, when it was involved in the ‘Management of Offenders’ project. Nationally, this was the largest of a selection of similar projects, and led to the introduction of a range of partially warranted and non-warranted roles in custody suites across three area commands. It also provided evidence that re-engineered working processes, and differing workforce configurations, can produce more effective ways of working than traditional methods, hence the development of the WfM project. She said that Northumbria Police is one of 13 forces nationally to have started various WfM projects.

She went on to say that the overriding principle of the project was to ‘do more for the same’, but then to deliver cost savings year on year. This would be delivered through the achievement of two main objectives for the project, specifically:

  • To improve the service given to victims and witnesses within Sunderland North; and
  • To improve sanction detections.

She then went on to cover the following areas:

  • Terms of reference for the local evaluation;
  • A summary of key performance during the project;
  • Key processes and features; and
  • Issues for further consideration.

A lengthy discussion ensued regarding the issues for further consideration, and the way forward for the WfM demonstration site. It was noted that the project had a positive impact on certain areas of performance; however, in terms of its suitability for wider rollout across the Force, several issues have to be considered further, including:

  • Resilience levels across the supervisory roles and that of the Sector Manager requires review to ensure the correct business support infrastructure is sufficient to support the role;
  • The Investigation Team model encountered significant problems and requires review;
  • The deployment of Community Support Officers was felt to be too restrictive and requires review;
  • Robust succession planning has to be in place to support development paths for police officer and police staff roles;
  • The working arrangements with the outer sectors have to be reviewed, to ensure resource flexibility;
  • The Sector Support Administrator role absorbed potentially more complex administrative tasks from operational officers than originally envisaged and therefore requires review.

The Chief Constable went on to say that the next steps in terms of the project were crucial, particularly in terms of what WfM means for the organisation strategically. He added that although the site should remain as is for the foreseeable future, the area commander should be afforded some flexibility to change elements of the model, to deal with the ongoing resilience issues.

Members acknowledged the excellent work of Corporate Development staff (Mrs J Dowling & Chief Inspector B Walker) in terms of their analysis of the project and the subsequent evaluation report that was provided.

Following a lengthy discussion, members AGREED:

  1. To note the contents of the presentation and the findings of the final (12 month) evaluation report.

  2. That Corporate Development, alongside Human Resources and Finance Department, would continue to be involved in the ongoing evaluation of the issues arising from the project.

ACTION: CHIEF SUPERINTENDENT (SUNDERLAND) / MRS J DOWLING (CDD)

DISCHARGED

3. MINUTES OF THE OPEN SESSION OF EXECUTIVE BOARD HELD ON 5 OCTOBER 2009

The minutes of the open session of Executive Board held on 5 October 2009, having been previously circulated, were agreed as an accurate record.

4. MATTERS ARISING

There were no matters arising.

5. THE FUTURE OF WORKFORCE MODERNISATION

Following on from item 2, the Head of Human Resources presented a report which asked members to consider the future of WfM at the Southwick sector of Sunderland Area Command; the future options for the application of the WfM model at other sectors of the Force; and to approve further work with the National Policing Improvement Agency (NPIA) to address barriers to the future application of the WfM model at Northumbria Police.

She informed members that, as previously highlighted by the presentation, internal evaluation of the project has revealed significant positive outcomes associated with customer perception, victim and witness satisfaction, performance and staff advocacy.

However, she said that potential barriers to progress have become apparent, associated with investigative capacity, supervisory arrangements, and the role of team leader, and these issues need to be addressed to ensure the long-term sustainability of WfM, before the model, or aspects of the model, can become ‘business as usual’.

The Head of Human Resources added that the NPIA is continuing to progress research in a number of areas key to the future sustainability of WfM, and this research may address some of the issues identified as potential barriers to its future use.

Following a brief discussion, members AGREED:

  1. That further work be undertaken with the NPIA to address the barriers to the future application of the WfM model within Northumbria Police.

ACTION: HEAD OF HUMAN RESOURCES

DISCHARGED

6. PUBLIC TRANSPORT RATE

The Head of Human Resources presented a previously circulated report which asked members to approve an increase in the public transport rate from 23.8p to 33.7p, which is payable to officers who are not designated casual or essential car users, but who are required to make journeys in their own vehicle on official business.

She advised members that although casual and essential user allowance figures are set by national negotiations, a public transport rate may be agreed locally. Research was undertaken across all forces to help determine the most appropriate rate, and the proposed public transport rate is based on the average of those findings.

Following a brief discussion, members AGREED:

  1. To increase the public transport rate to 33.7p with effect from 1 January 2010.
  2. That the rate is reviewed annually at the same time as casual car user rate increases, in line with the Police Negotiating Board agreement.

ACTION: HEAD OF HUMAN RESOURCES

DISCHARGED

Secretary's Note:
Please note that the increase in the Public Transport Rate to 33.7p is only to compensate police officers who are not designated casual or essential users, but whom are required to make journeys in their own vehicles on official business. The increased rate does not therefore apply to those claiming mileage under the rural deployment procedure or any other excess mileage claims.

7. INITIAL PHASES OF PURSUIT AND STANDARD DRIVER REFRESHER TRAINING

The Head of Learning & Development presented a previously circulated report which sought members’ approval for a number of changes in relation to initial phases of pursuit (IPP) and standard driver refresher training.

He informed members that the Association of Chief Police Officers (ACPO) policy stipulates that all officers involved in pursuits must be trained to national standards and receive refresher training. Unless there is an individual need, Northumbria Police do not deliver standard driving assessment or refresher training.

He said that the Road Safety Act 2006 is due for implementation in 2009, and will place a requirement on forces to deliver regular driving assessment and refresher training to all drivers who are required to exceed the speed limit. It is expected to allow a three to five year compliance window.

The Head of Learning & Development went on to say that Force procedure currently dictates that advanced drivers will undergo assessment at intervals appropriate to their role - three yearly for roles which undertake pursuits and five yearly for other advanced driver roles. Refresher training will be delivered where necessary.

He said that delivering standard driving assessment and refresher training would have a significant impact on Learning and Development resources. To overcome this, only officers who are likely to exceed the speed limit would receive assessment/refresher training during the initial phases, and area commands would be responsible for identifying these officers.

Following a brief discussion, during which Assistant Chief Officer (Human Resources) stated that a schedule of prioritised roles to be trained needs to be developed, members AGREED:

  1. A three day IPP training package (four day including ‘stinger’) is delivered to 24/7 response police officers who have successfully passed an IPP pre-assessment. Officers would be eligible for assessment once they have passed their standard driving course and driven in an operational environment for a period of twelve months.
  2. In consultation with area commands, a prioritisation model is devised to identify the officers who receive IPP training within the initial phase.
  3. During the initial phases of training, area commands identify officers who are likely to exceed the speed limit and standard driving assessment, and if required refresher training, is delivered to those officers.
  4. Once standard driving assessment/refresher and IPP training is established, officers are assessed every three years, and if refresher training is required, up to a two day standard driving and IPP refresher training package is delivered.
  5. Officers who fail a standard refresher/assessment have their driving authority amended to that of basic authority.
  6. Officers who fail IPP refresher/assessment have their IPP authority suspended.
  7. IPP training is evaluated twelve months after its inception to allow consideration on the target audience and the necessity to retain an advanced driving instructor for the subject vehicle.
  8. Advanced drivers receive assessment every three years and refresher training as appropriate.
  9. That there is an increase in the role of standard driving instructor for four members of staff from a Grade E to a Grade F.

ACTION: HEAD OF LEARNING & DEVELOPMENT

DISCHARGED

8. PUBLIC ORDER TRAINING FACILITIES

The Head of Learning & Development presented a report regarding public order training facilities for the Force.

He informed members that a number of sites had been explored and in consultation with the Estates Manager, a detailed user specification is to be developed using an appropriate organisation.

Following a brief discussion, members AGREED:

  1. That Northumbria Police commission an appropriate organisation to develop a full operational training facility specification of needs, in line with the work currently underway to develop specifications for a Firearms Training facility.
  2. Once this work is complete, the proposals are presented to Chief Officers.

ACTION: HEAD OF LEARNING & DEVELOPMENT

DISCHARGED

9. ANY OTHER BUSINESS

i) Medium Term Financial Forecast 2010/11 to 2012/13 - Growth

Assistant Chief Officer (Finance & Resources) presented a previously circulated report which outlined the proposals for growth recommended for inclusion within the Medium Term Financial Forecast (MTFF) for the financial years 2010/11 to 2012/13.

He said that the MTFF is an integral part of the Force’s financial strategy. The plan allows the Force to anticipate known changes in demand, risk and operational requirements and forecast for the financial impact of these changes over three financial years, revised on an annual basis. The Force MTFF covers both revenue and capital budgets and is used by the Treasurer as the basis for his Medium Term Financial Strategy.

He advised members that in summary, the paper proposed growth of £650,000 revenue and £1,365,000 capital within the 2010/11-2012/13 MTFF to support known operational requirements.

Assistant Chief Officer (Finance & Resources) went on to say that the downturn in economy and injection of public funding into the banking sector is likely to have an impact on the level of public spending in the future. The White Paper, due to be published shortly, is understood to say that by 2014 the Police Service could save £545m a year, about 5% of government grant.

He said that a further report will be brought to members, outlining the broader issues and risks, and presenting a full projection of the anticipated medium term financial position as agreed with the Authority.

Following a brief discussion, members AGREED:

  1. An increase in overtime of £377,000 to support additional Bank Holidays in 2010/11.

  2. £126,000 to support the revenue consequences of the force-wide ANPR scheme.

  3. £17,000 to establish a base within Eldon Square.

  4. £280,000 capital and £117,000 revenue to provide new accommodation for the Integrity Unit.

  5. £107,000 capital and £15,000 per annum revenue to support the introduction of covert software for the Integrity Unit.

  6. £293,000 capital to upgrade security architecture force-wide, subject to a review of requirements by Assistant Chief Constable (Central Support).

  7. £175,000 capital to complete the planned programme of works in relation to the Force website.

  8. £510,000 capital prioritised for 2012/13 to provide accommodation for the Technical Support Unit (TSU) and Specialist Crime Unit.

In addition Chief Officers considered the following proposals, but have not recommended these for inclusion at the current time:

    9.   Growth in police staff required for the new North Tyneside Area Command Headquarters. This will be progressed in conjunction with the area commands efficiency plans. A temporary growth in custody resources will be considered in line with the ongoing review of custody.

  10.   Establishment of a permanent budget for embedded officers. This is deferred pending ongoing discussions with Durham and Cleveland regarding cost sharing.

  11.   Creation of a prefabricated marine workshop. This is deferred pending the outcomes of the marine review.

  12.   Continuation of the TSU technical equipment funding. This is deferred pending the production of an appropriate business case.

ACTION: ASSISTANT CHIEF OFFICER (FINANCE & RESOURCES)

DISCHARGED

ii) Police Dog Handler’s ‘Kennelling Hour’

Assistant Chief Constable (Area Operations) presented a previously circulated report which asked members to consider how the kennelling hour should be applied in Northumbria Police.

He informed members that the ‘kennelling hour’ or ‘dog hour’ is the time given to dog handlers to exercise and otherwise care for their allocated dogs whilst on duty. For many years, this hour has been taken at the end of the handlers’ shifts as if time off, and this has become accepted practice.

He said that whilst consulting with representatives from Northumbria Police Federation regarding shift patterns, Operations Department were made aware that the kennelling hour is currently applied incorrectly.

The kennelling hour should not be regarded as time off and is, in effect, the same as an officer’s refreshment period – to be taken as directed and it can be forfeited if operationally necessary. Handlers should be deployable during this time. He said that this hour cannot be accumulated to take on another day and handlers are only entitled to claim overtime after working their full tour of duty. In addition, handlers are not entitled to deduct the kennelling hour from leave requests, when the dog is kennelled at Headquarters.

Assistant Chief Constable (Area Operations) went on to say that ACPO has advised that the application of the kennelling hour is a matter for local agreement and that they have not issued guidance in relation to this. In practice, some forces apply it as a reduction to tours of duty, some regard it as time to exercise and care for the dogs whilst at work, and other forces have now totally discarded it.

Following a brief discussion, members AGREED:

  1. That the kennelling hour be allocated during the tour of duty.

ACTION: ASSISTANT CHIEF CONSTABLE (AREA OPERATIONS)

DISCHARGED

iii) Pursuit Tactical Advisors

Assistant Chief Constable (Area Operations) presented a previously circulated report which sought members’ agreement for a change to the current policy for Vehicle Pursuit Management, by including Pursuit Tactical Advisors and procedural changes concerning the use of tactics.

He informed members that the ACPO Codes of Practice for the Management of Vehicle Pursuits 2004 have been revised and are currently being codified as the 2009 Codes of Practice. In July 2009, Home Office Circular 009/2009 was published which stated that all police forces should work towards implementation of the 2009 Codes whilst they are being codified.

He said that the 2009 Codes introduce the role of Pursuit Tactical Advisors who have 24 hour operational availability, and includes them in a pursuit situation to advise the Critical Incident Manager (CIM) of documented real time options. To meet these requirements, the current force policy will need to be amended to include this role.

He went on to say that the Codes state that Pursuit Tactical Advisors will have a thorough working knowledge of the codes of practice and associated tactics, together with sufficient operational experience of pursuit situations to be able to dynamically interpret policy and advise a proportionate course of action to be taken by those persons involved in the pursuit. He said that Motor Patrol Sergeants will be trained as Pursuit Tactical Advisors and provide 24 hour coverage.

Assistant Chief Constable (Area Operations) added that the Codes recommend that the option of using a tyre deflation system (‘stinger’) may be used in the initial stages of a pursuit. However he said that until Initial Pursuit Procedures are implemented, ‘stinger’ will be restricted to trained Motor Patrols and Central Support Unit (CSU) officers only, who will deploy the device after having been advised by the Pursuit Tactical Advisor. Officers will not need to seek authority from the CIM for this tactic.

Following a brief discussion, members AGREED:

  1. To the inclusion of Pursuit Tactical Advisors in the current Vehicle Pursuit Management Policy.

  2. Current procedures are changed to allow trained officers to self authorise tactics in circumstances to save life and property.

  3. Current procedures are changed to give Motor Patrol and CSU officers the authority to deploy ‘stinger’ without referring to the Critical Incident Manager.

ACTION: ASSISTANT CHIEF CONSTABLE (AREA OPERATIONS) / SECRETARY

DISCHARGED

    4.   Amendments to the Extended Operational Deployment of Taser Procedure

Assistant Chief Constable (Area Operations) presented a previously circulated report which sought approval for changes in the Force procedure for the extended operational deployment of Taser.

He provided members with an overview of the new changes, which include:

  • Taser Governance: This will give guidance to Post Deployment Officers (PDOs) when assessing the actions of Authorised Firearms Officers (AFOs) / Taser officers, and advises them to seek advice from the area command Taser Single Point of Contact (SPOC), Public Order Training or Firearms Training Unit. This section also explains that the PDO can withdraw an officer’s authority to carry Taser and that this decision will be reviewed by the area command SPOC.
  • Debrief of Incidents: This section states that the area command Taser SPOC must consider holding a debrief following a discharge of Taser or the use of drive stun. This section details the format of such debriefs and the recording process, and gives area command Taser SPOCs the option to withdraw an officer’s authority to carry Taser.
  • Removal of Taser Authority (temporarily or permanently): This section provides options for further action in the case of inappropriate use, including referrals to Public Order Training for refresher training, suspension of Taser authority pending an evaluation by Public Order Training, or in the most serious cases, dealt with under referral to the Independent Police Complaints Commission (IPCC).

Following a brief discussion, members AGREED:

  1. To the amended Force procedure for the Extended Operational Deployment of Taser.
  2. That the Public Order Training programme incorporates the amendments into the Taser training programme.
  3. That awareness sessions are provided for area command Taser SPOCs by Public Order Training and Operations Department.
ACTION: ASSISTANT CHIEF CONSTABLE (AREA OPERATIONS)

DISCHARGED

10. DATE, TIME AND VENUE OF NEXT EXECUTIVE BOARD MEETING

11 January 2010, 11am, Conference Room 2.