C PC PCambridgeshire Police

and Crime Panel

CAMBRIDGESHIRE POLICE AND CRIME PANEL

WEDNESDAY 18 MARCH 2015, 2.00 PMSouth Cambridgeshire District Council, Swansley RoomContact – paulina.ford@peterborough.gov.uk, 01733 452508

AGENDAPage No

1. Apologies for Absence

2. Declarations of Interest

3. Minutes of the Meeting held on 28 January 2015 3 - 10

4. Public Questions*

5. Review of Complaints 11 - 12

6. Police and Crime Plan Variation - Appendix 1 Finances Update 13 - 54

7. Objective 5: Maintain the Resilience of Protective Services 55 - 60

8. Decisions by Cambridgeshire Police and Crime Commissioner 61 - 78

9. Cambridgeshire Police and Crime Panel - Administrative Costs and Member Expenses

79 - 82

10. Draft Agenda Plan and Meeting dates for 2015/2016 83 - 86

*Members of the public wishing to submit questions to the Panel can do so by contacting the secretariat no later than 12 noon five working days before the Panel meeting, not including the day of the meeting itself. Further details can be found within paragraph 7, Public Participation within the rules of procedure: http://democracy.peterborough.gov.uk/documents/s20891/Rules%20of%20Procedure%20-%20Amended%203072014.pdf

Public Document Pack

Membership; Councillors: M McGuire, J D Ablewhite, L Herbert, D Oliver, D Over, J R Fox, J Davidson, J Palmer, P Reeve, M Shellens, B Shelton

Independent Co-optees;Christine Graham Edward Leigh

Officer Support; Ian Phillips, Peterborough City CouncilPaulina Ford, Peterborough City Council

C P C P

Cambridgeshire Police and Crime Panel

MINUTES OF A MEETING OF THE CAMBRIDGESHIRE POLICE AND CRIME PANEL HELD AT CAMBRIDGE CITY COUNCIL

ON 28 JANUARY 2015

Members Present: Councillors McGuire (Chair), Ablewhite, Shelton, Sinnott, Shellens, Reeve, JR Fox, Palmer, Stokes and Edward Leigh.

Officers Present: Paulina Ford Peterborough City CouncilIan Phillips Lead Officer Peterborough City Council

Others Present: Sir Graham Bright Cambridgeshire Police and Crime Commissioner

Brian Ashton Deputy Cambridgeshire Police and Crime Commissioner

Cristina Strood Head of Policy and PerformanceRobert Vickers Interim Chief Finance Officer

1. Apologies for Absence

Apologies for absence were received from Councillor Over, Councillor Oliver, Councillor Herbert, Councillor Davidson and Christine Graham. Councillor Sinnott was in attendance as substitute for Councillor Herbert and Councillor Stokes was in attendance as substitute for Councillor Over.

The Chair welcomed two new Members to the Panel who were Councillor Palmer and Councillor Fox.

2. Declarations of Interest

No declarations of interest were given.

3. Minutes of the meeting held 5 November 2014 and 15 December 2015

The minutes of the meetings held on 5 November 2014 were agreed as an accurate record.

The minutes of the meeting held on 15 December 2014 were agreed as an accurate record.

4. Public Questions

No public questions were received.

5. Review of Complaints

The Panel received a report which provided an update on any complaints made against the Police and Crime Commissioner.

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ACTION

The Panel noted that no complaints had been received against the Police and Crime Commissioner or his Deputy since the last report received.

6. Precept Report 2015-2016

The Police and Crime Commissioner introduced the report which notified the Panel of the Cambridgeshire Police and Crime Commissioners proposed budget and precept for 2015/16 to enable the Panel to review the proposed precept. The Deputy Police and Crime Commissioner gave a presentation to provide context to the report.

Observations and comments raised by the Panel on the presentation included:

Members were concerned about the wellbeing and impact on Police Officers, PCSOs and Specials due to the implementation of project METIS and wanted to know if a full consultation had been undertaken. The Deputy Commissioner responded that all new changes implemented had first been piloted with groups of the constabulary to ensure ease of use and to make sure that the changes were relevant.

Members referred to the slide in relation to the “% total police officers against a 2006/07 baseline” and asked if there had been a reduction in officers. The Deputy Commissioner emphasised that there was less funding available now and it was a case of having to do more with less. More emphasis was being put into recruiting and retaining Specials.

Members were informed that the new system technology was based on Cloud technology and maintained in more than one place therefore reducing the risk of system failure.

Members requested that the use of acronyms be avoided in future reports.

The Chair invited the Panel to comment on the proposed 0% increase in the Precept.

Observations and comments raised by the Panel included:

Members were disappointed that an invitation from the Panel to meet with the Police Commissioner prior to the meeting to go through the Precept in more detail to enable them to gain a better understanding had been declined by the Office of the Police and Crime Commissioner.

Members referred to page 23, Table 3 and the total number of Police Officers Cambridgeshire Constabulary had access to: 1341 in 2014/15 and 1539 in 2015/16. Members felt that these figures were misleading as the number reflected the total number of officers when collaborated with Bedfordshire and Hertfordshire.

Members commented on and questioned in detail Appendix 1: Draft Medium Term Financial Strategy 2015/19.

Members of the Panel sought clarification as to why there was so little detail and explanation provided in the Draft Medium Term Financial Strategy to allow in-depth scrutiny.

Members requested detailed information on the following:o Cost of the 101 service and staff costso Details of the 8% rise in the Office of the Police and Crime Commissioner staffing

costso Breakdown of the Office of the Police and Crime Commissioner staff including

salary and postso Victims Hub running costs and staffo Treasury detailso Capital expenditure

In response the Commissioner stated that the Police and Crime Plan – Appendix 1 update would be considered at the next Panel meeting. He added that the cost of his

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office reflected the wider scope of responsibilities that he had taken on, such as victims services.

Members commented on and questioned in detail Appendix 4: Draft Office of the Police and Crime Commissioner and Appendix 5: Draft Estimated Share of Precept to be paid by each District/City Council in 2015/16.

At this point Councillor Sinnott put forward a recommendation to veto the Precept on the basis that there was not enough detail in the report to allow proper scrutiny. The proposal was seconded by Councillor Reeve. Members of the Panel debated the recommendation.

The Chairman reminded the Panel of the procedure should the Panel decide to veto the Precept. A total number of nine Panel members which would be equivalent to two thirds of the Panel membership would be required to vote in favour of the recommendation for it to be approved.

One Member commented that in his view there was sufficient information to consider the precept.

The Chairman then asked the Panel to vote on the recommendation to veto the proposed Precept. The Panel voted against the proposal and was therefore NOT agreed. (3 in favour, 6 against, 1 abstention)

Responses by the Commissioner to questions from the Panel included:

The Commissioner worked closely with the Constabulary to ensure an effective and efficient police force including holding them to account at a monthly Board meeting. Reports were requested to ensure the constabulary were delivering against the Police and Crime Plan. The Commissioner’s office was also proactive in identifying potential issues for review. The police force was very proactive and often came forward with solutions before problems occurred.

The Government Council Tax Freeze Grant was not automatically consolidated into the Base in future years. It had, however, been rolled into the main grant in the last two years so it was hoped that this would continue.

For the year 2015/2016 the cost of fuel and vehicles had been rebased to the current cost of running vehicles and a rate of 3.5 % had been applied over the next few years.

The £875k for victim’s services and restorative justice mirrors the grant received this year from the Justice Department. No grant had been promised for 2016/17 but if a grant was received it would improve the budgetary position.

The format provided for the Draft Medium Term Financial Strategy was similar to that provided in previous years to the Panel but with more detail.

All agencies had been informed of the future reduction in the Community Safety Crime Reduction grant and that this would be spread across all agencies.

MRP - Minimum Revenue Provision ERSOU - Eastern Region Special Operations Unit Kings Lynn PIC – Police Investigation Centre The Police and Crime Plan – Appendix 1 update would be presented to the Panel at the

meeting in March. The telephone rental figure was the actual cost as the budget figure had been

inadequate. The £20k was an audit fee which previously resided with the constabulary which was now

being paid for by the Commissioner’s Office. The same auditors are used by the Police Commissioners Office and the constabulary.

The subscriptions corporate were for professional organisations but a list could be provided.

The Collection Fund Surplus (+)/Deficit (-). The Commissioner’s Office received estimates from each authority every year of how much the council tax base would be. In

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the table at Appendix 5 Fenland had a figure of £55,592 which indicated that they had estimated a figure which had been too low or it could be due to improved collection rates.

The Chairman put forward a recommendation to support the 0% increase in Precept.

The Chairman put the recommendation to approve the 0% increase for the Precept for 2015/2016 to a vote. The recommendation to approve the proposal of a 0% increase for the Precept for 2015/2016 was APPROVED. (8 in favour, 1 against, 1 abstention)

The Chairman addressed the Police and Crime Commissioner and requested that he take on board the comments made by the Panel and give serious consideration as to how the Panel might get involved earlier in the budget setting process on an informal basis. This would allow the Panel to have a better understanding of how the budget was achieved and allow the Panel to be more focused and contribute in a more positive way at the formal budget meeting. The Commissioner noted the request and advised that he would consider giving information to the Panel earlier in the process, however preparation and setting of the budget was the Police and Crime Commissioner’s duty.

Following debate, the Panel AGREED to endorse the Police and Crime Commissioner’s proposed precept.

ACTION

The Panel requested that the Police and Crime Commissioner

1. Take on board the comments made by the Panel.2. Provide more detail when reporting on the budget in the future.3. Engage with the Panel earlier in the budget setting process.4. Provide a further detailed report on the budget at the 18 March meeting of the Panel.

7. Cambridgeshire Police and Crime Plan- Objective 4: Keeping people Safe

The Police and Crime Commissioner introduced the report which provided the Panel with an update on the progress made towards Objective Four of the Commissioners Police and Crime Plan – Keeping People Safe. The Commissioner highlighted the following areas:

Domestic Abuse Hate Crime Victims Hub Integrated Offender Management Vulnerable People – Child Sexual Exploitation and Hate Crime Cambridgeshire Constabulary’s Performance Update

Responses by the Commissioner to questions from the Panel included:

The Integrated Offender Management Scheme which had been set up to address issues of offending mainly around serious acquisitive crime such as those committing dwelling burglary had seen evidence of a reduction in reoffending.

Violence against a person statistics had increased due to the fact that more people were now reporting such crimes. The police force had a working group which was looking at domestic violence.

Members sought clarification with regards to the Victims Hub. What happens to those victims who are assessed as low to medium risk in particular those subject to domestic violence. What services were offered and what referrals were made. Members were advised that the police force had an action plan to assess vulnerability and this was continually being developed. The group of people who would be dealt with by the Victims Hub had also been widened.

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Members had various questions seeking clarification regarding the information contained within the graphs in the report under the heading “Continue to Tackle Crime and Disorder”. The Deputy Police and Crime Commissioner responded that the format of the performance report was currently being reviewed.

Members commented that Victim Based Crime recorded by the Police was increasing and asked if there was some way of separating out newly reported crime and a way of showing the trend of historical crime. Members were informed that historically many people had chosen not to report crime. As more people report crime and recording processes have been tightened up, recorded crime has risen.

Members referred to page 49, paragraph 7.4 and the increase in recorded hate crime. Members sought clarification as to whether there had been an actual increase in hate crime or just an increase in the recording of hate crime. The Commissioner responded that the Force has been encouraging increased reporting. The Commissioner had requested a full report on the subject from the police force.

Members requested more evidence based information regarding hate crime statistics. The Commissioner noted the request.

At this point Councillors Fox, Stokes, Shelton and Ablewhite left the meeting.

Members referred to page 54, Police and Crime Dashboard. How was the Commissioner challenging the police force on the areas of underperformance and what action was being taken. The Commissioner responded that the police force were challenged on performance at the monthly Board meetings and detailed reports were requested on specific areas as necessary.

Members requested that the Commissioner report to the Panel on what action the Chief Constable was taking to address the areas of underperformance. The Commissioner responded that the monthly Performance reports to the Board were published on the website and a link could be sent directly to the Panel.

Councillor Sinnott had a number of questions for the Police and Crime Commissioner relating to domestic abuse. Due to the number of questions the Chair requested that Councillor Sinnott write to the Police and Crime Commissioner outside of the meeting and copy in the Panel members. The Chair also requested that the Commissioner provide a written response to all Panel members.

ACTIONS

1. Councillor Sinnott to write to the Police and Crime Commissioner with a list of questions relating to domestic abuse.

2. The Panel noted the report and requested the following actions be taken by the Police and Crime Commissioner:

a) Provide a formal response to questions submitted by Councillor Sinnott to the Police and Crime Commissioner when received.

b) Send the Panel a link to monthly performance reports as presented to the Board from the Chief Constable.

8. Community Remedy and Anti-Social Behaviour, Crime and Policing Act 2014.

The Police and Crime Commissioner introduced the report which provided the Panel with details of the Community Remedy document for Cambridgeshire, outcomes of the Cambridgeshire Police and Crime Commissioners public consultation, how the Community Remedy is being applied and how this has been communicated to the public.

Responses by the Commissioner to questions from the Panel included:

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Members referred to page 73, paragraph 6.3 and raised concern regarding the number of recipients to the consultation. Thousands of recipients were referred to but no exact number was quoted. 52 online responses seemed very low. The Commissioner responded that the consultation was publicised to over 12000 subscribers but trying to get responses was difficult. The 52 respondents were genuine victims who came forward with some very sensible suggestions.

Members referred to paragraph 7.2, and the Community Remedy Options and in particular financial recompense. Would there be a mediator involved with this option. Members were informed that this did not mean that financial compensation would be paid to the victim. An example would be if a gate was damaged a new gate would be provided.

ACTION

The Panel noted the report

9. Decisions by Cambridgeshire Police and Crime Commissioner

The Panel received a report to enable it to review or scrutinise decisions taken by the Police and Crime Commissioner under Section 28 of the Police Reform and Social Responsibility Act 2011. The Panel was recommended to indicate whether it would wish to further review and scrutinise the decisions taken by the Police and Crime Commissioner taken since the previous Panel meeting.

There were no questions from the Panel.

ACTION

The Panel noted the report and decisions that had been made by the Commissioner.

10. Meeting Dates and Agenda Plan 2014-2015

The Panel received and noted the agenda plan including dates and times of future meetings.

ACTION

The Panel agreed that the following items be included on the Agenda Plan at a future meeting:

a) Follow up report on 101 Call Handling.b) How the Police and Crime Commissioner is considering ways of measuring public

confidence.c) Further statistical information regarding the number of Specials going back to 2006

and those who have had more than two years’ service.

ACTIONS

DATE OF MEETING

ITEM ACTION UPDATE

28 January 2015

11. Precept Report 2015-2016

The Panel requested that the Police and Crime Commissioner

1. Take on board the comments made by the Panel.

2. Provide more detail when reporting on the budget in the future.

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DATE OF MEETING

ITEM ACTION UPDATE

3. Engage with the Panel earlier in the budget setting process.

4. Provide a further detailed report on the budget at the 18 March meeting of the Panel.

Police and Crime Plan Variation – Appendix 1 Update on agenda for 18 March 2015 meeting.

Cambridgeshire Police and Crime Plan- Objective 4: Keeping people Safe

1. Councillor Sinnott to write to the Police and Crime Commissioner with a list of questions relating to domestic abuse.

2. The Panel noted the report and requested the following actions be taken by the Police and Crime Commissioner:

a. Provide a formal response to questions submitted by Councillor Sinnott to the Police and Crime Commissioner when received.

b. Send the Panel a link to monthly performance reports as presented to the Board from the Chief Constable.

No questions had been submitted to the Police and Crime Commissioner as of 10 March 2015.

A link to the Commissioner’s Business Coordination Board (BCB) meeting papers has been provided to the Panel.http://www.cambridgeshire-pcc.gov.uk/business-coordination-board/bcb-february-xxth-2015/

12. Meeting Dates and Agenda Plan 2014-2015

The Panel agreed that the following items be included on the Agenda Plan at a future meeting:

a) Follow up report on 101 Call Handling.

b) How the Police and Crime Commissioner is considering ways of measuring public confidence.

c) Further statistical information regarding the number Specials going back to 2006 and those who have had more than two years’ service.

To be programmed in to the 2015/2016 Agenda Plan.

The meeting began at 2.00pm and ended at 4.45pm CHAIRMAN

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CAMBRIDGESHIRE POLICE AND CRIME PANEL Agenda Item No. 5

18 MARCH 2015 Public Report

Report of: Ian Phillips, Peterborough City Council, Police and Crime Panel Lead

Contact Officer(s) – Ian PhillipsContact Details – Ian.Phillips@peterborough.gov.uk

REVIEW OF COMPLAINTS

1. PURPOSE

1.1 To update the Cambridgeshire Police and Crime Panel on complaints received against the Commissioner

2. RECOMMENDATIONS

2.1 Note details of this report

3. TERMS OF REFERENCE

3.1 This report discharges the responsibility for the panel to have an overview of complaints made against the Commissioner

4. BACKGROUND

4.1 Regular quarterly update to the panel on any complaints received for investigation.

5. KEY ISSUES

5.1 During the course of this reporting period there were no complaints made against the Commissioner.

6. IMPLICATIONS

6.1 None

7. CONSULTATION

7.1 None

8. NEXT STEPS

8.1 N/a.

9. BACKGROUND DOCUMENTSUsed to prepare this report, in accordance with the Local Government (Access to Information) Act 1985

9.1 None.

10. APPENDICES

10.1 None

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CAMBRIDGESHIRE POLICE AND CRIME PANEL

Agenda Item No.6

18th March 2015

Public Report

Report of Cambridgeshire Police and Crime Commissioner Contact Officer – Dorothy Gregson Contact Details – cambs-pcc@cambs.pnn.police.uk 0300 333 3456

POLICE AND CRIME PLAN VARIATION – APPENDIX 1 FINANCES UPDATE 1. PURPOSE

1.1 The purpose of the report is to provide the Police and Crime Panel (“the Panel”) with an update

of the Police and Crime Commissioner’s (“the Commissioner”) Police and Crime Plan (“the Plan”) Appendix 1 – Finances.

2. RECOMMENDATIONS

2.1 The Panel agree the variation to Appendix 1 of the Plan provided within Appendix E of this report.

3. TERMS OF REFERENCE

3.1 Item 1 - To review and make a report or recommendation on the draft Plan, or draft variation, given to the Panel by the Commissioner.

4. BACKGROUND

4.1 The Commissioner presented the proposed precept and budget to his Business Coordination Board (“the Board”) at their meeting on the 20th January 2015 for their consideration. The Commissioner notified the Panel of his proposal to freeze the precept for the financial year 2015/16 at their meeting on the 28th January 2015. The Panel reviewed the recommendation at their meeting and made a formal report dated 30th January 2015 endorsing the precept. The Commissioner formally responded to the Panel’s report on their recommendation on the 24th February 2015.

4.2 When establishing, considering and scrutinising the budget The Policing Protocol Order 2011 should be kept in mind, which sets out some key guiding principles for all Police and Crime Commissioners, Chief Constables and Police and Crime Panels. In relation to the financing of policing the Protocol sets out the following:

“The Commissioner is the recipient of all funding … related to policing and crime reduction and all funding for the force [Constabulary] must come via the Commissioner. How this money is allocated is a matter for the Commissioner in consultation with the Chief Constable … .The Chief Constable will provide professional advice and recommendations.

The Commissioner must not fetter the operational independence of the police force and

the Chief Constable who leads it.

The Chief Constable is responsible to the public and accountable to the Commissioner for … having day to day responsibility for financial management of the force within the framework of the agreed budget allocation and levels of authorisation issued by the Commissioner.

In order to respond to the strategic objectives set by the Commissioner and the wide variety of challenges faced by the police every day, the Chief Constable is charged with the direction and control of the force and day-to-day management of such force assets

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as agreed by the Commissioner.

The Commissioner is ultimately accountable to the public for the management of the police fund. The Commissioner and Chief Constable share a responsibility to provide effective management of the policing budget and to secure value for money on behalf of the public that they both serve.

The Chief Constable has day to day responsibility for managing their allocated budgets after they have been approved by the Commissioner. The Chief Constable must ensure that the financial management of their allocated budget remains consistent with the objectives and conditions set by the Commissioner and those set within his Plan”.

5. REVENUE BUDGET 2015/16 BUILD PROCESS

5.1 The process of setting the budget for the 2015/16 financial year commences on the first of April the previous year, through the adoption of the policy to identify savings throughout the preceding financial year which contribute to the 2015/16 financial position. This is monitored, via budget monitoring which is reported monthly to the Commissioner’s Finance Sub-Group, Chaired by the Deputy Police and Crime Commissioner, whose minutes are reported to the Board.

5.2 The budget setting process commences in earnest in September, with the known factors including contractual commitments, costs, pressures and savings identified during the current financial year, alongside assumptions relating to central government funding setting the financial landscape for the coming year. Cambridgeshire Constabulary (“the Constabulary”) Budget Managers were tasked with reviewing their budgets and recommending savings to initially the Constabulary’s Director of Finance and Resources. This work was undertaken closely with the Constabulary’s Finance Team.

5.3 In December 2014 the Home Office issued their provisional Police finance settlement. This showed a funding reduction of 5.1% in the main Police Grant, equating to just under £4m reduction for the Commissioner. At the time other funding announcements relating to Victims Grant, Capital Grant and top slicing for National Information Communications and Technology (ICT) Infrastructure were not made. Thereby, creating uncertainty around these funding streams. As a result of the funding settlement, the revenue budget was updated and showed a funding gap of £5.1m.

5.4 Due to the timing of the Provisional Settlement being announced a verbal update was given to the Board at its meeting held on 17th December 2014, highlighting that the funding reduction was larger than the 4.7% which had been anticipated. This resulted in the gap increasing by £300k. The Medium Term Financial Plan (Financial Plan) was presented to the Board at its meeting on 8th January 2015 for consideration. This proposed a balanced budget for 2015. The Commissioner also announced his proposal to freeze the policing element of the precept at 0% for the 2015/16 financial year.

5.5 At the Board meeting on 20th January 2015, the Precept Report was presented for approval. This covered both the budget for 2015/16 and the Commissioner’s proposal to freeze the precept.

6. REVENUE BUDGET ASSUMPTIONS

6.1 As with all budgets, there were a number of assumptions made at the time of presenting the budget and precept to both the Board and the Panel. This would have been due to information received from Central Government being provisional, information awaited from partners and making forecasts of what is likely to happen during the financial year. The main assumptions are:

Policing Grant reduction of 5.1%. This is now confirmed in the Home Office Final settlement issued on 4th February 2015.

Figures for the Council Tax Base and Collection Fund were previously awaited. All information has been received from Local Authorities and is built into the budget.

Police Staff pay awards was previously at assumed 1%. Notification has now been received that the pay award will be 2.2% commencing in March 2015 and covering the

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period up to September 2016. This is an increase of £171k.

Victims Grant provisional notification was £875k. Final notification was received in February 2015 allocating funding of £910k. This is an increase of £35k which has been built into the budget. However, there is no net impact on the budget as the grant expenditure has been increased accordingly.

Police Officer pay award – 1%. Maintained at this level as negotiations have yet to commence on the pay award for September 2015.

General Inflation and Fuel Inflation – 1.4%.

Energy Inflation – 3.5%.

6.2 All final funding notifications (Police Grant and Victims Grant) have now been received. As can be seen from the above the main area waiting confirmation is the Police Officer pay award.

7. PRESSURES AND GROWTH

7.1 The budget gap which was identified for 2015/16 resulted from a combination of a reduction in funding and identified pressures. The pressures will have either been identified during the prior financial year or are an anticipation of increased costs in the 2015/16 financial year.

7.2 The main pressures impacting on the 2015/16 budget are:

Pay awards and increments

Inflation

Contractual Commitments

Known factors such as insurance premiums and software licence etc.

8. SAVINGS

8.1 As referred to in para 4.1, savings contributing to the budget gap are identified throughout the preceding financial year. All Budget Managers were charged with addressing savings in their area of business and those savings were then challenged by their peers to produce a robust list of savings.

8.2 £4.7m of savings have been identified which has enabled the budget to be balanced for 2015/16. These have been considered, discussed and challenged at the Constabulary’s:

Force Executive Meetings;

Chief Constable’s Governance Board;

Financial Planning Days;

Change Management Board which oversees the capital programme; and

Joint reviews by heads of service and Finance Team

They also underwent further scrutiny and challenge by the Commissioner as part of the budget build process at his:

Finance Sub-Group; and

Board meetings

8.3 The Precept report presented to Panel on 28th January 2015 highlighted the savings which have been identified. These included:

Police Staff

PCSO turnover and recruitment

Transport costs

Supplies and Services costs

Increase in anticipated non-discretionary income.

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9. 2015/16 REVENUE BUDGET

9.1 The 2014/15 budget represented the final year of the 2010 Spending Round which set out a 20% real terms reduction in grant funding for the Police Service for the period 2011/12 – 2014/15. 2015/16 is the first financial year not covered by a multi-year spending review.

9.2 2014/15 budget net revenue expenditure requirement was £130.9m. The net revenue expenditure requirement in 2015/16 will reduce to £129.6m. The table below sets out a high level summary of the budget and shows that gross expenditure will decrease by £1.3m. Appendix A gives a further summary of 2015/16 budget and Appendix B sets out the budget on a subjective basis.

* As part of the collaboration outlined in section 11 the balance of support costs applicable to local policing are more directly applied.

9.3 During 2014/15 the Constabulary have been able to deliver significant in year savings, which have contributed towards the budget gap which was identified for 2015/16. At the time of writing the underspend for 2014/15 is projected to be £3.8m

10. PRECEPT AND COUNCIL TAX FREEZE GRANT

10.1 Since taking Office in November 2012, the Commissioner has been ensuring that the Constabulary is delivering an effective and efficient policing service to the people of Cambridgeshire, which is sustainable in the future. To ensure that this can be achieved the Commissioner is overseeing (in conjunction with the Constabulary) the delivery of Programme Metis (provision of mobile technology) and Collaboration with Bedfordshire Police and Crime Commissioner/Police together with Hertfordshire Police and Crime Commissioner/Constabulary.

10.2 When considering the policing element of the council tax, the Commissioner has ensured all efficiencies are identified and that the reserve levels are at an appropriate level to meet the needs of policing. The Commissioner is also mindful that during the previous four years the Government has offered a council tax freeze grant to any Policing bodies, who did not increase the level of council tax. These have been rolled into baselines and this will continue for 2015/16. The Department for Communities and Local Government has set this at 1% of the council tax. For Cambridgeshire this is worth £472k and has been assumed to continue for one further year only (2016/17) in the Financial Plan.

10.3 During his Election campaign the Commissioner had stated he would ensure value for money policing with no extra burden on the council taxpayer. The current rate of inflation, as at January

2014/15 Budget £’m 2015/16 budget £’m

Local Policing 62.2* 72.4*

Operational Support 45.8* 32.3*

Collaboration 19.5 21.7

Office of the Police and Crime

Commissioner

1.2 1.2

Community Safety / Crime

Reduction Grants

1.3 1.3

Victims and restorative

Justice Grants

0.4 0.9

Capital Financing Costs 2.2 1.8

Income -1.7 -2.1

Net Revenue expenditure

requirement

130.9 129.5

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2015, is 0.3% which is lower than the council tax freeze grant on offer.

10.4 For the above reasons and also due to projects currently in place to deliver future efficiencies, the Commissioner will be freezing council tax for 2015/16 and will apply for the expected council tax freeze grant from the Government. This means that the Band D council tax rate will remain at £181.35p for the 2015/16 financial year. This equates to £3.48 per week and 50p per day. The table below shows the 2015/16 council tax rate for each banding.

10.5 The Commissioner has now received notices from each local authority confirming the council tax base for 2015-16 and the collection fund surplus/deficit. The table below shows the total income to be collected from the authorities in 2015/16, which is based on the information from the authorities and the council tax bands which have been set by the Commissioner.

11. MEDIUM TERM FINANCIAL PLAN

11.1 The Financial Plan is a projection of the likely resource requirements over the next four years (up to 2018/19), based on both known events and assumptions of likely occurrences (such as inflation). This is a live document which will be continually updated as and when new information is received.

11.2 The Financial Plan pulls together forecasts for expenditure, funding, precept, reserves and investments over the next four years, which then estimates the funding gap required to be addressed. This is a base tool for future planning, but it is important to stress that it is not the only tool used in future planning.

11.3 Whilst the Government has announced its funding intentions for 2015/16, it did not give indications to funding levels beyond this period. This has created a level of uncertainty as to future funding and the size of the budget gap over the next four years. The Commissioner and

Council Tax Band £

A 120.90

B 141.05

C 161.20

D 181.35

E 221.65

F 261.95

G 302.25

H 362.70

15-16 Council Tax Base Total Precept

Collection fund surplus / (deficit)

Total Precept adjusted for collection fund

Cambridge City 39,946.20 7,244,243.37 -63,138.32 7,181,105.05 East Cambridgeshire District Council 28,263.00 5,125,495.05 17,678.00 5,143,173.05

Fenland District Council 27,368.00 4,963,186.80 63,150.00 5,026,336.80

Huntingdon District Council 58,329.00 10,577,964.15 69,068.00 10,647,032.15 South Cambridgeshire District Council 59,680.40 10,823,040.54 130,130.00 10,953,170.54

Peterborough City Council 52,305.00 9,485,511.75 0.00 9,485,511.75

Total 265,891.60 48,219,441.66 216,887.68 48,436,329.34

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Constabulary have taken a prudent approach in estimating fund reductions within the Financial Plan, which are based on a number of factors including past funding reductions together with consideration of publications and reports in the public arena (I.e. Central Government forecasts of future departmental reductions).

11.4 The Financial Plan at Appendix B shows the key assumptions that have been made when predicting future resource requirements and funding levels. This shows the cumulative gap over the next four years is currently anticipated to be £17.3m.

11.5 The certainty within the Financial Plan is that the pressures are unavoidable. However, when the Commissioner came into office in November 2012, there was a realisation (with the Chief Constable) that plans needed to be developed then to address the issues that would be faced in the years ahead. From this Programme Metis and collaboration were borne.

12. PROGRAMME METIS

12.1 Programme Metis is a technology enabled project aimed at freeing up front line police officer time through the use of the most up to date hardware and software which will bring together 27 different databases and all day to day policing reports, to be accessed by individual police officers computer, tablet or mobile phone whilst out and about in the community.

12.2 The benefits of this programme are starting to be realised as an increasing number of front line officers are accessing real time information (through the use of an application known as TuServ) at anytime and anywhere within the county. This means that an officer will know what issues there either are or have been within their vicinity and can respond without the need to always travel back to base. Over the coming year the system should be fully operational and the full benefit should begin to be realised. These benefits have already been demonstrated to be substantial and enable front line police to spend much more time in the communities they serve rather than “behind a desk”.

12.3 During 2013 extensive investigations were carried out within back office functions of the Constabulary and how these might change with the development of TuServe and similar transformational changes in processes. A total of 29 areas of business, incorporating 68 cost centres, and based upon the business user requirements together with 1400 story cards were produced. These indicate significant potential savings in back office costs and it is expected that these will become increasingly available to support the budget over the coming three to four years.

13. COLLABORATION

13.1 The Commissioner and the Constabulary also identified that major opportunities could

potentially be realised through collaboration. There are currently collaboration initiatives that the Constabulary are undertaking with Bedfordshire Police and Hertfordshire Constabulary (BCH) and the Eastern Region Special Operations Unit.

Bedfordshire, Cambridgeshire and Hertfordshire Collaboration

13.2 Building on the existing programme to collaborate the areas of operational policing described within Joint Protective Services, the Commissioners and Chief Constables of Bedfordshire, Cambridgeshire and Hertfordshire signed a memorandum of understanding in December 2013 to widen areas of collaboration. This established lead forces for the following functions:

Joint Protective Services – Bedfordshire Police is the lead force and includes:

Armed Policing Unit

Automated Number Plate Recognition

Central Ticket and Collisions Administration

Counter Terrorism and Domestic Extremism

Delegation of Authority (on call arrangements)

Dogs Section

Major Crime Unit

18

Operational Planning and Support Unit

Road Policing Unit

Scientific Services Unit

Organisational Support – the Constabulary is the lead force and includes:

Finance

Procurement

Human Resources

Training

Professional Standards

ICT

Information Management

Performance

Operational Support – Hertfordshire Constabulary is the lead force and includes:

Public Contact

Command and Control

Crime Recording

Criminal Justice

Custody

Firearms Licensing

Resource Management

13.3 The collaboration is overseen by the Collaboration Support and Change Management function. The total 2015/16 budget for collaboration of services and support, which has been built into the Financial Plan is £17.5m. This is the cost of the services that have currently transferred into the collaboration and a contribution to the collaboration support team.

13.4 The potential savings from collaboration will be phased over a number of years. Building on the Commissioner’s and Constabulary’s principles of only including savings which been realised, the budget includes £500k savings from Joint Protective Services and £600k from ICT. During 2015/16 full Business Cases are expected to be agreed and as defined savings begin to become a reality they will be included within the budgetary process.

13.5 Business Cases for other areas of collaboration are anticipated to be presented during the financial year for approval to proceed. It is anticipated that these will commence realising savings during the year, which will contribute towards the funding gap in future years. The savings from these will only be taken (and the Financial Plan updated), when the full Business Cases are produced validating them and when they start to materialise. The main Business Cases anticipated during the financial year are:

Human Resources and Learning & Development - The Project Outline Document has been agreed and the Outline Business Case was accepted in February 2015. Initial savings are expected through the brigading of senior manager roles followed by work to operate common policies and procedures.

Public Contact - An Outline Business Case for collaborating across Public Contact has been completed. Work is on-going to determine the optimum configuration for delivering Public Contact across BCH taking into account the crucial role the service provides in the effective delivery of policing, the scope to use new technology to enable the public to contact the police and the scope to introduce more efficient processes.

ICT - Joint ICT work between BCH forces has been undertaken over the last four years and there is a high level of alignment in future ICT plans in key areas such as ‘back-

19

office’ systems, control room, mobile technology and our key crime systems, particularly Athena. A tri-force Director of ICT has been appointed and is in post. The Strategic Outline Business Case has been agreed and work is underway on the Full Business Cases.

The Full Business Case for Firearms Licensing was agreed in February 2015 and other Business Cases anticipated include Criminal Justice and Information Management.

Eastern Region Special Operations Unit

13.6 Eastern Region Special Operations Unit was established in 2010 to deliver an increased response to tackling the threat of organised crime across the six police forces/police and crime commissioners (Bedfordshire, Cambridgeshire, Essex, Hertfordshire, Norfolk and Suffolk) in the Eastern Region of the United Kingdom and to provide specialist covert policing capability to law enforcement. The collaboration includes the Eastern Region Intelligence Unit, Regional Asset Recovery Team, Asset Confiscation Enforcement and the Cyber Crime Unit.

13.7 The budget includes a £2.1m contribution to this collaboration, which reflects the cost of the services that have been transferred to Eastern Region Special Operations Unit.

Other Joint Arrangements

13.8 The Commissioner is also engaged in a national arrangement for the provision of air support for Cambridgeshire through the National Police Air Service and ensuring custody capacity through an arrangement with Norfolk Constabulary to share the use of King’s Lynn Police Investigation Centre.

14. SPECIFIC GRANTS

14.1 The Commissioner has allocated £2.25m of grant funding to use towards various community

safety and victim led initiatives/services. These specific grants have controls in place and recipients must demonstrate that the money has been used for the correct purpose. This is outlined below:

The Police Reform and Social Responsibility Act 2011 gave Commissioners the powers to make crime and disorder reduction grants. In 2013/14 the Commissioner received a Community Safety Grant, which in subsequent years has been rolled into the main Policing Grant to be used at the Commissioners’ discretion. As within 2014/15, the Commissioner has decided to maintain this grant (albeit at a level which is representative of the Policing Grant reduction received from the Home Office), which means, when combined with the grants that the Commissioner took over from the Constabulary, he is able to allocate £1.3m of grants towards community safety and crime reduction.

The Commissioner received £455k during 2014/15 from the Ministry of Justice to commission services for victims. For 2015/16 a full years (£910k) funding allocation will be received. This funding is to enable the Commissioner to provide:

(i) services for victims of crime and particularly victims in the priority categories outlined in the Victims’ Code: victims of the most serious crime, persistently targeted victims, and vulnerable or intimidated victims, to help them cope with the immediate impacts of crime and, as far as possible, recover from the harm they have experienced;

(ii) services for victims of sexual and/or domestic violence;

(iii) support services for family members;

(iv) capacity and capability building for restorative justice services (this element of the grant is not ringfenced).

14.2 The move from national to local commissioning of victim support services has enabled the Commissioner to not only integrate the provision of services, but also to enhance them. In a pioneering move, the Commissioner has opted out of national Victim Support services and created a police-led local Victims’ Hub staffed by local people who understand local crime trends and the local support services available. Victim Care Co-ordinators assess victims of crime to determine the level of support they need and then help them in the most appropriate

20

way, bringing in specialist services, commissioned primarily by the Commissioner, as required.

15. CAPTIAL FINANCING

15.1 The Capital Programme expenditure for 2015 to 2019 has been financed without the need for external borrowing, which has been the wish of the Commissioner, to continually ensure that available resources are maximised for policing purposes. Financing of the programme will be through a number of different sources which include Capital Grant from Government, Capital Receipts, Revenue Contributions and the use of Capital Reserves for its intended purpose.

15.2 The Capital Programme 2015 to 2019 revenue effects are included in the budget and the Financial Plan.

16. OFFICE OF THE POLICE AND CRIME COMMISSIONER

16.1 The Plan is a live document which has been updated during the year to reflect the work of the Commissioner and duties of the Office of the Police and Crime Commissioner have changed significantly since the Commissioner came into office. These include taking on the responsibility for the provision of certain victims’ services from October 2014 and the continued scrutiny and oversight implications of the large collaboration projects being undertaken to deliver the savings required over the next few years.

16.2 From 2014 the Commissioners’ Office incorporated the strategic overview and direction of the Constabulary’s Estates. This is in line with the Commissioner’s responsibility for the ownership of all land and property utilised for policing activities.

16.3 Despite the increased responsibilities and workload that comes with this, the Commissioner is mindful of not wanting to impose additional burden on the tax payer. Therefore he has made the decision to freeze his budget for 2015/16 at the same level as 2014/15 and absorb any pay and cost inflation pressures within this.

16.4 The budget of 2015/16 has been reviewed and the £20k increase shown within the overall budget relates to a transfer of the external audit fees from the Constabulary’s budget. The staffing budget has been increased by £79k to reflect the full cost of staff who came into post during the 2014/15 financial year. These posts reflect the increased responsibility and the widening remit of the Commissioner and include the posts of Volunteer Co-ordinator, Southern Outreach Worker and Director of Communications and Engagement, along with increasing the number of hours for the Strategic Advisor, who took on the Victims and Restorative Justice programmes. This increase in cost was funded through the review of Legal fee requirements for 2015/16.

16.5 It is currently anticipated that the Commissioner’s Office will underspend on its budget by £100k during 2014/15. It is the intention to hold this in a reserve to be used in 2015/16 to provide and in depth overview for the Commissioner of BCH collaboration and commissioning services.

16.6 The detailed budget for the Commissioner’s Office is shown at Appendix C.

17. ROBUTNESS OF ESTIMATES

17.1 Under Section 25 of the Local Government Act 2003, the Commissioner’s Chief Finance Officer is required to report on the robustness of the estimates made for the purposes of the budget calculations.

17.2 Work on the 2015/16 budget gap started at the beginning of 2014/15, as the Constabulary identified savings during the financial year which contributed towards balancing the budgets for the next financial year. This is the established practice, which ensures that the savings and efficiencies are achievable and the Constabulary continually strives to ensure effective and efficient policing.

17.3 All Budget Managers were charged with addressing savings in their area of business and those savings were then challenged by their peers to produce a robust list of savings. The Constabulary’s Finance Team then worked with Budget Managers to secure the savings identified.

17.4 As described in para 4.1, over the last few years the Constabulary has been able to deliver savings ahead of schedule. This has slightly eased the pressure on preparation of the 2015/16 budget, however, the future remains very challenging as the funding gaps demonstrate.

21

17.5 The Commissioner has built on the Constabulary’s tried and tested budget preparation and

monitoring arrangements. This includes scrutiny of where and how savings have been achieved and reassurance that, where possible, they have been built into the following year’s budget.

18. USE OF RESERVES

18.1 Section 25 of the Local Government Act 2003 requires the Chief Finance Officer to report on the adequacy of the proposed financial reserves as part of budget setting considerations.

18.2 Appendix D sets out the Commissioner’s reserves including estimated movements in 2014/15 and 2015/16.

18.3 Earmarked Reserves have been built up over the last few years specifically for the financing of capital (via the Capital Reserve). The Capital Reserve has been applied to fund legacy schemes (schemes approved pre 2013) and use of the Capital Reserve in this way reduces the pressure on the revenue costs required to fund the capital programme.

18.4 The Commissioner holds a general reserve (7%), primarily as a contingency for major police operations which may come out of the blue and at major cost.

19. POLICE AND CRIME PLAN UPDATE

19.1 Appendix E shows the updated Plan Appendix 1. This sets out the resourcing for the financial year and has been updated for the financial year 2015/16, to reflect the approvals from the Board and the endorsement of the Precept from the Panel. The Financial Plan has been updated for the latest known information and covers the periods 2014/15 to 2018/19.

20. FURTHER INFORMATION

20.1 The Commissioner routinely publishes financial information on his website, which is available for all to access. This includes the follow (with links the area of the website):

Financial Information - http://www.cambridgeshire-pcc.gov.uk/transparency/financial-information

Expenditure over £500 - http://www.cambridgeshire-pcc.gov.uk/transparency/expenditure-over-500

Contracts over £10k - http://www.cambridgeshire-pcc.gov.uk/transparency/financial-information

Office of the Police and Crime Commissioner – Staffing - http://www.cambridgeshire-pcc.gov.uk/transparency/the-office-of-the-police-and-crime-commissioner-staffing

Office of the Police and Crime Commissioner salaries - Salaries - The Police & Crime Commissioner for Cambridgeshire | The Police & Crime Commissioner for Cambridgeshirehttp://www.cambridgeshire-pcc.gov.uk/transparency/salaries/

Expenses - http://www.cambridgeshire-pcc.gov.uk/transparency/expenses

Business Co Ordination Board Papers - http://www.cambridgeshire-pcc.gov.uk/business-coordination-board

21. SUMMARY

21.1 The Commissioner has achieved a balanced budget for 2015/16 through ensuring, in conjunction with the Constabulary, that efficiencies are driven out of all parts of the Constabulary whilst maintaining a commitment to not put additional burden onto the tax payer.

21.2 The Financial Plan shows a gap of over £17m in 2018/19. The Commissioner has already set in motion initiatives including Metis and collaboration to contribute towards addressing the gap and will continue to seek opportunities to maximise the efficiency and effectiveness of the Constabulary as well as his own office.

21.3 It is important for the Panel to note that the budget is a forecast of what is expected to happen in the financial year based on known information and assumptions. There is a potential that events during the financial year could necessitate a reallocation of budgets, if differing priorities

22

emerge.

22. RECOMMENDATION

22.1 The Panel agree the variation to Appendix 1 of the Plan provided within Appendix E of this report.

23. APPENDICES

APPENDIX A - Cambridgeshire Office of the Police and Crime Commissioner – Medium Term Financial Forecasts

APPENDIX B - Cambridgeshire Office of the Police and Crime Commissioner – Medium Term Financial Forecasts

APPENDIX C - Office of the Police and Crime Commissioner

APPENDIX D - General and Earmarked Reserves - Movements

APPENDIX E - Police and Crime Plan Appendix 1 – Finances

23

APPENDIX A

Cambridgeshire Office of the Police and Crime Commissioner – Medium Term Financial Forecasts

Summary

Budget Proposed

Budget Forecast Budget

Forecast Budget

Forecast Budget

2014/15

2015/16

2016/17

2017/18

2018/19

£'000

£'000

£'000

£'000

£'000

Local Policing Expenditure

53,366

63,221

64,495

66,061

67,666 Operational Support Expenditure

42,383

29,395

29,849

30,453

31,070

Net Cost of Police Pensions

12,249

12,121

13,472

13,809

14,154

Total Income

-1,755

-2,126

-2,126

-2,126

-2,126

Collaboration Expenditure

19,446

21,705

22,417

21,956

22,470

Office of the Police and Crime Commissioner

1,224

1,244

1,263

1,291

1,320

Community Safety / Crime Reduction Grants (OPCC)

1,341

1,307

1,307

1,307

1,307

Victim and Restorative justice Grant

454

910

0

0

0

Capital Financing Costs

2,204

1,756

3,080

3,224

2,574

NET REVENUE EXPENDITURE

130,912

129,532

133,757

135,975

138,435

Contributions +To /- From Reserves

163

-395

0

0

0

NET BUDGET REQUIREMENT (NBR)

131,075

129,137

133,757

135,975

138,435

Budget -Decrease / +Increase Year on Year

0

-0

0

0

0

TOTA FINANCING

131,075

129,137

125,558

123,045

121,265

BUDGET GAP 0 0 -8,199 -12,930 -17,170

Band D Council Tax £ £181.35 £181.35 £184.07 £187.38 £190.76

24

APPENDIX B Cambridgeshire Office of the Police and Crime Commissioner – Medium Term Financial Forecasts

2014/15

2015/16

2016/17

2017/18

2018/19

£'000

£'000

£'000

£'000

£'000

Employee Costs:

Police Officer Pay & Allowances 45,953

45,353

46,392

47,552

48,741

Police Officer Overtime 1,880

1,880

1,880

1,880

1,880

Sub-total Police Officers 47,833

47,233

48,272

49,432

50,621

PCSO Pay & Allowances 4,876

4,787

4,863

4,984

5,109

Support Staff Pay 23,298

23,058

23,422

24,008

24,608

Support Staff Overtime 203

183

186

191

195

Sub-total Police Staff 23,500

23,241

23,608

24,198

24,803

Training 700

587

596

607

617

Other Employee Expenses 41

31

31

32

33

Other Employee Costs 741

618

627

639

650

Total Employee Costs 76,950

75,879

77,371

79,253

81,183

Police Pension Costs:

Notional Employer Contributions 9,787

9,598

11,721

12,036

12,360

Injury Pensions 2,308

2,329

2,364

2,407

2,450

Pension Admin & Comp Grant 155

194

-614

-634

-656

Total Police Pension Costs 12,249

12,121

13,472

13,809

14,154

25

Forecast Forecast Forecast Forecast Forecast

2014/15

2015/16

2016/17

2017/18

2018/19

£'000

£'000

£'000

£'000

£'000

Premises Costs:

Building Repairs, Alterations & Maintenance 825

967

982

999

1,017

Utility Costs 1,046

945

978

1,012

1,047

Rent & Rates 1,260

1,571

1,595

1,623

1,652

Other Premises Costs 284

76

44

10

-26

Cleaning Contract 530

522

529

539

549

Total Premises Costs 3,944

4,080

4,127

4,183

4,239

Transport Costs:

Vehicle Running Costs 1,866

1,679

1,704

1,735

1,766

Hired Transport 12

12

12

12

13

Travel Expenses 565

522

530

539

549

Vehicle Recharges -733

-733

-744

-757

-771

Total Transport Costs 1,711

1,480

1,502

1,529

1,557

0

0

0

Supplies & Services:

0

0

0

Catering & Operational Feeding 228

178

181

184

187

Clothing, Uniforms & Laundry 372

372

378

384

391

Communication Costs 2,336

2,366

2,402

2,445

2,489

Computing Costs 2,630

2,291

2,325

2,367

2,410

Conference & Seminar Costs 59

45

46

47

48

Consultancy, Legal & Audit Costs 589

233

236

240

245

Doctors - Medicals and Prisoners 1,000

992

1,007

1,025

1,043

Equipment & Materials 1,097

451

457

465

474

Informants, Identity Parades 160

126

128

130

133

Insurance & Risk Management 586

794

806

820

835

Interpreters 400

380

386

393

400

Mutual Aid -207

-150

-152

-155

-158

Other Supplies & Services 1,157

972

987

1,005

1,023

Printing, Stationery & General Office Expenses 495

361

366

373

379

Staff Subsistence Expenses 113

107

108

110

112

Subscriptions & Contributions 605

255

258

263

268

Total Supplies & Services 11,620

9,771

9,918

10,096

10,278

Hosted Services 1,524

1,406

1,427

1,453

1,479

26

Forecast Forecast Forecast Forecast Forecast

2014/15

2015/16

2016/17 2017/18

2018/19

£'000

£'000

£'000 £'000

£'000

Collaboration Expenditure:

Armed Policing 2,413

2,380

2,459

2,520

2,583

Collaboration Support 530

1,895

1,962

1,000

1,000

CTC 214

0

0

0

0

Dogs Unit 850

842

870

892

914

Major Crime 3,227

3,211

3,317

3,400

3,485

Operational Planning 407

367

379

389

398

Procurement 256

268

277

284

291

PS Command 170

201

208

213

218

PSD 866

884

913

936

960

Roads Policing Unit 4,844

4,813

4,973

5,097

5,224

Scientific Services 2,614

2,671

2,760

2,829

2,899

Total BCH Collaboration 16,390

17,532

18,117

17,559

17,973

Other Collaboration Initiatives:

Counter Terrorism and Domestic Extremism 641

622

643

659

675

ERSOU 1,029

2,121

2,191

2,246

2,302

Helicopter 480

490

502

511

521 Kings Lynn Police Investigation Centre 906

940

964

981

999

Total Other Collaboration Initiatives 3,056

4,173

4,300

4,397

4,497

Total Collaboration Expenditure 19,446

21,705

22,417

21,956

22,470 Office of the Police and Crime Commissioner:

Police Staff & Commissioner 874

954

969

994

1,018

Other Employee Expenses 5

4

4

4

4

Premises Costs 36

36

37

37

38

Transport Costs 19

19

20

20

20

Supplies & Services 290

230

233

236

240

Total OPCC Expenditure 1,224

1,244

1,263

1,291

1,320

Community Safety / Crime Reduction Grants 1,341

1,307

1,307

1,307

1,307

Victim and Restorative justice Grant 454

910

Capital Financing Costs:

Revenue Contribution to Capital 836 493 1,808 1,983 1,333

Interest 475 455 461 461 461

Minimum Revenue Provision 893 808 811 780 780

Total Capital Financing Costs 2,204 1,756 3,080 3,224 2,574

GROSS REVENUE EXPENDITURE

132,667 131,658 135,883 138,101 140,561

27

Forecast Forecast Forecast Forecast Forecast

2014/15

2015/16

2016/17

2017/18

2018/19

£'000

£'000

£'000

£'000

£'000

Total Income:

Sales, Fee & Charges -887

-1,139

-1,139

-1,139

-1,139

Other Grants and Contributions -166

-341

-341

-341

-341

Rental Income -73

-73

-73

-73

-73

Interest on Balances -50

-70

-70

-70

-70

Private Use of Police -197

-155

-155

-155

-155

Other Income -353

-334

-334

-334

-334

Costs Recovered -30

-15

-15

-15

-15

Total Income Received -1,755

-2,126

-2,126

-2,126

-2,126

NET REVENUE EXPENDITURE 130,912 129,532 133,757 135,975 138,435

Contributions +To /- From Reserves 163

-395

NET BUDGET REQUIREMENT (NBR)

131,075 129,137 133,757 135,975 138,435

Budget -Decrease / +Increase Year on Year -1.5%

-1.5%

3.6%

1.7%

1.8%

Financed by:

Business Rates less CTFG 25,309

Police Grant 51,964

Total Formula Grant 77,273 73,325 69,365 65,619 62,076 Actual Grant Reductions 4.80%

-5.11%

-5.40%

-5.40%

-5.40%

Victim and Restorative Justice Grant 454

910

Precept 47,190

48,219

49,726

51,431

53,194

Legacy Council Tax Grants 5,995

5,995

5,995

5,995

5,995

Council Tax Freeze Grant New

472

472

Collection Fund - Deficit / +Surplus 163

217

TOTAL FINANCING 131,075

129,137

125,558

123,045

121,265

-1.48%

BUDGET GAP 0 0 -8,199 -12,930 -17,170

0 -8,199 -4,731 -4,239

Band D Council Tax £ £181.35 £181.35 £184.07 £187.38 £190.76

Increase £3.42

£0.00

£2.72

£3.31

£3.37

28

Forecast Forecast Forecast Forecast Forecast

2014/15

2015/16

2016/17

2017/18

2018/19

£'000

£'000

£'000

£'000

£'000

KEY ASSUMPTIONS INCLUDED IN THE FORECASTS ABOVE

Council Tax base increases

Actual 1.50%

Forecast

2.13%

1.60%

1.60%

1.60%

Council Tax 1.92% 0.00% 1.50% 1.80% 1.80%

Tax base 260,217

265,892

270,146

274,468

278,860

Grant increase / Decrease (-) -4.80% -5.11% -5.40% -5.40% -5.40% Police officer pay rise (w.e.f 01/09) 1.00%

1.00%

1.29%

1.50%

1.50%

Police staff pay rise 1.00%

2.20%

0.58%

1.50%

1.50%

Increment increase 0.70%

1.00%

1.00%

1.00%

1.00%

General & Fuel Inflation 2.00%

1.40%

1.50%

1.80%

1.80%

Energy Inflation 5.00%

3.50%

3.50%

3.50%

3.50%

29

Office of the Police and Crime Commissioner (OPCC) APPENDIX C

PCC Comments

Subjective Narrative

2014/15

Budget

2015/16

Forecast Movement

£'000 £'000 £'000

030001 Police Staff Pay & Allowances 873.7 960.7 87.0

Increased Capacity

for new Functions

081100 Training - Support Staff - External 0.6 0.6 0.0

Agency Staff/Seconded Officers 0.0 0.0

092600 Advertising for Support Staff 4.0 4.0 0.0

120000 Rents & Leases 36.0 28.0 -8.0

230200 Support Staff Travel Expenses 3.1 6.1 3.0

230300 Reorganisation Travel 1.8 1.8 0.0

250000 Car Allowances Staff (staff mileage) 14.5 14.4 -0.1

330000 Printing & Stationery - General 7.6 10.6 3.0

330100 Postage & Carriage Costs 2.0 1.5 -0.5

331000 Photocopier - Rentals 0.9 0.9 0.0

331100 Photocopier Copy Charges 1.0 0.5 -0.5

331300 Other Office Equipment 1.0 1.0 0.0

332000 Books & Publications etc. 0.1 1.0 0.9

332100 Printed Materials 5.0 3.0 -2.0

342200 Casual Hire of Rooms 1.0 2.0 1.0

343100 Consultants - Non-Operational 16.5 10.0 -6.5

343200 Legal Fees - Civil 98.0 12.0 -86.0

Review of

requirements for

2015/16

346000 External Audit Fees 45.0 65.0 20.0

Transfer from

constabulary

346100 Internal Audit 46.0 46.0 0.0

347100 Advertising - Non Recruitment 2.0 2.0 0.0

351000 Computer Hardware - Purchase 1.5 1.5 0.0

351300 Computer Software Purchase 0.2 0.2 0.0

351600 Computer Consumables & Peripherals 3.0 1.9 -1.1

356100 Telephone Rental 0.1 0.5 0.4

360000 Support Staff Subsistence Expenses 1.5 2.0 0.5

361000 Conference & Seminar Costs 4.0 5.0 1.0

362100 Hospitality - Internal 0.1 2.1 2.0

363100 Members Attendance Allowance 7.8 8.8 1.0

363200 Members Travel Expenses 0.5 3.4 2.9

365000 Custody Visitor-Expenses 3.5 3.5 0.0

365200 Custody Visitor-Training & Conferences 2.0 2.1 0.1

371100 Subscriptions Corporate 40.0 41.9 1.9

NRE NET REVENUE EXPENDITURE 1,224.0 1,244.0 20.0

PCC

30

Appendix D

General and Earmarked Reserves - Movements

Balance Forecast Balance Forecast Balance

31 March

31 March

31 March

2014 2014/15 2015 2015/16 2016

Added to

Added to

Reserve Applied Reserve Applied

£'000 £'000 £'000 £'000 £'000 £'000 £'000

Innovation Reserve 592 - -

592 - -

592

Carry Forward Underspending Reserve

985

985

985

Insurance Reserve

908

908

908

Ill-Health Retirement Reserve

627

627

627

Capital Reserve

5,525 1,500 (615)

6,410

(937)

5,473

Collaboration Initiatives Reserve

2,106

2,106

2,106

Drug Forfeiture (Operational) Reserve

97 31 (3)

125

125

Operational Contingency Reserve

500

500

500

Metis Programme Year 3 and 4 Reserve

2,000

2,000

2,000

Budget Assistance Reserve 2,624 2,300

4,924

(395)

4,529

Capital Carry Forward Reserve

537

537

537

Total Earmarked Reserves 16,502 3,831 (618)

19,715 -

(1,332)

18,383

General Reserve 9,205 - -

9,205 - -

9,205

Total Usable Reserves 25,707 3,831 (618)

28,920 -

(1,332)

27,588

31

APPENDIX E Police and Crime Plan Appendix 1 – Finances The Budget

The total budget the Police and Crime Commissioner (“the Commissioner”) is responsible

for allocating is £129.1 million for 2015/16.

Previously ring-fenced Community Safety Funding has been incorporated into the main

grant.

Savings of £4.7 million have been found and £0.4m of Budget Assistance reserve have

been used to balance the budget for 2015/16. Further reductions in spending of an

estimated £8.2 million are needed to balance the budget in 2016/17.

Careful consideration was given to the advantages and disadvantages of accepting the

2015/16 council tax freeze grant. This led to the decision to accept this grant on the basis

that all efficiencies had been identified and reserve levels are at an appropriate level to both

meet the needs for policing and contribute towards meeting the anticipated challenges of

the future.

Cambridgeshire Constabulary is one of the lowest costing police forces with one of the

highest percentages of officers deployed operationally on the “frontline”. The cost of

policing per head of population in Cambridgeshire is less than in most other areas -

£160.70 compared to an average of £183.50.

To ensure a balanced budget the Commissioner has made significant savings and

proposed a council tax freeze to the Cambridgeshire Police and Crime Panel. The Panel

did agree to the increase, which enables no extra burden being placed on the council tax

payer.

The Workforce • 1,343 Police officers (990 dedicated to local policing)

• 150 Police Community Support Officers

• 816 Police staff (including 15.91 full time equivalent Office of the Police and Crime

Commissioner staff)

• 300 Special Constables and still recruiting

Reserves

General reserves are held in the event of the occurrence of any unforeseen high impact policing operations. The Commissioner will have estimated general reserves of £9.2m (7 per cent of net budget) at the end of 2014/15.

Capital Programme

The Commissioner has a capital programme (premises and other assets) for 2015/16 of £2.6m which includes historical and new commitments such as:

Programme Metis (using technology to release officers’ time), other ICT and communications projects to replace current systems with updated and integrated ones

Major repairs to buildings

Replacement of vehicles

Collaborated Unit projects

32

Community Safety Funding – Police and Crime Reduction Grants

The Police Reform and Social Responsibility Act 2011 gave Police and Crime Commissioners the power to make crime and disorder reduction grants. The Act provides that such a grant ‘in the opinion of the elected local policing body, will secure, or contribute to securing, crime and disorder reduction in the body’s area’. Grants for Cambridgeshire are made in line with the Commissioner’s objectives and his personal Pledges in his Police and Crime Plan.

For 2015/16 the grants will be awarded from the main police grant rather than from a ring-fenced Community Safety Fund. This means they have had to take into account the 5.1% reduction in the overall police grant. Some grants have also faced a slighter higher reduction against 2014/15 funding levels, which has released funding to enable for sustainable projects

2015/16 Funding

(£)

COMMUNITY SAFETY GRANT ALLOCATIONS

Cambridge City Community Safety Partnership 39,217

Fenland Community Safety Partnership 34,710

Huntingdonshire Community Safety Partnership 22,990

East Cambridgeshire Community Safety Partnership 17,580

South Cambridgeshire Crime and Disorder Reduction Partnership 15,777

Cambridgeshire Drug & Alcohol Action Team 93,960

Safer Peterborough Partnership 132,339

Cambridgeshire Youth Offending Service 127,296

Peterborough Youth Offending Services 135,506

Drug Intervention Programme Peterborough 166,050

Integrated Offender Management 38,909

Drug Testing in Custody 35,000

Cambridgeshire Criminal Justice Board 23,725

Multi-Agency Public Protection Arrangements 47,450

Cambridgeshire Local Safeguarding Board 48,468

Peterborough Local Safeguarding Board 37,773

Huntingdon Business Against Crime 5,694

Countryside Watch 12,337

Crimestoppers 24,000

Cambridgeshire Safeguarding Adults Board 4,745

Peterborough Safeguarding Adults Board 4,745

Emerging Projects 30,000

Emerging Community Safety Initiatives (one off projects in 2015/16 only) 45,000

Emerging Victims Initiatives (one off projects in 2015/16 only) 33,498

Innovation fund provision 32,632

Police Cadets 14,000

ECINS 75,600

Road Victims Trust 41,000

TOTAL 1,340,000

33

2015/16 Funding (£)

VICTIMS SUPPORT GRANT:

Victims’ Hub 446,000

Shrievalty Trust 50,000

Support for parents of sexually abused children - SARC 42,000

Restorative Justice 147,000

Supporting migrant workers who are victims of exploitation 30,000

Cambridgeshire County Council Independent Domestic Violence Advisers Multi Agency Referral Unit 40,000

Young Peoples Independent Sexual Violence Advocates 80,000

Mental Health Pathfinder Project 75,000

TOTAL VICTIMS SUPPORT GRANT 910,000

TOTAL OF ALL GRANTS 2,250,000

The Future Partnership Working

A lot of work had been undertaken to influence how partners approach problems which impact on all agencies. Responding to and preventing problems caused by alcohol misuse, working together on mental health, addressing anti-social behaviour and safeguarding vulnerable people remain high on the Commissioner’s list of priorities.

Victims

The Commissioner’s role, and the operation he is now running, is completely different to the one he inherited and it is increasing all the time. Responsibility for commissioning support services for victims transferred to the Commissioner in October 2014. The Commissioner wants to put the victim in the driving position, ensuring they receive the necessary help and support to cope, recover and, where possible, return to the life they had before the crime occurred. The Commissioner is also championing work with offenders to prevent people becoming victims in the first place.

Police and Crime Commissioner’s Youth Fund

The Commissioner is making a further £40k available in 2015/16, from Police Property Act monies, to the Cambridgeshire Community Foundation to fund small projects (no more than £2k) to engage youth people in positive community activities. Awards would be prioritised in areas linked to high levels of youth offending and child deprivation.

Cambridgeshire Police and Crime Commissioner - 2015/16 Budget and Medium

34

Term Financial Forecasts

Budget Proposed

Budget Forecast Budget

Forecast Budget

Forecast Budget

2014/15

2015/16

2016/17

2017/18

2018/19

£'000

£'000

£'000

£'000

£'000

Local Policing Expenditure

Police Officer Pay

43,061

44,657

45,638

46,732

47,854

Police Staff

5,429

13,777

13,995

14,345

14,703 PCSO Pay & Allowances

4,876

4,787

4,863

4,984

5,109

Total Local Policing Expenditure

53,366

63,221

64,495

66,061

67,666

Operational Support Expenditure

Police Officer Pay

4,772

2,576

2,635

2,700

2,767 Police Staff

18,071

9,464

9,614

9,854

10,100

Goods and Services

19,540

17,355

17,601

17,899

18,203 Total Operational Support Expenditure

42,383

29,395

29,849

30,453

31,070

Net Cost of Police Pensions

12,249

12,121

13,472

13,809

14,154

Collaboration Expenditure

BCH Collaboration

16,390

17,532

18,117

17,559

17,973 CT and DE

641

622

643

659

675

ERSOU

1,029

2,121

2,191

2,246

2,302 Helicopter

480

490

502

511

521

Kings Lynn PIC

906

940

964

981

999 Total Collaboration Expenditure

19,446

21,705

22,417

21,956

22,470

OPCC

1,224

1,244

1,263

1,291

1,320

Community Safety / Crime Reduction Grants (OPCC) 1,341

1,307

1,307

1,307

1,307

Victim and Restorative justice Grant

454

910

0

0

0

Capital Financing Costs

2,204

1,756

3,080

3,224

2,574

GROSS REVENUE EXPENDITURE

132,667

131,658

135,883

138,101

140,561

Total Income

-1,755

-2,126

-2,126

-2,126

-2,126

NET REVENUE EXPENDITURE

130,912

129,532

133,757

135,975

138,435

Contributions +To /- From Reserves

163

-395

0

0

0

NET BUDGET REQUIREMENT (NBR)

131,075

129,137

133,757

135,975

138,435

35

Budget -Decrease / +Increase Year on Year

-1.5%

3.6%

1.7%

1.8%

Budget Proposed

Budget Forecast Budget

Forecast Budget

Forecast Budget

2014/15 2015/16 2016/17 2017/18 2018/19 £'000 £'000 £'000 £'000 £'000 FINANCED BY:

Formula Grant 77,273 73,325 69,365 65,619 62,076 Victim and Restorative Justice Grant

454 910 0 0 0

Precept 47,190 48,219 49,726 51,431 53,194 Council Tax Freeze Grant - rolled to main grant

5,995 5,995 5,995 5,995 5,995

Council Tax Freeze Grant - New

0 472 472 0 0

Council Tax Support Grant

0 0 0 0 0 Collection Fund - Deficit / +Surplus

163 217 0 0 0

TOTAL FINANCING

131,075

129,137

125,558

123,045

121,265

BUDGET GAP 0 0 -8,199 -12,930 -17,170

-8,199 -4,731 -4,239

Band D Council Tax £

£181.35

£181.35

£184.07

£187.38

£190.76

KEY ASSUMPTIONS INCLUDED IN THE FORECASTS ABOVE

Council Tax base increases actual

1.50%

Council Tax base increases estimated

0.00%

2.13%

1.60%

1.60%

1.60%

Council Tax 1.92% 0.00% 1.50% 1.80% 1.80%

Tax base

260,217

265,892

270,146

274,468

278,860

Grant inflation increase / Decrease (-) -4.80% -5.11% -5.40% -5.40% -5.40% Police officer pay rise (w.e.f 01/09)

1.00%

1.00%

1.29%

1.50%

1.50%

Police staff pay rise (w.e.f. 01/9)

1.00%

2.20%

0.58%

1.50%

1.50%

Increment increase

0.70%

1.00%

1.00%

1.00%

1.00% General & Fuel Inflation

2.00%

1.40%

1.50%

1.80%

1.80%

Energy Inflation 5.00% 3.50% 3.50% 3.50% 3.50%

36

Forecast Forecast Forecast Forecast Forecast

2014/15

2015/16

2016/17 2017/18

2018/19

£'000

£'000

£'000 £'000

£'000

Collaboration Expenditure:

Armed Policing 2,413

2,380

2,459

2,520

2,583

Collaboration Support 530

1,895

1,962

1,000

1,000

CTC 214

0

0

0

0

Dogs Unit 850

842

870

892

914

Major Crime 3,227

3,211

3,317

3,400

3,485

Operational Planning 407

367

379

389

398

Procurement 256

268

277

284

291

PS Command 170

201

208

213

218

PSD 866

884

913

936

960

Roads Policing Unit 4,844

4,813

4,973

5,097

5,224

Scientific Services 2,614

2,671

2,760

2,829

2,899

Total BCH Collaboration 16,390

17,532

18,117

17,559

17,973

Other Collaboration Initiatives:

Counter Terrorism and Domestic Extremism 641

622

643

659

675

ERSOU 1,029

2,121

2,191

2,246

2,302

Helicopter 480

490

502

511

521 Kings Lynn Police Investigation Centre 906

940

964

981

999

Total Other Collaboration Initiatives 3,056

4,173

4,300

4,397

4,497

Total Collaboration Expenditure 19,446

21,705

22,417

21,956

22,470 Office of the Police and Crime Commissioner:

Police Staff & Commissioner 874

954

969

994

1,018

Other Employee Expenses 5

4

4

4

4

Premises Costs 36

36

37

37

38

Transport Costs 19

19

20

20

20

Supplies & Services 290

230

233

236

240

Total OPCC Expenditure 1,224

1,244

1,263

1,291

1,320

Community Safety / Crime Reduction Grants 1,341

1,307

1,307

1,307

1,307

Victim and Restorative justice Grant 454

910

Capital Financing Costs:

Revenue Contribution to Capital 836 493 1,808 1,983 1,333

Interest 475 455 461 461 461

Minimum Revenue Provision 893 808 811 780 780

Total Capital Financing Costs 2,204 1,756 3,080 3,224 2,574

GROSS REVENUE 132,667 131,658 135,883 138,101 140,561

37

EXPENDITURE

Forecast Forecast Forecast Forecast Forecast

2014/15

2015/16

2016/17

2017/18

2018/19

£'000

£'000

£'000

£'000

£'000

Total Income:

Sales, Fee & Charges -887

-1,139

-1,139

-1,139

-1,139

Other Grants and Contributions -166

-341

-341

-341

-341

Rental Income -73

-73

-73

-73

-73

Interest on Balances -50

-70

-70

-70

-70

Private Use of Police -197

-155

-155

-155

-155

Other Income -353

-334

-334

-334

-334

Costs Recovered -30

-15

-15

-15

-15

Total Income Received -1,755

-2,126

-2,126

-2,126

-2,126

NET REVENUE EXPENDITURE 130,912 129,532 133,757 135,975 138,435

Contributions +To /- From Reserves 163

-395

NET BUDGET REQUIREMENT (NBR)

131,075 129,137 133,757 135,975 138,435

Budget -Decrease / +Increase Year on Year -1.5%

-1.5%

3.6%

1.7%

1.8%

Financed by:

Business Rates less CTFG 25,309

Police Grant 51,964

Total Formula Grant 77,273 73,325 69,365 65,619 62,076 Actual Grant Reductions 4.80%

-5.11%

-5.40%

-5.40%

-5.40%

Victim and Restorative Justice Grant 454

910

Precept 47,190

48,219

49,726

51,431

53,194

Legacy Council Tax Grants 5,995

5,995

5,995

5,995

5,995

Council Tax Freeze Grant New

472

472

Collection Fund - Deficit / +Surplus 163

217

TOTAL FINANCING 131,075

129,137

125,558

123,045

121,265

-1.48%

BUDGET GAP 0 0 -8,199 -12,930 -17,170

0 -8,199 -4,731 -4,239

Band D Council Tax £ £181.35 £181.35 £184.07 £187.38 £190.76

Increase £3.42

£0.00

£2.72

£3.31

£3.37

38

Forecast Forecast Forecast Forecast Forecast

2014/15

2015/16

2016/17

2017/18

2018/19

£'000

£'000

£'000

£'000

£'000

KEY ASSUMPTIONS INCLUDED IN THE FORECASTS ABOVE

Council Tax base increases

Actual 1.50%

Forecast

2.13%

1.60%

1.60%

1.60%

Council Tax 1.92% 0.00% 1.50% 1.80% 1.80%

Tax base 260,217

265,892

270,146

274,468

278,860

Grant increase / Decrease (-) -4.80% -5.11% -5.40% -5.40% -5.40% Police officer pay rise (w.e.f 01/09) 1.00%

1.00%

1.29%

1.50%

1.50%

Police staff pay rise 1.00%

2.20%

0.58%

1.50%

1.50%

Increment increase 0.70%

1.00%

1.00%

1.00%

1.00%

General & Fuel Inflation 2.00%

1.40%

1.50%

1.80%

1.80%

Energy Inflation 5.00%

3.50%

3.50%

3.50%

3.50%

39

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40

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Police budget 2015 - 2016

Brian Ashton

Deputy Police and Crime Commissioner

18 March 2015

41

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Breakdown of budget 2015-162014/15

Budget £’m

2015/16 budget

£’m

Local Policing 62.2* 72.4*

Operational Support 45.8* 32.3*

Collaboration 19.5 21.7

Office of the Police and Crime Commissioner 1.2 1.2

Community Safety / Crime Reduction Grants 1.3 1.3

Victims and restorative Justice Grants 0.4 0.9

Capital Financing Costs 2.2 1.8

Income -1.7 -2.1

Net Revenue expenditure requirement 130.9 129.5

* As part of the collaboration outlined in section 10 of the accompanying report, the balance of support costs applicable to local policing are more directly applied

42

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Robustness of estimates

• Process started at beginning of FY14/15

• All budget managers identified potential savings

• Savings delivered ahead of schedule

• Tight scrutiny process by Commissioner

43

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Robustness of estimates

Peer review

• Force Executive Meetings

• Chief Constable’s Governance Board

• Financial Planning Days

• Change Management Board

• Heads of service and finance team

• Finance Sub Group

• Business Coordination Board

44

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Savings in Commissioner’s first three budgets

Year £m

2013/14 3.7

2014/15 4.9

2015/16 4.7

Total 13.3

45

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Budget 2012/13 – 2018/19(real term purchasing power)

75

80

85

90

95

100

105

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

46

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Budget 2012/13 – 2018/19All Officers

75

80

85

90

95

100

105

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

% of 2012/13 funding All officers

47

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Budget 2012/13 – 2018/19All officers compared to constables (PCs)

75

80

85

90

95

100

105

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19

% of 2012/13 funding All officers Constables (PCs)

48

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Metis / tuServ

• Metis – The application of modern mobile information technology to transform processes

• tuServ – putting mobile technology in the hands of police officers to log reports, examine 27 databases automatically and enable simultaneous completion of administrative forms

• Significant potential savings to back office functions

• 29 areas of business

• 68 cost centres

• 1400 process changes required

49

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Current collaboration with Bedfordshire Police and Hertfordshire Constabulary

• 2015/16 budget contribution to collaboration is £17.5 million

(page 19 of accompanying report)

Armed Policing

Collaboration Support

Cameras, Tickets and Collisions (CTC)

Dogs Unit

Major Crime

Operational Planning

Procurement

PS Command

Professional Standards Department

Roads Policing Unit

Scientific Services

50

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Additional areas for collaboration (BCH)

Organisational Support

Finance Human Resources

Training ICT

Information Management Performance

Operational Support

Public Contact Command and Control

Crime Recording Criminal Justice

Custody Firearms Licensing

Resource Management

51

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Grants

Community safety grant allocations

Includes: Community Safety Partnerships, Youth Offending Service, Drugs and Alcohol programmes

£1,340,000

Victims support grants

Includes: Victims’Hub, Restorative Justice and Independent Sexual Violence and Domestic Violence Advocates

£910,000

Total £2,250,000

Full list of grants can be found in the accompanying report

52

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Reserves

In year savings

2013/ 14 £4.16 million

2014/15 £3.80 million

Total £7.96 million

Planned use of reserves

Allocated to capital £1.50 million

Budget assistance / collaboration reserve

£6.46 million

Total £7.96 million

53

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Police budget 2015 - 2016

Brian Ashton

Deputy Police and Crime Commissioner

54

CAMBRIDGESHIRE POLICE AND CRIME PANEL Agenda Item No. 7

18 March 2015 Public Report

Report of Cambridgeshire Police and Crime Commissioner

Contact Officer – Dorothy GregsonContact Details – cambs-pcc@cambs.pnn.police.uk 0300 333 3456

POLICE AND CRIME PLAN OBJECTIVE FIVE – MAINTAIN THE RESILIENCE OF PROTECTIVE SERVICES

1. PURPOSE

1.1 The purpose of this report is to update the Police and Crime Panel (“the Panel”) on the Cambridgeshire Police and Crime Commissioner’s (“the Commissioner”) progress made towards Objective Five of the Commissioner’s Police and Crime Plan (“the Plan”) – ‘Maintain the resilience of protective services’.

2. RECOMMENDATIONS

2.1 To note the report.

3. TERMS OF REFERENCE

3.1 6 – To review or scrutinise decisions made, or other action take, by the Commissioner in connection with the discharge of the Commissioner’s functions.

4. BACKGROUND

4.1 The Commissioner sets the overall budget for policing in Cambridgeshire. The Chief Constable is responsible for operational deployment. This deployment is informed by dynamic assessments of threat, risk and harm which continually taking place at the national, regional and local level. The challenge has been to ensure that Cambridgeshire Constabulary (“the Constabulary”) can meet local demands whilst contributing to the wider regional and national demands on policing as required by the Policing Protocol Order 2011, against a background of austerity.

4.2 The Strategic Policing Requirement was first issued by the Government in July 2012 (as revised 2015). This document sets out the Home Secretary’s view of the national threats that police forces must prepare for and the appropriate national policing capabilities that are required to counter those threats. The Strategic Policing Requirement respects the operational independence of the police service, advising what, in strategic terms, it needs to achieve, but not how it should achieve it.

4.3 The particular threats specified in the Strategic Policing Requirement, and referred to as the national threats are:

terrorism; civil emergencies; organised crime; public order threats; and large-scale cyber incidents.

55

4.4 The Constabulary’s obligations to meet the Strategic Policing Requirement are met through collaborative arrangements.

5. EXISTING COLLABORATED PROTECTIVE SERVICES

5.1 Counter Terrorism

5.1.1 As with serious and organised crime, the Constabulary is able to draw on national, regional and local layers of resources to tackle the threat posed by terrorism. Each region is served by a Counter Terrorism Unit.

5.1.2 The benefits of preventing people from becoming violent extremists are well recognised and as part of the collaboration arrangements with Bedfordshire Police and Hertfordshire Constabulary we have a “Prevent” Team. They have an established referral process whereby anyone at risk of radicalisation can be referred for intervention and support. The bulk of the work of the unit relates to awareness and training of local partner agencies including Safeguarding leads, Schools, Colleges, Hostels and Housing staff. Further training events have been arranged to address the Prevent duties placed on Local Authorities by the Counter Terrorism and Security Act 2015.

5.2 Eastern Region – Eastern Region Special Operations Unit

5.2.1 The purpose of the Eastern Region Special Operations Unit is to tackle organised crime. The nature of organised crime groups is that they operate across force boundaries and as such require a response that is similarly not constrained.

5.2.2 In addition, the Eastern Region Special Operations Unit represents the region on the national stage with regards serious and organised criminality. Attending and feeding back from the various national forums in this highly specialised area of policing is a significant part of the Eastern Region Special Operations management role in support of the region.

5.2.3 The units within Eastern Region Special Operations Unit include the:

Regional Intelligence Unit Regional Asset Recovery Team Regional Confidential Unit Northern Investigation Team Southern Investigation Team Regional Specialist Support Unit Regional Operational Security Risk advisor Regional Cyber Crime Unit Regional Economic Crime Unit

5.2.4 There is a regional tasking process that considers all the available intelligence within the region and based upon a rigorous assessment of threat, risk and harm. The Eastern Region Special Operations Unit assets are deployed anywhere within the region. The nature of organised crime is that the pattern of offending impacts on larger geographic areas than a single police force.

5.3 BEDFORDSHIRE, CAMBRIDGESHIRE AND HERTFORDSHIRE STRATEGIC ALLIANCE

5.3.1 There is extensive collaboration within the Bedfordshire, Cambridgeshire, and Hertfordshire Strategic Alliance in areas of police operations known as Joint Protective Services. This unit consists of over 600 officers, the majority of which are in the Major Crime Unit, Armed Policing Unit and Roads Police Unit. These are specialised units that provide a considerable degree of resilience for operations within Cambridgeshire. The full list of units within the Joint Protective Services is:

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Armed Policing Unit Camera/Tickets/Collisions Counter Terrorism & Domestic Extremism Dogs Major Crime Unit Operational Support Resilience Roads Policing Unit Scientific Support

5.3.2 The functions which involve deploying staff to incidents and events do so on the basis of an assessment of threat, risk and harm. In essence they are deployed in full force wherever there is a public need for them and in practice on a daily basis this is anywhere within the three counties.

5.4 ROADS POLICING

5.4.1 Road safety is an issue which the public often raise and therefore more detail is provided regarding the Roads Policing Unit. The work of the Roads Policing Unit in Cambridgeshire is conducted in line with the Association of Chief Police Officers Policing the Roads five Year Strategy 2011-2015. Key themes of the Strategy are shown below:

Reduce Road Casualties Disrupt Criminality Countering Terrorism Patrolling the Roads Combating Anti–Social Road Use

5.4.2 The Unit attended over 11,213 incidents in 2014, and dealt with 2614 collisions. Reporting 10,704 motorists for road related offences and arrested 523 people for 646 offences. The Unit has seized 1,315 vehicles for no insurance/driver driving without a valid licence. Many incidents attended support local policing, providing invaluable support.

5.4.3 Enforcement of legislation by the Roads Policing Unit contributes to reducing road casualties. The Department of Transport recognise that there are four offence types that largely contribute to, or increase the risk of death and serious injury on our roads, these being seatbelt offences, mobile phone use, speeding and drink/drug driving. In 2014 in Cambridgeshire, Roads Policing Unit Officers reported the following motorists for these four offences:

Seatbelts – 2097 Mobile Phones – 2324 Speed – 5319 – not including fixed sites Drink and Drug drivers arrested – 858

5.4.5 A key indicator in respect of roads policing is in respect of the number of people killed and seriously injured.

2010 - 434 2011 - 413 2012 - 381 2013 - 393 2014 - 392

As can be seen from the last five years figures there is a continuing downward trend.

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6. EFFECTIVENESS OF PROTECTIVE SERVICES

6.1 Assessing the effectiveness of protective services, their capacity, capability and resilience are complex and difficult. Her Majesty’s Inspectorate of Constabulary has undertaken a substantial part of this task through its inspections on police forces’ response to the Strategic Policing Requirement. In respect specifically to the Constabulary, Her Majesty’s Inspectorate of Constabulary have made the following comments in their report ‘Strategic Policing Requirement, Cambridgeshire Constabulary’, November 2014:

6.1.1 “The chief constable understands his role in tackling the threat of terrorism. The constabulary, together with the counter-terrorism network, has the capacity it needs to contribute to the national counter-terrorism effort.

The strategic alliance recognises the importance of preventing people from becoming radicalised for violent extremism and the joint protective services counter-terrorism and domestic extremism unit has produced a ‘prevent’ tactical delivery plan, which outlines how the forces will work to stop people becoming terrorists or supporting terrorism.

The constabulary, together with the Cambridgeshire and Peterborough Local Resilience Forum have the capacity to respond to local civil emergencies and to contribute to the response to national emergencies.

Cambridgeshire Constabulary has appropriate capacity to meet threats from serious organised crime, either with its own trained staff, or through its regional organised crime unit, known as the Eastern Region Special Operations Unit.

The chief constable understands his role to provide police support units to deal with public order incidents across force boundaries. The constabulary has the capacity to make a contribution to the national requirement.

At the time of our inspection, the constabulary’s plans to respond to the threat of a large-scale cyber incident were still under development. Cambridgeshire Constabulary, like most forces, is not yet able to identify or understand fully the threats, risks and harms posed by cybercrime”.

6.2 Clearly from the above, the area for development is in respect of a large-scale cyber incident. The Constabulary have acknowledged a number of improvements that are required in their approach to cybercrime, both in the context of Her Majesty’s Inspectorate of Constabulary report where they acknowledge their reliance on the specialist resources from the Eastern Region Special Operations Unit and the National Crime Agency and in respect of computer enabled crime being a “volume crime”. The Constabulary’s initial actions have been to establish a Cyber Crime Steering Group, roll out the training referred to in the Inspectorate’s report, and establish a Cyber Crime Unit.

7. FUTURE COLLABORATED SERVICES

7.1 Cambridgeshire and the Strategic Alliance partners Bedfordshire and Hertfordshire have agreed to work together to identify how collaboration between them can be increased to include ‘Operational Support’ and ‘Organisational Support’ services, which include functions such as Human Resources, Information Communications and Technology, firearms licensing, information management, custody, criminal justice and call handling. A Memorandum of Understanding has been signed between the three Police and Crime Commissioners and Chief Constables and work is progressing to develop business cases for each of the areas.

8. CONCLUSION

8.1 It is worth reflecting on the achievements that this report details. At a time of unprecedented cuts to policing budgets, local frontline policing has been protected and enhanced through innovative use of technology. The Constabulary actually has more Police Constables now than in 2012 despite those cuts. This could only have been achieved with the benefit of collaboration

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with neighbouring police forces on specialised areas of policing. Those collaborated functions have enabled the Constabulary to make savings, but have also given a higher degree of resilience than they would have had on their own. The Constabulary is meeting its national commitments as recognised by Her Majesty’s Inspectorate of Constabulary.

8.2 The Commissioner nor the Constabulary cannot, given the future funding gaps, rest on their laurels. It is for this reason that by extending the collaboration of other functions will continue to protect Cambridgeshire’s local policing capability.

9. BACKGROUND DOCUMENTSUsed to prepare this report, in accordance with the Local Government (Access to Information) Act 1985

Strategic Policing Requirement, Home Office, 2015

https://www.gov.uk/government/publications/strategic-policing-requirement

Strategic Policing Requirement – Cambridgeshire Constabulary, HMIC 2014

http://www.justiceinspectorates.gov.uk/hmic/wp-content/uploads/cambridgeshire-strategic-policing-requirement.pdf

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CAMBRIDGESHIRE POLICE AND CRIME PANEL Agenda Item No. 8

18 MARCH 2015 Public Report

Report of Cambridgeshire Police and Crime Commissioner

Contact Officer – Dorothy GregsonContact Details – cambs-pcc@cambs.pnn.police.uk 0300 333 3456

DECISIONS BY CAMBRIDGESHIRE POLICE AND CRIME COMMISSIONER

1. PURPOSE

1.1 This report is being presented to the Cambridgeshire Police and Crime Panel (“the Panel”) to enable it to review or scrutinise decisions taken by the Police and Crime Commissioner (“the Commissioner”) under Section 28 of the Police Reform and Social Responsibility Act 2011 (“the Act”).

2. RECOMMENDATIONS

2.1

2.2

The Panel is recommended to indicate whether it would wish to further review and scrutinise the decisions taken by the Commissioner. In these circumstances further information would be provided for a future meeting.

The Panel is asked to note the key decisions to be taken by the Commissioner during the forthcoming period and the context for these decisions.

3. TERMS OF REFERENCE

3.1 Item 6 - To review or scrutinise decisions made, or other action taken, by the Commissioner in connection with the discharge of the Commissioner’s functions.

4. BACKGROUND

4.1 This report is presented to enable the Panel to carry out its functions as noted in paragraph 3. The Panel is required to review or scrutinise decisions made, it is also required to support the effective exercise of the functions of the Commissioner.

5.

5.1

5.2

5.3

6.

6.1

KEY ISSUES

The decisions taken by the Commissioner which have been notified to the Panel is attached at Appendix 1.

The relevant decision records are attached at Appendix 2.

If the Panel wishes to scrutinise these decisions, further details can be provided for the next meeting.

IMPLICATIONS

Subject to the Panel’s need for further information or scrutiny on any of the decisions above, it may be required that further information is submitted to a future meeting of the Panel.

7.

7.1

CONSULTATION

The decisions are in line with the direction set in the Commissioner’s Police and Crime Plan.

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8.

These decision records have been placed on the Commissioner’s website.

NEXT STEPS

8.1 The Panel members may request further information about the decisions detailed in Appendices 1 and 2.

8.2 Future decisions taken by the Commissioner will continue to be notified to the Panel. The Act introduced a number of statutory decisions to be taken by the Commissioner. Key decisions to 31 March 2015 will include:

S22a collaboration agreements under the Police Act 1996 (as amended) in respect of the transition of relevant national operational units to the National Police Chiefs’ Council.

8.3 These decisions will be taken against a challenging financial background, for the Commissioner and Cambridgeshire Constabulary, but also for key partners. All parties are faced with considering how the budget gaps can be bridged to make best use of available resources.

9.

9.1

BACKGROUND DOCUMENTS

Decisions records notified to the Panel.

10. APPENDICES

Appendix 1 - Decision records notified to the Panel.

Appendix 2 - Decision records.

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Appendix 1Decisions records notified to the Cambridgeshire Police and Crime Panel

Date Decision Record

Decision Decision Summary

25th February 2015 CPCC 2015-003

Exclusivity Agreement – Hinchingbrooke Health Care NHS Trust (HHCT).

To grant HHCT a six month exclusivity period on surplus land at Cambridgeshire Constabulary Headquarters at Hinchingbrooke Park, Huntingdon, Cambridgeshire PE29 6NP.

25th February 2015 CPCC 2015-004

S22A agreement under the Police Act (1996) for the collaboration of Legal Services advice between Bedfordshire Police, Cambridgeshire Constabulary and Hertfordshire Constabulary.

To approve the Section 22A agreement under the Police Act 1996 (as amended) relating to the collaboration of Legal Services advice between Bedfordshire Police, Cambridgeshire Constabulary and Hertfordshire Constabulary.

25th February 2015 CPCC 2015-005

Policing precept of Council Tax and annual revenue budget 2015/16.

To issue policing precept element of the Council Tax of 0% for 2015/16 and approve annual revenue budget for 2015/16.

3rd March 2015 CPCC 2015-006

To sign to become a party to the S22a Agreement under the Police Act 1996 (as amended) to establish the National Police Chiefs’ Council (the “NPCC”).

In order to deliver some of the functions that were previously carried out by the Association of Chief Police Officers, the Cambridgeshire Police and Crime Commissioner and the Chief Constable of Cambridgeshire Constabulary will be parties to the S22a Agreement under the Police Act 1996 (as amended) to establish a new co-ordinating body known as the National Police Chiefs’ Council.

3rd March 2015 CPCC 2015-007

Community Safety and Victims Support Grants. To approve: the reallocations of the Capability and

Capacity Grant and Victims Support Grant and Community Safety Funding in 2014/15;

the allocations of the 2015/16 Community Safety Fund and Victims Support;

the carry forward of £33k for E-CINSto 2015/16.

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Appendix 2

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Appendix 2

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Appendix 2

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Appendix 2

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Appendix 2

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Appendix 2

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Appendix 2

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Appendix 2

72

Appendix 2

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Appendix 2

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Appendix 2

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Appendix 2

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Appendix 2

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CAMBRIDGESHIRE POLICE AND CRIME PANEL Agenda Item No. 9

18 MARCH 2015 Public Report

Contact Officer(s) – Ian PhillipsContact Details – 01733 863849

CAMBRIDGESHIRE POLICE AND CRIME PANEL – ADMINITSTRATIVE COSTS AND MEMBER EXPENSES

1. PURPOSE

1.1 This report provides details about the budget claimed to support Cambridgeshire’s Police and Crime Panel, including the expenses and allowances of Panel Members.

2. RECOMMENDATIONS

2.1 The Panel notes the financial position for costs associated with administrative support and member expenses.

3. TERMS OF REFERENCE

3.1 The report is in accordance with the inter-authority agreement of July 2012 concerning the arrangements of the Panel.

4. BACKGROUND

4.1 As Host Authority, Peterborough City Council receives a grant from the Home Office to fund the operation of the Cambridgeshire Police and Crime Panel. This grant is up to a maximum of £53,300 per full financial year for support and running costs, plus up to £920 per Panel member to cover their necessary expenses. The grant commenced in October 2012 and has been paid annually thereafter.

As agreed previously, the annual costs of the Panel, reduced by the figure of grant from the Home Office or any other source, shall be borne between the Authorities equally. However, to date this has not been required.

5. KEY ISSUES

5.1 Between October 2012 and the current date Peterborough City Council has provided staffing and other support to set up, establish and run Cambridgeshire’s Panel. The majority of costs are associated with day-day management and support of the Panel’s functions. This includes management support from Peterborough City Council’s Social Inclusion Manager and specialist support where required from teams across the council such as Legal, HR, Finance and Governance. The total administration costs for 2015/16 are forecast to be £39,220.

55.2 The council also receives grant to cover Panel Members expenses. Each member may claim

up to £920 per annum in expenses. In 2015/16 Members claimed a total of £888 as at 31 January 2015. A breakdown of Member expenses is set out below:

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Councillor/Member Date Item Cost TotalAblewhite - - £0.00 Davidson - - £0.00 Fletcher - - £0.00 Graham 19.6.14 parking £4.40 19.6.14 mileage £4.05 17.10.14 mileage £49.05 17.10.14 Police and Crime

Panel National conference

£99.00 £156.50

Herbert - - £0.00 Hunt - - £0.00 McGuire 17.10.14 Police and Crime

Panel National conference

£99 £99.00

Oliver - - £0.00 Over 30.07.15 mileage £4.50 17.10.14 mileage £54.40 17.10.14 Police and Crime

Panel National conference

£99.00 £157.90

Reeves 17.10.14 Police and Crime Panel National conference

£99 £99.00

Shellens 30.7.14 parking £2.40 30.7.14 mileage £20.70 17.10.14 mileage £62.10 17.10.14 Police and Crime

Panel National conference

£99.00

5.12.14 mileage £5.40 28.1.15 mileage £5.40 28.1.15 parking £10.00 £205.00Shelton 30.7.14 mileage £44.10 5.11.14 mileage £24.30 5.11.14 parking £3.20 £71.60Sinnott 17.10.14 Police and Crime

Panel National conference

£99.00 £99.00

Stokes - - £0.00 Fox - - £0.00 Total £888.00

6. IMPLICATIONS

6.1 The costs of supporting the operation of the Panel will be contained within funding provided by the Home Office for this purpose. It is therefore anticipated that no funding contributions will be required from Authorities.

7. CONSULTATION

7.1 Not applicable.

8. NEXT STEPS

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8.1 The budget will be monitored in accordance with the normal arrangements of the Host Authority, and reported to future panel meetings on a regular basis.

9. BACKGROUND DOCUMENTSUsed to prepare this report, in accordance with the Local Government (Access to Information) Act 1985

9.1 None

10. APPENDICES

10.1 None.

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C PC PCambridgeshire Police

and Crime Panel

CAMBRIDGESHIRE POLICE AND CRIME PANELDRAFT AGENDA PLAN 2015-2016

DATE OF MEETING TITLE/PURPOSE OFFICER

Wednesday 17 June 2015, 2pmANNUAL MEETING,Cambridgeshire County Council, Kreis Viersen room, Cambridge

Election of Chairman

Election of Vice Chairman

Public Questions

Review of Complaints

Rules of Procedure

Cambridgeshire Police and Crime Panel Annual Report 2014-2015

Cambridgeshire Police Crime Commissioners Annual Report 2014-2015

Decisions by the Commissioner

Meeting Dates and Agenda Plan

Ian Phillips, Peterborough City Council

Ian Phillips, Peterborough City Council

Ian Phillips, Peterborough City Council

Police and Crime Commissioner’s Office

Police and Crime Commissioner’s Office

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C PC PCambridgeshire Police

and Crime Panel

Wednesday 16 September 2015, 2pmVenue to be confirmed

Public Questions

Review of Complaints

Decisions by the Commissioner

Meeting Dates and Agenda Plan

Ian Phillips, Peterborough City Council

Police and Crime Commissioner’s Office

Wednesday 4 November 2015, 2pmVenue to be confirmed

Public Questions

Review of Complaints

Decisions by the Commissioner

Meeting Dates and Agenda Plan

Ian Phillips, Peterborough City Council

Police and Crime Commissioner’s Office

Wednesday 3 February 2016BUDGET MEETINGVenue to be confirmed

Public Questions

Review of Complaints

Budget Precept 2016/2017

Decisions by the Commissioner

Meeting Dates and Agenda Plan

Ian Phillips, Peterborough City Council

Police and Crime Commissioner’s Office

Police and Crime Commissioner’s Office

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C PC PCambridgeshire Police

and Crime Panel

Updated: 10 March 2015

Items to be scheduled in that were identified during 2014/2015:

Child exploitation Police and Crime Plan Performance report – action plan for red and amber targets Follow up report on 101 Call Handling. How the Police and Crime Commissioner is considering ways of measuring public confidence. Further statistical information regarding the number Specials going back to 2006 and those who have had more than two years’ service.

Wednesday 16 March 2016Venue to be Confirmed

Public Questions

Review of Complaints

Decisions by the Commissioner

Meeting Dates and Agenda Plan

Ian Phillips, Peterborough City Council

Police and Crime Commissioner’s Office

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