Agenda item

The Commissioner’s Annual Report and Executive Summary are attached for consideration and comment by the Panel.

The Police and Crime Commissioner (PCC) introduced his Annual Report which outlined activities and progress over the course of 2022/23. He emphasised that the Report was framed against the priorities of the Police and Crime Plan to ensure that progress could be effectively tracked. The Report also included details of engagement activities, commissioned services and grants, financial considerations, governance arrangements, and the findings of His Majesty's Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS) following its most recent Police Effectiveness, Efficiency and Legitimacy (PEEL) Inspection of Warwickshire Police. He emphasised that the findings of the Inspectorate constituted an improvement on the results of the previous inspection. He would continue to hold the Chief Constable to account to address the areas identified by HMICFRS as requiring improvement. He reported that the next inspection was anticipated to occur in January 2025.

In response to Councillor Gist, the Commissioner highlighted the substantial expansion of Warwickshire Police in recent years. Since 2016, officer numbers had increased by over 300, bringing the total number of officers to just over 1,100. This had been partly financed by the national Police Uplift Grant as well as by Warwickshire council taxpayers. He emphasised that, in raising the police precept for 2023/24, he had made a commitment to expand the Force and ensure that officers were deployed evenly across the County by population, demand, and levels of crime (taking account of operational considerations such as firearms officers who had a central base). Under the Empower Programme, a new geographically-based policing model had been introduced with command centres in the north, east, and south of the County each overseen by a Chief Inspector. These chief inspectors were well-placed to liaise with local councillors to address community concerns.

In response to Councillor Humphreys, the Commissioner advised that, on average, between 8 and 10 officers left the Force each month. This was usually due to retirement. To maintain officer numbers, it was necessary to recruit approximately 100 new officers each year.

The Chair praised the level of detail included within the report. However, he highlighted that the Panel had previously received a more detailed overview of the Force’s performance, particularly in relation to key activities and priorities. In recent update reports, performance data had been less specific with a greater emphasis placed on governance arrangements and processes that shaped how the Force operated. He stated that a renewed focus on performance would help the Panel to develop a clearer idea of how strategic initiatives were operating in practice.

The Commissioner stated that this was a reasonable request. However, he emphasised the importance of establishing clear lines of demarcation between the role of the Panel and the role of the PCC. Performance data would be included in future reports to inform the Panel’s analysis of his holding to account of the Chief Constable in relation to the performance of Warwickshire Police. He advised that performance data was also published on the PCC website.

The Chair stated that this would be helpful. He highlighted the role of the Planning & Performance Working Group which provided a means to focus on specific performance-related matters in detail, enabling full Panel meetings to take a broader strategic overview.

The Chair highlighted the table on page 29 of the Annual Report which showed the OPCC’s assessment of Police and Crime Plan success measures across priority and sub-focus areas. Red, Amber and Green (RAG) ratings showed most areas as Amber. ‘Improved Communication’ and ‘Justice Outcomes’ had been set as Red.

The Commissioner described the methodology used to determine RAG ratings, stating that ‘justice outcomes’ had been marked as Red due to backlogs in the courts system. It had also been considered that ‘improved communication’ was required between justice partners. Attention would be focused on these areas. This could be facilitated by the Local Criminal Justice Board which was chaired by the PCC and attended by representatives of partnership organisations.

Polly Reed (Chief Executive, OPCC) advised that the Police and Crime Plan 2021-2025 was approximately three-quarters of the way through its lifespan. The aim was to achieve an increased proportion of Green-rated success measures as the Plan approached its conclusion. RAG ratings were determined by a series of complex spreadsheets devised to analyse progress against Police and Crime Plan objectives. Analysis was undertaken to determine appropriate remedial actions.

In response to Andrew Davies, the Commissioner advised that the requirement for the Force to make efficiency savings of £3m over a three-year period could be achieved in a variety of ways. The Chief Constable had discretion to deliver the full amount of savings in a single year or over a longer period. He stated that there were some obvious areas where savings could be achieved. For example, there had been substantial recent investment in ICT which had led to improved efficiencies. The Force had been asked to provide a detailed plan showing how the savings would be achieved. This would soon be provided.

The Commissioner advised that income derived from the Commercial Vetting Service was regularly monitored. The budget for 2023/24 was not dependent on income from the Vetting Service. Instead, surplus from commercial activities could be allocated to capital expenditure. This was advantageous as national funding for capital projects was no longer provided. Revenue could also be allocated to borrowing to pay off interest on loans. He advised that there was an earmarked reserve to cover any risks associated with the Vetting Service. He expressed confidence in the measures in place to scrutinise the Force’s finances. He would continue to provide regular updates to the Panel.

Polly Reed advised that the OPCC was a member of the Vetting Management Board which was chaired by the Deputy Chief Constable. The Board paid close attention to projected levels of income and expenditure. Consideration had also been given to ways to collect income more efficiently, reducing overheads. This was consistent with an emphasis across the Force on business development. She expressed confidence in the Vetting Management Board, stating that it was supported by competent individuals and focused on the right areas.

In response to Councillor Humphreys, the Commissioner advised that policing of the protests at Kingsbury Oil Terminal had required significant expenditure. Mutual Aid costs had been incurred to call in specialist teams. He expressed confidence that policing of the protests had been undertaken in a reasonable and humane way. He advised that, to be eligible for a special grant from the Home Office, the Force would need to incur costs for policing of a specific incident equivalent to 1% of net revenue expenditure. Policing of the protests at Kingsbury Oil Terminal had not exceeded this threshold. However, on-going costs would continue to be monitored. The Force also held a general reserve to respond to unforeseen events.

The Chair thanked the Commissioner, and the Panel noted the Annual Report for 2022/23.