Force Executive Board. Minutes of Meeting 18 August 2016

Transcription

1 Force Executive Board Minutes of Meeting 18 August 2016 Present Apologies Chief Constable Paul Crowther T.C/Supt John Conaghan ACC Mark Newton DCC Adrian Hanstock Marie Daniels T/ACC Alun Thomas ACC Steve Thomas Shahida Nasim C/Supt Allan Gregory Simon Downey Darren Skinner Alison Potter-Drake Alistair Cook Kieran Murphy C/Supt Martin Fry Naomi Wesley C/Supt John McBride Elaine Derrick 1. Chief Constable s introduction 1.1 The Chief Constable provided an update on his recent visit to Scotland where he met HMIC Derek Penman, Chief Constable Phil Gormley, Scottish Police Authority and Scottish government officials. The main matters discussed were CT and the deployment of Taser at Cat A stations in Scotland, and devolution of BTP Scotland to Police Scotland. Following these meetings the proposal and comms strategy for the deployment of Taser in Scotland has been developed and the announcement will be made by the end of August. 1.2 The Chief Constable also provided an update on his meeting with the new HMI Matthew Parr. The HMIC inspection plan for 2016/17 was discussed, including the potential for an inspection by HMICS on D Division. 1.3 The Chief Constable undertook a fact finding visit to Kent Police yesterday with Mark Phillips and Liz France to understand how they developed and operate their new performance framework which has now been in place for 3 years. Their new framework went much wider than just performance and it was agreed there was real benefit for BTP adopting a similar approach. Kent Police invited BTP/A to attend their key meetings as observers to see how it works in practice. Action: DCC to will follow up with DCC Paul Brandon at Kent to arrange BTP to observe their key meetings and also for Kent Police to present to SEB / BTPA meeting. Kent Police have also established a Performance Improvement Team to manage poor performance across the force by identifying issues and providing direction and support to managers to enable them to effectively manage their employees and improve performance. FEB supported this approach. Action: Darren Skinner to develop a proposal for a similar unit in BTP and present a fully costed option to FEB on 6 October for endorsement. 1

2 2. Minutes and Actions 2.1 The minutes of the previous meeting on 15 July were approved as an accurate record of the meeting. 2.2 The update on actions arising from the previous meeting. Five actions were discharged and two remain in progress. An update on each is provided on the actions record sheet and a verbal update provide at the meeting on the following actions: Darren Skinner had briefed the TSSA police staff pay claim to People & Standards Committee (PSC) as well as seeking their views on undertaking a full revalorisation across all grades. The PSC supported this in principle but reverted it to the Appointments & Remuneration Committee. Action: Darren Skinner to produce a paper which proposes a full revalorisation of grades and spinal points is undertaken. As the next Appointment & Remuneration Committee (A&RC) is not until 22 November this paper should be circulated to the A&RC Chair for consideration outside of the committee. 3. Governance Board Assurance Reports 3.1 Service Excellence Board (SEB) The DCC presented the assurance report from SEB on 28 July Key points noted were: Ten 10 crimes per day are being recorded above the required daily rate to meet the target Disruption is 7.8% up on last year (primary minutes up 2.6% and reactionary minutes up 11.2%) The Spring 2016 National Rail Passenger survey shows confidence at 76.55% A detailed presentation was provided to Performance Review Committee on year to date performance. They noted the position and asked for detail of BTP s plan in response to the areas of increase such as violence and sexual offences. At August s SEB it was agreed to have a focus on violence crime. 3.2 Service Improvement Board (SIB) The DCC presented the assurance report from SIB on 12 August Key points noted were: The Body Worn Video full rollout was the only force project with a RAG red status. This was due to uncertainty about the capability of the WAN to support BWV, uncertainty about the deliverability of the project in-year due to financial constraints, and uncertainty about the capability of the BMV kit for the full rollout. Whilst there is now clarity on the uncertainty of these 3 factors, the real challenge now is whether the capital and revenue funds are available given the current budgetary challenges this financial year. A blue folder for the approval of the final Niche payment of 591,600k (incl VAT) is currently with the Finance Director for sign off before proceeding to the DCC. There had been some criticism around the level of training provided for ISP. Action: Simon Downey to undertake a review on progress of the additional ISP 2

3 training and whether this met the requirements, review the original ISP business case and speak to the project team to set out the initial training requirements identified and the advice provided and then produce a note which captures the rationale for the training agreed and overall cost, including difference in the cost of training we did against more in-depth training and the cost of the additional training being undertaken by L&D. This report should be presented to SIB on 1 September SIB had endorsed two business cases and the DCC presented these formally to FEB for the Chief Constable s approval in adherence with the Scheme of Delegation. These were: Camden Street Exit Full Business Case Retrospective approval was sought for 303k capital requirement for the exit from Camden Street remises and estates work to relocate functions into FHQ. The exit from Camden Street took place on 31 July 2016 and brings with it revenue savings of 522k in 2016/17 and 600k for subsequent financial years. The Chief Constable approved the capital expenditure of 303k. Edinburgh Waverley Business Case Approval was sought from FEB for SIB s decision to continue with the relocation of BTP premises at Edinburgh Waverley in light of the pressures on the MTFP and capital programme. The capital cost of this project is 300k with a revenue impact of 100k per annum. The Chief Constable approved the continuation of the business case and expenditure. This will need to be sent to the BTPA Chief Executive for approval in line with the Scheme of Delegation. 3.3 Integrity & Compliance Board (ICB) The DCC presented the assurance reports from ICB on 13 July and 16 August Key points noted were: Business continuity plans. The Chief Constable reiterated the importance of reviewing and refreshing business continuity plans across all locations. The difficulty in testing and exercising the plans was acknowledged. Compliance will continue to be reviewed via ICB. The Chief Constable asked for an update on PND. ACC Newton had ed COG an update on work with the Home Office. BTP are due to have updated its data by mid-september. The DCC confirmed this position hadn t changed but will monitor progress through the weekly transformation briefing. 3.4 Information Governance Board (IGB) The DCC presented the assurance report from IGB on 18 July Key points noted were: Stop & Search has a red RAG status due to the migration to Niche. A retro-fix has been developed and a process is now in place to capture on a weekly basis any gaps. The DCC updated that if the position was reviewed now the RAG status would be green. 3

4 Intel reports have an amber RAG status. B Division has diverted Canberra and TDR resources to clear the backlog and a proposal has been developed to ensure Intel reports are evaluated within a 72 hour average. Foreign National checks were also graded with an amber RAG status. Action: C/Supt Fry to the Chief Constable and DCC with the position on the Foreign National checks. The Chief Constable asked for an update on PNC / AS uploads. Action: C/Supt McBride to the Chief Constable and DCC with the position on PNC / AS uploads. 4. Finance Report 4.1 Revenue & Capital position at Period At Period 4 the year to date revenue position was 600k adverse to budget and the full year forecast shows an adverse variance of 3m compared to budget. A management action plan has been developed and approved by COG on 29 July to close down the 3m budgetary challenge. A list of additional risks and opportunities were set out in the paper presented The Capital programme is forecast to spend 8.83m at full year against a budget of 10.4m. The position of the capital programme at P4 was 1,546k spend. 4.2 Early indication of revenue position at Period The early indication following the Period 5 Finance Reviews which took place on 17 August is a full year forecast over spend of 1.38m which excludes funding for CT and the underground. The forecast does not include pressures from rent reviews or revenue impacts from capital projects. This position recognises the progress made as a result of the action plan agreed at COG on 29 July but there remains a budgetary pressure of 1.38m The Director of Capability & Resources (DoCR) shared a spread sheet which set out resources and vacancies. It was clear not all budget holders had factored their vacancies into their end of year forecast and greater analysis and planning must be undertaken by budget holders on their resource forecasting and impact on budget forecast The Chief Constable stated that the Force must present a clear plan to Finance Committee on 20 September which sets out how the Force will come in on budget at year end. Some difficult decisions will need to be made to achieve this plan. Action: DCC, Finance Director and DoCR to meet with Divisional Commanders and DCS Crime next week to agree a plan which will deliver a balanced budget and present the plan to the Chief Constable by 26 August. 4

5 4.2.4 The budget for the maintenance costs for the old FIS, Crime, Command & Control, and Intelligence systems need to be collated and used to fund the ISP maintenance costs. Action: Kieran Murphy to provide detail of the old maintenance contracts to finance who will trace expenditure through the cost centre. Action: Shahida Nasim to undertake a forensic analysis of the maintenance budgets for the old FIS, Crime, Command & Control, and Intelligence systems and collate these savings and to fund the ISP maintenance costs. Action: DoCR to meet with ACC Newton and agree the aggregation of these maintenance savings. 5. Workforce Planning 5.1 The workforce planning report setting out the position as at 30 July 2016 was noted. The report included budgeted establishment and actual strength, higher grade duties, secondments and compulsory retirement age. 6. Implications for BTP on the Bear Scotland Employment Appeal Tribunal 6.1 Darren Skinner presented a paper which provided an overview of the Employment Appeal Tribunal ruling on overtime and holiday pay in the case of Bear Scotland v Fulton and others and the implications this ruling has for BTP. 6.2 In line with the NPCC position, it was recommended a 60 one off back payment to all constables and sergeants should be made to cover the period October 2015 to December 2015, paid in September The cost to BTP of this one-off payment is 160,740. Going forward this payment will be made in January for the previous year. This equates to 116,718 per annum which will need to be factored into the MTFP. Negotiations have taken place with the Federation regarding this payment but the Chief Constable asked that their support of this decision be obtained in writing. Action: Darren Skinner to seek written confirmation from the Federation that they support the proposal to make a one-off back payment. 6.3 Bear Scotland also applies to police staff and negotiations have commenced in relation to this payment. Action: Darren Skinner to seek confirmation that the legal position is only applicable to police staff who are contractually required to work overtime and will report back to FEB on 8 September. 7. Management Assurance Return 7.1 The 2016/17 Q1 Management Assurance Return was presented to FEB who agreed it required further work prior to its submission to Audit & Risk Assurance Committee. Action: DCC to task Mike Furness to undertake further work in developing the responses on the Management Assurance Return. 5

6 8. Fraud Risk Assessment 8.1 FEB discussed the Fraud Risk Assessment which was presented to the meeting. It was agreed this was a good framework but it required some refining. The Chief Constable suggested payroll and PSD should review the assessment in detail and provide feedback to the Head of Finance. Action: Shahida Nasim to arrange for payroll and PSD to review the assessment and the present the findings and assessment to ICB on 20 September for final sign off and ongoing monitoring. 9. National Uniformed Managed Service 9.1 The DoCR presented a paper which outlined the implications for BTP of the decision at NPCC Chief Constables Council to standardise core police uniform across UK police forces and sought a direction of travel from FEB in order that further work can be conducted. FEB agreed to pursue an option where savings on uniform can be achieved but not to move to a complete standardisation of the national police uniform. 10. BTP s submission to the Scotland consultation 10.1 A developed draft of the BTP s response to Scotland Government s consultation The Integration of the British Transport Police in Scotland into Police Scotland was shared with FEB FEB provided feedback on the draft submission. C/Supt McBride will develop this feedback into the submission and share it with the Chief Constable for final sign off prior to the consultation closing on 24 August. Action: C/Supt McBride will provide the Chief Constable with an updated version of the consultation submission for sign off prior to the closure date of 24 August. 11. Demand, Resource & Deployment Business Case 11.1 The Demand & Resource project team presented the Demand Resource & Deployment business case to FEB alongside proposals for four core national rosters. The options in terms of investment were also presented to FEB. There followed a comprehensive discussion on the proposals with feedback from the Divisional Commanders and Chief Officers The following was agreed: Endorsement of the proposed four core national rosters o Variable cover roster o 19 hour roster o Standard 24 hour roster (this roster has been amended following alternative proposals from officers which due to extended working periods provides an additional long weekend off but which still meets demand and provides officers with 133 rest days). o London 24 hour roster (this roster has been amended following alternative proposals from officers which due to extended working periods provides 2 6

7 long weekends off but which still meets demand and provides 141 officers for night tube with 133 rest days). The endorsement by FEB of the four proposed rosters was taken after giving due consideration to the feedback provided during the consultation process and provided on the proviso that these would commence as a three month pilot to test their viability to deliver against demand and achieve a maximum 20% abstraction level. The outcome of the pilot of the rosters may necessitate further change. Endorsement of an incremental approach which will deliver 75% of locations moving to the four proposed rosters without significant estates/vehicles/technology implications and associated costs. A target go live date of 9 April Action: C/Supt Davies and Marie Daniels to lead the following work: Develop a detailed implementation plan for the new rosters and present the plan and updated business case to FEB on 8 September for final sign off by the Chief Constable. Dependent on the cost this may then require referral to the BTPA for approval under the Scheme of Delegation. Develop a detailed engagement plan - stakeholders, EPSA holders, BTPA, and also internally for officers and staff. This should include early engagement with the TOCs prior to formal consultation commencing across BTP. Present the business case and detail of proposed roster to Police Authority on 28 September The project team highlighted the impact the changes the Demand, Crime and Control Room rosters will have on business as usual for the DMS and Origin teams and an early estimate of 127k was flagged for inclusion in this year s revenue budget pressures. Further work on this financial impact will be undertaken and an implementation plan will be included in the presentation to FEB on 8 September The Chief Constable thanked the Demand & Resource project team for this comprehensive piece of work and for the engaged and information presentation and discussion at FEB 12. BTP Estates fit for purpose survey 12.1 A summary of the Estates fit for purpose survey was presented to FEB. The works identified in the survey are a combination of insufficient lockers, buildings not of the required size for resources, buildings not fit for purpose. Consideration of the outcome of this survey will need to be made alongside the development of the MTFP and efficiencies plan. 7