Executive Board Minutes – 28 June 2022

Lisa Winward (LW)                  – Chief Constable, NYP

Simon Dennis (SD)                   – Chief Executive & Monitoring Officer, OPFCC

Jonathan Dyson (JD)               – Chief Fire Officer, NYFRS

Mabs Hussain (MH)                 – Deputy Chief Constable, NYP

Mathew Walker (MW)          – Interim Deputy Chief Fire Officer, NYFRS

Thomas Thorp (TT)                  – Interim Assistant Chief Executive & Deputy Monitoring Officer, OPFCC

Caroline Blackburn (CB)         – Interim Assistant Chief Executive & Deputy Monitoring Officer, OPFCC

Jenni Newberry (JN)                – Head of Commissioning & Partnerships, OPFCC

Mike Clements (MC)               – Head of Finance, enableNY

Michael Porter (MP)               – Chief Finance Officer, OPFCC

Maeve Chappell (MCh)          – Corporate Communications Lead, enableNY

Rachel Antonelli (RA)              – Force Solicitor and Head of Legal Services, Evolve

Rena Brown (RB)                     – Managing Director, enableNY

Tina James-McGrath (TJM)   – Office and Volunteer Manager, OPFCC (minutes)

Claire Tomenson (CT)             – EA (PFCC), OPFCC (observing)

Dave Winspear (DW)             – T/Area Manager, Director of Capabilities, NYFRS

Simon Garnett-Spence (SGS) – Head of Assets, NYP

Vicky Booty (VB)                     – Projects Manager, OPFCC

Elliot Foskett (EF)                    – Assistant Chief Constable, NYP

ZM welcomed all to the meeting, attendance was noted, and apologies were received.

ZM noted for the meeting and attendees concerns about deadlines for papers and respectfully requested that given the work that is conducted to support the publication of papers once received, it would be appreciated moving forward if all papers are received by the OPFCC in a timely manner as per the papers deadline set. ZM thanked all in advance for support in this matter.

The minutes and action log of the previous meeting were noted. The minutes were approved.

JD proved an overview of progress in relation to the recent HMICFRS inspection and explained that an action plan had been drafted accordingly which now formed part of the NYFRS Senior Leadership Team meetings where tasks/actions were formally tracked as appropriate.

JD further expanded upon the above in relation specifically to an upcoming meeting with HMICFRS to discuss findings regarding finance/budget, noting this meeting would extend to consideration of access to further funding.  The issue is that HMICFRS appear to have gained the impression that NYFRS are placing reliance on reserves in order to balance the MTFP – this is not the case in respect of the MTFP as it stands. SD agreed that dialogue was a proactive approach to working with HMICFRS to aid their understanding and move forward in terms of finance/budget.

LW noted that these findings were yet to be shared with her, especially in relation to People Services and all agreed that clarity to better understand HMICFRS’s concerns would facilitate a collaborative approach to best address those concerns in a cohesive, all-inclusive manner. JD agreed, noting some clarity had already been sought from HMICFRS in relation to language used which will ensure the action plan drafted addresses accurately the recommendations made by HMICFRS – this action plan will be agreed with HMICFRS.

JD noted that a follow up inspection was due in December 2022 at which in addition to the points already raised by HMICFRS, additional points may be raised at that time.

Action: Meeting to be organised for ZM/JD/MP to discuss financial aspects of HMICFRS report and then raise with HMI.

Action: Future response to HMICFRS to be drafted addressing financial points once ongoing work on this matter has been concluded and will support such a response JD/MP.

3b. Financial Planning – Fire:

·       2021/22 Revenue and Capital Outturn Report

MP provided a summary in relation to the report submitted to the Board regarding the 2021/2022 Revenue and Capital Outturn Report. MP explained that in general, everything was in order financially and that of note, there had been some underspend which had not been expected.

MP confirmed that there were no concerns moving into 2022 / 2023 although points to be aware of included increasing inflation and fuel costs. MP added that in terms of capital, there were challenges/risks in the form of fire appliances and the aging fleet which would require spend from the reserve levels moving forward.

JD queried water charges which MP explained were because of a hydrant replacement schedule which is a required undertaking by the water authority. MP added similar charges would be upcoming in the next financial year also.

ZM approved the report.

·       2021/22 Treasury Management Outturn Report

MP explained there were two key items of note. Firstly, the level of debt was reducing (noting the impact on delivery of the capital programme) and secondly, as a result of not borrowing money for a number of years, there had been a breach in terms of the regulatory criteria in relation to borrowing with more than 10% of the debt outstanding not having been repaid during the last financial year. MP had calculated that the amount equated to 13.1% and considered this was not a risk nor real concern at this time.

TT enquired as to any Decision Notice being needed in relation to the above financial reports with MP confirming no Decision Notices were required.

ZM approved the report.

3c. RRM Update

JD summarised in brief the ongoing consultation exercise in relation to the FRS staff and firefighters with visits to fire stations ongoing. JD explained the potential for any welfare issues may be seen in September 2022 as a result of the upcoming shift pattern changes. The meeting agreed the challenge was to continue to deliver the repeated key messages in a pragmatic manner with the focus on detail and cohesive approach to communications across the board.

TT updated the meeting regarding the progress of the public consultation work undertaken so far and the key messages coming out of these events from the public, noting there appeared to be a real mix of opinions which had been shared to date. Just under 500 responses to the survey had been received so far and work was ongoing to promote the survey. Upcoming were a number of focus groups/deep dive events which will be undertaken in the key areas impacted by the proposed changes.

TT noted for the meeting that the Fire Brigades Union had released some comments and may do so in the future which will be factored into ongoing assessment of public/staff feedback and perceptions. TT added work is ongoing in terms of engagement with local councillors to involve them in the consultation process. This engagement is planned as focus groups specifically for councillors and parish councillors.

TT thanked RB/MW for the supportive work underway at Change Board and the hope is the service response to the consultation will form part of the Executive Board agenda for September 2022.

ZM queried the approach to engaging with the firefighters in terms of the staff consultation which JD provided an overview of measures taken to date to include: understanding the challenges; regular communications – key pragmatic messages; officer lead promotion of staff involvement; reiterate the message around confidentiality.

Action: TT/JD to bring FRS response to the Risk and Resource Model consultation to September Executive Board.

·       Local Government Reform and Devolution

SD stated that it appeared all was on track for a conclusion to discussions between North Yorkshire County Council, City of York Council, and the government in relation to devolution, expectation being conclusion of said discussions during July 2022, possibly prior to the next Executive Board meeting. SD provided an overview of the expected process to be undertaken and noted this would be followed by a public consultation on devolution once agreement between these parties had been reached. SD further noted that in terms of a timeline, it may be that outline organisational design work for a new MCA would be undertaken in September. SD added JN/SD are currently engaging with neighbouring authorities who have provided support as a result of which a structure for the police and fire MCA transition programme was in the early design stages.

4b. Commissioned Services Update

JN presented an update on the key Commissioning and Partnership priorities for 2022/23.  In relation to the Violence Against Women and Girls (VAWG) Strategy, it was reported that this would be launched on 30^th June 2022 and the draft Delivery Plan would be available in July 2022.  Terms of Reference for the Governance Board were being developed and MCh undertook to discuss the establishment of a Governance Group outside of the meeting.

JN provided an update regarding the Victims Centre and confirmed that currently, everything was on track regarding the timeline and being able to meet the UKAS accreditation deadline although this would require careful monitoring.

JN noted for the meeting work was being undertaken in relation to the Victim Needs Assessment 2022 working with Victim Support.  A review of the existing services would be carried out and a public consultation will then be undertaken for public input.  It was noted that a report would be submitted to a future Executive Board Meeting.

JN confirmed that funding for sexual violence and sexual abuse services had been secured, which amounted to £220k per annum over the next three years.

In response to queries, JN confirmed that two pieces of work were ongoing in relation to the Victims Needs Assessment, being the victim’s experience as well as in relation to the commissioned services themselves. Adopting this dual approach, it is hoped that the resulting data gathered will measure the public’s levels of trust and confidence in the OPFCC as well as their satisfaction with the OPFCC in relation to the commissioned services.

Action: Draft ToR in relation to the governance mechanism for the VAWG Strategy Delivery Plan will be circulated once drafted by JN.

Action: MCh to liaise with JN regarding the establishment of a communications group in support of the Governance Group to be set up in terms of the VAWG Strategy Delivery Plan.

Action: JN to present a report regarding the Victim Needs Assessment to a future Executive Board Meeting.

4c. PCP & FRS Assurance Modelling Update

SD thanked all involved for their contributions and stated that the consensus had been that the Assurance Model would work and would be beneficial.  Further work would now be undertaken with ZM / LW / JD / SD for a recommendation to be presented to ZM and then to the a future Executive Board for approval.  The first assurance session would hopefully take place in August 2022.  SD added that the decision regarding the delivery plan for the OPFCC and organisational development work to implement it, would also be submitted to ZM followed by an update to a future meeting.

Action: Assurance Model recommendation to be submitted to ZM and a report to be presented to the next practicable Executive Board.

Action: Proposed Delivery Plan and OPFCC Organisational Development changes to be presented to ZM for review and input with final proposed recommendation to be submitted to ZM and future Executive Board.

SGS provided the meeting with a brief background to this item, noting that work had been ongoing for some time in terms of upgrading the custody suite estate across North Yorkshire in order to ensure all suites were compliant. SGS reflected on the challenges of the project to date and the development of the business case previously in support of this upgrade programme. As a result of this work, SGS stated the position was of readiness to begin work on the full business case which would focus specifically on two key areas: option to undergo a full and comprehensive refurbishment programme of the current Fulford Road Police Station site; option to undertake a complete rebuild of the facility on a new site to be identified in the York area around the existing site. SGS noted that the business case will test and prove in terms of best decision resulting from the drawing up of such a business case. Currently, all things considered, SGS noted the preference being for a new build. A special Change Board in January 2022 had agreed to progress with a deep dive and SGS noted a number of areas covered.

SGS provided details in relation to funding considerations and concluded by confirming the request of the Executive Board was approval for the commencement of a full business case to review options, noting should approval be granted, the work on this full business case would commence in approximately one month.

The meeting proceeded to discuss several key concerns in relation to being able to progress with a full business case given a number of queries that the meeting felt had not yet been addressed fully. The meeting discussed funding, the significant borrowing requirement for the preferred option, refurbishment versus new build and details of the operational/compliance requirements that were currently driving the need to progress to a full business case. It was clear that the current proposal could not be recommended unreservedly by North Yorkshire Police to the Commissioner without further opportunity for consideration.

The meeting agreed that whilst this had been discussed previously, it was apparent further research was required in terms of some of the issues identified in the discussion at this meeting and that a consensus was also required prior to being able to progress to commencement of a full business case. It was noted that the balance between operational requirements/business needs versus statutory requirements to be able to deliver services, was key to being able to determine how best to proceed. The meeting further agreed it was key to broaden the scope in terms of gathering input to these options to better understand what is actually required in relation to any refurbishment or rebuild option. TT noted that it may be of value exploring co-location options which have been explored briefly in the past, especially given the current landscape in terms of upcoming devolution plans for North Yorkshire and the possibilities that may come from this for the region.

RB focused the group discussion on the key driver being that of the need to complete a refurbishment to the Fulford Road Police Station custody suite to ensure compliance and with today’s conversation in consideration, the discussion has now changed to a degree which RB/SGS will use as guidance in drafting a revised proposal for Executive Board. RB stated the original feasibility report would also be revisited in this revised approach. ZM agreed this was a proactive way forward to ensure key stakeholders could better understand the needs, in particular of achieving compliance within the custody suite, along with being able to understand costs of a new build versus a full refurbishment programme.

Action: RB/SGS to review original feasibility report in conjunction with key stakeholders and present to a future Executive Board meeting.

5b. Ripon Estates Project

SGS confirmed this was a verbal update at this time and that the draft paper would be circulated following the meeting.  SGS explained that the scheme was progressing, however, there had been delays. The results of the geological survey were expected in July 2022, local consultations were ongoing, and the design was progressing.  SGS he is in regular contact with the supply chain, noting that it had become apparent there was an increase to the original estimated costs by approximately 40% potentially.

SGS reported he was in regular contact with all relevant parties and that all were kept updated as the project progressed.

Action: SGS to circulate (1) the draft Ripon Estates Project report and (2) the details of the estimated cost increases.

5c. Draft Annual Governance Statement 2021

MP informed Members that the report had been presented to the Joint Independent Audit Committee (JIAC) and covered a wide range of governance and development areas.

SD acknowledged that the JIAC was  refreshed membership was functioning well and enabling good governance.  SD undertook to liaise with MP outside of the Executive Board meeting in relation to a particular governance issue expressed by other Chief Executive Officers within the Region, connected to regional collaboration, with which SD agreed.

Action: SD to liaise with MP outside of the Executive Board meeting regarding the AGS.

·       2021/22 Revenue and Capital Outturn Report

MP presented the draft Revenue and Capital Outturn Report 2021/22 and confirmed that it would be subject to an external audit process although should not alter.  MP provided members with a brief overview of the salient points within the report which included: an underspend of £2.5 million; the ability to deliver against the establishments of the organisation; changes to Terms and Conditions of uplift grants; future pressures on non-pay budgets; the Capital Programme and £25 million in Reserves.  MP stated that the Force had carried out exceptional work regarding the Police Uplift Programme and was in a good position in relation to the 2021/22 delivery.

Questions were raised around the delivery of projects and the underspends.  MH responded that reviews had been undertaken, some projects had been paused prior to business case approval and confirmed the existing programme was deliverable, noting a caveat of any external influences which could impact this delivery.

MC confirmed that a report in relation to the Capital Programme was included on the Forward Plan and was due to be presented at the next Executive Board meeting in July 2022.  MC provided an explanation in terms of the underspend position in light of the national decision regarding the uplift and resulting recruitment issues.

LW expanded on the above detailing the position regarding police officers in ‘support roles’ and indicated that the data supplied needed to be taken in context with the overall position.  It was acknowledged that benefits could be gained if it was feasible to place police staff in roles undertaken by warranted police officers, however, accurate analysis with different forces would be required. LW also noted for the meeting that police officers in training were included in officer numbers, but they were in training and as such, not fully operational as police officers – this needed to be factored in when analysing data with a greater understanding required.

In relation to service budget underspends, MC confirmed that this underspend was within the IT budget and accurate costs would be further determined and included in future reporting.

Action: LW to provide a full written response in relation to the overall position to include: concerns discussed regarding police officers in support roles; the potential for police staff to undertake such roles in the future; financial implications.

7b. VRI – Northallerton

LM expressed thanks for the opportunity to re-present this item at Executive Board. LM explained that as a result of the discussion at the previous Executive Board meeting, supporting information concerning the Estates strategy regarding the provision of the VRI suite provision in Northallerton had been reviewed accordingly in order to provide assurances in relation to the Estates strategy.  SGS confirmed that having reviewed all previous reports and analyses, it was evident that the VRI suite would need to be separate from the police station to provide the public with reassurance as necessary and t SGS could confirm that the proposal did not conflict with the current Estates strategy.

ZM thanked LM and SGS for the additional work undertaken and approved the report.

ZM confirmed approval given.

7c. NYP Performance Framework

MH reported that Force Performance meetings had been established on a quarterly basis that linked into the Strategic Assessment.  The framework had been taken from good practice by other Forces and would enable leaders to gain access to the information they required.  However, it was acknowledged that further work was required to map all the processes and ensure end process/product was appropriate for NYP and fit for purpose accordingly.

MH confirmed work will continue on this Performance Framework with a view to presenting the item again at Executive Board in September 2022.

Action: MH to present NYP Performance Framework at the Executive Board meeting in September 2022.

Concerns were raised in relation to the emotive wording within the paper and other specific amendments were identified.  The significant communications requirement for NYP and the OPFCC was also highlighted.  In response MC indicated that an aspirational approach to engagement was required in order to empower the community.

ZM confirmed approval (subject to amendments as above).

CB confirmed that one-time purchases for rebranding were being explored and that a two-year fixed term contract for the Co-ordinator role was considered to be the best option.

ZM confirmed approval of the suggested proposal.

ZM requested that Members noted the report deadline date of 20 July 2022.