Executive Board Minutes – 6 December 2022

Lisa Winward (LW) – Chief Constable, NYP  

Mabs Hussain (MH)             – Deputy Chief Constable, NYP  

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

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

Michael Porter (MP) – Chief Finance Officer, OPFCC 

Jonathan Dyson (JD) – Chief Fire Officer, NYFRS 

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

Rena Brown (RB) – A/Managing Director, enableNY 

Mike Clements (MC) – Head of Finance, enableNY 

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

Claire Tomenson (CT)          – Executive Assistant (PFCC), OPFCC (minutes) 

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

Mike Walker (MWa)            – Assistant Chief Constable, NYP 

Leanne McConnell (LM)      – Head of Criminal Justice, NYP 

RB presented a report that outlined the options for upgrading the technology within a number of rooms across the estate.  Three options were presented for consideration and each involved significant costs.  RB stated that Option 2 was the preferred approach and was a priority for both NYP and NYFRS.  MH added that the proposal would provide the ability to engage externally on a professional basis.       

With regard to savings RB explained that efforts had been made to quantify the savings, however, it had proved difficult to establish firm data and the position would continue to be monitored.  The upgrades would be delivered during 2023/24 and had been reviewed by the IT Department.  

ZM approved Option 2.  

3b. Digital Evidence Management System (DEMS) Business Case  

CF reported that the paper had previously been discussed and approved subject to an action at the July meeting of the Executive Board.  The costs had now been properly factored in and the affordability corrected.  It had originally been assumed that the work would commence straight away, however, it was confirmed that it would not start until 2023, though this would result in higher costs next year.  RB added that DEMS was a new core system for the Force and it was already being used by other partner Forces.  The Business Case also included additional resources for the implementation.    

In relation to the data storage, MH indicated that the decision to change to cloud based had been deferred until 2023/24.  This would enable a review of the progress made by other Forces to be undertaken, as it was a costly and work intensive option.  

Concerns were raised in relation to the financial position and whether the project was still a priority and affordable for the organisation, as the position next year would be challenging.  MC explained that the Change Pipeline had been examined and there may be fewer capital programmes and more revenue, however, discussions would need to be undertaken.    

ZM noted that the project was fundamental for the organisation and the situation was acknowledged.           

ZM approved the Business Case.  

• Local Government Reform and Devolution

SD informed Members that the inaugural meeting of the Joint Devolution Committee had taken place on 30 November 2022 where it had been confirmed that plans were in place to support the transfer to a Mayoral Combined Authority (MCA).   Funded work had been approved by the Committee and the next meeting would take place in February or March 2023.  It was noted that the Public Consultation would close in mid-December then the results would be considered by Local Authorities.  Assuming the outcome was in favour, the information would be reported back to Ministers in order for the Legislation to be established.  SD then indicated that senior leads would need to be nominated for the workstreams from NYP, NYFRS and the OPFCC.  

RB stated that the Net Zero Grant would be beneficial for NYP and SD undertook to discuss the matter outside of the meeting.  ZM added that regular meetings with the Chair of the Local Enterprise Partnership would take place and the Leader of North Yorkshire County Council had been approached in relation to statutory officers.         

Action: SD to liaise with RB in relation to the Net Zero Grant.  

• OPFCC Structure

SD reported that one of the new Directors would be commencing work during December and the other would hopefully join in February 2023.  Recruitment for several roles within the Senior Management Team had been completed and the presentation of the Delivery Plan to the PFCC was imminent.  

4b. Commissioned Services Update   

JN gave an overview of the key commissioning updates and reported that the first VAWG Strategic Governance Board meeting had been held on 1 December 2022.  Members were informed that the Public Trust and Confidence in NYP survey had gone live on 7 November 2022 and the response was positive to date.  The following survey would be circulated next month.  It was stated that the sample of responses was small compared to the number of incidents within North Yorkshire, however, it was acknowledged that the data would be beneficial.  JN explained that the demographics were captured and the information would be reviewed on a quarterly basis, with a plan to provide a representative sample.  The Key Performance Indicators (KPIs) were covered within the survey and there were feedback mechanisms mainly for NYP.  JN then indicated discussions could be undertaken with NYFRS in order to develop a similar survey.       

MW explained that the inspection was similar to that carried out on NYP and had contained 11 judgements.  The draft report had been received and the Service had provided feedback on the accuracy of the data.  There were significant challenges within the report and improvement was required.  The final report was expected in early 2023 and a detailed Action Plan had been established with an update to be submitted in January 2023.  MW stated that the Service would be scrutinised by the Inspectors and there was a potential possibility of being placed in Special Measures.  It was noted that support was being provided by enableNY and RB confirmed that issues were being addressed and the work would be completed prior to the HMIC visit on 30 January 2023.    

JD informed Members that a cause of concern had been submitted by the Service and they had successfully challenged a recommendation of the Inspection.  Relationships with HMI were being maintained and due governance processes were in place.  He stated that he was strongly opposed to being placed in Special Measures and progress would continue to be made with the assistance of enableNY.  The HMI were duty bound to review the outcome of the Inspection and the Service needed to demonstrate the progress made.  ZM acknowledged the hard work undertaken by all involved.             

5b. NYFRS Industrial Action Update  

MW reported that the strike action ballot had taken place on 5 December and the first potential strike date was 27 February 2023.  Statutory duties would still have to be discharged and the 10 most critical sites had been identified.  Staff welfare was key during the industrial action and the timing around communication would be crucial.  MW confirmed that the offer of military aid from the Government had been rejected and the Service would be reliant upon on-call firefighters.  A great deal of work was ongoing behind the scenes and productive discussions had taken place with Menwith Hill.  

5c. NYFRS Update – Malton Estates  

JD began by informing Members that the issue would be discussed at the Collaboration Steering Group.  He then explained that moving to the proposed Eden Camp site would increase the response times for the service and would require a public consultation exercise, which was not preferable.  Malton was the lowest risk station, however, it had the highest frailty index and although the Service wanted to co-locate with the Police it was tied to a constricted area in Malton.  It was noted that three sites were available, however, the existing police site would only be viable for the Fire Service.  

LW indicated that the chosen site would have to be sufficient and effective for a collaborative approach and questioned whether there would be a business case to compare other costs.  In response it was noted that external consultants would be required to provide a cost estimate in relation to the co-location on the police site and comparisons could not be made until this information was received.  It was noted that it would be advantageous for the Fire Service to move to the police site, but not for the Police to remain in situ.    

In relation to the possibility of securing the Eden Camp site, it was explained that it may be possible to enter into an exclusivity agreement for a period of time at a cost based upon the value of the site, though this would be non-returnable.    

ZM acknowledged the timescales involved and requested that negotiations be undertaken in relation to the Eden Camp site alongside options for a stand-alone fire station.    

Action: Negotiations to commence in relation to the Eden Camp site and options for a stand-alone fire station to be explored.      

As an associated issue it was confirmed that the houses within the current Malton police site were still owned and used by the Service.     

SGS confirmed that work had been undertaken, however, delays had been experienced.  There had been positive engagement with the Communications Team and approval of the proposals were awaited.  It was hope that the costs could be brought back to within budget, however, there were risks within the project.  Additional governance procedures were now in place and progress would be reported via the Agile Working Board and Senior Leadership Team.    

In response to questions posed regarding the progress made and planning requirements it was explained that advice had been followed in relation to the structure of the Programme and planning permission was being investigated where required.  

ZM raised concerns and voiced her disappointment in relation to the management and financing of the Programme.  The immense impact on the NYFRS budget was acknowledged and it was hoped that the work would be kept on track and delivered.  SGS accepted the points made and gave assurances that the Programme would be progressed.  

In conclusion SGS undertook to provide the proposed staff communications to JD and MW for their comments.  

Action: SGS to forward proposed staff communications to JD and MW for comments prior to circulation.  

5e. Response to London Fire Brigade Cultural Review Findings (Observations and Implications)  

In relation to the background paper regarding the Independent Review of the London Fire Service, JD stated that an inordinate amount of work had been completed and was still ongoing.  North Yorkshire had recognised its own problems and these would be reviewed against the recommendations within the report.  Systems and processes already existed, however, it needed to be ensured that the decisions made upheld the values of the Service.  JD indicated that the three key areas focussed around the creation of a compelling vision; transparency and trust; and giving people a voice.  The industrial action would have an impact but the positive culture needed to be reflected.        

7a.(i) Quarter 2 Revenue Budget Forecast    

MC introduced the Quarter 2 report and highlighted that £1.452m was forecasted as surplus with a revenue expenditure underspend of £954k.  The Force had to achieve a police officer headcount of 1645 by 31 March 2023 and severe penalties would be enforced by the Home Office if this was not met.  He explained that the staffing underspend was due to vacancies and resourcing pressure had increased spending on police overtime.  The forecast would now be scrutinised on a monthly basis.  

In relation to the increase in Police overtime, MH confirmed that the issue had been identified and plans were now in place to move resources.  With regard to recruitment, Members noted that the Uplift Programme had made police officer roles available and as a result PCSO recruitment had suffered.  It was noted that some of the vacancies were difficult to recruit to due to the requirements and the PCSO role was not as attractive as others within the organisation.  

MC then provided an update on the Capital Programme, which had been discussed at the previous meeting and outlined issues in relation to Body Armour, ANPR and the Watchguard Project.  He indicated that the Quarter 3 report would be submitted to the next meeting.  MP highlighted the forecast overspend of £2.436m and stated that decisions would need to be made as to how it would be funded.  In response it was explained that the Change Pipeline had changed significantly, however, it would be beneficial to discuss the issue in the planning round.    

As reported at the meeting in November, Members were informed that an Internal Audit review had been undertaken in relation to concerns raised regarding the fleet forecast and processes.  MC explained that 13 key findings had been identified and would be discussed further.  It was noted that external systems were being looked at that could assist in resolving problems and some controls would be implemented by MC.  The governance issues, reporting gaps and lack of internal control in relation to fleet were acknowledged.  ZM voiced her concerns regarding the position but welcomed the mitigating measures that would be put in place.    

In relation to the vehicle fleet, RB indicated that a full inventory was required.  MH then explained that 53 cell vans were required and the order would need to be placed as soon as possible.  The matter was linked to both the HMIC recommendations and the Improvement Plan.  Members were informed that the current vehicles were affecting the Force’s ability to respond and an operational policing service could not be delivered without them.        

Following an adjournment ZM expressed her disappointment in relation to the situation and requested that details of the proposed funding for the replacement vehicles be presented during the precept discussions.  The purchase of the 53 cell vans was then approved.  It was also proposed that the performance issues highlighted in the Internal Audit review be reported to ZM.      

Action: Quarter 3 Capital Programme report to be submitted to the next meeting by MC.  

Action: Precept discussions to include the proposed funding of the Fleet Replacement Programme. 

Action: Details of the performance issues highlighted within the Internal Audit Report to be reported to ZM.   

Following an adjournment from 12:40 to 13:05 ZM approved the purchase of 53 cell vans.  

7a.(ii) 2022/23 Financial Update  

MP presented an update on the budget up to the end of September 2022.  He outlined the OPFCC underspend which related to current vacancies and additional received income.  Significant cash balances had generated additional income and an overall underspend of £2.1m was forecast, which was £480k lower due to the higher staff pay award.  MP stated that the Capital budget overspend needed to be addressed along with the revised Change Pipeline and it was important that funds were not committed that would be required in the future.  

MC explained that the National Change Programmes were included in the Change Pipeline and it would need to be refined.  In order for it to become more dynamic, consideration could be given to the splitting of National and Local Programmes.  In conclusion MP reiterated his concerns surrounding the commitment of funds for projects that were not required.  

ZM noted the report.  

7b. FCR Review/Business Case  

MWa presented a review and business case which sought to address the performance challenges in the Force Control Room (FCR).  He explained that a three-phased approach was proposed to be delivered in order to attain an acceptable position.  A large amount of work had already been undertaken to address some of the issues, however, there were vast performance differences with the FCR.  Phase 1 was underway and via a number of quick wins the call wrap up time would be reduced to 31%.  It had been assessed that approximately 160 call handlers would be required and recruitment to increase the number to 95 would be completed by March 2023.  Phase 2 would commence in April 2023 and further staggered staff intakes would deliver a maximum of 136 communications officers.  The target for after call wrap up time would be 21% by the end of December 2023.  MWa then outlined two scenarios within Phase 3 and indicated that the force was currently placed 42 out of 44 in relation to call handling.  It was then recommended that the three-phased approach to Scenario 2, which would increase staffing to 112 communication officers and ensure efficiencies were in place, be approved.  

MH informed Members that the approach was realistic but practical and foundations would need to be built.  A great deal of work had been undertaken with other forces and the staged method would improve the service to the public.  The proposal was also a key component in relation to the HMIC Plan.  

Concerns were raised in relation to the affordability of the proposal and that relevant information had not been provided in order for a decision to be made.  In response it was confirmed that the project had been separately accounted for within the Change Pipeline and it was accepted that some of the required details had not been made available.    

Discussions ensued regarding the reduction to call wrap up times, IT solutions and future targets.  Members noted that results were not expected until March 2023, however, call handling had improved for 999 calls, business cases were underway for IT systems and work was ongoing around future targets.  MWa added that the situation would be monitored and reviewed. 

ZM expressed concerns in relation to the budget deficit and how the cost of the proposal would be accounted for.  In conclusion it was requested that the proposal be resubmitted for further consideration to the next meeting.    

Action: The report to be resubmitted to the next meeting.  

7c. Digital Interview Recording (DIR) Business Case  

LM presented a business case that sought to upgrade the aged interview equipment across the custody and voluntary attendance suites and also combined the future capital rolling programme.  The efficiency processes and costs linked into the HMICFRS recommendations, the Police and Crime Plan, future policing strategies and stabilised funding.  Members noted that the costs were projected and a full tendering process would need to be undertaken.       

In response to questions, CF confirmed that the proposal was one of the few Capital Projects and the cost of the Business Case was captured within the Change Pipeline.  LM stated that the current position was very inefficient and modest savings would be realised in the long term.  The DEMS Business Case would provide benefits and budgets could be stabilised if they were consolidated.    

Discussions ensued in relation to the budget and it was acknowledged that NYP had operational priorities to fulfil, therefore, each Business Case would need to be considered on its own merit.  MP raised concerns regarding the plan going forward and indicated that fragmented decisions could cause issues in the future.  Members were then informed that the project remained affordable.  The DEMS programme was essential and these were core functions of the Force.  In response MP indicated that the organisation would need to set out how it intended to fund the proposed projects and reconcile how this would be achieved.  The need for a financial plan was acknowledged.  

In summation ZM indicated that the organisation needed to be conscious of the surrounding issues, however, it was accepted that there were National Programmes with associated spending that were beyond its control.      

ZM approved the Business Case.  

7d. Progress Against the 2022/23 NYP Precept Proposals  

MH presented the report and explained that it demonstrated the capacity issues within enableNY.  The decisions and proposals had been made in 2021 and following the HMIC Inspection the requirements were significantly different.  It was noted that further discussions regarding the position would be undertaken.    

7e. EAT Closure Reports  

Action:  EAT Closure reports to be discussed at the next meeting.  

Action: The report to be submitted to the next meeting.   

Action: Risk Registers to be submitted to future meetings. 

Action: ZM to be briefed on the Risk Registers prior to them being submitted to the meeting.