Police & Crime Commissioner Performance Monitoring Group 2013/14 Quarter 4 20 th May 2014 OPEN AGENDA

Contents Part One: OPEN 1 Priorities & Targets / HMIC Programme of Work 2 Crime & Antisocial Behaviour 3 Neighbourhood Policing 4 Hate Crime 5 Organisational Priorities 6 Public Safety (OPEN) Part Two: CLOSED 6 Public Safety (CLOSED) 7 Serious & Organised Crime

1.1 Strategic Priorities & Targets 2013/14 Priority Outcomes 1.Reduce Crime and Anti Social Behaviour (ASB) Reduce All Crime, Violence, Burglary Dwelling, Robbery & ASB. Increase the Crime Outcome rate (Burglary Dwelling & Robbery). 2. Provide a visible and accessible Neighbourhood Policing Style Maintain Victim Satisfaction. 3.Tackle Serious and Organised Crime Reduce Firearms Discharges. 4. Maintain Public Safety Increase Crime Outcomes for Domestic Abuse & Rape. Reduce fatal KSIs, Maintain Detainee Management. 5. Take Effective Action against all forms of Hate Crime Increase Crime Outcomes and monitor the various stands.

/14 Crime & Outcome Targets Crime All Crime ASB Burglary Dwelling Robbery Violence (-2%) Sanction Detections Increase Burglary Dwelling SD rate (17%) Increase Robbery SD rate (25%) Hate Crime Domestic Abuse Rape BCUs (Crime) Knowsley – UTMV (-11.2%) and TFMV (-2.2%) Liv North – Other Stealing (-7.5%) Liv South – TFMV (-4.4%) Force Increase Crime Outcome Rates (based on 2012/13 YE) Reduce Firearms Discharges Firearms Discharges (-15%)

1.3 HMIC Inspection Programme Crime Data Integrity Child Protection Undercover Policing Police Leadership and Integrity SPR All Force Inspection (PEEL Assessments) The VtP4 inspections will inform the all force inspections HMIC 2014/15 Inspection Programme

1.4 Organisational Priorities Data Quality – Compliance with NCRS

Crime & ASB

2.1 Crime & ASB Crime Tree (compared to target / comparator)

2.2 Crime & ASB Crime Tree (compared to previous year) YTD% of all crime Target/ComparatorChange from Target

2.3 Crime & ASB Overall Crime Short Term

2.4 Crime & ASB Overall Crime Short Term TargetActDiff% Diff A % B % C % D % E % F % Force % All Crime

2.5 Crime & ASB Domestic Burglary Short Term

2.6 Crime & ASB Domestic Burglary Short Term

2.7 Crime & ASB Robbery Short Term

2.8 Crime & ASB Robbery Short Term

2.9 Crime & ASB Violence Short Term

2.10 Crime & ASB Violence Short Term

2.11 Crime & ASB ASB incidents Short Term

2.12 Crime & ASB ASB incidents Short Term

2.13 Crime & ASB Domestic Burglary Crime Outcome Rate Short Term

2.14 Crime & ASB Domestic Burglary Crime Outcome Rate Short Term Sanc DetCom ResCr Out % Pt DiffPDR A %-1.62%0 B %0.98%0 C %0.10%0 D %0.04%0 E %3.17%0 F %-5.28%0 Force %0.26%0 Domestic Burglary - Crime Outcomes (Target)

2.15 Crime & ASB Robbery Crime Outcome Rate Short Term

2.16 Crime & ASB Robbery Crime Outcome Rate Short Term

2.17 Crime & ASB Overall Crime Outcome Rate Short Term

2.18 Crime & ASB Overall Crime Outcome Rate Short Term

Repeat ASB Callers: Jan-Mar Crime & ASB Repeat Victimisation Original AddressIncs. A Home Address11 B Home Address10 C Fast Food Outlet14 C Pizza and Kebab Shop8 D Fast Food Outlet16 E Fast Food Outlet19 E Shop19 F Fast Food Outlet14

2.20 Crime & ASB Stop and Search: Trends

2.21 Crime & ASB Stop and Search: Ethnic Disproportionality

2.22 Crime & ASB Detainee Management – Case Progression Medium Term TQ1s – First Appearance File Quality (Target 85%) – Performance has been fairly stable this year across all BCUs with every BCU meeting target. Current force performance at 87.2%. TQ2 – Full File Quality (Target 85%) – Performance has remained stable in this financial year with the exception of January. Current performance at 91.31%.

2.23 Crime & ASB Detainee Management – Warrants Medium Term Category A Warrants – Target 70% to be executed within 14 days. Performance for March 13 – 77% Performance YTD (March 2013) – 73% Category B Warrants – Target 75% to be executed within 21 days. Performance has remained stable over the past 12 months. Performance for March 13 – 85% Performance YTD (March 2013) – 85%

2.24 Crime & ASB Detainee Management – Licence Recalls Medium Term Emergency Recalls – Target 75% to be arrested within 48 hrs of revoke. YTD Current performance (March 2014) – A total of 18 Emergency Recalls issued, 13 of which (72%) have met target. Standard Recalls – Target 75% to be arrested within 96 hrs of revoke. Current performance – A total of 203 Standard Recalls issued, 144 of which (71%) have met target.

2.25 Crime & ASB Detainee Management – Bail Management Medium Term Merseyside Police currently has 2,865 distinct individuals out on bail. Primary Arrest Disposals Target is <25% to be bailed on primary arrest. Performance YTD at 26.1%. Return Disposals Target is >65% not to be re-bailed on any non-primary arrest. Performance YTD at 75.3%.

2.26 Crime & ASB First Time Entrants to the Criminal Justice System (CJS) Medium Term

2.27 Crime & ASB Drug & Alcohol Abuse Long Term Probation developing Merseyside IOM Strategy through MCJB. CI Thornton working on this full time for police to deliver consistent approach. Need to achieve more focus on alcohol. Driver for violence which is an area of threat. Pivotal to managing violence repeat offenders. Improved service provision through joint commissioning? Pilot ongoing to drugs test violence offenders. Currently showing over 30% positive for cocaine.

Neighbourhood Policing

3.1 Neighbourhood Policing Overall Victim Satisfaction with Service Short Term

3.2 Neighbourhood Policing BRM Victim Satisfaction Gap Short Term

3.3 Neighbourhood Policing Grade 1 Incident Attendance Short Term

3.4 Neighbourhood Policing Community Intelligence Early this year analysis identified a 31% increase in calls to Crimestoppers compared to the same period the previous year. Over 90 individuals were arrested/charged or cautioned (12% increase on same period last year). There has been continued drive in terms of distribution of Crimestoppers literature at all Community Meetings. A mass letter drop, distributing 2000 letters to residential properties within the Stockbridge Village area asking for any information residents may have to help reduce crime and disorder within their area Polish Leaflets. Following a serious assault in the Southport area were a Polish male was attacked. PCC made enquiries as to if we held Crimestoppers leaflets in Polish. Artwork was obtained and sent to the Print Room HQ, leaflets printed and distributed within a 48 hour period.

3.5 Neighbourhood Policing Public Confidence Long Term Oct - Sep %  vs Previous Year -2.3 pp 12 Month Trend Stable 

Hate Crime

4.1 Hate Crime Hate Crime Short Term

4.2 Hate Crime Hate Crime Repeat Victimisation Short Term Repeat victims engaged by Hate Crime Co-ordinator or Neighbourhood Team to provide support, make an assessment and provide target hardening advice if appropriate. Referral to the regular Hate Crime partnership groups to provide support and target hardening measures such as CCTV and fire risk assessment. Risk status (High/medium/low) determined by Knowsley and Liverpool North. Only those assessed as High/medium risk referred to MARAC. St Helens – N ’ hood supervision and staff made aware of HC victims weekly. All victims receive additional reassurance visits and HVP is increased in the area. Appropriate support services available explained to the victim and contact facilitated. RepeatsAll VictimsRepeat Rate Hate Crime %

4.3 Hate Crime Hate Crime Outcome Rate Medium Term Once identified as a Hate Crime, the investigation is passed to the appropriate SIGMA team within each BCU. SIGMA teams then progress the investigation, provide support, make an assessment of the individual victim ’ s circumstances and provide target hardening advice if appropriate.

4.4 Hate Crime Third Party Hate Crime Reporting Medium Term 3 rd Party Reporting – CAB approached New forms in use across the Force Muslim Womens’ Coffee Mornings

4.5 Hate Crime Community Awareness and Education Long Term Hate crime training at schools, universities & hospitals Support networks promoting hate crime reporting Hate Crime presentations to youth groups E-card re-launch Engagement Toolkit produced Crime Prevention Advice for Chinese burglary victims MIAG Involvement Polish language reassurance leaflets

Organisational Priorities

5.1 Organisational Priorities HR- Establishment (year end) Police Officer year end establishment includes 221 student officers and 34 transferee officers recruited during PCS&TO year end establishment includes 56 PCS&TO recruited during

5.2 Organisational Priorities HR- Measures to achieve 2014/15 Establishment Police Officer Recruitment Minimal recruitment scheduled to maintain 3,886 police officer posts. Special Constables recruitment Scheduled to recruit a further 220 Special Constables. PCS&TOs recruitment As a result of the Police Officer recruitment process and to address current vacancies, a further 40 PCS&TO are scheduled to be recruited.

5.3 Organisational Priorities HR – Police Officer Sickness

5.4 Organisational Priorities HR- Police Staff Sickness

5.5 Organisational Priorities Equality & Diversity: Police Officer Establishment

5.6 Organisational Priorities Equality & Diversity: Police Staff Establishment

5.7 Organisational Priorities Finance- Revenue Budget Monitoring Original Estimate 31 st March 2014 Provisional Outturn 31 st March 2014 Forecast Under- spend 2013/14 Variance (%) £ £ £ 5.9m1.8% Provisional Outturn for the year of £5.9m mainly due to vacancies arising from structural change. Chief Officers have agreed to utilise these vacancy savings to support Ambition 4000 throughout the current CSR. Under-spend position includes re-organisation costs of £3.5m.

5.8 Organisational Priorities Finance- Capital Budget Revised Budget 2013/14* Provisional Outturn 31 st March 2014 Underspend IT/Technical £ 5.1m £ 3.3m £ 1.8m Estates £ 12.6m £ 4.2m £ 8.4m Fleet £ 3.9m £ 2.8m £ 1.1m Total £ 21.6m £ 10.3m £ 11.3m * includes re-phased projects from 2012/13 The original capital budget of £19.040m contained within the 2013/14 budget report has now been updated to include the re-phasing agreed as part of the 2012/13 closedown process with a resulting budget of £21.6m The provisional figure for total capital expenditure to the end of March 2014 is £10.3m. The largest area of underspend relates to the Estate Strategy which has seen some significant change since the original budget was agreed.

5.9 Organisational Priorities Finance - Savings Targets Savings targets within the 2013/14 MTFS are expected to be exceeded by £5.1m as a result of initiatives originally scheduled for 2014/15 being implemented ahead of plan. Overall targeted savings to the end of 2014/15 anticipated as being achievable in full. The savings targets for 2015/16 and 2016/17 have now been revised to reflect the October CSR with a shortfalls of £15.7m and £17.79m respectively.

5.10 Organisational Priorities Finance-– MTFS 2014/15 Budget Report 2014/152015/162016/172017/18TOTAL Budget Shortfall £ 12.7m £ 17.3m £ 16.9m £ 6.8m £ 53.7m Savings Identified( £ 12.7m)--- Savings to be Identified £ 0.0m £ 17.3m £ 16.9m £ 6.8m £ 41.0m Funding for 2014/15 has now been confirmed and the shortfall in budget has been addressed through the SEP savings programme and use of the PCSO reserve. On 26 th June 2013 the Government announced plans to make further budget cuts in 2015/16 and 2016/17and indications are that Merseyside Police will be required to save a further £34.2m in 2015/16 and 2016/17.

5.11 Organisational Priorities Facilities Management

5.12 Organisational Priorities Complaint Cases - Trend

5.13 Organisational Priorities Complaint Cases – Year to Date

Public Safety (Open)

6.1 Public Safety Repeat Victimisation of Vulnerable Victims: March 2014 Short Term RepeatsAll VictimsRepeat Rate Hate Crime % Domestic Abuse % Sexual Offences %

6.2 Public Safety Rape Crime Outcome Rate Short Term

6.3 Public Safety RTC: KSIs

6.4 Public Safety Missing / Absent Persons Medium Term Missing from Home/Unauthorised Absence The Sefton ‘Missing’ Pilot has been running since September. It incorporates the new ACPO approved two-tiered definition of Missing: Missing - “Anyone whose whereabouts cannot be established and where the circumstances are out of character or the context suggests the person may be subject of crime or at risk of harm to themselves or another.” Absent – “A person not at a place where they are expected or required to be.” This new, two-tiered definition means that people are either Missing or Absent. There is no grey area. The new definition went Force wide on the 24 th March 2014

6.5 Public Safety Missing / Absent Persons

Knowsley Building now completely renovated. Services live 27 th Jan All agencies in place – Social Care, RSLs, Health Services, Probation, Police, MFRS, Local Authority, MASH police inspector recruited. Data sharing agreement,vetting, MOU and working practice arrangements are completed/in place and working well. A 30-day review programme, 1 st already completed, is in place. St Helens Co-location working well; working practices being developed by practitioners. MASH procedures are being formally developed. MASH manager chaired meeting on procedures on 24th March. Draft procedures will be discussed in April. Health to co-locate in May. Liverpool Multi-agency Design & Implementation Group (DIG) to design the MASH by June 2014 and implement by January Recent DIG visits to Sefton, Leyland and Staffordshire MASHs. A proposed Liverpool MASH process map has been submitted to the Governance Group for approval. LCC announced Careline will be managed by themselves in future rather than the private company Liverpool Direct Limited. DIG presently involved in assessing suitable premises for the new MASH. Wirral Information Sharing Agreement almost signed off. Health Representative attached for trial period. Further trial period to take place and then possibly full time in future. DWP representative now attached 1 day per week. IT solution in development. We will also be using ‘ Liquid Logic ’ (the same as St Helen ’ s and Sefton). Progressing movement of MFH / CSE coordinator into MASH. Considering expansion of Police Teams in MASH (ie, FCIU). Sefton Sefton safeguarding MASH team is located with relevant partners at St Peter's House and went live on 24th Feb. A MASH process is in place and is monitored weekly. ISA has been agreed and a governance process in place. All work was completed well within budget. FCIU DI has responsibility for staff and safeguarding issues. Offender Management Inspector has responsibility for managing the processes and partnerships. Work is underway with partners to develop a Strategic MASH. 6.6 Public Safety Multi Agency Strategic Hubs (MASH) Medium Term

6.7 Public Safety Domestic Offence Crime Outcome Rate Short Term