Police & Crime Commissioner Performance Monitoring Group 2013/14 Quarter 3 25 th February 2014

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

1.2 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%)

1.4 HMIC Inspection Programme Data Integrity YOT St Helens Making Best Use of Police Time Child Protection Valuing the Police 4 Police Leadership & Integrity Stop Search SPR All Force Inspection

Crime & ASB

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

2.2 Crime & ASB Crime Tree (compared to previous year)

2.3 Crime & ASB Overall Crime Short Term

2.4 Crime & ASB Overall Crime Short Term

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

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

2.19 Crime & ASB Retail Crime Update - Concerns Short Term Force Risk Business Robbery Liverpool North Sefton Liverpool South Shoplifting 8,516 crimes YTD 11.1% of All Crime 17.7% over target Top 10 BCUs Offenders & Locations targeted Improvement since last quarter

2.20 Crime & ASB Retail Crime Update – Current Tactics Short Term Focus of Work –BCU & Force unified approach –Prevention –Catania & Anterers Best Practice –Locally Regionally & Nationally Forensic Marking Project Premises –Target-harden –Reasons why? –Solutions Offenders –Drivers –Intelligence –Disposals Companies –Engagement –Initiatives

2.21 Crime & ASB Retail Crime Update – Next Steps Short Term Prevention Partnership working Problem Solving Affordability Sustainability Continued Liaison Internal & External stakeholders ACC Pilling PCC’s Office Area Commanders SDD

Repeat ASB Callers: Oct - Dec Crime & ASB Repeat Victimisation

2.23 Crime & ASB Stop and Search: Trends

2.24 Crime & ASB Stop and Search: Ethnic Disproportionality

2.25 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 performance at 93.1%. All BCUs have met target YTD. TQ2 – Full File Quality (Target 85%) – There has been a steady improvement in performance in this financial year. Current performance at 92.1%. All BCUs have met target in past quarter.

2.26 Crime & ASB Detainee Management – Warrants Medium Term Category A Warrants – Target 70% to be executed within 14 days. Current performance for December 13 – 85% Category B Warrants – Target 75% to be executed within 21 days. Performance has remained stable over the past 12 months. Current performance for December 13 – 84%

2.27 Crime & ASB Detainee Management – Licence Recalls Medium Term Emergency Recalls – Target 75% to be arrested within 48 hrs of revoke. Current performance – A total of 13 Emergency Recalls issued, 10 of which (77%) have met target. Performance for December 2013 is better than target at 100%. Standard Recalls – Target 75% to be arrested within 96 hrs of revoke. Current performance – A total of 120 Standard Recalls issued, 70 of which (58%) have met target. Performance for December 2013 is worse than target at 73%.

2.28 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 25.6%. Return Disposals Target is >65% not to be re-bailed on any non-primary arrest. Performance YTD at 75.2%.

2.29 Crime & ASB Voluntary Attendance (VA) Medium Term There have been a total of 4,564 Voluntary attendee interviews Force wide since its introduction on 12 th November Of the 4,368 disposals, 3,319 (76%) have a final result and the remaining volume have interim results e.g. VA Departed-Awaiting Disposal Decision. VA Final DisposalsVolume% All Final Disposals3,319 NFA192458% Caution32810% Postal Charge52716% RJ1354% Summons/Postal Requisition2307% Charge1023% Cannabis Warning100% Bailed90% Other542%

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

2.31 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 Between November and December 2013 there have been 448 calls to Crimestoppers (30% decrease on same period last year). This has resulted in the arrest/charge or caution of 79 individuals (22% increase on same period last year). Continued drive in terms of distribution of Crimestoppers literature at all Pivot and Community Meetings. In the process of compiling a Crimestoppers campaign calendar to target seasonal disorder and crime patterns. St Helens Town Hall: Secondary Democracy Debate 2013 – Safety First Presentation to High School staff from a number of schools in and around the St Helens area. Significant results during this period: - Cannabis farm – Pensby Hotel, Ridgewood Drive, Pensby - Male wanted

3.5 Neighbourhood Policing Public Confidence Long Term

3.6 Neighbourhood Policing Neighbourhood Policing Review Status Wirral implemented the new model fully on 16 th October The other BCUs implemented the model on 11th November Implementation of all the I.T. changes took place successfully on 19 th January All staff changes have now taken place and PCSTO recruitment has brought the number of PCSTOs in the force to 295. With recruitment and wastage the projected number by 31/3/14 will be 314. Outstanding Issues There are no other outstanding issues or identified risks to the project. There will be a 90-day review of the new neighbourhood shift patterns, carried out as part of the the SEP Phase 5 Review of Shift Patterns. PCSTO Powers All PCSTOs have received training in their new powers. They have been designated on 1 st January 2014, with powers to search for alcohol and tobacco and other interventions to increase their effectiveness. Their JDQ and Guidelines for Deployment documents have been updated to reflect the changes to their powers.

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.

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 Options – Paper submitted to COG CEU assisting MFRS / Probation / Daisy UK Transgender Forum Muslim Womens’ Coffee Mornings L8 IAG (Toxteth Advisory Group)

4.5 Hate Crime Community Awareness and Education Long Term Arabic language crime prevention forms Training programme MIAG Involvement Cultural calendar / hate crime posters Twitter Walk of Light Homeless Kitchen Polish language reassurance leaflets

Organisational Priorities

5.1 Organisational Priorities HR- Establishment (current & future) Projected Police Officer figures includes an additional 220 Budgeted FTE Constables for 2013/14 Projected Police Staff figures includes the deduction FTE confirmed leavers and 2.00 FTE confirmed VER/VR before

5.2 Organisational Priorities HR- Measures to achieve 2013/14 Establishment Ambition 4,000 target for Police Officers Recruitment schedule – 155 student officers recruited since June 2013 and a further 66 scheduled for 2013/14. A further 16 transferees were recruited in December Police Staff - Business change reductions through the Sustaining Excellence Programme PCS&TOs – As a result of the Police Officer recruitment process and to address current vacancies, a further 40 PCS&TO are scheduled to be recruited before the end of the financial year, with the first intake in January 2014 and the second in March 2014.

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 Forecast Outturn 31 st March 2014 Forecast Under- spend 2013/14 Variance (%) £ £ £ 5.3m1.6% Forecast underspend for the year of £5.3m 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 £3.4m.

5.8 Organisational Priorities Finance- Capital Budget Revised Estimate*Revised Budget 2013/14* Forecast Outturn 31 st March 2014 Underspend IT/Technical £ 5.1m £ 3.2m £ 1.9m Estates £ 12.6m £ 4.4m £ 8.2m Fleet £ 3.9m £ 3.1m £ 0.8m Total £ 21.6m £ 10.7m £ 10.9m * 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 Total capital expenditure to the end of December 2013 was £6.6m with a forecast outturn to the end of March 2014 of £10.7m. 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 £17.3m and £16.9m 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

5.14 Organisational Priorities Data Quality – Compliance with NCRS

Public Safety (Open)

6.1 Public Safety Repeat Victimisation of Vulnerable Victims: December 2013 Short Term

6.2 Public Safety Rape Crime Outcome Rate Short Term

6.3 Public Safety RTC: KSIs

6.4 Public Safety Missing from Home / Unauthorised Absence 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 current Force definition, which is still being used in the other 5 BCUs is: Current definition-“A missing person is anyone whose whereabouts is unknown whatever the circumstances of disappearance. They will be recorded missing until located and their wellbeing or otherwise is established.”

Knowsley Police personnel commenced September at Huyton Police Station. Staff currently displaced for building work until Interview held for MASH Inspector, starting 27 th Jan. Go live date 17 th Feb with partner agencies in place. Data sharing agreement,vetting, MOU and working practice arrangements are nearing finalisation but progressing well St Helens Co-location achieved 17th Dec. Whole FCIU fully functional within CYPS premises. MASH procedures are being developed. MASH manager appointed (A/Director Pickett). Health to co-locate in March. Liverpool Council have agreed to implement a MASH. Aiming for Jan 2015 implementation. Negotiations with regard to contracts with Careline (Liverpool Direct private supplier of front door for Childrens Services). Following Nigel Boulton ’ s report, a partnership workshop took place at the LACE Centre on 2nd Dec. Liverpool Children Services have identified a project lead. Next Governance Meeting due 21st Jan. Wirral Information Sharing Agreement part signed off. Health Representative attached for trial period, possibly full time in future. DWP representative now attached 1 day per week. IT solution in development. Sefton Sefton safeguarding MASH team to be co-located at St Peter's House with effect from Monday 10th February. All ongoing work will be completed within budget. ISA has been agreed and is out for signatures. Local Authority MASH manager is in place. Police team briefed and preparations for the move are underway. MASH meetings ongoing to develop processes, governance and performance management. Inspector in place to develop IOM and Sefton MASH. 6.5 Public Safety Multi Agency Strategic Hubs (MASH) Medium Term

6.6 Public Safety Domestic Offence Crime Outcome Rate Short Term