Quarterly Report on Work
Streams to support the Police
and Crime Plan
January – April 2015
Contents
1. Prevent Crime
1.1. To develop and implement a Force and County Crime & ASB
Reduction Plans for 2014/15
1.2. To improve access to and the understanding and application of
evidenced based tactics
1.3. To further develop the identification of risk factors for people
killed or seriously injured on our roads in partnership with others
in order to focus prevention and enforcement activities
1.4. To increase the number of hours worked by members of the
Special Constabulary
1.5. To develop a model to identify and respond to people or families
who have a disproportionate impact on public services and
pursue implementation with partners
pg. 5
pg. 6
pg. 7
pg. 9
pg.12
2. Deliver an Appropriate Response
2.1. To implement the new Victims Code of Practice
2.2. To extend the application of the learning from our ‘systems
thinking’ work underway in the Flintshire area
2.3. To implement the new Police Service Code of Ethics
2.4. To review the deployment of PCSOs across the Force and
implement agreed recommendations
2.5. To further develop Force communication systems to improve the
availability of information on the work of the Force and public
safety
pg.15
pg.18
pg.19
pg.21
pg.22
3. Reduce Harm and the Risk of Harm
3.1. To continue to enhance our cyber and hi-tech crime capabilities
3.2. To improve our ability to identify and tackle child sexual
exploitation
3.3. To continue to work with partners to build on our public
protection
arrangements,
including
the
Multi-Agency
Safeguarding Hub being piloted in Wrexham
3.4. To work with partners to determine the scale of human trafficking
and modern slavery across the Force area and develop
responses
3.5. To work with partners in the commissioning and delivery of
services that reduce the harm caused by substance misuse
2
pg.25
pg.27
pg.29
pg.30
pg.33
4. Build Effective Partnerships
4.1. To complete a ‘stock take’ of existing partnership arrangements
and pursue opportunities to improve
4.2. To progress further collaborative opportunities with other police
forces and partners
4.3. To continue to work with national and regional partners to ensure
we possess the capacity and capability to meet our obligations
as set out in the national Strategic Policing Requirement
4.4. To work with partners to enhance still further our arrangements
for tackling rape and other serious sexual offences and in
particular for supporting victims
4.5. To determine the future of the existing Force Communications
Centre and associated practices, in conjunction with relevant
partners
pg.40
pg.41
pg.46
pg.48
pg.50
5. Organisational Development
5.1. To deliver the savings of £4.3m in 2014/15 and develop plans for
2015/16 and 2016/17 to realise further savings of the order of
£9.5m
5.2. To develop and pursue a new Information, Communications &
Technology Strategy to underpin operational service delivery and
our savings plan
5.3. To review our existing health and well-being initiatives and
develop a programme to maximise the performance and
availability of our workforce in this regard
5.4. To review our approach to leadership within the organisation and
develop and instigate a leadership programme in keeping with
the challenges we face
5.5. To further develop the skills of our police commanders in the
handling of critical and major incident command having regard to
the lessons learnt from recent national and local events
3
pg.54
pg.59
pg.62
pg.64
pg.66
1. Prevent Crime
4
1.1
Policing Objective: Prevent Crime
Work Stream: To develop and implement a Force and County Crime & ASB
Reduction Plans for 2014/15
Chief Officer Lead: ACC Richard Debicki
SMT Lead: Ch/Supt. Jeremy Vaughan
Current status:

County and Force wide plans continue to be scrutinised on a weekly basis by
exception.

Performance against the plans continues to be scrutinised at the Force
Operations Board and the ACPO performance reviews

Operation Falcade was implemented over a 12 week period focussing on
deploying police resources against predictable demands in the busiest 10
wards across North Wales. The improved deployment model was evaluated
and indications are that it led to an unseasonal reduction in victim based
crime across a number of our key demand areas.

Recorded all crime reduced by 0.2% at year end with a 0.4% increase in
victim based crime (VBC). ASB incidents reduced by 7.9% overall.

Notwithstanding the likely effect of the Crime Data Integrity Audit on recorded
crime, the increase in VBC was marginal with some positive reductions in
some key crime areas including:
o
o
o
o
9% reduction in burglary dwelling
14.4% reduction in burglary other than in as dwelling
14.2% reduction in vehicle crime
3% reduction in criminal damage and arson
Progress planned for next quarter:

Continue to develop predictive analysis to further improve deployment linked
to the planned review of Neighbourhood Policing and broader problem
solving agenda.

To continue to develop investigative and preventative interventions with a
view to identifying, targeting and supporting repeat offenders, locations and
victims.
5
1.2
Policing Objective: Prevent Crime
Work Stream: To improve access to and the understanding and application of
evidenced based tactics
Chief Officer Lead: ACC Richard Debicki
SMT Lead: DCS Wayne Jones
Current status:
The Force recently supported the national Society for Evidence Based Policing
Conference (SEBP) in Manchester with five members of staff attending. As part of
the work on violent crime DCI Jason Devonport will be looking at running a small
before and after study into violent crime in Denbighshire using some of the evidence
based academic research that was conducted by Bangor University for Operation
Spider.
A paper was also recently presented at Operations Committee highlighting the
launch of the College of Policing “What Works” centre for crime reduction. This
resource draws together evidence based research on previous studies with the
support of academic research. The use of the new resource will be encouraged by
operational staff to use what has been found to work in other areas.
Progress planned for next quarter:
The corporate programme office are preparing a bid to the Police Knowledge Fund
for collaboration with Bangor University. This collaboration will aim to support and
develop the research capacity of North Wales Police (NWP) from within the
organisation. A proposed bid will seek to work with Bangor University and take a
multi-strand approach with the following aims and objectives:
1. Map the research skills base of the organisation and the extent to which
evidence-based practices are built into policing.
2. Aim to develop processes which will allow the integration of evidence-based
policing into all police activities.
The force will continue to assess the impact of the Body Worn Video roll out into
Local Policing Services.
6
1.3
Policing Objective: Prevent Crime
Work Stream: To further develop the identification of risk factors for people killed or
seriously injured on our roads in partnership with others in order to focus prevention
and enforcement activities
Chief Officer Lead: DCC Gareth Pritchard
SMT Lead: Ch/Supt. Neill Anderson
Current status:
North Wales Police has continued to develop Operation Sodium and has now fully
implemented our capability to be able to process offenders with the provision of the
new Drug Drive legislation. We have fully completed the changes to processes, the
training of both Roads Policing Officers and Custody Staff as well as having
purchased the necessary Drug Swipe equipment. As a result we now have a robust
process that allows NWP to work completely within the new legislation and test
drivers of motorcars for Cannabis and Cocaine based drugs. To date we have
conducted 60 tests and over 50% have proved positive. This activity is being fully
supported by our Administration of Justice Dept. and the CPS. This goes a long way
to ensure that we seek to further reduce the risk on the roads and supportive action
by the courts will ensure that these high-risk offenders will be disqualified from
driving if found guilty.
Temporal data analysis continues to be used within Operation Spotlight to ensure
that we are targeting our enforcement activity in the right areas. We have a pilot
running in the rural areas of Denbighshire where we have seen an increase in
collisions involving young people and a correlated decline in enforcement of Fatal 5
offences. The operation is seeking to redress the balance and will be measurable in
that our enforcement activity is recorded and mapped to the casualty data. This will
be reviewed after 6 months.
Operation Darwen is now in full swing. A formal strategic and tactical review was
completed. This has resulted in a tactical directory being produced that is fully
supported by an operational order to deploy staff. The operation is linked directly
through to the Strategic Partnership with the Local Authorities so that established
task and finish groups are fully sighted on our enforcement activity. Bike Safe has
been further developed to include key causation factors of serious and fatal
collisions. To that end we have developed and are delivering a motorcycle
maintenance course with a sharp focus on tyre maintenance. A publicity campaign
has been developed for Operation Darwen supported by new marketing literature
and equipment.
The Chief Inspector and Inspector of the Roads Policing Unit are now trained Road
Death Review Officers. As experienced Road Death Senior Investigating Officers
this now allows North Wales Police to develop a robust review process within our
7
complex business area of investigating road death.
The operations calendar has been fully developed and published. This is controlled
directly though our robust level one tasking process. The operations calendar is
being shared with our road safety and casualty reduction partners so that we further
develop our strong working relationships and ensure we continue to work.
GoSafe have been fully drawn in to our Level One Tasking process. This is to
ensure that the tactical options offered through use of operational enforcement sites
are supportive of our strategy and tactical casualty reduction plan.
The tactical plan has been produced to fully support our strategy for reducing the
risk on our roads. This outlines our tactical response to enforcement and
engagement around the core areas of concern as identified though data analysis.
This links directly to the National Roads Policing Strategic Framework and the Road
Safety Framework for Wales.
Progress planned for next quarter:

To lead a number of high profile enforcement campaign namely the summer
anti-drink/drug drive campaign for Wales. This year there will be, for the first
time ever, an opportunity to fully engage the public in relation the new drug
drive legislation. Specific drug drive operations will be conducted at key times
and at key locations in the Force area fully supported by a robust media
strategy.

To further develop the work around young and older drivers who are
identified as particular risk groups. Now that we have fully established
Operation Revolution as a credible and measured education input for young
drivers we will seek the support of necessary parties and conduct an equality
impact assessment that will afford us an understanding of the possibility of
offering places on the Revolution Course for young people as an alternative
to prosecution for a driving offence. This will be scoped out in the same way
as other diversionary courses are in place now. We will do the same for older
drivers in respect of scoping out the referral opportunities for the older driver
course currently offered by the local authorities.

We will develop an enhanced approach to tackling the growing use of smart
devices in vehicles that contribute to the distraction of drivers that cause
collisions. Operation Nexus will move up a level and will include a number of
new and robust detection tactics. This will be fully supported by a media
campaign.
8
1.4
Policing Objective: Prevent Crime
Work Stream: To increase the number of hours worked by members of the Special
Constabulary
Chief Officer Lead: ACC Debicki
SMT Lead:
Ch/Supt. Jeremy Vaughan
Current status:

The current establishment is 125 (this is an increase of 10 from the previous
quarter).

Total hours worked 1st January to 31st March are 7,639. There has been a
decrease in hours compared to the last period. This is not unusual as
December hours tend to attract a peak whereas this period traditionally sees
a reduction.

Overall, the Special Constabulary has contributed a total of 32,634 hours
between the 1st April 2014 and 31st of March 2015. This is an increase of
6,625 hours over the previous year.

10 new Special Constables started training on 18th March 2015.

21 candidates are currently going through the recruitment process. The next
training intake is scheduled for June 2015. This will be the first course that
will run on an increased capacity of 18 candidates.

Chief Inspector Simon Barrasford and Special Superintendent Mark Owen
took part in a North Wales Police hosted live web chat on 16th February 2015.
The web chat focussed on the benefits and rewards of becoming a Special
Constable. The event was well received with 120 members of the public
accessing the event and over 20 online questions being asked about how to
join the Special Constabulary. The event was replayed a further 281 times by
members of the public.

In February 30 Special Constables took part in Operation Crossbow which
occurred in Flintshire and saw several of the officers being directly involved in
executing warrants and making arrests.

In March Special Chief Inspector Sue Williams, Special Constable Vicky Hill
and Special Constable Geraint Roberts were awarded a Community
Commendation by the High Sheriff of Gwynedd and Anglesey. Additionally in
the same month, Special Chief Inspector Carl Williamson was awarded the
Community Award by the High Sheriff of Flintshire.
9

Following the successful introduction of Special Constable Phil Roberts into
the Eastern Rural Crime Team, two further Special Constables have been
posted this quarter to the Central and Western Rural Crime Teams.

Crime Services continue to research the option of introducing Special
Constables who possess specialist IT skills into the High-Tech Crime Unit.
Initial research and best practice from elsewhere indicates that a police
volunteer would be better suited for this role. DI Sion Williams, Head of
Scientific Support Unit, Crime Services will continue to progress with Chief
Inspector Neil Thomas, Strategic lead for Police Volunteers.
Progress planned for next quarter:

A radical overhaul of the application process is currently taking place, led by
the Special Constabulary Senior Management Team and supported by HR &
Recruitment. It has been identified that there are three main avenues into the
Special Constabulary – external, internal and the Foundation Degree in
Policing Course currently run at Llandrillo College.

It was agreed at the last Strategic Board that the Force would revert to having
an opening and closing recruitment window for Specials, so as not to
compete with the PC and PCSO recruitment processes. With this in mind, the
current set model of having a permanently open Special Constable
recruitment window closed on Monday 13th April. This will enable the team to
look at ‘front end’ processes to ensure that they are fit for purpose.

The Strategic Board also agreed that the Special Constabulary Senior
Management Team can start to research and develop a more holistic and
personal process for Special Constable recruitment given their unique status
as volunteers. The application form itself will be simplified and there will also
be a section on the internet whereby candidates will be able to identify
whether they are eligible or not to apply. There will also be awareness
sessions held more frequently providing potential candidates with support
and advice.

A full review is planned with regards to the way internal North Wales Police
candidates can apply with a view to simplifying what has been identified as a
bureaucratic process.

With regard to the Foundation Degree in Policing Course being held at
Llandrillo, Special Superintendent Mark Owen has introduced himself to the
course directors and is now working closely with the tutor team to ensure
North Wales Police provide support and guidance to the students, who as
part of their course are encouraged by the college to become Special
Constables.
10

Following the successful introduction of a Special Constable into Western
CID, Detective Chief Inspector Alun Oldfield is exploring opportunities to
introduce a similar role within Eastern CID.

The Special Constabulary marketing and recruitment strategy will continue
this quarter. A detailed plan of targeted events and concepts is scheduled.
Highlights planned for this quarter include:
o Regular messages encouraging people to consider becoming a Special
Constable will continue to be sent via the North Wales Police Twitter and
Facebook accounts.
o Correspondence has been sent to all Special Constables asking what they do
“as a day job” with the concept being to carry out a number of press releases
highlighting that Special Constables come from all backgrounds, industries
and lifestyles.
o Employer Supported Policing (ESP) – Continued promotion of the benefits of
ESP, with encouragement for companies to join the scheme, is planned. It is
intended to promote the Special Constabulary within the business community
by providing employers with a better understanding of how their employee’s
skills as a Special Constable can complement their paid roles. This work
stream is being progressed by the North Wales Police Corporate
Communications Department. A business breakfast is to be held with
employers in the region to promote the benefits of this approach. Additionally
local companies with large local workforces already signed up to the scheme,
such as Asda and M&S, are to be further targeted. This breakfast was due to
take place in April but unfortunately had to be postponed and will occur over
this quarter.
Newly identified barriers/risks/issues and any mitigating factors:

The turnover of Special Constables joining the regular and PCSO service
continues to be a barrier. Both the PC and the PCSO recruitment windows
have just closed and it has already been noted that a number of Special
Constables have submitted application forms for both roles.

High attrition rate of candidates attempting to join the Special Constabulary,
failing in areas of vetting, health, paper sift and interview. It is hoped this will
be remedied following the new approach to recruitment which is detailed
above.
11
1.5
Policing Objective: Prevent Crime
Work Stream: To develop a model to identify and respond to people or families
who have a disproportionate impact on public services and pursue implementation
with partners
Chief Officer Lead: ACC Richard Debicki
SMT Lead: Ch/Supt. Jeremy Vaughan
Current status:
The Early Action Group meets on a quarterly basis and is chaired by Superintendent
Community Safety and is attended by senior police managers across Local Policing
Services and Crime Services. The Early Action Group feeds into the North Wales
Family Support Group attended by a wide range of partner agencies.
North Wales Police has agreed a definition for Early Action:
“Multi-agency intervention at the earliest opportunity, delivering sustained solutions
to individual and family problems which will ultimately build social resilience and
create thriving communities. Early action applies to both children and adults and
aims to reduce vulnerability, improve health and well-being, prevent crime and
reduce demand across all public services, preventing problems rather than
responding to them”.
The Group aims to:




identify and share best practice
promote consistency of approach and shared understanding while allowing
for local variations
identify links and ensure clear communication channels with other related
areas of work to avoid duplication
develop and review measures.
All areas, with relevant partners, are now focussing on those individuals and families
which are causing the most demand for public services.
Western have developed an Early Action Team consisting of a sergeant and three
constables led by an Inspector. They have engaged with partners across Gwynedd
and Ynys Mon who collocate at police premises in Caernarfon twice a week to
consider their cohort and develop initiatives to reduce the risks and demands
created by the vulnerable people.
Central area has nominated CI Neil Thomas as being the partnership lead for
Denbighshire and Conwy.
12
The Denbighshire Top 20 is a project developed by partners focussing on high
demand vulnerable people and families. Partners meet monthly to identify their
cohorts and develop initiatives. Neil is now rolling out a similar project within
Conwy. Neil has engaged with the local authority Team Around the Family to
ensure good local links are developed and maintained between TAF and
neighbourhood policing officers.
Eastern are identifying their cohorts of people and families through their local
tasking processes which then allocate owners who engage with partners to jointly
problem solve. Inspector Dave Jolly is dedicated to the role and is engaging with
partners to develop a model.
The implementation of Early Action is being considered in conjunction with the
review of Neighbourhood Policing in North Wales which features in the current
Police and Crime Plan.
Superintendent Sian Beck has presented to the Directors of Children and Adult
Services.
Progress planned for next quarter:

To present the definition of Early Action and the Terms of Reference for the
Early Action Group to the North Wales Family Support Group.

The continued development of partnership initiatives to support Early Action
work, for example the implementation of the Conwy Top 20.

To develop consistent measures to ensure that interventions are producing
positive outcomes.

A workshop is being held in May to review and develop the Neighbourhood
Policing function in North Wales.
13
2. Deliver an
Appropriate
Response
14
2.1
Policing Objective: Deliver an Appropriate Response
Work Stream:
To implement the new Victims Code of Practice (VCoP)
Chief Officer Lead: ACC Richard Debicki
SMT Lead: Ch/Supt. Jeremy Vaughan
Current Status:
The NCALT VCoP package is in the process of being completed by all operational
staff, this is reviewed on a regular basis. Completion from across the Force
currently stands at 73%. The training package provides a detailed overview of what
services police officers are required to provide to victims of crime.
A bespoke training package has been developed for all officers. The training
encompasses best practice from other police forces and existing customer service
training provided to new recruits. The training will help improve the way in which
officers deal with victims of crime. The initial training package has been piloted and
has since been redesigned. It will commence Summer 2015, this training will be
directed at all Sergeants and Inspectors within the Force and Police Staff
equivalent. A separate training package has also been designed for all Police
Constables and PCSOs, this will commence following the completion of the
supervisory training.
An internal communications strategy under the “It Matters” campaign is still ongoing.
Posters that have previously been used are refreshed on a quarterly basis, with new
ideas and themes. Internal communications from NPCC and Senior Management
Teams are communicated, endorsed and displayed on a regular basis.
The Victim Contact Agreement (VCA) have been in use since 20th January 2015.
The vast majority of the feedback has been positive from both the victims of crime
and officers. Both have stated that this makes interaction between the victim and
officer more meaningful and provides the victim with all the necessary information
they require. 30% of VCAs have been agreed to provide the victim with an update
every 10 days.
The Quality Assurance Teams (QAT), were introduced to drive up VCoP compliance
and improve the quality of updates provided to victims of crime, by carrying out call
backs to victims of crime after 72hrs and a 30 day period. These call backs are
designed to provide meaningful management data, enable service recovery, provide
additional support / information to the victim and to ensure officers are complying
with the VCoP obligations. The QATs were introduced on 20th January 2015, a
15
two month review was carried out in March 2015, this review found to date 997
successful calls have been made to victims of crime. Feedback provided externally
indicated some positive issues with very few problems raised by victims of crime,
good examples of service recovery and enhancements show the quality of the
service already provided. Internally, we have reviewed the way the QATs work to
respond to feedback that they were asking for unnecessary updates from officers.
Governance of the Service Excellence Programme has previously been managed
through the Confidence and Service Excellence Group chaired by the ACC. This
board will now amalgamate with the Ethics, Leadership and Cultural Committee,
under the new name of the Confidence and Ethical Standards Committee. The new
committee will be chaired by the Chief Constable, with the ACC as the vice chair.
There will be external non-executive members sitting on it; they will provide scrutiny
of the committee, its workings and the way that the force conducts itself under this
committee. These members, who are members of the Independent Advisory Group,
(IAG) and local university, will also act as critical friends to the Force.
The Quality of Service - Victim Satisfaction Board chaired by Chief Superintendent
Jeremy Vaughan actively monitors the work carried out within LPS and reviews how
improvements can be made whilst seeking best practice across the Force. During
this meeting specific attention is paid to feedback from victims of crime through
scrutiny of verbatim comments obtained on behalf of the Force by Swift Research.
Best practice from proportionate investigations managed by the Investigation
Support Team, (IST), has been reviewed, organisational learning has been
identified and both will be cascaded to all operational staff.
All guidance documentation relating to VCoP, and the new victim satisfaction
process, has been collated on the North Wales Police intranet to ensure all
members of staff have access.
Progress Planned for Next Quarter:

Evaluation of the Quality of Service Teams.

Evaluation of the confidence and satisfaction process.

Review of Victim Contract Agreements.
The above evaluations and review will take place to ascertain if they have assisted
with the implementation of VCoP. Any best practice identified will be cascaded to all
staff and any areas for development will be considered.
After three failed attempts to contact victims of crime, the current process ends and
no further attempts are made, Eastern QAT Sergeant is reviewing further e-mail /
16
SMS contact. This will only commence once the three failed telephone calls have
been attempted.
The introduction of volunteers is to be considered to assist the QATs to bolster
numbers and provide support within the teams, especially during the evenings and
weekends.
17
2.2
Policing Objective: Deliver an Appropriate Response
Work Stream: To extend the learning from our “systems thinking” work underway in
the Flintshire area.
Chief Officer Lead: ACC Simon Shaw
SMT Lead: Ch Supt Jeremy Vaughan
Current status: Active

The implementation of the “pod” structure in the Force Control Centre was
implemented in January 2015 which seeks to establish localism within a
centralised control room.

Senior Management Teams consisting of Superintendents and Chief
Inspectors have developed their own set of Leadership Principles.

A study took place in Rhyl between Thursday 26 February to Sunday 1
March where police staff observed the work of patrol officers to better
understand the demands placed on them and sources of inefficiencies.
Analysis has been conducted after the study which has led to the
identification of sources of inefficiency.

The approach that North Wales Police adopt to report low level road traffic
collisions has been redesigned and was piloted in the county of Flintshire.
The new process has reduced waste and improved efficiency. It is now being
rolled out across the Force. It is anticipated that this work will be complete by
June 2015.

All detectives are now submitting prosecution files directly to the Crown
Prosecution Service to eliminate the requirement for evidence assessors to
check them.
Progress planned for next quarter:

Plans are to be constructed in response to the analysis of the Rhyl demand
study.

The Public Protection Unit are commencing a systems thinking review of the
vulnerable person referral process, led by DCI Andy Williams.

Senior managers will receive refresher training in managing transformational
change using the systems thinking methodology.
18
2.3
Policing Objective:
Work Stream:
To implement the new Police Service Code of Ethics
Chief Officer Lead:
SMT Lead:
Deliver an Appropriate Response
CC Mark Polin
Supt. Gareth Evans
Current status:
Governance of the Code of Ethics Programme has previously been managed
through the Ethics, Leadership and Culture Committee chaired by the Chief
Constable. This Committee will now amalgamate with the Confidence and Service
Excellence Group which was chaired by the ACC, under the new name of
Confidence and Ethical Standards Committee. The new committee will be chaired
by the Chief Constable, with the ACC as the vice chair.
Learning and development has been high on the agenda to ensure that the Code of
Ethics has been embedded into NWP. A training package for all supervisors has
been produced and implemented, it is due to be rolled out across the Force in the
imminent future. Part of the training is Hydra based training. This is a Core
Leadership training package designed to assist supervisors with ethical dilemmas
they may experience. Hydra was selected as it provided a better learning platform.
A two day pilot ran recently which provided attendees with a number of workplace
scenarios and required them to make a variety of ethical decisions. This was well
received by those attending.
An NWP ethical health document has been agreed and adopted. This will be by the
committee with highlight reports requested from each business area.
An action plan for implementation of the Code of Ethics has been produced under
the nationally agreed template using the College/Transparency International
Business Cycle (Commit – Assess – Plan – Act – Monitor – Report), and is also
governed through the Committee.
An internal communications strategy is still ongoing, posters that have previously
been used are refreshed.
Progress planned for next quarter:

Review of the Hydra training package following the pilot

Review of the NWP ethical health document and program

Review of the internal communications
19
The above reviews will take place to ascertain if they have assisted with the
implementation of the CoE. Any best practice identified will be cascaded to all staff
and any areas for development will either be replaced or removed.
20
2.4
Policing Objective: Deliver an Appropriate Response
Work Stream: To review the deployment of PCSOs across the Force and
implement agreed recommendations
Chief Officer Lead: ACC Richard Debicki
SMT Lead: Ch/Supt. Jeremy Vaughan
Current status:
Following recommendations made by the Operational Futures project on 15th
September 2014, the Force Strategic Planning Board agreed to reduce the PCSO
establishment across the Force area by 59 posts over the next three years.
A Force-wide communication has been issued to communicate the decision to the
affected staff. Staff Associations have been engaged throughout the process and
supported the decision to use the Welsh Index of Multiple Deprivation (WIMD) as a
tool to both deploy PCSO resources including where establishments will reduce
over the next three years.
A fully detailed plan has now been written, highlighting the process by which the
PCSO establishment will reduce. This document explains which LPAs will lose
posts and clarifies the reductions required in each of the three years.
Progress Planned for Next Quarter:
Local Policing Services Operational Futures Board to continue to progress whilst
engaging with the Force Strategic Planning Board.
21
2.5
Policing Objective:
Deliver an Appropriate Response
Work Stream: To further develop Force communication systems to improve the
availability of information on the work of the Force and public safety
Chief Officer Lead:
SMT Lead:
DCC Gareth Pritchard
Supt. Gareth Evans
Current status:
ICT Developments:
Hootsuite
Hootsuite solution ready for installation. This will allow JCC to monitor and update
multiple accounts and social media channels from a single interface and maximise
the reach of messages sent out.
At present, the delay is down to ICT concerns relating to installation of new software
onto JCC machines, and the fact that the current version of Internet Explorer is
outdated and Hootsuite will not function within the browser. ICT are progressing this
with CGI.
IMSupporting Live Chat.
The IMSupporting live webchat facility has been evaluated, reviewed and approved
for implementation into the JCC. Supt. Alex Goss has indicated the system will be
live from 01 July 2015.
At present, ICT are seeking a technical solution, in conjunction with CGI to allow
both the Hootsuite and IMSupporting software to be installed into the JCC.
Website:
Website continuing to develop. Advice and Support sections undergoing review to
ensure content is user friendly and up-to-date. Amendments to contact section in
progress to include departmental contact numbers (most asked for departments at
JCC), promoting electronic contact before telephone numbers and revamp pages to
highlight live chat facility when implemented.
Developing analytics reports reviewing the use of the contact section.
Social media:
Around 25% of the Force twitter accounts have been closed, or users notified that
22
the accounts will be closed due to inactivity. New accounts are being regularly
requested and reviewed before being rolled out.
Progress planned for next quarter:

Trial of CoveritLive chat sessions at NPT area level. This will be trialled at the
request of a PCSO in Wxm Rural area.

Implementation of Hootsuite and Live Chat to the communications team and
JCC.

Amendments to NPT section of the website to further support Welsh
Language use.

Production of multimedia video supporting illegal driver campaign launch.
23
3. Reduce Harm
and the Risk of
Harm
24
3.1
Policing Objective: Reduce Harm & Risk Of Harm
Work Stream: To continue to enhance our cyber and hi-tech crime capabilities
Chief Officer Lead: ACC Debicki
SMT Lead: DCS Wayne Jones
Current status:
Following the introduction of an interim network security solution in January 2015,
members of the Force Cyber Crime Team with colleagues from the Training
Department have delivered the one week ‘Mainstream Cyber Crime Training
(MCCT)’ course to 100 Police officers and staff from different departments
throughout the organisation. This training has been delivered within the time
parameter set by the College of Policing and as a result the force has been able to
claim a financial reward that was offered to incentivise and progress this training.
Internal advice and guidance continues for staff regarding the RMS flagging of cyber
related incidents and crimes. All cyber related incidents and crimes are now
routinely flagged by the IST allowing the Cyber Crime Team to review all events of
this nature on a daily basis and to provide specialist support, advice and guidance
where necessary and appropriate. This flag also allows colleagues in Business
Services to extract data from cyber dependant and cyber enabled events to prepare
information reports that identify emerging issues and patterns, and data that will be
used to prepare cyber profiles that are specific to North Wales.
The internal and external internet and intranet pages are now established with up to
date security and prevention advice for children, parents and business colleagues. It
is through this forum and social media that emerging issues are highlighted and
security advice and signposting is offered. The external internet site was marketed
and publicised extensively as part of national Cyber Action Week. A series of events
were coordinated between 2 - 6 March 2015 with the media including televised
coverage of the launch of the Cyber Crime Team and the PCC’s visit to MCCT
training at Pen Y Groes.
The development of effective partnerships with representatives from the business,
commercial and academic communities continues through the North Wales Police
Cyber Task & Finish Group.
Progress planned for next quarter:
Formalising the development of the North Wales Cyber Trust Group, a partnership
that will facilitate and provide a gateway to cyber expertise in business, commerce,
academia and law enforcement. Continuing to participate and support the
development of regional cyber expertise (North West England & Wales) and
continuing to support the development and creation of a Cyber Information Sharing
25
Protocol (CISP) in Wales with partners from business, commerce and academia.
Newly identified barriers/risks/issues and any mitigating factors:
Ongoing Microsoft licence costs linked to the MCCT courses.
3.2
26
Policing Objective: Reduce Harm and the Risk of Harm
Work Stream:
Exploitation
To improve our ability to identify and tackle Child Sexual
Chief Officer Lead: ACC Richard Debicki
SMT Lead: D/Ch/Supt. Wayne Jones
Current status:
Funding for the three Barnardo’s Child Sexual Exploitation (CSE) practitioners has
been secured for a further 2 years. The progress and impact of this project is being
underpinned by academic research with Glyndwr University.
Training continues to be delivered in force with regards to CSE for all operational
staff.
CSE continues to be a key priority for the Regional Safeguarding Children's Board
(RSCB). The CSE task and finish group has met and has scoped out the pan north
Wales position with regards to CSE. There have been a number of associated
recommendations which were agreed for progression at the RSCB on 8/5/15. These
are around the appropriate identification of risk, information sharing and awareness
raising. The task and finish group has taken on additional piece of work to scope out
what CSE service provision is actually being delivered to who and by whom. This
piece of work will enable service demand and provision to be understood across the
area.
The flagging of CSE victims and perpetrators on North Wale Police information
systems is now business as usual.
Cases of CSE are discussed in the THREAD meeting.
The Denbighshire Coastal project continues to identify those at medium risk of CSE
and to work with them to reduce that risk.
Contact has been made at a strategic level with the Director of Children and
Adolescents Mental Health Service (CAMHS) and the interface between mental
health and CSE has been discussed. This is a relationship which is in the early
stages but will be very positive for service users.
The College of Policing are conducting a CSE peer review on11/5/15 of the
approach North Wales Police and partners take to CSE.
Updates are awaited from Barnardo’s with regards to the experiences of children
who have gone through a CSE intervention.
27
Progress planned for next quarter:
The CSE summit is scheduled for 14th May 2015 which will be facilitated by Dr
Helen Beckett.
The formation of the new CSE team is underway with two out of the three officers
having been appointed (third selection process is due to be completed by 11/05/15).
The team will be overseen by a strategic steering group. It is anticipated that the
team will begin to operate by late Summer 2015.
The CSE Task and Finish Group will have completed their additional work around
service provision.
28
3.3
Policing Objective: Reduce Harm and the Risk of Harm
Work Stream: To continue to work with partners to build on our public protection
arrangements, including the Multi-Agency Safeguarding Hub being piloted in
Wrexham
Chief Officer Lead: ACC Richard Debicki
SMT Lead: D/Ch/Supt. Wayne Jones
Current status:
Wrexham Multi Agency Safeguarding Hub (MASH)
Between March and December 2014 North Wales Police (NWP), Wrexham County
Borough Council (WCBC), Betsi Cadwaladr University Health Board (BCUHB) and
Wales Probation had been co located managing police referrals for child protection,
domestic abuse and vulnerable adults. To date MASH has managed all referrals
submitted by police officers.
In December 2014 WCBC made a decision to relocate their resources into WCBC
premises. Following a period of being located on two separate sites, the MASH will
resume co-location in WCBC premises before the end of May 2015.
The MASH operational group have scoped out triage opportunities within the current
process which will help to streamline matters.
The IT system to underpin the MASH in Wrexham has been selected following a
period of due process.
Other Local Authorities
North Wales Police continues to liaise with Conwy Council regarding the
development of a MASH for which there remains considerable appetite.
An improvement in local authority IT will allow us to scope out with Ynys Mon a
move towards a virtual MASH for example, by using a system similar to our use of
Microsoft Lync for meetings.
Progress planned for next quarter:

During the next quarter the relocation of Wrexham MASH will take place.

IT system to be implemented to support MASH

A review of vulnerable person referrals using systems thinking methodology
will be undertaken.
29
3.4
Policing Objective: Reduce Harm and the Risk of Harm
Work Stream: To work with partners to determine the scale of human trafficking
and modern slavery across the Force area and develop responses
Chief Officer Lead: ACC Richard Debicki
SMT Lead: D/Supt Mark Pierce
Current status (October-December 2014):
The All Wales Modern Slavery (MS) Conference was held in Llandudno on the
23/1/2015.
Kevin Hyland, the national lead for modern slavery gave a keynote speech at the
conference making reference to the national action plan.
An action plan for North Wales Police has been drafted following the last meeting of
the Force Anti-Slavery Working Group on 3rd March 2015. The action plan links
directly into the areas identified on the national plan and has been considered by
colleagues in a number of different departments including CS, LPS, Training,
Corporate Comms, OSS, the Diversity Unit and the North Wales MS co-ordinator
Jim Coy.
The action plan will be managed by the NWP Anti-slavery Working Group (chaired
by D/Supt Mark Pierce).
On 20th February the first meeting of newly formed MARAC group in Wrexham was
held. Jim Coy was also present. The MARAC is bespoke to MS. It’s format and
terms of reference are still in draft and D/I Kelly is working to finalise. PPU Area
D.I.s will Co-Chair these meetings with D/I Kelly. The have now been 2 modern
slavery MARAC meetings in North Wales.
On 11th March 2015, the inaugural multi-agency local intelligence meeting took
place at Holyhead Port.
Kevin Evans in the Force Media Office has re-vamped the Force Intranet site /
external website to manage the volume of documentation displayed to provide a
more user friendly experience.
Jim Coy is liaising with RPU and the Firearms Unit to arrange the delivery of MS
training to front line staff -particularly those routinely involved in vehicle road-checks.
A visit to meet the Cambridgeshire Constabulary MS operations lead was held on
5/6/15. D/Supt Pierce and DI Kelly attended. A similar meeting was held on 8/6/15
with Greater Manchester Police to discuss best practice around intelligence
gathering and sharing.
30
On 22/3/15, North Wales Police supported a multi-agency operation in Flintshire
during which 111 migrant workers (predominantly Rumanian, with up to 8 Bulgarian
nationals) were identified. The conditions in which the workers were living inside the
main building can only be described as ‘squalid’, with some rooms containing 10
residents.
The chair of the North Wales strategic MS Group will change w.e.f June 2015. With
the retirement of Mr Richard Parry-Jones (CEO, Anglesey CC). Mr Parry-Jones’
successor will be taking on this role.
All Districts have returned an initial intelligence profile for their respective areas. An
initial meeting has taken place with Ch. Supt. Jeremy Vaughan (LPS) to discuss
how these plans will be further developed. This will be discussed in more detail at
the forthcoming LPS SMT meeting.
Progress planned for next quarter:






Progression of work to develop intelligence profiles within each LPS District
as above.
Further roll out of training – Senior Investigating Officer (SIO) hydra dates to
be confirmed.
A North Wales Gain Board is to be set up – the first meeting is scheduled for
the 10th July 2015. MS will form a part of this.
Further development of the force action plan
Meetings with partner agencies (via DI Kelly FIS) to discuss intelligence
sharing arrangements
Operation Sail is being held at Holyhead Port in June 2015 jointly with BF –
to include MS.
Newly identified barriers/risks/issues and any mitigating factors:
Creating a meaningful intelligence profile in respect of MS is proving challenging
given the intelligence currently held on Force systems. A lot of work is being put into
extending training across the Force to raise awareness, and also in terms of linking
in with other agencies to understand their intelligence collection processes and
facilitate sharing of the intelligence.
31
3.5
Policing Objective:
Reduce Harm and the Risk of Harm
Work Stream: To work with partners in the commissioning and delivery of services
that reduce the harm caused by substance misuse
Chief Officer Lead: T/ACC Simon Shaw
SMT Lead:
Ch/Supt. Jeremy Vaughan
Current status:
NWP continue to be actively involved in the work of the North Wales Area Planning
Board (APB) with T/ACC Shaw acting as Vice Chair of the APB Executive Group and
Chair of the APB Delivery Group. In addition T/ACC Shaw is continuing in the role as
Chair of the North Wales Community Justice Integrated Services Strategic Board.
The aim of these arrangements is to ensure a joined up approach for substance
misuse commissioning and delivery and to optimise communications and
opportunities for efficiencies. This remains ongoing but has and continues to make
significant progress.
During quarter 4 there have been a number of work streams progressed. Headlines
are as follows:
Finance
At the end of the financial year the APB are pleased to report full expenditure against
the Substance Misuse Action Fund (SMAF) Revenue Grant of £4,924,576. Despite
considerable slippage having been accrued due to delayed start of new services/
projects, underspend has been identified early and reinvested in short term initiatives
which has added considerable value.
In February, Welsh Government confirmed the 2015/16 Substance Misuse Action
Fund Revenue Grant allocation to North Wales APB as £4,924,576, the same
amount as 2014/15. The indicative allocation for 2016/17 is at the same level. The
Capital allocation has been confirmed as £1,121,926, again the same as previous
and set to remain so for 2016/17.
APB Expenditure Plan and Commissioning
A draft 2015/16 Substance Misuse Action Fund (SMAF) Revenue Expenditure Plan
was approved at the APB Executive on 17th March 15. This has been completely
reviewed from previous versions to reflect the APB commissioning priorities and a
national model of substance misuse provision.
A large scale mapping exercise of APB SMAF commissioned services has been
carried out which for the first time demonstrates a coherent regional picture and
marks a basis or benchmark for developing services/ initiatives in the future.
32
Appendix 1 shows two draft diagrammatic representations of the SMAF and Health
Board funded adult and children and young people’s services across North Wales.
A number of substantial Capital projects are underway and all projected for either full
or phased completion before end of financial year, these include substantial work to
the Dewi Sant Centre in Rhyl to increase temporary supported accommodation and
remodelling of Rhyl substance misuse service accommodation to better meet needs
of the client group and increase capacity.
Dashboard
Area
APB Guidance
Delivery Plan
Core
Standards
Red
Amber
Green
Total
Some
Progress
In
Progress
0
3
4
7
14
Sept 14 0
0
3
11
14
Jan 15
0
0
0
14
14
May 14
0
17
10
13
40
Sept 14 0
2
13
25
40
Jan 15
0
0
10
30
40
May 14
0
9
16
25
Sept 14 0
5
20
25
Jan 15
0
25
25
May 14
0
Performance
Since September 14, the APB Commissioning and Development team have invested
a considerable amount of time to resolve some apparent performance issues against
Welsh Government KPI’s. Although, this work is on-going, most recent data
demonstrates a noticeable improvement in reporting and interpretation of data by
service providers which will, in time, provide us with a more accurate picture and
better reflect actual performance of services across North Wales.
In addition to KPI’s, each APB is required to provide a self assessment against the
Welsh Government (WG) dashboard performance information. There are 3 parts to
the assessment as follows:
1. APB Governance Arrangements
2. Progress against WG Strategy delivery plan
3. Implementation of Core Standards
33
The required performance reporting is provided on a quarterly basis the most recent
having been submitted in January. The following table provides a comparative
summary of performance from May 14 to Jan 15.
The table shows very positive performance with the majority of areas being
assessed as Green status.
APB Commissioning and Development Team
The substantive APB Commissioning and Development Team were formally
established on 2nd February 2015.
Alcohol Harm/ Demand Reduction
A further workshop relating to reducing the demand of alcohol on Public services
across the region was held on 30th January 15. Although this is not an APB specific
initiative, both Chair and Vice Chair T/ACC Simon Shaw are leading the project
alongside Project Sponsor, Iwan Davies, Chief Executive, Conwy County Council.
The second workshop enabled participants to agree a common ambition and goal
alongside 3 key areas of concentration as summarised in the following table:
AMBITION: Act together to reduce alcohol harm and its economic impact,
so we can all have healthier, safer lives
GOAL: Reduce public sector costs by 10% over 5 years (£40 m)
KEY ACTION
PROJECT PROJECT
DESCRIPTOR
AREAS
SPONSOR LEAD
RE-EDUCATION/
T/ACC
Vicky Jones Educating Public Sector
INFORMATION
Simon
Workforce via targeted and
Shaw
coherent Brief advice trainingreach of this is 80,000 people
and many more when
considering their children,
families and significant others.
CONCERTED
Iwan
TBC
Target North Wales specific
CROSS SECTOR
Davies/
media to change large scale
MEDIA EFFORTS
Andrew
messages and challenge long
Jones
held assumptions and views.
To get media on board with our
messages.
CONCERTED
Andrew
Chief Supt
Reduce Availability and
CROSS
Jones
Jeremy
Affordability in a consistent and
PARTNERSHIP
Vaughan
coherent way across the region
ENFORCEMENT
EFFORTS
34
A further overarching area of work was outlined as the need to IDENTIFY
MEASURABLE GOALS to underpin the success of the project and work to be
undertaken and the Project Lead identified is Dr Rob Poole, University of Wales,
Bangor.
A progress report has been written for the Cross Sector Chief Executives which was
delivered by Iwan Davies on the 11th March, continued communications.
A presentation was made by APB leads to Local Policing Services Senior
Management Team (LPS SMT) to increase communication and information
exchange about APB business with a specific focus on recovery. Service users in
recovery told their stories to LPS SMT which aided a greater understanding of the
issues of substance misuse and how those in recovery can be mobilised to help
others follow the same path.
Progress planned for next quarter:

Ongoing work is being undertaken on an APB performance management
framework to ensure that the APB are setting clear performance measures to
assess themselves against rather than being solely reliant on National KPI’s.

Mapping and gap analysis are set to continue into the new financial year and
a contract review methodology will be formulated to ensure that each
commissioned services can be assessed to ensure it remains relevant.

A Capital strategy will be finalised to ensure Capital monies can be prioritised
for areas of greatest need.

The programme to address reducing the demand of alcohol on Public
services across the region is set to continue with much momentum having
been gathered.

Plans will be progressed for a promotional film containing recovery stories to
raise awareness amongst Police Officers and support staff of substance
misuse.

Work continues to ensure the APB is cited within the integrated regional and
local planning mechanisms originating from the Safer Communities Board.

To continue progressing joint commissioning and alignment of budgets with
the PCC and Health Board.
35
APPENDIX 1- SMAF funded Adult projects and CYP projects
East
Wrexham/ Flintshire
Central
Denbighshire/ Conwy
West
Gwynedd/ Anglesey
Recovery
support- SMS
AGRO
Residential Rehabilitation
Recovery Coaches/ Peer mentoring
Early
Structured
Intervention Treatment
Intuitive Recovery
Counselling
Conwy Day Programme
Therapeutic Intervention Services
Clinical Treatment and Support service (Inc Social Care input- East and Central &Primary Care provision)
Alcohol Liaison Service in DGHs
Tier 2 Drop In Provision- various
Harm Reduction Service (Inc Mobile and Outreach provision) & Pharmacy and Needle Syringe Provision
Reducing Regional Demand- largely limited to seasonal activity
Tier 1 &
Prevention
Availability/ Sales Enforcement Projects
Volunteer
Coordination service
Flintshire/ Denbighshire Substance Misuse
Housing Support
NW Substance Misuse Website (Information and signposting)
Workforce Development
36
NW Service User Involvement
Residential Detoxification Service
Wrexham Family
Intervention
Service
Central
Denbighshire/ Conwy
Families Matter
and Hidden
Harm Service
West
Gwynedd/ Anglesey
Conwy DAART
Family
Intervention
Service
Gwynedd
Family
Intervention
Service
CAMH’S in NW DGH’s
Wrexham CYP
SMSIN2Change and
Inspire
Enforcement/ Education &
Prevention
Prevention
Intervention Families
East
Wrexham/ Flintshire
Flintshire
SORTED
(Previously
YPDAT)
Conwy and Denbighshire
Children and Young Peoples
Service
Gwynedd
Young Persons
Service
Anglesey Youth
Outreach
Secondary School Education- Choose Life
Primary School Education- Don’t Touch Tell
Strengthening
Families
NW Substance Misuse Website
NW Availability/ Sales Enforcement Project
Workforce Development
37
Choose Life
4. Build Effective
Partnerships
38
4.1
Policing Objective: Build Effective Partnerships
Work Stream: To complete a stocktake of existing partnerships arrangements and
pursue opportunities to improve
Chief Officer Lead: Chief Constable Mark Polin
SMT Lead: Ch/Supt. Jeremy Vaughan
Current Status:
A great deal of discussion and consideration was given to development of the Safer
Communities Board (SCB) Board Plan with a refreshed list of actions which are
derived from the Regional Strategic Assessment and also capture the Police and
Crime Plan priorities. In addition explicit within the plan is those actions which are
to be delivered by the SCB and also those areas the region would wish the local
Community Safety Partnerships(CSP) to focus on. A suite of measures to help
track outcomes has been developed.
The Chief Constable has facilitated forums to bring together the LSB Chairs and
also leads for CSPs to allow for the collective vision to be shared which has allowed
for progress to be made around dovetailing priorities and subsequent actions at the
appropriate partnership.
Significant progress has already been made on a number of the actions contained
within the SCB plan.
Progress planned for next quarter:

To continue to make progress on the delivery of the SCB plan
39
4.2
Policing Objective: Build Effective Partnerships
Work Stream: To progress further collaborative opportunities with other police
forces and partners
Chief Officer Lead: DCC Gareth Pritchard
SMT Lead: Supt Gareth Evans
Current status:
All Wales
The Four Police and Crime Commissioners and the Four Chief Constables in Wales
have agreed to the undertaking of an independent and objective assessment of the
scope for potential collaborative opportunities within and out of the police family in
Wales.
The review will also identify the potential for service and cost improvement in each
area under review if collaboration is not deemed to be viable or cost effective.
The review will be undertaken by external consultants (Capita) supported by heads
of change management, Senior Leaders and Departmental Heads of each function
under review (the scope) as listed below:
Business Area
Collaborative Area
Legal
Corporate
Communications
Refining Joint Legal, Insurance, Risk
Printing & Video Production elements of Corporate
Communications
Media
Corporate Finance: Accountancy, Payroll, Ledgers
Force Business Centre: Helpdesks, Purchasing, Travel
Estates
Fleet
HR including Occupational Health
Recruitment
Learning & Development
Driver Training
Information Management, Disclosure, Vetting
Firearms Licensing
PNCB
Information Technology as well as Information Systems
Stores
Welsh Language
Project & Programme Management
Finance
Estates
Fleet
HR
Training
Information
Management
IT
Stores
Translation
Project
Management
40
The timescales for the review are challenging, but have been designed to minimise
disruption and delays to existing Value for Money programmes within each force.
The objective of the work is to answer the following question:
‘What is the optimum delivery model for a service currently being provided in
each of the policing services in Wales and how does the preferred model of
joining support/operational services together, make significant cost savings,
without losing the relationship with local communities and each partners local
objectives.”
The terms of reference, together with the project approach and project plan have
been received, and the methods proposed for the work to progress are to be
developed in forthcoming weekly quad-force teleconferences with the consultants.
The current proposal (as at 29/4) is that the consultants come into force on 11 th
May, and spend that week obtaining financial baseline date, together with detailed
understanding of process, priorities and activity.
The objectives of the first stage, referred to as the Define stage which will last five
weeks are defined below:
Deliverables
The milestone for the completion of the Define stage will be the production and signoff of the following deliverables:



Current operating model baseline for the functions in scope for each force
Agreed preferred set of delivery model options to be explored further
An agreed and signed off benefits and funding sharing model.
The force resource requirement during the project is requested by the consultants
as follows:




HR and Finance functions on a full-time basis
ICT on a part-time basis (approximately 25% commitment)
The other Business Areas in scope on a low level part-time basis (primarily in
workshops and to attend meetings to test our designs)
An operational policing perspective to give a view on the impact this will have
on front-line public service delivery and primarily to attend meetings to test
our designs.
The next phases of the project are detailed within the Project approach.
Further information is received from Capita and South Wales Police on this work on
a daily basis, to confirm the governance and communications arrangements.
41
North West Region
The findings of the opportunities assessment reviews were presented to the Chief
Constables on Friday 24th April 2015, and it was agreed that work would continue to
the next stage of the programme, known as Model Development, with priority given
to progressing the Scientific Support project and conducting a review of Niche
capability.





Corporate Support - Procurement and Vehicle Fleet (Cheshire Constabulary)
Call Handling and Deployment (Cheshire Constabulary)*
Criminal Justice (Merseyside Police)
Scientific Support (North Wales Police)**
Uniform Operations Support (Merseyside Police)
*Cheshire Constabulary and Merseyside Police only.
**The Scientific Support workstream will follow amended timelines and stages.
The findings of the review were presented to the Chief Constables on Friday 24th
April 2015, and it was agreed that work would continue to the next stage of the
programme, with priority given to progressing the Scientific Support project and
conducting a review of Niche capability.
In the Scientific Support workstream, over the next few months, further work will be
completed in order to identify and evaluate service improvements and establish
opportunities to maintain and / or improve operational capability, whilst delivering
financial savings.
North Wales Police will lead the review of Scientific Support, reporting to a project
board that is chaired by DCC Gareth Pritchard.
A detailed plan has been formulated by the project team, which includes three key
dates on which meetings of the Deputy Chief Constables will convene to approve
any recommendations at a ‘Tri-force’ level.
Over the next few months, further work will be completed Corporate Support,
Uniform Operational Support and Criminal Justice in order to identify options for
potential operating models for each function, which maintains and / or improves
operational capability, whilst delivering financial savings.
The Chief Constables will consider the models/options over the summer period and
it is anticipated that decisions, in relation to which projects should progress to
become Outline Business Cases, will be made in September 2015.
Scientific Support / Forensic Collaboration
North Wales Police are leading this piece of work reporting to a project board
represented by the three forces and chaired by DCC Gareth Pritchard. This work is
being managed by DCI Dan Tipton.
42
A detailed communication and engagement strategy has been developed, and a
comprehensive project plan has been formulated. There are three key dates on
which meetings of the Deputy Chief Constables will convene to approve any
recommendations at a ‘Tri-force’ level.
Over the next few months, further detailed work will be completed in order to identify
and evaluate service improvements, confirm where opportunities lie, and to confirm
priorities.
This work will be focussed on maintaining and / or improving operational capability,
whilst delivering financial savings.
Emergency Services
Several meetings have been held with the NWFRS project team regarding joint
ICCS / telephony procurement following their formal request to join. This suits both
parties in terms of timeline and tendering.
NWFRS are also looking to procure a new Command and Control system, one of
which they are considering is the Intergraph / ICAD product which is currently used
by NWP. This would allow closer working and possible sharing of dispatching
officers to incidents.
Preparatory work is also being undertaken to establish whether their proposed
utilisation of our fall back facilities is achievable should space and operational
performance not be compromised.
This work is being managed under the Communications Futures Programme.
A paper to propose delivering future emergency services collaboration has been
drafted for consideration by the Chief Officers.
Progress planned for next quarter:

The methodology with which the Corporate Support, Criminal Justice and
Uniform Operations Support work will be undertaken in the North West and
will be progressed.

NWFRS engagement is positive however work with WAST has not
progressed and will continue to be pursued. This provides a risk when
considering major infrastructure developments such as Wylfa Newydd where
collaborative approaches could minimise organisational impact.

The Welsh work with Capita has been received at short notice, and the data /
resource requirement for the 10 week project led by Capita is significant but
will be completed.
43

There is a possibility with the changing welsh political landscape that
opportunities could arise to scope out interoperability with local authorities. It
should be noted that work ongoing which considers back office functionality
will be useful should this area develop further.
44
4.3
Policing Objective:
Build Effective Partnerships
Work Stream: To continue to work with national and regional partners to ensure
we possess the capacity and capability to meet our obligations as set out in the
national Strategic Policing Requirement
Chief Officer Lead:
SMT Lead:
DCC Gareth Pritchard
Ch/Supt. Neill Anderson
Current status:
Public Order:
The Force Strategic Public Order/Public Safety bi-annual meeting reviewed the
capability and capacity to deliver the right number of trained resources and tactics in
accordance with the Force STRA. The training, numbers of officers and equipment
were authorised in accordance with the recommendations for the coming six month
period.
There have been no significant spontaneous deployments within the period and one
planned deployment for the Wrexham v Chester football match that passed with no
disorder.
Civil Emergencies:
The Chair of the LRF has passed to the DCC with agreement of the LRF Board.
A significant multi-agency incident took place in Flintshire involving a large number
of migrant (legal) workers being housed in below standard accommodation. Good
partnership planning and working together ensured that all workers who wished to
continue working in the area were able to having been relocated into suitable
accommodation.
Serious and Organised Crime
No significant change in this area in relation to our obligations under the SPR.
Counter Terrorism
No significant change despite the recent rise in the police sector threat level.
Appropriate advice has been given to staff and is under review following recent
events worldwide.
Within North Wales the approach to the government strategy “contest” has been
reviewed following suitable terms of reference being agreed by ACPO. This will
include the forces capacity and capability to deal with each strand of contest.
Following this review the finding have been converted into an action plan. This
45
action plan is now progressing with governance being provided by the SRG
Cyber Crime
Following the introduction of an interim network security solution in January 2015,
members of the force Cyber Crime Team with colleagues from the Training
Department have delivered the one week ‘Mainstream Cyber Crime Training
(MCCT)’ course to 100 Police officers and staff from different departments
throughout the organisation. This training has been delivered within the time
parameter set by the College of Policing and as a result the force has been able to
claim a financial reward that was offered to incentivise and progress this training
The internal and external internet and intranet pages are now established with up to
date security and prevention advice for children, parents and business colleagues. It
is through this forum and social media that emerging issues are highlighted and
security advice and signposting is offered. The external internet site was marketed
and publicised extensively as part of national Cyber Action Week. Between March
2nd – 6th 2015 a series of events were coordinated with the media including televised
coverage of the launch of the Cyber Crime Team and the PCC’s visit to MCCT
training at Pen Y Groes.
The development of effective partnerships with representatives from the business,
commercial and academic communities continues through the North Wales Police
Cyber Task & Finish group.
Progress planned for next quarter:


Continue to review the Force’s approach to the CONTEST strategy.
SPR oversight is now to be provided by the Force Operations Committee, the
force lead officer is Supt Gareth Evans.
4.4
Policing Objective: Build Effective Partnerships
Work Stream: To work with partners to enhance still further our arrangements for
tackling rape and other serious sexual offences and in particular for supporting
victims
46
Chief Officer Lead: ACC Richard Debicki
SMT Lead: DCS Wayne Jones
Current status:
The Amethyst team have now reached the staffing levels that were identified as
being necessary for the unit following the review that was conducted in June 2014,
this includes a civilian investigator.
Due to the volume of work that is being referred to the Crown Prosecution Service
(CPS) for advice, the current turnaround time for files has now increased and is
being closely monitored.
Each week the CPS lawyers work from offices across the force area (Menai Bridge
– 1 day / Colwyn Bay – 3 days / Wrexham – 1 day).
All unsuccessful prosecutions are reviewed in detail by Counsel, CPS and Police to
identify any learning. What is clear from this scrutiny is that the cases which are
being brought to court are correct, the evidence gathering and case presentation is
appropriate. The availability of court time to hear sexual offences is limited with
cases having to be adjourned. This has been raised with strategic partners within
the criminal justice arena.
North Wales has the highest percentage of rape cases being heard in the Crown
Court setting across Wales.
Internal processes have been reviewed and changes made to ensure that all
processes are as efficient as they can be.
A second review of the Amethyst Team has been commissioned and is being
conducted by DCI Devonport.
Due to the continued increase in the volume of reported rape offences, the team
have to date been unable to assume ownership for other serious sexual offences
and these remain with Local Policing Services to investigate.
A scoping exercise has occurred to understand the demand within Public Protection
Units with regard to rapes. It remains the clear strategic aspiration that these cases
will go to Amethyst in the long term however, based on demand, this transition is not
viable at this time with existing staffing levels.
The implementation of a checklist to improve file submission in cases of serious
sexual assault and rape is to be implemented in Amethyst. It is hoped that this will
be implemented across the Force.
The continuance of the additional adult and children and young person’s
independent sexual violence advisor (2 posts) has been assured for the next 12
47
months, the posts having been supported by the office of the Police and Crime
Commissioner.
The third sector counselling services which support victims of serious sexual
offences have been successful in obtaining funding which was nationally available
to ensure their services’ future for the next 12 months.
Progress planned for next quarter:

An upgrade of some of the facilities within the Sexual Assault Referral Centre
has been scheduled – external funding is being sought to support this
building work from Welsh Government.

The findings of the current post implementation review are expected within
the next month.

Opportunities to seek external funding to support the prevent agenda will be
explored.

The implementation of a checklist to improve file submission in cases of
serious sexual assault and rape is to be implemented in Amethyst. It is hoped
that this will be implemented across the Force and consultation has occurred
with Local Policing Services to expedite this approach.
4.5
Policing Objective: Build Effective Partnerships
Work Stream: To determine the future of the existing Force Communications
Centre (FCC) and associated practices, in conjunction with relevant partners.
Chief Officer Lead: DCC Gareth Pritchard
SMT Lead:
Ch/Supt. Neill Anderson
48
Current status:
The Communication Futures Programme has been established to rationalise costs
in the FCC by streamlining and making better use of emerging IT, reconfiguring the
staffing model in the centre and building operational resilience and flexibility into the
command and control/public contact function. The work streams / projects of the
programme continue to make good progress and are listed below.
Mobile data – The PCC’s Office was informed of the rejection of the Mobile Data
Innovation Fund bid by NWP and its collaboration partners on 25th March 2015. The
Mobility Programme will need to be re-assessed in light of the above as the scale of
the proposed deployment may have to be reduced and further work and
consultation will be required in order to determine the prioritisation and affordability
of the Mobile Application development.
Communications – Recommendations from the intelligence and information flow
agreed and have now been incorporated into the communications work stream. The
digital communications working group is now exploring available social media
applications and new channels, which will allow the public more choice of how they
contact the Force. Hootsuite which is a “Social Media Management System” is
shortly to be introduced which will manage various social network channels. It will
also enable the Force to monitor what people are saying about NWP. A
demonstration of a web chat facility currently used by West Yorkshire Police has
also been delivered and a decision taken to commence a trial in the FCC, which will
allow the public to ‘chat’ with an operator via the Force website.
Access points, call routing & resolution – Since the last report further meetings have
been held with Frequentis and CGI in respect of requirements and costs. A Project
Board has been established chaired by Superintendent Alex Goss. Due to the
complexity of the user requirements an exact cost is unable to be calculated. In
order to obtain a firmer price from Frequentis and CGI further work around the
specification for these add-ons would be required. This piece of work is part of the
overall plan provided by Frequentis but is scheduled for post contract award. During
this time a more detailed specification of the North Wales requirements and
allocation of works between Frequentis and CGI would be confirmed. It has
therefore been agreed by the Programme Board to bring forward the specification
stage, to a pre-contract stage. This opportunity will allow workshops to be held with
Frequentis and CGI to develop full specifications for the product. This will allow both
parties to give firm estimates of costs in particular those highlighted above. It also
reduces the risk to the organisation in terms of a commitment whilst not delaying the
overall timeframe for delivery.
The staffing work stream has now been wrapped up with the telephony. The POD
system has been implemented in the FCC and is working well, with minimal
disruption. There has been some learning, as staff become used to working as part
of a smaller, multidisciplinary team which is assigned to a specific local policing
area.
Briefing, Tasking and Debriefing – has been discharged from the Programme and
49
will be managed as business as usual (BAU). The screens have been installed in
each POD at the FCC and trials are now taking place with LPS.
Command and Control – has also been discharged from the Programme and will be
managed as BAU. The Customer Rules Engine (CRE) which is a further
enhancement of ICAD has been approved by the Programme Board and is in the
process of being implemented. The additional functionality will address further the
issues of caller vulnerability at point of contact, identified in HMIC Areas For
Improvements (AFIs).
E-commerce - Firearms Licensing (Phase One) – There has been a significant
change in direction from the Home Office and the e-commerce for Policing Project
around NFLMS (the Home Office has withdrawn support for NFLMS considering it to
be a legacy system. It would therefore not authorise any investment, integration or
expansion with the existing system). Therefore there is significant further delays and
doubt regarding the future of the programme. No confirmed timescale for any rollout.
All actions outstanding from the recent e-commerce Firearms Licensing Review
have been completed.
Emergency Services Network (ESN) – A Project Board has been established
chaired by Superintendent Alex Goss. Regular telephone conferences are held
between the force SPOC and the national team. Risks identified to the force (which
have been added to the force risk register) include coverage in rural areas (which it
is believed may not be as good as is currently provided by Airwave) and funding of
the replacement programme in Wales. NWP are due to go live in 2019, towards the
end of the Programme roll out and there is concern that if there is slippage in the
programme and the Welsh cohort is pushed back into 2020, there may be significant
financial penalties, should the Airwave network have to be retained in the interim.
Financial Savings Plan
A financial savings plan has been prepared for the FCC which projects that the
savings target of £886,000 will be met. An update on progress from the last
Financial Savings Programme Board was submitted to the FSPB on 1st April. All
identified police officer posts have now been removed from the FCC and officers
posted to LPS.
Collaboration
The potential of collaboration with the North West forces in respect of joint call
handling or telephony has been scoped and discounted at this time.
Crud y Dderwen – Force Communications Centre (FCC)
The Estates Rationalisation Programme Board has considered the options appraisal
in relation to the future site of the FCC and approved a five year lease extension of
the Crud y Dderwen site from 31st August 2015. The force has now engaged
external consultants to negotiate a reduction in the annual rent for the building with
the landlord. The negotiations are ongoing.
50
Collaboration with North Wales Fire and Rescue Service (NWFRS) and Welsh
Ambulance Service (NHS) Trust (WAST)
NWFRS have indicated that they wish to join NWP in procuring our preferred
telephony solution and they will be invited to be part of the next Project Board.
Work is also underway to scope their requirement to move their fall back site from
Rhyl Fire Station to Gold Control at FHQ, Colwyn Bay. Engagement continues at a
strategic level with both NWFRS and WAST in relation to talks on a potential joint
site development.
Progress planned for next quarter:






Decision to be taken in relation to the prioritisation and affordability of the
Mobile data work stream, given the failure to secure the Home Office funding
required.
Implementation of Hootsuite and web chat in the FCC.
Completion of the telephony specification stage and finalisation of costs.
Customer Rules Engine (CRE) implemented.
Further detail from the ESN Programme Board to be obtained confirming
coverage and potential funding available for North Wales.
Completion of contractual issues between North Wales Police and landlords
of Crud y Dderwen.
Newly identified barriers/risks/issues and any mitigating factors:
Emergency Services Network - Risks identified to the force (which have been added
to the Force Risk Register) include coverage in rural areas (which it is believed may
not be as good as is currently provided by Airwave) and funding of the replacement
programme in Wales.
51
5. Organisational
Development
5.1
Policing Objective: Organisational Development
Work Stream: To deliver the savings of £4.3m in 2014/15 and develop plans for
2015/16 and 2016/17 to realise further savings of the order of £9.5m
Chief Officer Lead: T/ACC Simon Shaw
SMT Lead: T/ACC Simon Shaw
52
Current status:
The Home Office announced cuts of 5.1% to Police grants on 17th December 2014;
this is a reduction of £3.940m for North Wales. A final budget meeting was held
between the Commissioner and the Chief Constable and their staff on 18 th
December. A decision was made to propose a 3.44% increase in Council Tax in
2015/16 and estimate an increase of 3.5% in 2016/17, and 2.5% in 2017/18 and
2018/19. It was also agreed to increase the estimated cut in grant going forward from
3% to 4%. The Medium Term Financial Plan (MTFP) was drafted accordingly. The
estimated cuts for the next four years are as follows:
Year
Cuts
required
2015-16
£m
2016-17
£m
2017-18
£m
2018-19
£m
4.448
4.563
3.382
3.120
The proposed budget and MTFP was unanimously agreed by the Police and Crime
Panel on the 19th of January 2015.
The savings of £4.3m for 2014/15 have been taken and delivered.
Financial Savings Programme
The first Financial Savings Programme Board meeting was held on 5th November
2014, where plans were made and agreed to save £4.448m in 2015/16 from the
original 22 Strategic Planning Board work streams. These plans also included
proposed savings of £4.279m for 2016/17 and 2017/18 which will need to be ratified
during 2015/16. The Board was updated on progress, risks and issues by each work
stream lead, and as savings have already been realised or are in train in certain
areas, some of the original 22 work streams were closed.
The latest meeting of the Financial Savings Programme Board was held on 1st of
April 2015 which reported to the Strategic Planning Board on 11th of May 2015. A
summary of the overall position of the saving work streams is given below.
2015-16
2016-17
2017-18
2018-19
Total
Total
£'000
£'000
£'000
£'000
£'000
%
Savings taken action carried out
Savings taken some or all action to be carried out
Final saving to be agreed, review/workstream being progressed
Unidentified or workstream to be agreed
3,307
1,141
Total
4,448
53
2,087 1,070
1,976 2,312
500
3,232
537 4,910
4,288
2,583 3,083
21%
32%
27%
20%
4,563 3,382
3,120 15,513 100%
Further work has been put in place to identify the gap of £0.5m in 2016-17.
Communications
On 10th February 2015, the Financial Savings Programme intranet page was
updated to include information on the savings identified to date and provide details of
the funding gap, as well as the Police Innovation Fund, and a list of all open work
streams.
Specific communication has also be given to staff by Ch. Supt Jeremy Vaughan in
relation to the work of the Operational Futures Project, by Geoff Bradley to all
Business Services staff, and also by T/ACC Shaw on the ongoing work in relation to
the potential merger of Business Services and Corporate Services, as well as an
update to all employees in relation to the need to recruit PCSOs even though the
PCSO numbers are being reduced. C.I Simon Barrasford circulated a copy of the
terms of reference for the potential merger of Business Services and Corporate
Services to Business Services and Corporate Services’ Senior Management Teams
(SMTs). DCC Pritchard has also circulated an internal e-mail providing an update in
relation to the ongoing work around collaboration.
The Leader published a feature entitled ‘Jobs warning as police force faces up to
£4.5m cuts’ following an interview with T/ACC Shaw, which echoed previous internal
communication messages.
Again, there has been very little interest shown in the frequently asked questions
which are included on the Financial Savings Programme intranet site, however one
question was received which related to police officer redundancies. This question
has been published anonymously (by agreement) on the intranet site, as well as the
response from T/ACC Shaw.
Equality Impact Assessments (EIA)
The Diversity Unit continues to review the completed EIA screening templates and
full EIAs associated with the Financial Savings Programme work streams, and
feedback provided where necessary.
North Wales Police Innovation Fund
A total of 104 suggestions have been submitted to the North Wales Police Innovation
Fund. As usual, all suggestions are personally reviewed by T/ACC Simon Shaw,
and are forwarded to the subject matter experts for full review and preparation and
submission of a response. The Programme Team are also working closely with the
coordinator of the Staff Suggestion Scheme to ensure all opportunities for cashable
savings are captured and progressed where possible.
The majority of the suggestions can be grouped under the following headings:
54






fuel and utility efficiencies
renewable energy
process improvements for custody and frontline staff
greater use of technology in specialised fields
introduction of electric cars
mobile data.
The suggestions put forward in the main relate to Facilitates and Fleet. These have
been around doing small things to save money such as raising awareness of
switching things off and managing the way we heat our buildings more efficiently.
Facilities have produced a ‘Hot Topics’ information document to circulate to staff
which addresses these concerns.
Whilst many of the suggestions do not propose cashable savings in their own right
they have assisted ongoing work to make savings. One such suggestion which has
been implemented is an agreement to allow recently retired police officers who are
now PCSOs to undertake statements for other offences as long as they had written
District Inspector approval.
The very first suggestion received under the Fund related to the cost of ordering
bottled water for meetings. The Force has recently procured re-usable large bottles
which can be filled from the water coolers in buildings. This is estimated to save
£3,000 a year.
Local Policing Services have recently supported a suggestion to introduce mobile
dog scanners to Western police stations, and this piece of work is now under
development.
Scoping has taken place on an improved method of substance testing which is
intended for identifying unknown substances, and although this method potentially
has many benefits, it has not been possible to determine what if any cost savings
could be realised to justify the expenditure at this time.
Fleet has also explored the potential of purchasing fuel from cheaper outlets. It is
estimated that a total saving possible over 12 months is just under £9,500 although
there would be a minor trade off with travelling a little further in some cases to
purchase the cheaper fuel.
Due to operational requirements, it has not been possible to display the North Wales
Police Innovation Fund banner on the Force intranet site however the Web Team will
publicise the Fund on the intranet where possible.
Despite the low number of suggestions that generate a cashable saving, it has
provided staff with an opportunity to be involved in the financial savings effort.
Police Innovation Fund
The Home Office received a total of 166 bids for the 2015/16 Police Innovation Fund,
55
of which a total of 71 were successful. Several of the projects were funded over two
years, which allows forces to implement schemes which will deliver long-term
benefits.
North Wales Police submitted the four following bids:
1. Raising awareness of Child Sexual Exploitation (CSE) and Improving the
Outcomes for young people identified at risk of CSE
2. Street Triage – North Wales Police and Betsi Cadwaladr University Health Board
3. The smart phone application – One Stop Cop!
4. Integration of emergency services estate in Pwllheli.
The first two bids were successful, with funding of £161,438 and £85,060 awarded
respectively.
The North West forensic collaboration bid was unsuccessful.
All funding for successful bids is subject to conditions such as sharing learning and
working with the Police ICT Company and the Association of Police and Crime
Commissioners to develop a coordinated approach.
North Wales was also listed as a beneficiary in four further collaborative bids, as
follows:
1. Youth Crime Reduction and Sport – Derbyshire was lead force, working
collaboratively with 5 other forces, and organisations such as Network Rail and
Street Games. Awarded £59,650
2. Demand reduction and enhanced Policing Experience across all police force
areas in Wales – Gwent as the lead force, in collaboration with Dyfed Powys and
North Wales (who will benefit from the learning only), with total funding of
£142,688
3. eCommerce for Policing Programme (Firearms Licensing Transformation Project)
– 24-force joint bid, totalling £896,245. North Wales has previously signed up to
this programme of works
4. Minerva multi-force collaboration bid, totalling £300k.
Knowledge Fund
An update was provided to the Financial Savings Programme Board on the £10m
Police Knowledge Fund which was announced by the Home Secretary. The Fund
aims to support the development of sustainable education and research
collaborations between police forces and academic institutions in England and
Wales. The Fund will contribute to the evidence base in priority areas of policing. It
will also develop the skills of frontline officers and staff, build their knowledge and
expertise about what works in policing and crime reduction, and put it into practice.
The Fund will support partnerships over a two-year period, up to the end of
56
March 2017, and the closing date for applications is 15th May 2015. Decisions on
successful projects will be made in June 2015, and individual projects will likely have
their own specific start dates but the Home Office expects the majority of projects to
be underway by September 2015.
Following consultation with Service Leads, a bid with Bangor University is expected
to be submitted to the Fund.
HMIC Recommendations
A template was presented to the Financial Savings Programme Board, which will be
used to capture any costs (or savings) relating to national inspection
recommendations. Following agreement on its structure, this template will now be
circulated to the nominated leads for completion with highlights reported to the
Strategic Planning Board.
Progress planned for next quarter:

The next Financial Savings Programme Board will be held of the 2nd of July
where updates on all work streams will be presented and initial plans for the
£0.5m additional savings required. Progress will then be reported to the
Strategic Planning Board on the 27th of July 2015.
5.2
Policing Objective: Organisational Development
Work Stream: To develop and pursue a new Information, Communications &
Technology Strategy to underpin operational service delivery and our savings plan
Chief Officer Lead: T/ACC Simon Shaw
SMT Lead: Geoff Bradley
57
Current status:
Draft ICT Strategy
The draft ICT Strategy will be presented for scrutiny and technical approval at the
Technology and Strategy Board that has been formed as part of the governance
structure of the new ICT Managed Service contract with CGI.
Thereafter the ICT strategy will be tabled at an ACPO/Service Leads Fortnightly
Meeting and SPB for final approval.
The Technology and Strategy Board has three key objectives:
1. To ensure all ICT projects are supportive of the ICT Strategy and included in a
coordinated programme with costs, timescales and delivery responsibilities
articulated in detail, this will include:
The ICT projects that are currently being pursued, or considered, to
support digital engagement work streams, namely:












The Public Experience - Sue Appleton, Communications Work Steam /
Communication Futures Programme
The Public Experience - Paul Shea, Telephony Work Steam / Communication
Futures Programme
The Public Experience / The Criminal Justice Experience - Andrew Lohman,
E-Commerce for Policing Work Stream / Communication Futures Programme
/ Digital North Wales Project
The Public Experience - Track My Crime, Unassigned Work Stream
The Public Experience - Christine Rose (Business Services), Customer
Satisfaction
The Criminal Justice Experience - Simon Noton, Criminal Justice Efficiency
Project
The Criminal Justice Experience - Ian Davies (Business Services), Body
Worn Video Project / Keith W Williams, (Business Services), Mobile Data
Work Steam / Communication Futures Programme
The Officer Experience - Keith W Williams, (Business Services), Mobile Data
Work Steam / Communication Futures Programme
ICT infrastructure projects, namely:



Transition of NWP Network
Transition of RMS Service (HP to CGI)
Transformation Phase of CGI Contract
58
























PSN Compliance & Transfer of CJX, xCJX to PSNP
ANPR (WAG)
CRE implementation CAD
Schengen/CAD changes
Control Room Future (Telephony)
DEIT/MAIT
Mobile Data (Smartphone) Phase 1
Mobile Data (Smartphone) Phase 2
Win Server 2003 to 2008 Migration
SharePoint Business Intelligence
Gazetteer (Compass to ESRI) Migration
HOLMES 2 to HOLMES (hosted)
Digital North Wales (Kiosk/Repository)
ESMCP (ESN)
ERP/Business System ICT - Back Office Replacement System/Service
Systems Decommissioning
CAID Implementation
Application/Systems consolidation
Perimeter Security Upgrade
Security Systems upgrade (ip enabled Alarms, access Controls)
RPU/Firearms in-vehicle ICT upgrade
Continuous Service Improvements - ICT Managed Service Contract
Estates (Rationalisation & upgrades/new builds) ICT Support
LAN Refresh
2. To ensure that ICT is fully transformed to secure the savings already identified
and in the savings plan.
3. To identify opportunities for Business Transformation and further savings to be
delivered as opportunities are created by the new technology and services.
Such savings are unknown at this stage.
Progress planned for next quarter:



Circulation and approval via the Force governance structure of an updated
ICT Strategy
Draft ICT Programme plan – To include timelines, costs and responsibilities
First thoughts on Business Transformation opportunities.
59
5.3
Policing Objective: Organisational Development
Work Stream: To review our existing health and well-being initiatives and develop a
programme to maximise the performance and availability of our workforce in this
regard.
Chief Officer Lead: T/ACC Simon Shaw
60
SMT Lead: Director of Business Services, Geoff Bradley
Current status:
Specific activity:

Chief Superintendent Jeremy Vaughan is now the strategic lead for Wellbeing.

Chief Officers approved the new People Strategy at the Force Executive
Board on the 23/03/2015. The People Strategy sets out our people priorities
and how the Force intends to achieve them. The strategy brings together the
links between Engagement, Leadership, Well-being and Culture.

On 13/05/2015 we successfully achieved re-validation of the gold award of
the Welsh Assembly’s Corporate Health Standard (a quality mark for
workplace health promotion).

Cycle to Work Scheme - March 2015, a total of 40 staff participated in the
scheme. The scheme will continue to run periodically throughout the year.

The Lifestyle Matters logo has been rebranded and the Lifestyle Matters
intranet site is in the process of being updated. The new logo and intranet
site will be re-launched in the summer. The idea behind the site is that it will
become an interactive source of support/signposting/guidance to all staff and
managers around all elements of well-being, including financial guidance.
Progress planned for next quarter:

Further work underway, includes:
-
Development of a Health and Well-being Plan, to include costings. It will
be vital that interventions are linked to the evidence base so that
investment in well-being can deliver tangible results.
-
Further health and well-being initiatives to be diarised as part of the health
and well-being plan.
-
A number of well-being initiatives are planned for 2015-2016, including
the provision of Stop Smoking Wales on-site support sessions for
smokers. Work is being progressed to introduce a Volunteer Chaplaincy
Programme and the re-introduction of Local Area Welfare Officers.
-
Employee Health Checks - Prevent plc health screening (sponsored by
Police Mutual Foundation) to re-commence in July 2015, to test
cholesterol, blood pressure and blood glucose etc.
-
Health and wellbeing survey – linking in with the Leadership Academy.
61
An assessment on whether NWP will apply for an upgrade to the Platinum
award of the Corporate Health Standard.
5.4
Policing Objective: Organisational Development
Work Stream: To review our approach to leadership within the organisation and
develop and instigate a leadership programme in keeping with the challenges we
face
Chief Officer Lead: T/ACC Simon Shaw
62
SMT Lead: Director of Business Services, Geoff Bradley
Current status:
Specific activity: Chief Superintendent Jeremy Vaughan is now the Strategic Lead for
Leadership Development.

The People Strategy was approved by the Force Executive Board on
23rd March 2015. The Strategy sets out the people priorities for
leadership development and the Leadership Academy will oversee the
implementation of these priorities in conjunction with the Service Lead.

The Hydra People Management training (2 days) part of the Core
Leadership Development Programme aimed at sergeants, inspectors,
those officers aspiring to these ranks and police staff equivalents was
positively endorsed by the Chief in May 2015 to continue. Further
sessions will be rolled out in July, September and November to be
reviewed thereafter with a view to continue the programme on a
permanent basis.

The Leadership Academy has met monthly since its inception at the end
of January 2015. The membership is progressing with the Institute of
Leadership and Management accredited Level 5 diploma in coaching and
mentoring due to completed by September 2015. Each member of the
team has initially identified three individuals to coach during the process
and should complete a number of coaching sessions with each prior to
being awarded the qualification. This is working towards embedding a
coaching culture and promoting a new coaching and mentoring scheme
in line with the Leadership Development strand of the People Strategy.

The Academy has developed a behavioural framework for use in all
people management processes. The Framework has embedded the
Code of Ethics into the current Policing Professional Framework to
underpin the People Strategy and these will be presented to Chief
Officers for final approval.

A presentation on the Leadership Academy has been given to all Senior
Management Teams.

The Academy has drafted its Terms of Reference with the overall
objective to develop and strengthen leadership within North Wales Police
(NWP) comprising:
Development and implementation of an effective coaching and
mentoring scheme within NWP and monitor scheme post
implementation.
63

Development and implementation of a behavioural framework to
embed values, standards and strategic behaviours to underpin a
coaching and culture within NWP.

Development of talent management process focusing on talent
acquisition, identification, development and deployment.

Develop a Leadership Development Strategic Action Plan for
implementation of the Leadership Programme.

Develop a long term plan for the future of the Leadership Academy to
review function, membership, governance and communication
strategy.
Progress planned for next quarter:
Future work includes:
Implementation of the behaviours framework for use initially in the new
appraisal, selection and promotion processes.

Oversee review of promotion processes taking into account the
recommendations from the Interim Report on the Leadership Review from the
College of Policing published in March 2015.

Oversee implementation of new appraisal system.

Development of a 360 feedback tool to be utilised by inspectors and above,
and police staff equivalents in line with the priority within the People Strategy
to provide information to leaders on their leadership style and effectiveness,
and the coaching and mentoring scheme will be used upon the identification
of a development need.
5.5
Policing Objective: Organisational Development
Work Stream:
To further develop the skills of our police commanders in the
handling of critical and major incident command having regard to the lessons learnt
from recent national and local events
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Chief Officer Lead: DCC Gareth Pritchard
SMT Lead: Ch/Supt. Neill Anderson
Current status:
The completed course has been delivered to members of the OSS SMT and
following feedback is now ready for full roll out. This will commence imminently
following RMU scheduling an appropriate number of courses to accommodate all
silver and gold commanders in the force. In addition to these officers FIMs will also
attend the training.
Progress planned for next quarter:
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