Police & Crime Commissioner
Performance Monitoring Group
2013/14 Quarter 4
20th May 2014
OPEN AGENDA
Contents
Part One: OPEN
1 Priorities & Targets / HMIC Programme of Work
2 Crime & Antisocial Behaviour
3 Neighbourhood Policing
4 Hate Crime
5 Organisational Priorities
6 Public Safety (OPEN)
Part Two: CLOSED
6 Public Safety (CLOSED)
7 Serious & Organised Crime
1.1 Strategic Priorities & Targets 2013/14
Priority Outcomes
1. Reduce Crime and Anti Social Behaviour (ASB)
Reduce All Crime, Violence, Burglary Dwelling, Robbery & ASB. Increase the
Crime Outcome rate (Burglary Dwelling & Robbery).
2. Provide a visible and accessible Neighbourhood Policing
Style
Maintain Victim Satisfaction.
3. Tackle Serious and Organised Crime
Reduce Firearms Discharges.
4. Maintain Public Safety
Increase Crime Outcomes for Domestic Abuse & Rape. Reduce fatal KSIs,
Maintain Detainee Management.
5. Take Effective Action against all forms of Hate Crime
Increase Crime Outcomes and monitor the various stands.
1.2 2013/14 Crime & Outcome Targets
Force
Crime
• All Crime
• ASB
• Burglary Dwelling
• Robbery
• Violence (-2%)
Firearms Discharges
• Firearms Discharges (-15%)
Reduce
Sanction Detections
• Increase Burglary Dwelling SD rate (17%)
• Increase Robbery SD rate (25%)
• Hate Crime
• Domestic Abuse
Increase Crime Outcome Rates (based on 2012/13 YE)
• Rape
BCUs (Crime)
• Knowsley – UTMV (-11.2%) and TFMV (-2.2%)
• Liv North – Other Stealing (-7.5%)
• Liv South – TFMV (-4.4%)
1.3 HMIC Inspection Programme
•Crime Data Integrity
•Child Protection
•Undercover Policing
•Police Leadership and Integrity
•SPR
•All Force Inspection (PEEL Assessments)
•The VtP4 inspections will inform the all force inspections
•HMIC 2014/15 Inspection Programme
1.4 Organisational Priorities
Data Quality – Compliance with NCRS
Force Crime and Incident Review
Audit Sample
Crime Audit Team,
Strategic Development Department
Incidents closed
correctly in line
with NSIR/NCRS?
Burglary
120
96%
97%
94%
94%
Criminal Damage
120
100%
97%
99%
99%
Robbery
118
97%
95%
77%
90%
Violence
120
95%
100%
94%
98%
Theft of/from motor
vehicle
120
98%
100%
95%
96%
Domestic Violence
120
95%
94%
97%
93%
Hate Crimes
120
96%
84%
91%
81%
Making off without
payment
116
95%
89%
89%
76%
Quarter 4
Force All
Compliance %
Incidents
recorded within
72 hours?
Incidents with
correct crime
classifications?
Incidents
closed with
correct closing
code?
Crime & ASB
2.1 Crime & ASB
Crime Tree (compared to target / comparator)
2.2 Crime & ASB
Crime Tree (compared to previous year)
YTD
% of all
crime
Target/Comparator
Change from
Target
2.3 Crime & ASB
Overall Crime
Apr 13 - Mar 14
vs Target
vs Previous Year
12 Month Trend
93131
3.6%

3.5%

Increasing 
Short Term
2.4 Crime & ASB
Overall Crime
All Crime
A
B
C
D
E
F
Force
Target
14260
14938
8841
9789
30062
11958
89853
Act
16277
14881
8832
10483
30568
12091
93132
Diff
2017
-57
-9
694
506
133
3279
% Diff
14.1%
-0.4%
-0.1%
7.1%
1.7%
1.1%
3.6%
Short Term
2.5 Crime & ASB
Domestic Burglary
Apr 13 - Mar 14
vs Target
vs Previous Year
12 Month Trend
6402
-1.5%
-1.6%
Seasonal



Short Term
2.6 Crime & ASB
Domestic Burglary
Burglary - Domestic
A
B
C
D
E
F
Force
Target
859
1369
545
618
1984
1120
6500
Act
901
1168
472
606
2163
1092
6402
Diff
42
-201
-73
-12
179
-28
-98
% Diff
4.9%
-14.7%
-13.4%
-1.9%
9.0%
-2.5%
-1.5%
Short Term
2.7 Crime & ASB
Robbery
Apr 13 - Mar 14
vs Target
vs Previous Year
12 Month Trend
1202
2.7%

2.3%

Seasonal 
Short Term
2.8 Crime & ASB
Robbery
Robbery
A
B
C
D
E
F
Force
Target
110
162
84
66
580
163
1170
Act
101
153
84
69
591
204
1202
Diff
-9
-9
0
3
11
41
32
% Diff
-8.2%
-5.6%
0.0%
4.5%
1.9%
25.2%
2.7%
Short Term
2.9 Crime & ASB
Violence
Apr 13 - Mar 14
vs Target
vs Previous Year
12 Month Trend
12861
19.8%

16.3%

Increasing 
Short Term
2.10 Crime & ASB
Violence
Violence
A
B
C
D
E
F
Force
Target
2226
1810
863
1102
3512
1219
10737
Act
2694
1790
1099
1433
4338
1507
12861
Diff
468
-20
236
331
826
288
2124
% Diff
21.0%
-1.1%
27.3%
30.0%
23.5%
23.6%
19.8%
Short Term
2.11 Crime & ASB
ASB incidents
Apr 13 - Mar 14
vs Target
vs Previous Year
12 Month Trend
58293
-4.0%
-3.9%
Seasonal



Short Term
2.12 Crime & ASB
ASB incidents
ASB
A
B
C
D
E
F
Force
Target
12929
9659
6323
6480
18349
6946
60690
Act
12663
9049
6309
6028
17596
6642
58287
Diff
-266
-610
-14
-452
-753
-304
-2403
Diff
-2.1%
-6.3%
-0.2%
-7.0%
-4.1%
-4.4%
-4.0%
Short Term
2.13 Crime & ASB
Apr 13 - Mar 14
vs Target
vs Previous Year
12 Month Trend
Domestic Burglary Crime Outcome Rate
17.3%
0.3 pp
6.8 pp
Stable




Burglary Dwelling
Charges / Summons
Cautions / Warnings
FPN
TIC
Cannabis Warnings
Community Resolutions
Total Crime Outcomes
Police Discretion
Apr - Mar 14
Vol.
%
781
70.9%
21
1.9%
0
0.0%
292
26.5%
0
0.0%
8
0.7%
1,102
100.0%
0
Short Term
2.14 Crime & ASB
Domestic Burglary Crime Outcome Rate
A
B
C
D
E
F
Force
Domestic Burglary - Crime Outcomes (Target)
Sanc Det Com Res Cr Out % % Pt Diff
PDR
161
1
17.98% -1.62%
0
204
6
17.98%
0.98%
0
93
0
19.70%
0.10%
0
119
0
19.64%
0.04%
0
393
1
18.17%
3.17%
0
128
0
11.72%
-5.28%
0
1097
8
17.26%
0.26%
0
Short Term
2.15 Crime & ASB
Apr 13 - Mar 14
vs Target
vs Previous Year
12 Month Trend
Robbery Crime Outcome Rate
22.5%
-2.5 pp
0.8 pp
Decreasing




Robbery
Charges / Summons
Cautions / Warnings
FPN
TIC
Cannabis Warnings
Community Resolutions
Total Crime Outcomes
Police Discretion
Apr - Mar 14
Vol.
%
263
97.4%
2
0.7%
0
0.0%
2
0.7%
0
0.0%
3
1.1%
270
0
Short Term
2.16 Crime & ASB
Robbery Crime Outcome Rate
A
B
C
D
E
F
Force
Robbery - Crime Outcomes (Target)
Sanc Det Com Res Cr Out % % Pt Diff
PDR
33
0
32.67%
7.37%
0
43
0
28.10%
2.80%
0
24
0
28.57%
1.07%
0
25
0
36.23%
6.13%
0
102
3
17.77%
-6.53%
0
40
0
19.61%
-7.29%
0
267
3
22.46%
-2.54%
0
Short Term
2.17 Crime & ASB
Apr 13 - Mar 14
vs Target
vs Previous Year
12 Month Trend
Overall Crime Outcome Rate
32.3%
-0.9 pp
-1.0 pp
Stable
All Crime
Charges / Summons
Cautions / Warnings
FPN
TIC
Cannabis Warnings
Community Resolutions
Total Crime Outcomes
Police Discretion
Apr - Mar 14
Vol.
%
17,594
58.5%
3,437
11.4%
3,150
10.5%
587
2.0%
2,438
8.1%
2,857
9.5%
30,063
100.0%
1,819
Short Term
2.18 Crime & ASB
Overall Crime Outcome Rate
A
B
C
D
E
F
Force
All - Crime Outcomes (Target)
Sanc Det Com Res Cr Out % % Pt Diff
4967
598
34.19%
-4.26%
4662
439
34.28%
0.59%
2846
353
36.22%
1.84%
3100
356
32.97%
-0.38%
7828
548
27.40%
-2.17%
3800
564
36.09%
1.73%
27203
2858
32.28%
-0.90%
PDR
325
383
98
252
576
187
1821
Short Term
2.19 Crime & ASB
Repeat Victimisation
Repeat ASB Callers: Jan-Mar 2014
A
B
C
C
D
E
E
F
Original Address
Incs.
Home Address
11
Home Address
10
Fast Food Outlet
14
Pizza and Kebab Shop
8
Fast Food Outlet
16
Fast Food Outlet
19
Shop
19
Fast Food Outlet
14
2.20 Crime & ASB
Stop and Search: Trends
4000
3500
3000
2500
2000
1500
Stop & Search
1000
500
0
Apr-13
May-13
Jun-13
Jul-13
Aug-13
Sep-13
Oct-13
Nov-13
Dec-13
Jan-14
Feb-14
Mar-14
80000
70000
60000
Stop & Search
50000
40000
30000
20000
10000
0
2003/2004
2004/2005
2005/2006
2006/2007
2007/2008
2008/2009
2009/2010
2010/2011
2011/2012
2012/2013
2013/2014
2.21 Crime & ASB
Stop and Search: Ethnic Disproportionality
2.22 Crime & ASB
Detainee Management – Case Progression
•
TQ1s – First Appearance File Quality (Target 85%) – Performance has
been fairly stable this year across all BCUs with every BCU meeting
target. Current force performance at 87.2%.
•
TQ2 – Full File Quality (Target 85%) – Performance has remained
stable in this financial year with the exception of January. Current
performance at 91.31%.
Medium Term
2.23 Crime & ASB
Detainee Management – Warrants
Category A Warrants – Target 70% to be executed within 14 days.
• Performance for March 13 – 77%
• Performance YTD (March 2013) – 73%
Category B Warrants – Target 75% to be executed within 21 days.
• Performance has remained stable over the past 12 months.
• Performance for March 13 – 85%
• Performance YTD (March 2013) – 85%
Medium Term
2.24 Crime & ASB
Detainee Management – Licence Recalls
Emergency Recalls – Target 75% to be arrested within 48 hrs of revoke.
• YTD Current performance (March 2014) – A total of 18 Emergency
Recalls issued, 13 of which (72%) have met target.
Standard Recalls – Target 75% to be arrested within 96 hrs of revoke.
• Current performance – A total of 203 Standard Recalls issued, 144 of
which (71%) have met target.
Medium Term
2.25 Crime & ASB
Detainee Management – Bail Management
Merseyside Police currently has 2,865 distinct individuals out on bail.
Primary Arrest Disposals
• Target is <25% to be bailed on primary arrest.
• Performance YTD at 26.1%.
Return Disposals
• Target is >65% not to be re-bailed on any non-primary arrest.
• Performance YTD at 75.3%.
Medium Term
2.26 Crime & ASB
First Time Entrants to the Criminal Justice System (CJS)
Medium Term
2.27 Crime & ASB
Drug & Alcohol Abuse
•Probation developing Merseyside IOM Strategy through
MCJB. CI Thornton working on this full time for police to
deliver consistent approach.
•Need to achieve more focus on alcohol. Driver for violence
which is an area of threat. Pivotal to managing violence
repeat offenders.
•Improved service provision through joint commissioning?
•Pilot ongoing to drugs test violence offenders. Currently
showing over 30% positive for cocaine.
Long Term
Neighbourhood
Policing
3.1 Neighbourhood Policing
Overall Victim Satisfaction with Service
Apr 13 - Feb 14
vs Target
vs Previous Year
12 Month Trend
87.3%
-1.5 pp
-1.4 pp
Decreasing 
Short Term
3.2 Neighbourhood Policing
BRM Victim Satisfaction Gap
Apr 13 - Feb 14
vs Target
vs Previous Year
12 Month Trend
6.3 pp
-3.2 pp
-12.9 pp
Decreasing 
Short Term
3.3 Neighbourhood Policing
Grade 1 Incident Attendance
Apr 13 - Mar 14
vs Target
vs Previous Year
12 Month Trend
95.3%
5.3 pp
-1.3 pp
Stable




Short Term
3.4 Neighbourhood Policing
Community Intelligence
Early this year analysis identified a 31% increase in calls to Crimestoppers compared to
the same period the previous year. Over 90 individuals were arrested/charged or
cautioned (12% increase on same period last year).
There has been continued drive in terms of distribution of Crimestoppers literature at
all Community Meetings.
A mass letter drop, distributing 2000 letters to residential properties within the
Stockbridge Village area asking for any information residents may have to help reduce
crime and disorder within their area
Polish Leaflets. Following a serious assault in the Southport area were a Polish male
was attacked. PCC made enquiries as to if we held Crimestoppers leaflets in Polish.
Artwork was obtained and sent to the Print Room HQ, leaflets printed and distributed
within a 48 hour period.
3.5 Neighbourhood Policing
Oct - Sep 13
vs Previous Year
12 Month Trend
Public Confidence
30%
20%
20%
10%
10%
0%
0%
Northumbria
South
Yorkshire
30%
West
Midlands
40%
Cleveland
40%
West
Yorkshire
?
MSG Average Confidence Interval
Merseyside
50%
Greater
Manchester
50%
South
Yorkshire
60%
West
Midlands
60%
Cleveland
70%
Merseyside
70%
Greater
Manchester
80%
West
Yorkshire
MSG Average
MSG Average Confidence Interval
80%
Northumbria
?
iQuanta Bar Chart MSG
Merseyside
Police do a good or excellent job
Year ending 31 Dec 2013
iQuanta Bar Chart MSG
Merseyside
Police do a good or excellent job
Year ending 30 Sep 2013
MSG Average
60.6%
-2.3 pp
Stable
Data is strictly for internal management information only.
Rank
1
2
3
4
5
6
Force
Northumbria
Greater Manchester
Merseyside
Cleveland
West Yorkshire
West Midlands
%
66.6%
63.4%
62.9%
62.0%
61.0%
58.8%
Conf
Interval
5.0%
2.8%
4.1%
3.6%
3.2%
3.1%
Range Low Range High
61.7%
60.6%
58.8%
58.3%
57.8%
55.7%
71.6%
66.2%
67.0%
65.6%
64.3%
62.0%
1
2
3
4
5
6
Long Term
Hate Crime
4.1 Hate Crime
Hate Crime
Apr 13 - Mar 14
vs Target
vs Previous Year
12 Month Trend
1700
22.5%

21.7%

Increasing 
Short Term
4.2 Hate Crime
Hate Crime Repeat Victimisation
Hate Crime
Repeats
27
All Victims
146
Repeat Rate
19.2%
• Repeat victims engaged by Hate Crime Co-ordinator or Neighbourhood Team
to provide support, make an assessment and provide target hardening advice if
appropriate.
• Referral to the regular Hate Crime partnership groups to provide support and
target hardening measures such as CCTV and fire risk assessment.
• Risk status (High/medium/low) determined by Knowsley and Liverpool North.
Only those assessed as High/medium risk referred to MARAC.
• St Helens – N’hood supervision and staff made aware of HC victims weekly. All
victims receive additional reassurance visits and HVP is increased in the area.
• Appropriate support services available explained to the victim and contact
facilitated.
Short Term
4.3 Hate Crime
Hate Crime Outcome Rate
Apr 13 - Mar 14
vs Target
vs Previous Year
12 Month Trend
40.2%
-1.4 pp
-1.4 pp
Stable




Once identified as a Hate Crime, the investigation is passed to the appropriate SIGMA team
within each BCU. SIGMA teams then progress the investigation, provide support, make an
assessment of the individual victim’s circumstances and provide target hardening advice if
appropriate.
Medium Term
4.4 Hate Crime
Third Party Hate Crime Reporting
• 3rd Party Reporting – CAB approached
• New forms in use across the Force
• Muslim Womens’ Coffee Mornings
Medium Term
4.5 Hate Crime
Community Awareness and Education
•
•
•
•
•
•
•
•
Hate crime training at schools, universities & hospitals
Support networks promoting hate crime reporting
Hate Crime presentations to youth groups
E-card re-launch
Engagement Toolkit produced
Crime Prevention Advice for Chinese burglary victims
MIAG Involvement
Polish language reassurance leaflets
Long Term
Organisational
Priorities
5.1 Organisational Priorities
HR- Establishment (year end)
Police Officer year end establishment includes 221 student officers and 34
transferee officers recruited during 2013-2014
PCS&TO year end establishment includes 56 PCS&TO recruited during
2013-2014.
5.2 Organisational Priorities
HR- Measures to achieve 2014/15 Establishment
• Police Officer Recruitment 2014-2015
Minimal recruitment scheduled to maintain 3,886 police officer
posts.
• Special Constables recruitment 2014-2015
Scheduled to recruit a further 220 Special Constables.
• PCS&TOs recruitment 2014-2015
As a result of the Police Officer recruitment process and to
address current vacancies, a further 40 PCS&TO are scheduled
to be recruited.
5.3 Organisational Priorities
3.50%
0.0 pp
-1.4 PP
Apr-Mar 14
vs Target
vs Apr-Mar 12
HR – Police Officer Sickness
12 Month Trend Seasonal
n
n
i
n
Police Officer 12 Month Totals for Sickness Absence Hours Rate Against Target of 3.5%
HO Absence Hours Rate
FORCE TOTAL
FOR POLICE
OFFICERS
Female
Male
All Genders
Annual Target
Seasonalized Target Guide
2013/Apr 2013/May 2013/Jun
5.3%
4.0%
4.0%
3.5%
3.3%
3.2%
3.9%
3.5%
3.3%
3.5%
3.5%
3.3%
3.4%
3.5%
3.3%
2013/Jul 2013/Aug 2013/Sep 2013/Oct 2013/Nov 2013/Dec 2014/Jan 2014/Feb 2014/Mar
4.2%
3.4%
3.5%
3.8%
4.6%
4.7%
4.7%
4.4%
4.3%
3.4%
2.8%
2.9%
3.1%
3.1%
3.5%
3.4%
3.2%
3.3%
3.6%
3.5%
3.4%
2.9%
3.5%
3.4%
3.1%
3.5%
3.4%
3.3%
3.5%
3.5%
3.5%
3.5%
3.8%
3.8%
3.5%
3.9%
3.7%
3.5%
3.7%
5.5%
3.5%
3.5%
3.5%
3.5%
3.5%
3.4%
YTD
4.2%
3.2%
3.5%
3.5%
3.5%
Female
5.0%
Male
4.5%
4.0%
All Genders
3.5%
Annual Target
3.0%
2.5%
Seasonalized Target
Guide
2.0%
2013/Apr 2013/May 2013/Jun
2013/Jul
2013/Aug 2013/Sep 2013/Oct 2013/Nov 2013/Dec 2014/Jan 2014/Feb 2014/Mar
5.4 Organisational Priorities
Apr-Mar 14
vs Target
vs Apr-Mar 12
HR- Police Staff Sickness
3.70%
-0.3 pp
-0.5 PP
12 Month Trend Seasonal
n
i
i
n
Police Staff 12 Month Totals for Sickness Absence Hours Rate Against Target of 4%
HO Absence Hours Rate
FORCE TOTAL
FOR POLICE
STAFF
Female
Male
All Genders
Annual Target
Seasonalized Target Guide
2013/Apr 2013/May 2013/Jun 2013/Jul 2013/Aug 2013/Sep 2013/Oct 2013/Nov 2013/Dec 2014/Jan 2014/Feb 2014/Mar
4.2%
4.0%
4.3%
3.9%
3.4%
3.9%
4.7%
5.2%
5.2%
4.2%
4.3%
4.3%
3.3%
3.0%
3.3%
2.7%
2.3%
3.7%
2.7%
1.7%
1.9%
3.5%
3.5%
2.9%
3.8%
4.0%
3.7%
3.6%
4.0%
3.6%
3.9%
4.0%
3.6%
3.4%
4.0%
4.0%
2.9%
4.0%
3.8%
3.8%
4.0%
3.8%
3.9%
4.0%
4.1%
3.8%
4.0%
4.4%
3.9%
4.0%
4.5%
3.9%
4.0%
4.4%
4.0%
4.0%
4.2%
3.7%
4.0%
3.9%
3.7%
3.6%
3.6%
4.0%
3.8%
3.8%
4.1%
4.4%
4.5%
4.4%
4.2%
3.9%
5.5%
YTD
4.3%
2.9%
3.7%
4.0%
4.0%
Female
5.0%
4.5%
Male
4.0%
All Genders
3.5%
3.0%
Annual Target
2.5%
2.0%
Seasonalized Target
Guide
1.5%
2013/Apr 2013/May 2013/Jun
2013/Jul
2013/Aug 2013/Sep 2013/Oct 2013/Nov 2013/Dec 2014/Jan 2014/Feb 2014/Mar
5.5 Organisational Priorities
Equality & Diversity: Police Officer Establishment
Group
All Individuals
Male
Female
White
BRM
Disabled
LGB
Religious Affiliation
Number
4040
2939
1101
3875
135
13
79
2116
Percent
100%
73%
27%
96%
3%
0%
2%
52%
5.6 Organisational Priorities
Equality & Diversity: Police Staff Establishment
Group
All Individuals
Male
Female
White
BRM
Disabled
LGB
Religious Affiliation
Number
2319
887
1432
2276
34
48
30
1080
Percent
100%
38%
62%
98%
1%
2%
1%
47%
5.7 Organisational Priorities
Finance- Revenue Budget Monitoring
Original Estimate 31st Provisional Outturn Forecast UnderMarch 2014
31st March 2014
spend 2013/14
£322.4
£316.5
Variance (%)
£5.9m
1.8%
•
Provisional Outturn for the year of £5.9m mainly due to vacancies arising
from structural change.
•
Chief Officers have agreed to utilise these vacancy savings to support
Ambition 4000 throughout the current CSR.
•
Under-spend position includes re-organisation costs of £3.5m.
5.8 Organisational Priorities
Finance- Capital Budget
Revised Budget
2013/14*
Provisional
Outturn 31st
March 2014
Underspend
IT/Technical
£5.1m
£3.3m
£1.8m
Estates
£12.6m
£4.2m
£8.4m
Fleet
£3.9m
£2.8m
£1.1m
Total
£21.6m
£10.3m
£11.3m
* includes re-phased projects from 2012/13
•
The original capital budget of £19.040m contained within the 2013/14 budget
report has now been updated to include the re-phasing agreed as part of the
2012/13 closedown process with a resulting budget of £21.6m
•
The provisional figure for total capital expenditure to the end of March 2014
is £10.3m.
•
The largest area of underspend relates to the Estate Strategy which has seen
some significant change since the original budget was agreed.
5.9 Organisational Priorities
Finance - Savings Targets
•
Savings targets within the 2013/14 MTFS are expected to be exceeded by
£5.1m as a result of initiatives originally scheduled for 2014/15 being
implemented ahead of plan.
•
Overall targeted savings to the end of 2014/15 anticipated as being
achievable in full.
•
The savings targets for 2015/16 and 2016/17 have now been revised to
reflect the October CSR with a shortfalls of £15.7m and £17.79m respectively.
5.10 Organisational Priorities
Finance-– MTFS 2014/15 Budget Report
2014/15
2015/16
2016/17
2017/18
TOTAL
Budget Shortfall
£12.7m
£17.3m
£16.9m
£6.8m
£53.7m
Savings Identified
(£12.7m)
-
-
-
(£12.7m)
Savings to be Identified
£0.0m
£17.3m
£16.9m
£6.8m
£41.0m
•
Funding for 2014/15 has now been confirmed and the shortfall in budget has
been addressed through the SEP savings programme and use of the PCSO
reserve.
•
On 26th June 2013 the Government announced plans to make further budget
cuts in 2015/16 and 2016/17and indications are that Merseyside Police will
be required to save a further £34.2m in 2015/16 and 2016/17.
5.11 Organisational Priorities Facilities Management
Current Activity
Action
Current Position
Implementation of FMD elements of the Implementation of new and revised services into functions of the department. Phase 1 - The SEP4 90 day review has
SEP Review
Phase 1 - Reduction on posts and new ways of working. Phase 2 - Reducing been carried out. The savings have been
spend on buildings by reducing occupation.
achieved and departmental performance
is being monitored to ensure agreed
levels of service are achieved. Phase 2 EFM achieved the savings identified for
2013/2014 and a programme of works is
in place to deliver the 2014/2015 savings.
Estate Strategy
Progress the Estate Strategy as approved at the March COG Away Day, to
include the Corporate Strategy and the BCU Strategy.
PCC and Chief Officers gave approval to
progress elements of the BCU Strategy
and Cororate Strategy. Work to establish
the required resources and corporate
governance that will set the foundations
of each project is on going. Public
consultation is expected to commence
later this year by the PCC.
Existing portolio work
Maintenance/response service for FM issues in the existing estate.
The new Framework commenced 1st April
2014 for Reactive repairs service and
Minor works and Projects. The 2014/15
programme of works delivered by the
EFM has been appoved at the February
COG/SMT meeting.
5.12 Organisational Priorities
Complaint Cases - Trend
100
90
80
70
60
50
40
30
2010/11
2011/12
20
2012/13
10
2013/14
0
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
5.13 Organisational Priorities
Complaint Cases – Year to Date
Wirral
Sefton
Knowsley
St Helens
Liverpool North
Liverpool South
MSOC (Matrix and OSU)
Custody & CJU
FCC
Other
Force
2012/13
111
85
54
50
130
72
83
21
14
44
664
2013/14
96
80
62
47
153
75
86
32
15
39
685
Dif.
-15
-5
8
-3
23
3
3
11
1
-5
21
% Dif.
-13.5%
-5.9%
14.8%
-6.0%
17.7%
4.2%
3.6%
52.4%
7.1%
-11.4%
3.2%
Public Safety
(Open)
6.1 Public Safety
Repeat Victimisation of Vulnerable Victims: March 2014
Hate Crime
Domestic Abuse
Sexual Offences
Repeats
27
83
7
All Victims
146
423
127
Repeat Rate
19.2%
20.1%
5.5%
Short Term
6.2 Public Safety
Rape Crime Outcome Rate
Apr 13 - Mar 14
vs Target
vs Previous Year
12 Month Trend
27.8%
11.5 pp
8.6 pp
Increasing




Short Term
6.3 Public Safety
RTC: KSIs
KSIs 2013-2014
Jan - Mar 14
vs Target
vs Previous Year
12 Month Trend
137
-4.2%
35.6%
Stable



70
60
50
40
30
20
10
0
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
2013 KSIs
25
41
35
57
43
58
57
47
62
50
55
43
2014 KSIs
50
52
35
2014 Target
48
48
48
48
48
48
48
48
48
48
48
48
2013 KSIs
2014 KSIs
2014 Target
6.4 Public Safety
Missing / Absent Persons
Missing from Home/Unauthorised Absence
The Sefton ‘Missing’ Pilot has been running since September. It incorporates the new
ACPO approved two-tiered definition of Missing:
Missing - “Anyone whose whereabouts cannot be established and where the circumstances
are out of character or the context suggests the person may be subject of crime or at risk of
harm to themselves or another.”
Absent – “A person not at a place where they are expected or required to be.”
This new, two-tiered definition means that people are either Missing or Absent. There is no
grey area. The new definition went Force wide on the 24th March 2014
Medium Term
6.5 Public Safety
Missing / Absent Persons
Sefton Missing/Absent Pilot
450
400
350
Reports
300
250
200
150
100
50
0
1st September 2012 - 31st March 2013
1st September 2013 - 31st March 2014
Absent
0
156
Missing
420
250
6.6 Public Safety
Medium Term
Multi Agency Strategic Hubs (MASH)
Wirral
Knowsley
•Information Sharing Agreement almost signed off.
•Building now completely renovated. Services live 27th Jan 2014.
•Health Representative attached for trial period. Further
trial period to take place and then possibly full time in
future.
•All agencies in place –Social Care, RSLs, Health Services, Probation,
Police, MFRS, Local Authority, MASH police inspector recruited.
•DWP representative now attached 1 day per week.
•IT solution in development. We will also be using ‘Liquid
Logic’ (the same as St Helen’s and Sefton).
•Progressing movement of MFH / CSE coordinator into
MASH.
•Considering expansion of Police Teams in MASH (ie, FCIU).
•Data sharing agreement,vetting, MOU and working practice
arrangements are completed/in place and working well.
•A 30-day review programme, 1st already completed, is in place.
St Helens
•Co-location working well; working practices being developed by
practitioners.
•MASH procedures are being formally developed.
•MASH manager chaired meeting on procedures on 24th March.
Sefton
•Draft procedures will be discussed in April.
•Sefton safeguarding MASH team is located with relevant
partners at St Peter's House and went live on 24th Feb.
•Health to co-locate in May.
•A MASH process is in place and is monitored weekly.
Liverpool
•ISA has been agreed and a governance process in place.
•Multi-agency Design & Implementation Group (DIG) to design the
MASH by June 2014 and implement by January 2015.
•All work was completed well within budget.
•FCIU DI has responsibility for staff and safeguarding issues.
•Offender Management Inspector has responsibility for
managing the processes and partnerships.
•Work is underway with partners to develop a Strategic
MASH.
•Recent DIG visits to Sefton, Leyland and Staffordshire MASHs. A
proposed Liverpool MASH process map has been submitted to the
Governance Group for approval.
•LCC announced Careline will be managed by themselves in future
rather than the private company Liverpool Direct Limited.
•DIG presently involved in assessing suitable premises for the new
MASH.
6.7 Public Safety
Domestic Offence Crime Outcome Rate
Apr 13 - Mar 14
vs Target
vs Previous Year
12 Month Trend
59.4%
0.1 pp
1.1 pp
Decreasing




Domestic Abuse
Charges / Summons
Cautions / Warnings
FPN
TIC
Cannabis Warnings
Community Resolutions
Total Crime Outcomes
Police Discretion
Apr - Mar 14
Vol.
%
2,611
85.9%
332
10.9%
18
0.6%
0
0.0%
1
0.0%
76
2.5%
3,038
100.0%
13
Short Term