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Chief Officer Assurance Statements form part of a wider force assurance map, designed to satisfy the Chartered Institute of Public Finance and Accountancy Good Governance guidance, in which a very comprehensive list of requirements is specified together with examples of suitable supporting policies, procedures and key documents present.
For further information, including the Code of Corporate Governance for the Sussex Police & Crime Commissioner and the Chief Constable, please visit the Commissioner's 'How We Work' page.
Chief Officer Statement of Assurance 2022
Deputy Chief Constable Julia Chapman
All principal statutory obligations relating to my portfolio have been identified and are set out below:
The framework clearly sets out how the statutory obligations will be delivered. The principles of Corporate Governance outlined in the Code of Corporate Governance for the Sussex Police & Crime Commissioner and the Chief Constable have been consistently applied in the delivery of services within the portfolio.
The following areas of Sussex Police form my portfolio.
Each department works to ensure the Force meets the priorities set by the Sussex Police & Crime Commissioner’s (Sussex PCC) Police and Crime Plan, published on the Sussex PCC’s website.
My portfolio covers the following areas of business:
The Code of Corporate Governance sets out a series of overarching strategic policies and operational documents for the force.
I am responsible for the operation, review, and evaluation of the following strategies:
I am responsible for the operation and review of the following policies:
I am responsible for ensuring that staff within my portfolio area adhere to the content and wording of these items. I can also confirm that all my departmental heads are aware of the Code of Corporate Governance for the Sussex Police & Crime Commissioner and the Chief Constable where all such policies are recorded.
Robust processes are in place to ensure that I am given assurance of governance and accountability across the Force. Divisions and departments are held to account through an agreed series of strategic force-level boards, chaired by Chief Officers. They report to me through the following meetings:
I chair the Strategic Planning Board, which provides me with high level oversight of the Force’s financial, human resources and operational demand, scrutiny of the Force’s spending and savings plans and the impact of those plans on establishment and capability. The Board:
The PEEL Board provides efficient and effective corporate governance of Force performance through an established performance cycle and framework. Incorporating Crime Data Integrity as an integral part of the performance framework, it ensures accountability across the Force. The PEEL Board:
The Organisational Reassurance Board (ORB) ensures the effective governance arrangements of each chief officer portfolio and that chief officers have proper regard for the operation of their respective responsibilities, evidenced through the regular update of their assurance statements. Additionally, the ORB is there to maintain the principles and standards of professional behaviour for policing by ensuring that relevant and proportionate risk, business continuity, research and environmental scanning functions are in place, are understood and actioned across Sussex Police and are shared with Surrey Police.
The Equality, Diversity and Inclusion Board is a strategic level meeting to provide assurance and demonstrate commitment in delivering the Force’s Equality Diversity and Inclusion Strategy, and meeting statutory obligations set out in the Equality Act 2010, with specific regard to Section 149 of the Public Sector Equality Duty, 2011. In addition, a new board is being created to ensure effective delivery of the joint race action plan with Surrey Police.
The Strategic Change Board, which I chair jointly with the Deputy Chief Constable of Surrey Police, reviews current portfolios & agrees business change priorities with a focus on cost, benefits, resilience, and operational risk. There is an annual planning cycle which decides & prioritises outline business cases and detailed business cases following approval. The board scrutinises delivery performance across portfolios, manages escalated risks, issues, and exception reports. Scheduling and resourcing implications of new initiatives are reviewed with a view to re-prioritising portfolio delivery where required. Benefits realisation is monitored and tracked alongside the financial plan and savings programme.
I also chair the annual Risk Assessment Assurance Panel. This process considers all Force strategic risks, reviewing controls in place and mitigating actions, internal governance structures and ascertains what external or independent scruiteny is in place. This allows the organisation to identify areas where further action may be required and provides an overview of all force risks and interdependencies.
To ensure appropriate oversight of the rolling programme of inspections conducted by Her Majesty’s Inspectorate of Constabulary and Fire & Rescue; advice and recommendations from the Independent Office for Police Conduct, and audits conducted by our Internal Auditors, recommendations relevant to my portfolio are added to the Portfolio Risk Register. Current reports containing recommendations and/or areas for improvement relevant to this portfolio are:
https://www.justiceinspectorates.gov.uk/hmicfrs/peel-assessments/peel-2018/sussex/
As the generation and implementation of recommendations is a continual process, this list will be updated annually, upon completion of future statements of assurance for this portfolio.
The Portfolio Risk Register identifies all risks that are relevant to the portfolio and which may affect the delivery of its objectives. Each risk has an identified owner and details the control measures in place to address the risk. There is a joint Risk Register maintained by Sussex and Surrey Police forces. Risks associated with collaborated functions are reported into each force. The risk register is reviewed on a regular basis at my portfolio meetings, scrutinised at both forces’ Organisational Reassurance Boards and reported into both forces’ Joint Audit Committees. Terms of reference and minutes of the Sussex Joint Audit Committee are published here:
https://www.sussex-pcc.gov.uk/the-pcc/transparency/audit-committee/
Controls have been identified that are designed to mitigate the risks identified in 6 above. Responsibility for the effective implementation of each control has been delegated to a nominated lead. Through the governance arrangements within my portfolio, assurance has been obtained, along with evidence from each nominated lead that the controls have been tested and are operating effectively.
I confirm that all my departmental heads are aware of the force’s Corporate Governance Framework, which includes the Financial Regulations and Contract Standing Orders.
Identified risks within my portfolio are reviewed by me on a regular basis. Those that are considered to be significant (red) are monitored on a regular basis through corporate meetings, including the Strategic Change Board and ORB and regularly updated and considered at the Strategic Chief Officer Meeting, chaired by the Chief Constable. In some circumstances, an action plan is produced to provide a more focused approach to a specific risk / gap. Continuous review of the progress of action plans takes place through the relevant chief officer’s portfolio meeting.
In my opinion, the internal control framework of the Deputy Chief Constable’s Portfolio is soundly based. All significant risks to the delivery of objectives have been identified and controls are in place to mitigate those risks.
Signed by ‘J Chapman’
Deputy Chief Constable Julia Chapman
Date 14 June 2022
I have reviewed the statements contained above and the copy of the portfolio’s risk register.
Signed by
Chief Constable Jo Shiner
Date
17 June 2022
All principal statutory obligations relating to my portfolio have been identified and are set out below:
The framework clearly sets out how the statutory obligations will be delivered. The principles of Corporate Governance outlined in the Code of Corporate Governance for the Sussex Police & Crime Commissioner and the Chief Constable have been consistently applied in the delivery of services within the portfolio.
https://www.sussex-pcc.gov.uk/the-pcc/transparency/
The following areas of Sussex Police form my portfolio:
Each department works to ensure the Force meets the objectives set by the Sussex Police & Crime Commissioner’s (Sussex PCC) Police and Crime Plan, published on the Sussex PCC’s website.
https://www.sussex-pcc.gov.uk/police-crime-plan/
My portfolio covers the following areas of business:
The Code of Corporate Governance sets out a series of overarching strategic policies and operational documents for the Force. I am responsible for the operation, review and evaluation of the following strategies:
I am responsible for ensuring that staff within my portfolio area adhere to the content and wording of these items. I can also confirm that all my departmental heads are aware of the Code of Corporate Governance for the Sussex Police & Crime Commissioner and the Chief Constable where all such policies are recorded.
There are processes in place across my portfolio ensuring governance arrangements are fit for purpose and that robust reviewing and monitoring mechanisms are in place which enables me to provide assurance to and be held accountable at the Force PEEL Board and the Organisational Reassurance Board (ORB). Governance of my portfolio is provided at the strategic Local Policing Accountability Board (LPAB) and Vulnerability Board.
The risk of non-compliance of Force policies within my portfolio area has and will result in audits and dip checking of the action taken by officers and staff by the departmental supervision responsible for the policy. Findings and concerns are reported to me at the LPAB and Vulnerability Board.
The Force is subject to regular Inspections by Her Majesty's Inspectorate of Constabulary and Fire & Rescue (HMICFRS) with the next due in 2022. The action taken to respond to their recommendations and areas for improvement are closely monitored. Progress against these recommendations made is overseen at meetings held between departmental supervisors and myself, and they are only shown as complete once I have reviewed the action taken and am satisfied that the recommendation or cause for concern has been met and resolved unless there are exceptional circumstances. Scrutiny of all HMICFRS recommendations and areas for improvement are also a standing agenda item at the LPAB.
The Independent Office for Police Conduct (IOPC) also make Force-specific and national recommendations, as well as identifying areas for improvement. These are monitored via internal tracking documents and are subject to the same scrutiny as HMICFRS reports and recommendations.
Daily Divisional and Departmental Management Meetings are held where local policing and Public Protection issues within the three Sussex Police Divisions (East Sussex, West Sussex and Brighton & Hove) are considered and brought to my attention should there be immediate concerns. Public Protection and Criminal Justice and Custody also have separate governance arrangements, whilst Finance and People Services meetings are held to monitor financial and workforce issues.
A framework of meetings supports my portfolio. Each report into the LPAB.
To ensure appropriate oversight of the rolling programme of inspections conducted Her Majesty’s Inspectorate of Constabulary and Fire & Rescue; advice and recommendations from the Independent Office for Police Conduct, and; audits conducted by our Internal Auditors, recommendations relevant to my portfolio are added to the Portfolio Risk Register. Current reports containing recommendations and/or areas for improvement relevant to this portfolio are:
https://www.justiceinspectorates.gov.uk/hmicfrs/publications/sussex-joint-inspection-police-custody/
As implementation of recommendations is a continual process, this list will be updated annually, upon completion of future statements of assurance for this portfolio.
Learning the Lesson 39 (policeconduct.gov.uk)
Learning the Lesson 39 (policeconduct.gov.uk)
The Portfolio Risk Register identifies all risks that are relevant to the portfolio, and which may affect the delivery of its objectives. Each risk has an identified owner and details the control measures in place to address the risk. The register is reviewed on a regular basis at my portfolio meetings, scrutinised at the Force Organisational Reassurance Board and reported to the Joint Audit Committee. Terms of reference of the Joint Audit Committee are published here: https://www.sussex-pcc.gov.uk/the-pcc/transparency/audit-committee/
Controls have been identified that are designed to mitigate the risks identified within my portfolio. Responsibility for the effective implementation of each control has been delegated to a nominated lead. Through the governance arrangements within my portfolio, assurance has been obtained, along with evidence from each nominated lead that the controls have been tested and are operating effectively.
I confirm that all my departmental heads are aware of the Force’s Corporate Governance Framework, which includes the Financial Regulations and Contract Standing Orders.
Identified risks within my portfolio are reviewed by me on a regular basis. Those that are considered to be significant (red) are monitored on a regular basis through corporate meetings, including the Organisational Reassurance Board and regularly updated and considered at the Strategic Chief Officer Meeting, chaired by the Chief Constable. In some circumstances, an action plan is produced to provide a more focused approach to a specific risk / gap. Continuous review of the progress of action plans takes place through the LPAB. Processes also include opportunities for external scrutiny of these risks.
In my opinion, the internal control framework of ACC Local Policing is soundly based. All significant risks to the delivery of objectives have been identified and controls are in place to mitigate those risks.
Signed by:
Tanya Jones
ACC Local Policing and Public Protection
Date: 1st June 2022
I have reviewed the statements contained above and the copy of the Portfolio Risk Register and relevant action plans.
Signed by
Julia Chapman
Deputy Chief Constable
Date: 22nd June 2022
All principal statutory obligations relating to my portfolio have been identified and are set out below:
The framework clearly sets out how the statutory obligations will be delivered. The principles of Corporate Governance outlined in the Code of Corporate Governance for the Sussex Police & Crime Commissioner and the Chief Constable have been consistently applied in the delivery of services within the portfolio.
https://www.sussex-pcc.gov.uk/about/transparency/
The following areas form my portfolio.
Each area works to meet the objectives set by the Sussex Police & Crime Commissioner’s Police and Crime Plan and in the case of Operations Command, those objectives also set by the Surrey Police & Crime Commissioner’s Police and Crime Plan, published here:
https://www.sussex-pcc.gov.uk/police-crime-plan/
https://www.surrey-pcc.gov.uk/
My portfolio covers the following areas of business:
Force Level- Surrey and Sussex Police
Operations Command
FCCCD
Regional
National
The Code of Corporate Governance sets out a series of overarching strategic policies and operational documents for the Force.
I am responsible for the operation, review and evaluation of the following strategies:
As detailed in the Code of Corporate Governance, I am responsible for the operation and review of the following policy:
I am responsible for ensuring that staff within my portfolio area adhere to the content and wording of these items. I can also confirm that all my departmental heads are aware of the Code of Corporate Governance for the Sussex Police & Crime Commissioner and the Chief Constable where all such policies are recorded.
There are processes in place across my portfolio area ensuring governance arrangements are fit for purpose and that robust reviewing and monitoring mechanisms are in place which enables me to provide assurance to and be held accountable at the Organisational Reassurance Board (ORB) and the Force PEEL Board.
I have a framework of meetings supporting my portfolio, structured to report into my ACC Portfolio meeting. Its agenda includes:
The other meetings that feed into my portfolio are
To ensure appropriate oversight of the rolling programme of inspections conducted Her Majesty’s Inspectorate of Constabulary and Fire & Rescue; advice and recommendations from the Independent Office for Police Conduct, and audits conducted by our Internal Auditors, recommendations relevant to my portfolio are added to the Portfolio Risk Register. Current reports containing recommendations and/or areas for improvement relevant to this portfolio are:
As the generation and implementation of recommendations is a continual process, this list will be updated annually, upon completion of future statements of assurance for this portfolio.
The Portfolio Risk Register identifies all risks that are relevant to the portfolio and which may affect the delivery of its objectives. Each risk has an identified owner and details the control measures in place to address the risk. A joint Risk Register is maintained across both police forces. Risks associated with collaborated functions are reported into each force. Risks that are relevant to the Operations Command portfolio, and which may affect the delivery of its objectives, are reviewed on a regular basis at my portfolio meeting, scrutinised at both forces’ Organisational Reassurance Boards and reported into both forces’ Joint Audit Committees. Terms of reference and minutes of the Sussex Joint Audit Committee are published here:
https://www.sussex-pcc.gov.uk/the-pcc/transparency/audit-committee/
Controls have been identified that are designed to mitigate the risks identified within my portfolio. Responsibility for the effective implementation of each control has been delegated to a nominated lead. Through the governance arrangements within my portfolio, assurance has been obtained, along with evidence from each nominated lead that the controls have been tested and are operating effectively.
I confirm that all my departmental heads are aware of the force’s Corporate Governance Framework, which includes the Financial Regulations and Contract Standing Orders.
Identified risks within my portfolio are reviewed by me on a regular basis. Those that are considered to be significant (red) are monitored on a regular basis through corporate meetings, including the Organisational Reassurance Board, chaired by the Deputy Chief Constable and regularly updated and considered where relevant at the Strategic Chief Officer Meeting, chaired by the Chief Constable. In some circumstances, an action plan is produced to provide a more focused approach to a specific risk / gap. Continuous review of the progress of action plans takes place through my portfolio meeting.
In my opinion, the internal control framework of ACC Operations and Contact is soundly based. All significant risks to the delivery of objectives have been identified and controls are in place to mitigate those risks.
Signed by
Simon Dobinson
ACC Surrey & Sussex Operations
Date 14/06/2022
I have reviewed the statements contained above and the copy of the Portfolio Risk Register.
Signed by
Julia Chapman
Deputy Chief Constable
Date 14/06/2022
1. Statutory obligations
All principal statutory obligations relating to my portfolio have been identified and are set out below:
The framework clearly sets out how the statutory obligations will be delivered. The principles of Corporate Governance outlined in the Code of Corporate Governance for the Sussex Police & Crime Commissioner and the Chief Constable have been consistently applied in the delivery of services within the portfolio. https://www.sussex-pcc.gov.uk/the-pcc/transparency/
The following areas form my portfolio.
Each area works to meet the objectives set by the Sussex Police & Crime Commissioner’s Police and Crime Plan and in the case of Operations Command, those objectives set by the Surrey Police & Crime Commissioner’s Police and Crime Plan, published here:
https://www.sussex-pcc.gov.uk/police-crime-plan/
https://www.surrey-pcc.gov.uk/
My portfolio covers the following areas of business:
The Code of Corporate Governance sets out a series of overarching strategic policies and operational documents for the force. None of the policies for which I am responsible for are contained within the Code of Corporate Governance.
I am responsible for the operation, review and evaluation of the following strategies:
Processes are in place throughout Specialist Crime Command to provide assurance. Senior Management Team meetings are held regularly to monitor performance. Monthly Finance and Human Resources Meetings are held to monitor financial and workforce matters (e.g. wellbeing and training compliance).
Through a robust framework of meetings, outlined below, to ensure there is corporate oversight of management activity. This includes compliance assessments, reviews of policy implementation, setting and monitoring of internal guidelines.
I am Chair for the following:
I attend the following:
I have oversight of the following:
To ensure appropriate oversight of the rolling programme of inspections conducted by Her Majesty’s Inspectorate of Constabulary and Fire & Rescue; advice and recommendations from the Independent Office for Police Conduct; Investigatory Powers Commissioner’s Office, and audits conducted by our Internal Auditors, recommendations relevant to my portfolio are added to the Portfolio Risk Register. Current reports containing recommendations and/or areas for improvement relevant to this portfolio are:
As the generation and implementation of recommendations is a continual process, this list will be updated annually, upon completion of future statements of assurance for this portfolio.
The Portfolio Risk Register identifies all risks that are relevant to the portfolio and which may affect the delivery of objectives within the portfolio. Each risk has an identified owner and details the control measures in place to address the risk. A joint Risk Registers is maintained across both police forces. Risks associated with collaborated functions are reported into each force. Risks that are relevant to the Specialist Crime portfolio, and which may affect the delivery of its objectives, are reviewed on a regular basis at my portfolio meeting, scrutinised at both forces’ Organisational Reassurance Boards and reported into both forces’ Joint Audit Committees. Terms of reference and minutes of the Sussex Joint Audit Committee are published here:
https://www.sussex-pcc.gov.uk/the-pcc/transparency/audit-committee/
Controls have been identified that are designed to mitigate the risks identified in 6 above. Responsibility for the effective implementation of each control has been delegated to a nominated lead. Through the governance and one to one processes within the portfolio, assurance has been obtained, along with evidence from each nominated lead that the controls have been tested and are operating effectively.
I confirm that all my departmental heads are aware of the force’s Corporate Governance Framework, which includes the Financial Regulations and Contract Standing Orders.
Identified risks within my portfolio are reviewed by me on a regular basis. Those that are considered to be significant (red) are monitored on a regular basis through corporate meetings, including the Strategic Change Board and ORB and regularly updated and considered where relevant at the Strategic Chief Officer Meeting, chaired by the Chief Constable. In some circumstances, an action plan is produced to provide a more focused approach to a specific risk / gap. Continuous review of the progress of action plans takes place through my portfolio meeting.
In my opinion, the internal control framework of the Specialist Crime Command is soundly based. All significant risks to the delivery of objectives have been identified and controls are in place to mitigate those risks.
Signed by
Fiona MacPherson
T/ACC Specialist Crime
Date 14/06/2022
I have reviewed the statements contained above and the copy of the Portfolio Risk Register and relevant action plans.
Signed by
Julia Chapman
Deputy Chief Constable
Date 14/06/2022
All principal statutory obligations relating to my portfolio have been identified and are set out below:
The framework clearly sets out how the statutory obligations will be delivered. The principles of Corporate Governance outlined in the Code of Corporate Governance for the Sussex Police & Crime Commissioner and the Chief Constable have been consistently applied in the delivery of services within my portfolio. https://www.sussex-pcc.gov.uk/the-pcc/transparency/
The following areas form my portfolio:
Information Technology (IT) is a support function that provides and maintains systems and technology across all departments of Surrey and Sussex Police Forces and their collaborated areas. IT supports all other areas of the business, with a specific focus on value for money and enabling the development of partnerships. The department works to meet the objectives set by the Sussex Police & Crime Commissioner’s and Surrey Police & Crime Commissioner’s Police and Crime Plans, published here:
https://www.sussex-pcc.gov.uk/police-crime-plan/
https://www.surrey-pcc.gov.uk/
My portfolio covers the following areas of business:
The Code of Corporate Governance sets out a series of overarching strategic policies and operational documents for the force.
I am responsible for the operation, review and evaluation of the following:
As detailed in the Code of Corporate Governance, I am responsible for the operation and review of the following policies:
I am responsible for ensuring that staff within my portfolio area adhere to the content and wording of these items. I can also confirm that all my departmental heads are aware of the Code of Corporate Governance for the Sussex Police & Crime Commissioner and the Chief Constable where all such policies are recorded.
The following reviews were undertaken with a Limited Assurance opinion 2019/2020/2021 apart from the last item which had a Reasonable Assurance opinion. All actions are being addressed.
The following reviews were undertaken 2021/22. All actions are being addressed.
Processes are in place throughout Information Technology to provide effective assurance. Through the DDaT Accountability and Performance Board I am equipped with the right information to ensure I can be held to account for my portfolio at Force-level meetings of Surrey Police and Sussex Police, including PEEL meetings, the Surrey Police and Sussex Police Organisational Reassurance Boards, Chief Officer Meetings, the Strategic Change Board and PCC Governance Board.
To ensure appropriate oversight of the rolling programme of inspections conducted by Her Majesty’s Inspectorate of Constabulary and Fire & Rescue; advice and recommendations from the Independent Office for Police Conduct, and; audits conducted by our Internal Auditors, recommendations relevant to my portfolio are added to the Portfolio Risk Register. Current reports containing recommendations and/or areas for improvement relevant to this portfolio are:
Recommendations that are outstanding are as follows:
As implementation of recommendations is a continual process, this list will be updated annually, upon completion of future statements of assurance for this portfolio.
The Portfolio Risk Register identifies all risks that are relevant to the portfolio and which may affect the delivery of objectives within the portfolio. Each risk has an identified owner and details the control measures in place to address the risk. A joint Risk Register is maintained across both police forces. Risks associated with collaborated functions are reported into each force. Risks that are relevant to the Information Technology portfolio, and which may affect the delivery of its objectives, are reviewed on a regular basis at my portfolio meeting, scrutinised at both forces’ Organisational Reassurance Boards and reported into both forces’ Joint Audit Committees. Terms of reference and minutes of the Sussex Joint Audit Committee are published here:
https://www.sussex-pcc.gov.uk/the-pcc/transparency/audit-committee/
Controls have been identified that are designed to mitigate the risks identified within my portfolio. Responsibility for the effective implementation of each control has been delegated to a nominated lead. Through the governance arrangements within my portfolio, assurance has been obtained, along with evidence from each nominated lead that the controls have been tested and are operating effectively.
I confirm that all my departmental heads are aware of the force’s Corporate Governance Framework, which includes the Financial Regulations and Contract Standing Orders.
Identified risks within my portfolio are reviewed by me on a regular basis. Those that are considered to be significant (red) are monitored on a regular basis through corporate meetings, including the Organisational Reassurance Board, chaired by the Deputy Chief Constable, and regularly updated and considered where relevant at the Strategic Chief Officer Meeting, chaired by the Chief Constable. In some circumstances, an action plan is produced to provide a more focused approach to a specific risk / gap. Continuous review of the progress of action plans takes place through my portfolio meeting.
In my opinion, the internal control framework of the IT Portfolio is soundly based. All significant risks to the delivery of objectives have been identified and controls are in place to mitigate those risks.
Signed by
Anthony Croxford
Chief Digital and Information Officer Surrey and Sussex
Date: 30 May 2022
Deputy Chief Constable Review
I have reviewed the statements contained above and the copy of the Portfolio Risk Register and Action Plan.
Signed by
Julia Chapman
Deputy Chief Constable
Date 14 June 2022
All principal statutory obligations relating to my portfolio have been identified and are set out below:
All principal statutory obligations relating to my portfolio have been identified, many of which are regulated and governed by statute. These include the areas around Employment Law, Equality, Human Rights and finance and payroll legislation pertaining to the employment of staff and officers. In addition, my portfolio is regulated and governed by Police Regulations.
The framework clearly sets out how the statutory obligations will be delivered. The principles of Corporate Governance outlined in the Code of Corporate Governance for the Sussex Police & Crime Commissioner and the Chief Constable have been consistently applied in the delivery of services within the portfolio. https://www.sussex-pcc.gov.uk/the-pcc/transparency/
The following areas form my portfolio:
Each area works to meet the objectives set by the Sussex Police & Crime Commissioner’s and Surrey Police & Crime Commissioner’s Police and Crime Plans, published here:
https://www.sussex-pcc.gov.uk/police-crime-plan/
https://www.surrey-pcc.gov.uk/
My portfolio covers the following areas of business:
The Code of Corporate Governance sets out a series of overarching strategic policies and operational documents for the force.
I am responsible for the operation, review, and evaluation of the following:
As detailed in the Code of Corporate Governance, I am responsible for the operation and review of the following policy:
I am responsible for ensuring that staff within my portfolio area adhere to the content and wording of these items. I can also confirm that all my departmental heads are aware of the Code of Corporate Governance for the Sussex Police & Crime Commissioner and the Chief Constable where all such policies are recorded.
Processes are in place throughout People Services to provide effective assurance. I hold Senior Management Team meetings on a fortnightly basis at which all Heads of Departments attend. The Heads of Departments hold their own team meetings to ensure that they are up to date with key issues and risks and are abreast of all future developments. In addition, I ensure oversight and review of Surrey / Sussex people policy through a monthly ACO Senior Management Team meeting. I chair a bi-monthly Capability, Capacity and Performance Board, a Joint Wellbeing Board, and a Delivery Plan Quarterly Review meeting to review our progress against the agreed deliverables for People Services. My Senior Management Team chair on my behalf the People Services Operations and Leads meetings to build relationships, agree priorities, discuss service issues, and people development.
Through these meetings I am equipped with the right information to ensure I can be held to account for People Services activities at Force-level meetings of Surrey Police and Sussex Police, including PEEL meetings, the Surrey Police and Sussex Police Organisational Reassurance Boards, Chief Officer Meetings, the Strategic Change Board and PCC Governance Board.
To ensure appropriate oversight of the rolling programme of inspections conducted by Her Majesty’s Inspectorate of Constabulary and Fire & Rescue; advice and recommendations from the Independent Office for Police Conduct, and audits conducted by our Internal Auditors, recommendations relevant to my portfolio are added to the Portfolio Risk Register. Current reports containing recommendations and/or areas for improvement relevant to this portfolio are:
As implementation of recommendations is a continual process, this list will be updated annually, upon completion of future statements of assurance for this portfolio.
The Portfolio Risk Register identifies all risks that are relevant to the portfolio, and which may affect the delivery of objectives within the portfolio. Each risk has an identified owner and details the control measures in place to address the risk. A joint Risk Registers is maintained across both police forces. Risks associated with collaborated functions are reported into each force. Risks that are relevant to the People Services portfolio, and which may affect the delivery of its objectives, are reviewed on a regular basis at my portfolio meeting, scrutinised at both forces’ Organisational Reassurance Boards and reported into both forces’ Joint Audit Committees. Terms of reference and minutes of the Sussex Joint Audit Committee are published here:
https://www.sussex-pcc.gov.uk/the-pcc/transparency/audit-committee/
Controls have been identified that are designed to mitigate the risks identified within my portfolio. Responsibility for the effective implementation of each control has been delegated to a nominated lead. Through the governance arrangements within my portfolio, assurance has been obtained, along with evidence from each nominated lead that the controls have been tested and are operating effectively.
I confirm that all my departmental heads are aware of the force’s Corporate Governance Framework, which includes the Financial Regulations and Contract Standing Orders.
Identified risks within my portfolio are reviewed by me on a regular basis. Those that are considered to be significant (red) are monitored on a regular basis through corporate meetings, including the Organisational Reassurance Board and regularly updated and where relevant considered at the Strategic Chief Officer Meeting, chaired by the Chief Constable. In some circumstances, an action plan is produced to provide a more focused approach to a specific risk / gap. Continuous review of the progress of action plans takes place through my portfolio meeting.
In my opinion, the internal control framework of the People Services Portfolio is soundly based. All significant risks to the delivery of objectives have been identified and controls are in place to mitigate those risks.
Signed by
Adrian Rutherford
Director of People Services, Surrey, and Sussex
Date: 14/06/2022
I have reviewed the statements contained above and the copy of the Portfolio Risk Register and relevant action plans.
Signed by
Julia Chapman
Deputy Chief Constable
Date 14/06/2022
All principal statutory obligations relating to my portfolio have been identified and are set out below:
The framework clearly sets out how the statutory obligations will be delivered. The principles of Corporate Governance outlined in the Code of Corporate Governance for the Sussex Police & Crime Commissioner and the Chief Constable have been consistently applied in the delivery of services within the portfolio. https://www.sussex-pcc.gov.uk/the-pcc/transparency/
The following areas form the portfolio.
Each area works to meet the objectives set by the Sussex Police & Crime Commissioner’s and Surrey Police & Crime Commissioner’s Police and Crime Plans, published here:
My portfolio covers the following areas of business:
The Code of Corporate Governance sets out a series of overarching strategic policies and operational documents for the force. I am responsible for the operation and review of the following:
Please refer to the following appendices for additional information:
Processes are in place throughout Commercial and Financial Services portfolio to provide effective assurance. Through these meetings I am equipped with information to ensure I can be held to account for my portfolio at Force-level meetings of Surrey Police and Sussex Police, including PEEL (force performance) meetings, the Surrey Police and Sussex Police Organisational Reassurance Boards, the joint CFO Board, Chief Officer Meetings, the joint Strategic Change Board, the Surrey Police and Sussex Police Strategic Planning Boards, and by the Police & Crime Commissioners of Surrey Police and Sussex Police.
To ensure appropriate oversight of the rolling programme of inspections conducted by Her Majesty’s Inspectorate of Constabulary and Fire & Rescue Services; advice and recommendations from the Independent Office for Police Conduct, and audits conducted by our Internal Auditors, recommendations relevant to my portfolio are added to the Portfolio Risk Register. Current reports containing recommendations and/or areas for improvement are:
As implementation of recommendations is a continual process, this list will be updated annually, upon completion of future statements of assurance for this portfolio.
The Portfolio Risk Register identifies all risks that are relevant to the portfolio, and which may affect the delivery of objectives within the portfolio. Each risk has an identified owner and details the control measures in place to address the risk. A joint Risk Register is maintained across the two police forces. Risks associated with collaborated functions are reported into each force. Risks that are relevant to the Commercial & Finance Services portfolio, and which may affect the delivery of its objectives, are reviewed on a regular basis at my portfolio meeting, scrutinised at both forces’ Organisational Reassurance Boards and reported into both forces’ Joint Audit Committees. Terms of reference and minutes of the Sussex Joint Audit Committee are published here:
https://www.sussex-pcc.gov.uk/the-pcc/transparency/audit-committee/
The Force has played a key role in developing and rolling out the ‘Achieving Finance Excellence in Policing’ (AFEP) programme - representing national best practice for financial management, data, people development and audit/governance
The programme focuses on raising the levels of Financial Management and Governance in Policing locally and nationally and is approved by NPCC and endorsed by APCC and PACCTS. It aims to develop and collaborate on key themes and streams to maximise the benefits of achieving exemplary financial health throughout the sector and achieving world class levels of financial management, building national capability, and providing local support.
The Financial Management Capability review, piloted by the force, has been undertaken independently by the Chartered Institute of Public Finance and Accountancy (CIPFA). The assessment reviewed the force’s approach to financial management and its financial resilience against world class financial management standards.
The Force was classed as achieving a 3-star rating out of 5 in 2019 and has since agreed a road map, based on CIPFA’s recommendations, together with undertaking a transformation programme in order to achieve higher standards in future. CIPFA will continue to review our improvement plans and advise on adopting continued best practice.
A new finance structure was implemented in 2021, this was established and based around the core principles of the AFEP Programme and been recognised as best practice by CIPFA nationally.
CIPFA conducted an independent review of Estates Management concluding an overall score of eight out of ten. The review assessed Estates Management in the following areas:
Controls have been identified that are designed to mitigate the risks identified in 5 and 6 above. Responsibility for the effective implementation of each control has been delegated to a nominated lead. Through the governance and one to one processes within the portfolio, assurance has been obtained, along with evidence from each nominated lead that the controls have been tested and are operating effectively.
I confirm that all my departmental heads are aware of the force’s Corporate Governance Framework, which includes the Financial Regulations and Contract Standing Orders.
Identified risks within my portfolio are reviewed by me on a regular basis. Those that are considered to be significant (red) are monitored on a regular basis through corporate meetings, including the C&FS Leadership Group Assurance Meeting and the Organisational Reassurance Boards, and regularly updated and where appropriate considered at the Strategic Chief Officer Meeting, chaired by the Chief Constable. In some circumstances, an action plan is produced to provide a more focused approach to a specific risk / gap. Continuous review of the progress of action plans takes place through my portfolio meeting.
In my opinion, the internal control framework of the Commercial and Financial Services Portfolio is soundly based. All significant risks to the delivery of objectives have been identified and controls are in place to mitigate those risks.
Signed by
Peter Gillett, CPFA
Executive Director of Commercial and Financial Services
Date 14/06/2022
I have reviewed the statements contained above and the copy of the Portfolio Risk Register and Action Plan.
Signed by
Julia Chapman
Deputy Chief Constable
Sussex Police
Date 14/06/2022
Financial Management
The following principal statutory obligations relating to the Financial Management aspect of my portfolio have been identified and are set out below:
Finance
The Code of Corporate Governance sets out a series of overarching strategic policies and operational documents for the provision of Financial Management of the Force. I am responsible for the operation and review of the following policies:
These policies cover Financial Regulation within the force, Contract Standing Orders, Reserves, Budget Preparation, Budget Monitoring, Budget Management, Capital Accounting, Banking & Imprest, Asset Inventory, Accounting, Asset Purchase & Disposal, and Invoices & Debt Recovery, use of vehicles and estates matters.
Insurance Obligations
As public bodies, Sussex Police and Surrey Police have no statutory requirement to hold any insurance cover, however, it does have a responsibility to manage an appropriate and effective programme of risk transfer and risk retention, in order to protect the organisations’ budgets.
Sussex Police and Surrey Police also have a responsibility to minimise the cost of losses by handling insurance claims effectively and recovering the organisations’ outlay where possible. In addition to those obligations, Sussex Police and Surrey Police do also hold Public Liability Insurance.
Joint Transport Service
The following principal statutory obligations relating to the provision of Joint Transport Service aspect of my portfolio have been identified and are set out below:
Joint Transport Services Primary Legislation
Secondary Legislation applicable to Joint Transport Services
Health and Safety Guidance (Approved Codes of Practice) that apply to Joint Transport Services
These Health and Safety Approved Codes of Practice (ACOPs) have Quasi Legal Status in that Sussex Police does not have to follow this guidance; however they must be able to evidence how their work practices achieve the required standard detailed within the guidance and are therefore included here.
The Code of Corporate Governance sets out a series of overarching strategic policies and operational documents for the provision of Transport Services for the Force. I am responsible for the operation and review of the following:
Estates & Facilities Management
The following principal statutory obligations relating to the Estates & Facilities Management aspect of my portfolio have been identified and are set out below:
Estates & Facilities Primary Legislation
These legislative standards must be complied with in any event and nothing in the service requirement or the standards absolve the Supplier from doing so.
Secondary Guidance Notes & Codes of Practice
The Code of Corporate Governance sets out a series of overarching strategic policies and operational documents for the provision of Transport Services for the Force. I am responsible for the operation and review of the following:
The following services are maintained under this aspect of the Portfolio
Cleaning & Waste Management
Cleaning Services, Cleaning Consumables, Window Cleaning Services, Feminine Hygiene Services
Laundry Services, WEEE Waste, Clinical/Cytotoxic Waste, General & Environmental Waste
Furniture Disposal, Pest Control, Snow clearance and gritting, First Aid Box Management
Customer Support Services
Helpdesk, Corporate Reception to HQ, ID card issuing, Lost property, Internal Planting,
Gardening/Landscaping, Dust Control Mats, Locksmith Services, Re-Glazing Services, Signage
Vehicle Parking and permit Management, Visitors and Contractor Parking, Taxis
Travel & Hotel bookings, Locker Management, Pool cars, Catering, Vending, Photocopier and consumable Management, Stationery and Paper Management, Raising Purchase Orders,
TV Licence Management, Performing Rights Licences, Hazardous Waste Licences, Cash Storage and Management, Recharges Management.
Security
Intruder Alarms, Building & Staff Security, Manned Guarding, Access Control Administration
Site CCTV Management, Locking & Unlocking.
Distribution Services
Despatch Services – Goods Inward & Outward, Uniform Stores, Mail - Scanning, Incoming & Outgoing, Room Configuration, Office Moves and Churn, Portering.
Emergency Planning
Business Continuity Plan Department & Strategic Co-ordination Centre, Emergency Evacuation of Buildings.
Estates & Future Workplace (EFWP)
Negotiation with partner organisations, Re-provision of services to partner sites, Overall project management of Estates Capital Strategy.
Estates
Statutory Maintenance, Planned Maintenance, Reactive Maintenance, Fire Risk Assessments
Legionella Water Management, Asbestos Management, Lightning Protection, Building Alterations
Refurbishments and New Builds, CAD Planning, Space Management and Utilisation
Energy and Carbon Management, Emergency call out provision, Building Management Systems
Potable water management, five-year Maintenance Plan, Permits to Work and Access Permits
Fuel Tank Management, Property Valuation Management, Business Rates, Site Acquisitions and Disposals, Leases and Licences, Rent Negotiations, Building and M&E Condition Surveys
Health and Safety Surveys, Estates database (Land Terrier), Benchmarking.
General Services
Reception counter, Print room, Uniform Stores, Tailoring Services
Property Evidence Stores
Receipt of Evidence, Storage of Evidence, Return of goods, Disposal of goods, Internet Sales
Income Generation
Community Infrastructure Levy and Section 106 submissions, External lets, Radio Mast management, Property Rentals, Car Parking income.
Procurement
The following principal statutory obligations relating to the Procurement aspect of my portfolio have been identified and are set out below:
The Code of Corporate Governance sets out a series of overarching strategic policies and operational documents for the provision of Procurement for the Force. I am responsible for the operation and review of the following: