Chief Officer Assurance Statements

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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.

Deputy Chief Constable, Dave McLaren

Statutory obligations

All principal statutory obligations relating to my portfolio have been identified and are set out below:

Data Protection Act 2018
Equality Act 2010
Freedom of Information Act 2000
Health and Safety at Work, etc. Act 1974
Home Office Counting Rules
Human Rights Act 1998
Police (Complaints and Misconduct) Regulations 2020
Police (Detention and Bail) Act 2011
Police Act 1996
Police and Crime Act 2009
Policing and Crime Act 2017
Police and Criminal Evidence Act 1984
Police Regulations 2003
Code of Practice for Victims of Crime

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.

Portfolio

The following areas of Sussex Police form my portfolio.

Professional Standards Department
Corporate Development Department
Media and Communications Department
Ethics
Equality, Diversity and Inclusion
Information Management
Health & Safety (Jointly with Surrey Police)
Change Delivery (Jointly with Surrey Police)

Alongside Operational Departments reporting in to me.

Local Policing
Operations Command (Jointly with Surrey Police)
Public Protection and Specialist Crime including Forensics (Jointly with Surrey Police)
Criminal Justice and Custody
Enabling Services such as People Services, Finance, IT, Estates and Transport (Jointly with Surrey Police)

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:

Force priority delivery
Legitimacy
Equality, Diversity, and Inclusion
Professional Standards and Ethics
Race Action Plan
Performance and Performance Assessment
Systems Thinking / Continuous Improvement
Recording and disclosure of Convictions
Crime Information
Crime Recording and Statistics
Inspection regime – HMICFRS/IOPC/Internal Audit
Health and Safety

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:

Sussex Police Anti-Corruption Strategic Assessment 2024 (nationally a decision is being made as to the future frequency the force will follow national guidance once available)
Sussex Police Media & Communications Strategy 2022 - 2025
Joint Sussex and Surrey Police Risk Management Strategy 2024
Adoption of the National policing culture and inclusion strategy 2025 to 2030

I am responsible for the operation and review of the following policies:

Code of conduct (contained within the employee handbook)
1223/2025 Abuse of Position for a Sexual or Improper Emotional Relationship or Purpose
612/2023 Anti-Fraud, Bribery and Corruption Policy
1207/2023 Appropriate Personal Relationships, Conflicts of Personal Interests and Behaviours in the Workplace Policy
965/2024 Business Interests and Additional Work Policy
1126/2023 Commissioning of Opinion Surveys of Officers and Staff and/or Public
757/2024 Crime & Incident Disposal, Recording & Auditing Policy
1203/2022 Endorsement Policy
193/2023 Equality and Diversity Policy
1220/2024 Executive Authority Policy
700/2025 Force Policy Framework Policy
1201/2024 Gifts, Gratuities and Hospitality Policy
1022/2024 Health and Safety
1029/2024 Honours Policy
592/2024 Joint Force Vetting Policy
1196/2023 Lawful Business Monitoring Policy
1125/2025 Media Relations and Integrity Policy
1176/2022 Notifiable Associations Policy
797/2024 Police Staff Disciplinary Policy
1049/2024 Risk Management
1231/2023 Senior Responsible Owner Training Policy
1222/2025 Sexual Harassment in the Workplace Policy
1070/2023 Substance Misuse and Testing Policy (including Alcohol and Drugs)

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.

Sources of Assurance

Internal Audit Scrutiny by Southern Internal Audit Partnership (SIAP) for Joint Sussex Police and Surrey Police Audits (SSP), Sussex only audit reviews (SX). All actions are being addressed.

Equality and Diversity. SIAP Internal Audit (Substantial) 19/20 (closed)
Proactive Fraud Review (Procurement). SIAP Internal Audit 20/21 (closed)
Governance of Collaborative Arrangements. (Joint) SIAP Internal Audit (Substantial) 20/21 (closed)
Police Complaints. SIAP Internal Audit (Reasonable) 20/21 (closed)
Joint Force Vetting SIAP Internal Audit (Reasonable) 21/22 (RECJ4433 closed)
Freedom of Information Requests. SIAP Internal Audit (Limited) 21/22 (RECSX4537 closed)
Annual Governance Statement. SIAP Internal Audit (Reasonable) 22/23 (RECSX4534 closed)
Risk Management. SIAP Internal Audit (Reasonable) 22/23 (RECJ4729 closed)
Health and Safety. SIAP Internal Audit (Reasonable) 23/24 (RECJ4881 closed)
Change Governance and Benefits Realisation (Reasonable) 23/24 (RECJ5091 closed)
Governance and Monitoring of Collaborative Arrangements (Reasonable) 23/24 (RECJ5106 closed)
Crime Recording Data Quality (Reasonable) 23/24 (RECSX5119 closed)
Victims Code (Reasonable) 23/24 (RECSX5299 open)
Data Protection Impact Assessment (Reasonable) 23/24 (RECJ5352 closed)
HMICFRS PEEL Inspection process 21/22. Including Crime Data Integrity Audit.
HMICFRS Integrity Inspection 25.
HMICFRS PEEL Inspection process 23/25. Pending HMICFRS publication.

Business Management

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 which 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:

Enables the organisation to respond to changes in the fiscal environment and to plan for fluctuations in demand which may affect operational resourcing decisions.
Oversees implementation of the Sussex Police Priorities Delivery Plan 2023 from resourcing, planning and fiscal perspectives. The Delivery Plan describes those areas where the Force is seeking to develop and target service improvements, built around the core themes of Protect Our Communities, Catch Criminals, and Deliver an Outstanding Service.

The Force Performance 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 board:

Holds Divisional Commanders and Departmental Heads to account for the delivery of Force priorities and contribution to the Sussex Police & Crime Commissioner’s Police and Crime Plan priorities.
Identifies areas of performance risk, commissioning internal inspection and review to determine opportunities for improvement, taking account of national standards, internal performance indicators and evidence-based good practice wherever this is available.

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 entitled R.A.P.I.D (Race Action Plan Insight & Delivery) chair by the Assistant Chief Officer for Trust and Legitimacy, Anita Grant, is now live and ensures 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, the force appetite, reviewing controls in place and mitigating actions, internal governance structures and ascertains what external or independent scrutiny 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.

Reports & recommendations from other bodies

To ensure appropriate oversight of the rolling programme of inspections conducted by His Majesty’s Inspectorate of Constabulary and Fire & Rescue; advice and recommendations from the Independent Office for Police Conduct or via Super Complaints, Investigatory Powers Commissioner’s Office , and audits conducted by our Internal Auditors, with recommendations relevant to my portfolio are added to the Portfolio Risk Register.

Themes include PEEL Police Effectiveness Efficiency and Legitimacy, Abuse of Position and Vetting, misconduct and misogyny, Collaboration. In addition learning the lessons in relevant areas.

This is not an exhaustive list, as implementation of recommendations is a continual process, this is reviewed at the force Organisational Reassurance Board and relevant Accountability Boards, to ensure completion and assurance for this portfolio.

Portfolio Risk Register

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/

Internal Controls

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.

Control Weaknesses

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.

Overall Assurance from Portfolio Lead

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

David McLaren

Deputy Chief Constable

Date: 16/04/2025

Chief Constable Review

I have reviewed the statements contained above.

Signed by

Jo Shiner

Chief Constable

Date: 02/05/2025

1. Statutory obligations

All principal statutory obligations relating to my portfolio have been identified and are set out below:

Civil Contingencies Act 2004
Code of Practice for Victims of Crime
Data Protection Act 2018
Equality Act 2010
Freedom of Information Act 2000
Health and Safety at Work, etc. Act 1974
Home Office Counting Rules
Human Rights Act 1998
Police (Complaints and Misconduct) Regulations 2020
Police (Detention and Bail) Act 2011
Police Act 1996
Police and Crime Act 2009
Policing and Crime Act 2017
Police and Criminal Evidence Act 1984
Police Regulations 2003
Children Act 2004

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.

Portfolio

The following areas of Sussex Police form my portfolio.

Local policing - Response,
Local policing - Neighbourhood Policing,
Local policing - Investigation
Local policing - Service Improvement and Engagement
Force Contact, Command and Control Department (FCCCD)
Citizens in Policing (Police Support Volunteers, Special Constabulary, Police Cadets)

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:

Acquisitive crime
Anti-social behaviour
Citizens in policing (incorporating Police Cadets, Special Constables and Police Support Volunteers)
Community engagement
Community Safety Accreditation Schemes
Community Safety Partnerships
Contact Management
Control Room resourcing
Crime Prevention
Crime Management
Crimestoppers
Hate crime
Licensing
Local Policing - response
Missing people investigations
Neighbourhood Watch
Police Community Support Officers (PCSOs)
Retail and Business crime
Rural crime
Security Industry Liaison
Stalking and Harassment
Victim and Witness experience

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:

Sussex Police Engagement Strategy
Sussex Police Neighbourhood Policing Strategy
Sussex Police Response Strategy
Sussex Police Rural Crime Strategy
Sussex Police Special Constabulary Strategy

I am responsible for the operation and review of the following policies:

1121/2024 Anti-Social Behaviour Policy
1133/2023 Body Worn Video Policy
608/2023 Community Safety Accreditation Scheme Policy
579/2023 Community Tension Assessment Policy
1123/2022 Corporate Identity and Branding Policy
894/2023 Educational Establishments Policy
785/2024 Force Grading, Deployment and Demand Management Policy
590/2023 Hate Crime Policy
615/2023 Licensing and Alcohol Harm Reduction Policy
558/2024 Missing Persons Policy
914/2023 Modern Slavery (Operation Eagle) Policy
594/2023 Personal Issue of Handheld Terminals (Airwave) Policy
997/2023 Police Support Volunteer Policy
576/2023 Public Sexual Activity Policy
1235/2024 Right Care Right Person
1086/2021 Social Media Policy
1122/2023 Special Constabulary Policy
1161/2024 Stop and Search Policy
611/2022 Unauthorised Encampment Policy
992/2023 Volunteer Police Cadets Policy
1184/2023 Water Safety Policy for First Responders

Sources of Assurance

HMICFRS: Integrated PEEL assessment 2021/22 (next report due June/July 2025)
Performance Accountability Meeting - PCC

Internal Audit Scrutiny by Southern Internal Audit Partnership (SIAP). All actions monitored via a relevant Accountability Board and subsequently the Force Organisational Reassurance Board.

Volume Crime Project (Substantial) 22/23 (closed)
Governance of Local Policing Arrangements (Reasonable) 23/24 (RECSX5102 closed)
Investigations Reasonable Lines of Enquiry (Limited) 24/25 (RECSX5364 open)

Business Management

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 Performance Board and the Organisational Reassurance Board (ORB). Governance of my portfolio is provided at the strategic Local Policing Accountability Board (LPAB). Change projects related to Local Policing are governed through the Local Policing Unify Board (LPUB).

The progress and assurance regarding the portfolio is managed and addressed through the monthly LPAB meeting which the varying strands i.e. Response and Neighbourhood Policing report into. Findings and concerns are reported to me at the LPAB.

The Force is subject to regular inspections by His Majesty's Inspectorate of Constabulary and Fire & Rescue (HMICFRS) with the next report due in 2025. 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 heads and myself, and they are only shown as complete once I have reviewed the action taken and I 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 local and national recommendations, as well as identifying areas for improvement. These are monitored by the Risk Manager within Corporate Development Department. Daily Divisional and Departmental Management Meetings are held where local policing 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. A similar structure is in place for any FCCCD issues.

A framework of meetings supports my portfolio. Each report into the LPAB.

The Force has thematic leads for the three areas of Neighbourhood Policing, Response, and Investigation. Each lead has a tailored meeting structure, and report directly into the LPAB
The Force has leads for Hate Crime, Prevent, Rural Crime and Anti-Social Behaviour who have their own working groups and meeting structures which feed into the LPAB.
There are regular independent Cadets and Special Constables meetings, which report issues, concerns and updates into the Citizens in Policing Board.
Sussex Neighbourhood Watch Federation Meetings are held within the three divisions, hosted by the Divisional Partnership Managers in rotation. Issues and concerns are fed into the Citizens in Policing Board.

Reports & recommendations from other bodies

Where necessary, to ensure appropriate oversight of actions arising from HMICRES, IOPC and internal auditors recommendations may be added to the Portfolio Risk Register.

This is reviewed at the force Organisational Reassurance Board and relevant Accountability Boards, to ensure completion and assurance for this portfolio.

Portfolio Risk Register

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 are available on the PCC website.

Internal Controls

The LPAB as the monthly meeting to monitor and assess the progress made 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 through 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.

Control Weaknesses

Identified risks within my portfolio are reviewed by me 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.

Overall Assurance from Portfolio Lead

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

Paul Court

Assistant Chief Constable, Local Policing

Date: 13/02/25

Deputy Chief Constable Review

I have reviewed the statements contained above and the copy of the Portfolio Risk Register and relevant action plans.

Signed by

Dave McLaren

Deputy Chief Constable

Date: 13/05/2025

Statutory obligations

All principal statutory obligations relating to my portfolio have been identified and are set out below:

Aviation Security Act 1982
Civil Contingencies Act 2004
Data Protection Act 2018
Emergency Services Collaboration Bill
Equality Act 2010
Firearms Regulations 2019 (Amended)
Freedom of Information Act 2000
Health and Safety at Work, etc. Act 1974
Human Rights Act 1998
Police (Complaints and Misconduct) Regulations 2012
Police Act 1996
Police and Crime Act 2009
Policing and Crime Act 2017
Police and Criminal Evidence Act 1984
Police Regulations 2003
Code of Practice for Victims of Crime
College of Policing - Approved Professional Practice in relation to OC matters – Public Order, RPU and Firearms

Portfolio

The following areas of Sussex Police form my portfolio.

Force Priority Delivery Plan
Operations Command – Joint with Surrey Police
Airport - Policing Gatwick & Protective Services
Sussex Local Resilience Forum

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:

Armed Policing
Automatic Number Plate Recognition (ANPR)
Business Continuity Management
Business Development
Chair of Surrey & Sussex CONTEST Board
Chemical, biological, radiological, and nuclear response (CBRN)
Civil Contingencies
Collision Prosecution/Case File
Command Training and Accreditation- Firearms and Public Order
Commercial Vehicle Unit
Community Speed Watch
Driver and Vehicle Management Oversight Board Chair
Drones, Counter Drones and Air Support
Duties and resource planning
Emergency Planning
Firearms Licensing
Firearms Training & Range
Forensic Collision Investigation Unit
Gatwick Airport Policing
Intelligence, Tasking Administration and Performance Unit
Operational Planning
Police Dogs & Training
Police Search & Training
Protective Security
Public Order & Public Safety Policing
Public Order Training
Roads Policing
Serious Collision Investigation Unit
Specialist Enforcement Unit
Specialist Search
Sussex Local Resilience Forum Chair
Sussex Road Safety Team
Taser & MOE
Traffic Management
Vehicle Recovery Scheme & Abnormal Loads

National

National Drones Board member
National NPAS IAG member

Regional

Regional CONTEST Board member
Regional Firearms Forum member
Regional Roads Policing Meeting member
Regional Aviation Support User Group (NPAS) Chair

Armed Policing Strategic Threat and Risk Assessment
Aviation Strategic Threat and Risk Assessment
Firearms Licensing Strategic Needs Assessment
Negotiator Strategic Threat and Risk Assessment
Public Order, Taser and CBRN Strategic Threat and Risk Assessment
Road Policing Strategic Threat and Risk Assessment

I am responsible for the operation and review of the following policies:

1139/2024 Armed Policing Policy
1002/2024 Automatic Number Plate Recognition (ANPR) Policy
1057/2024 Business Continuity Management Policy
564/2023 Chemical, Biological, Radiological and Nuclear Defence (CBRN) Response
1113/2024 CT Security Co-ordinator Policy
1179/2024 Fast Roads Policy
1055/2024 Force Command and Control Policy
1178/2024 Hostage and Crisis Negotiators Policy
1066/2023 Hunt Policy
141/2023 Joint Vehicle Recovery Service Policy
1191/2024 Mobile Fingerprint Identification Policy
1206/2024 Mobile Systems Fitted to Police Vehicles ANPR/Video/Speed Units
1153/2024 Operations Command Search Unit Policy
1154/2025 Police Dog Unit Policy
1076/2023 Police Vehicles Detected by Enforcement Cameras Policy
602/2024 Policing of Raves and Unlicensed Music Events Policy
1067/2025 Post Incident Management
1244/2025 Provision of Security to Officers / Staff Subject to Threat following Death and Serious Injury (DSI)
149/2023 Public Order Training unit Policy
617/2024 Pursuit Policy
1167/2024 Resourcing for Policing Operations
130/2024 Road Traffic Collision (RTC) Policy
1173/2024 Seizure of Legally Held Firearms/Certificates Policy
1157/2024 Use of Conductive Energy Devices (Taser) by Specially Trained Officers
1225/2023 Use of Force

Sources of Assurance

The HMICFRS undertake regular inspections of the Force and also share national report recommendations.

HMICFRS: Integrated PEEL assessment 2021/22 (next report due June/July 2025)
Performance Accountability Meeting – PCC

Internal Audit Scrutiny by Southern Internal Audit Partnership (SIAP). All actions monitored via a relevant Accountability Board and subsequently the Force Organisational Reassurance Board.

Police Service Agreements (Gatwick) (Substantial) 21/22 (closed)
Firearms Licensing (Limited) 21/22 (RECJ4242 closed)
Conductive Energy Devices (Reasonable) 21/22 (RECJ4538 closed)
Safer Sussex Roads Partnership (Reasonable) 21/22 (RECSX4551 closed)
Duty Resource Planning (Limited) 22/23 (RECSX4558 closed)
Firearms Licensing (Reasonable) 22/23 (RECJ4692 closed)
Forensic Collision Investigation Unit ISO Accreditation (Reasonable) 23/24 (RECJ4735 closed)
Vehicle Recovery Process (Limited) 23/24 (RECJ4871 open)
Armouries storage and management (Limited) 23/24 (RECJ4940 closed)
Business Continuity (Limited) 23/24 (RECJ4944 open)
Ticketing for Speeding Offences (Reasonable) 23/24 (RECSX5219 closed)
Use of Drones / Governance (Substantial) 24/25 (RECJ5450 closed)
NPAS Use of Allocated Hours (Reasonable) 24/25 (RECJ5451 closed)

Business Management

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), Force Strategic Planning Board (SPB) and the Force Performance Board (FPB).

There is a framework of meetings supporting my portfolio, structured to report into my Portfolio Accountability meeting agendas include:

Force, Departmental, Performance and Organisational Risks
His Majesty's Inspectorate of Constabulary and Fire & Rescue (HMICFRS) recommendations
Independent Office for Police Conduct (IOPC) recommendations and learning
Force Policies

Processes are in place throughout my Operations Command and Protective Security portfolio to provide assurance. Senior Management Team meetings are held regularly to monitor performance and risks. Monthly finance, HR and Business Change are held to monitor financial, workforce and organisational matters.

The Force is subject to regular Inspections by His Majesty's Inspectorate of Constabulary and Fire & Rescue (HMICFRS) The action taken to respond to their recommendations and areas for improvement are closely monitored. Progress against these recommendations made is overseen at bespoke 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 ACC Operations and Protective Security Accountability Meeting.

The other meetings that feed into my portfolio are:

1-2-1s with Departmental Heads
Command Oversight Board
Sussex Resilience Forum Executive Group and Delivery Group
SRO Project/Programme Boards
Surrey and Sussex Contest CT Board
South East Regional Firearms Forum
South East Aviation Support Regional User Group (NPAS)
South East Regional Roads Policing Forum
ACC Accountability Meeting
Firing Range Meetings
Gatwick Airport Security Executive Group
South East and Eastern Region Police Insurance Consortium Strategic Oversight Group
Gold Groups as required
Various Chief Officer Meetings
Various Organisational and Performance Meetings

Reports & recommendations from other bodies

To ensure appropriate oversight of the rolling programme of inspections conducted by His Majesty’s Inspectorate of Constabulary and Fire & Rescue; advice and recommendations from the Independent Office for Police Conduct or via Super Complaints, Investigatory Powers Commissioner’s Office, and audits conducted by our Internal Auditors, with recommendations relevant to my portfolio are added to the Portfolio Risk Register.

Themes include PEEL Police Effectiveness Efficiency and Legitimacy, Policing in Pandemic, Disproportionate use of police powers, Roads Policing, Policing Protests. In addition, learning the lessons in relevant areas such as Stop Search and Roads Policing.

This is not an exhaustive list as implementation of recommendations is a continual process, this is reviewed at the force Organisational Reassurance Board and relevant Accountability Boards, to ensure completion and assurance for this portfolio.

Portfolio Risk Register

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 on the PCC website.

Internal Controls

I confirm that all my assigned leads are aware of the force’s Corporate Governance Framework, which includes the Financial Regulations and Contract Standing Orders.

Control Weaknesses

Overall Assurance from Portfolio Lead

In my opinion, the internal control framework of the Operations Command 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

Steve Rayland

Assistant Chief Constable, Operations Command

Date: 03/03/2025

Deputy Chief Constable Review

I have reviewed the statements contained above and the copy of the Portfolio Risk Register and relevant action plans.

Signed by

Dave McLaren

Deputy Chief Constable

Date: 13/05/2025

Statutory obligations

All principal statutory obligations relating to my portfolio have been identified and are set out below:

Data Protection Act 2018
Civil Contingencies Act 2004
Equality Act 2010
Freedom of Information Act 2000
Health and Safety at Work, etc. Act 1974
Human Rights Act 1998
Police (Complaints and Misconduct) Regulations 2012
Police (Complaints and Misconduct) Regulations 2012
Police Conduct Regulations 2020
Police (Detention and Bail) Act 2011
Police, Crime, Sentencing and Courts Act 2022
Police Act 1996
Police and Crime Act 2009
Policing and Crime Act 2017
Policing and Crime Act 2022
Police and Criminal Evidence Act 1984
Police Regulations 2003
The Regulation of Investigatory Powers Act 2000
The Investigatory Powers Act 2016
Public Order Act 2023
Code of Practice for Victims of crime

Portfolio

The following areas of Sussex Police form my portfolio.

Criminal Justice
Custody
NLEDS
DEMS
CJ + C Transformation
Misconduct Hearings
RAPID Workstream 2

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:

Custody service provision and delivery
Pre-charge bail and release under investigation
Independent Custody Visitor Scheme
Appropriate Adult Schemes
Duty Solicitor Provision
Case file quality and charging standards
CPS partnership management
HMCTS partnership management
HMPPS partnership management
Victim and Witness support
Misconduct Hearings
Force learning from misconduct hearings
Culture and standards across all portfolio teams
Implementation and use of NLEDS
Implementation and use of DEMS
Strategic oversight of RAPID workstream 2

Sussex Police Criminal Justice Strategy
Sussex Police Custody Strategy
Sussex Police Witness and Victim Care Strategy

I am responsible for the operation and review of the following policies:

131/2024 Citizens Advice Witness Service Policy
1091/2024 Community Resolutions Policy
568/2024 Crown Magistrates Court Attendance and Policing Policy
1188/2023 National Mobile Property Register Searches of Mobile Handsets Completed in Custody
1118/2024 Out of Court Resolution Policy
1040/2023 Prison Licence Recall Policy

1198/2024 Restorative Justice Policy
1205/2023 Obtaining Fingerprints and Photographs from Migrant Children Policy
923/2024 Wanted Persons Policy
1197/2024 Victims of Crime – Sharing Data with Home Office Immigration Enforcement Policy

Sources of Assurance

The HMICFRS undertake regular inspections of the Force and also share national report recommendations. Internal Audit Scrutiny by Southern Internal Audit Partnership (SIAP) for Joint Sussex Police and Surrey Police Audits (SSP), Sussex only audit reviews (SX). All actions are being addressed.

HMICFRS specific areas

HMICFRS: Integrated PEEL assessment 2021/22 (next report due June/July 2025)
HMCPSI and HMICFRS joint inspection into the building of case files

Internal Audit areas

Victims Code of Practice Compliance 2024
SIAP Sussex Police Custody – Facilities Management Arrangements 2021
SIAP Sussex Police Independent Custody Visitors 2021

Any other sources of assurance

IOPC Reviews and recommendations

Business Management

There are robust processes in place across my portfolio to give assurance that effective governance and accountability is in place across all my areas of business. The Criminal Justice and Custody Accountability Board covers performance and accountability mechanisms that feed into these processes which give me the information needed for this assurance. This in turn allows me to be held accountable and provide assurance to the:

Organisational Reassurance Board;
Organisational Learning Board;
Force Performance Board;
Culture and Standards Board;
Portfolio Strategy Board;
Joint Chief Officer Meeting: and
Sussex Criminal Justice Board (Chaired by the PCC)

In addition, the governance in place allows me to provide reassurance to the above boards is through the:

Criminal Justice and Custody Strategic Board (CJCSB):
Design and Oversight Board (DOM);
Delivery Assurance Meeting (DAM); and
Savings Board.
In addition, I have the following joint governance structures in place for criminal justice partnership work:
Regional CPS Police Disclosure Meeting
Core Performance Group
Regional Strategic JOIM

Further to the above formal structures, I also hold weekly meetings with the Chief Superintendents and Superintendents responsible for their relevant command areas. These meetings are supported by written updates and relevant details are then aired and discussed at the weekly OCOM/SCOM meetings.

Reports & recommendations from other bodies

To ensure appropriate oversight of the rolling programme of inspections conducted by His Majesty’s Inspectorate of Constabulary and Fire & Rescue; advice and recommendations from the Independent Office for Police Conduct or via Super Complaints, Investigatory Powers Commissioner’s Office, and audits conducted by our Internal Auditors, with recommendations relevant to my portfolio are added to the Portfolio Risk Register.

Themes include casefile preparation and quality as a key part of the improvements around investigating crime and improvements in victim services to reduce attrition and ensure victim decisions are recorded accurately.

This is not an exhaustive list, as implementation of recommendations is a continual process, this is reviewed at the relevant portfolio management meetings before further scrutiny at the force Organisational Reassurance Board and relevant Accountability Boards, to ensure completion and assurance for this portfolio.

Portfolio Risk Register

Internal Controls

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.

Control Weaknesses

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 Planning 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.

Overall Assurance from Portfolio Lead

In my opinion, the internal control framework of the Criminal Justice, Transformation and Misconduct Hearings Portfolios are 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 Gardner

Assistant Chief Constable, Criminal Justice and Custody, Surrey and Sussex Police

Date: 28/04/2025

Deputy Chief Constable Review

I have reviewed the statements contained above and the copy of the portfolio’s risk register.

Signed by

Dave McLaren

Deputy Chief Constable

Date: 13/05/2025

Statutory obligations

All principal statutory obligations relating to my portfolio have been identified and are set out below:

Civil Contingencies Act 2004
Data Protection Act 2018
Equality Act 2010
Freedom of Information Act 2000
Health and Safety at Work, etc. Act 1974
Human Rights Act 1998
Police (Complaints and Misconduct) Regulations 2012
Police (Detention and Bail) Act 2011
Police Act 1996
Police and Crime Act 2009
Police and Criminal Evidence Act 1984
Police Regulations 2003
Code of Practice for Victims of crime
Children Act 2004
The Disclosure and Barring Scheme - Statutory Guidance issued under Protection of Freedoms Act 2012 and section 113b (4A) of the Police Act 1997 "before issuing an enhanced criminal Record certificate the Secretary of State must request any relevant chief officer to provide any information" Section 119(2) Police Act says that chief officers shall comply as soon as practicable with a request under the above section.

Portfolio

The following areas of Sussex Police form my portfolio.

Major Crime Team
Serious & Organised Crime Unit
Economic Crime Unit
Surveillance Unit
Intelligence and Tasking
Forensic Investigations and Forensic Services including Physical and Digital Forensics
Force Authorising Officers for Surrey Police and Sussex Police
Regional SRO for Modern Slavery, Human Trafficking, and CSEA
Public Protection Command
Niche

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:

Crime Standards
Homicide, Stranger Rape, Serious and Complex
Kidnap & Extortion
Tasking and Coordination
Serious & Organised Crime
Economic Crime
Surveillance
Intelligence and Tasking
CHIS
Physical Forensics
Digital Forensics
Covert Policing Authorities
Communications Data
Crime Review
Investigation Standards
Domestic, Child and Adult Abuse
Hate crime.
Public Protection
Stalking and Harassment
Violence against Women and Girls

Serious Violence Strategy
Vulnerability Strategy
Joint Strategic Assessment 2024/26
Joint Control Strategy 2024/26
Serious and Organised Crime Strategy
Exploitation Strategy
Children and Young Persons Strategy

I am responsible for the operation and review of the following policies:

587/2023 Capture and Handling of Evidential Imagery Using a Digital
557/2024 Child Protection Policy
1172/2024 Crime Allocation Policy
1243/2024 Crime Investigations Concerning a Suspect with a Mental Health Vulnerability Policy
1241/2024 Deepfake Technology Policy
1211/2024 Detective Title Policy
1152/2023 DNA Policy
516/2023 Domestic Abuse Policy
1147/2024 Drugs Policy
907/2024 Family Liaison - Investigation of Major Crime, Road Death and Mass Fatalities
1216/2024 Foreign Nationals Policy
1214/2023 Fraud Investigations Policy (Action Fraud Reporting)
610/2024 Handling of Digital Media (Images, CCTV/Video and Audio)
1159/2024 Handling Threats to Life Intelligence
1120/2022 Harmful Practices Policy
1218/2022 Intelligence Custody Debrief Policy
144/2023 International Enquiries Policy
1155/2024 Internet Intelligence and Investigation Policy
903/2023 Investigation of Assaults and Hate Crimes on Police Officers and Police Staff Whilst on Duty
1078/2023 Management of Intelligence Policy
474/2024 Managing Unexpected Deaths Policy
583/2024 Offences Taken into Consideration Policy
1185/2024 Online Child Abuse Activist Groups Policy
143/2023 Protected Persons Service Policy
1163/2024 Request and payment for medical Evidence for Criminal Proceedings
327/2024 Rewards Offered in Cases of Murder and Serious Crime Policy
750/2024 Safeguarding Adults Policy
1014/2023 Seizure, Security and Retention of Money
1215/2024 Serious Crime Prevention Orders Policy
423/2024 Serious Sexual Offences Policy
1165/2022 SEROCU Sensitive Intelligence Unit Dissemination Policy
1238/2024 Spiking Policy
578/2023 Stalking and Harassment Policy
1194/2024 Stalking Protection Act (2019) and Stalking Protection Policy
1242/2025 Suspect Management Policy
1190/2024 The Recording of Investigative Policy Decisions and Maintenance of Investigative Policy Logs
1169/2023 Viewing Digital Material of an Indecent Nature Policy

Sources of Assurance

The HMICFRS undertake regular inspections of the Force and also share national report recommendations, alongside other external organisations.

HMICFRS: Integrated PEEL assessment 21/22 (next report due June/July 2025).
HMICFRS Serious and Organised Crime 2024
National child protection inspections
Joint targeted area inspections
VAWG National Framework for delivery
Investigatory Powers Commissioner’s Office (IPCO) Annual Inspection Report.
UKAS Assessments

Internal Audit Scrutiny by Southern Internal Audit Partnership (SIAP). All actions monitored via a relevant Accountability Board and subsequently the Force Organisational Reassurance Board.

Forensic Investigations – Management of Physical Evidence (Reasonable) 22/23 (RECJ4552 closed)
Child Protection Governance & Recording (Substantial) 23/24 (RECSX5150 closed)

Business Management

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 at the Organisational Reassurance Board (ORB), Force Strategic Planning Board (SPB) and the Force Performance Board (FPB). Governance of my portfolio is provided at the Senior Leadership Accountability Meeting, , the Forensic Accountability Board and the 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 via the relevant Accountability Board.

The Force is subject to regular Inspections by His Majesty's Inspectorate of Constabulary and Fire & Rescue (HMICFRS). The action taken to respond to their recommendations and areas for improvement are closely monitored. Progress against these recommendations made is overseen at bespoke 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 Vulnerability Board and SCC & PP SLT meetings.

Additional processes are in place throughout my Specialist Crime Command and Public Protection portfolio 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). This includes a Surrey and Sussex Vulnerability Board, and collaborative SLT meeting and a collaborative Forensic Accountability Meeting.

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:

Undercover Policing Management Board Meeting
SOC Oversight Board
Forensics Accountability Board
MAPPA Strategic Management Board (co-chaired with probation)
ACC/DCS meeting
Bespoke Gold Groups
Quarterly Strategic Tasking and Coordination Group
Tasking – Joint TTCG (monthly)
Vulnerability Board

I attend the following:

South East Regional ACC SOC board
South East Serious & Organised Crime Programme Board
Minerva Management Board
Regular force level boards in Surrey and Sussex (Performance, Organisational Reassurance, Personnel, SCB)

Reports & recommendations from other bodies

To ensure appropriate oversight of the rolling programme of inspections conducted by His Majesty’s Inspectorate of Constabulary and Fire & Rescue; advice and recommendations from the Independent Office for Police Conduct or via Super Complaints, and audits conducted by our Internal Auditors, with recommendations relevant to my portfolio are added to the Portfolio Risk Register.

Themes include PEEL Police Effectiveness Efficiency and Legitimacy, Policing in Pandemic, Domestic Abuse in the Pandemic, Pre-charge bail and released under investigation, Police and CPS response to crimes against older people, Police and CPS response to rape, Use of protective measures including in cases involving violence against women and girls, Response to violence against women and girls, criminal justice journey for individuals with mental health needs and disorders, Online Child Sexual Exploitation and MAPPA multi-agency public protection arrangements. In addition, learning the lessons in areas such as Child Sexual Abuse and Protecting Vulnerable People. Additional themes for the special crime command portfolio include, IPCO inspection report, Fraud, Cyber Crime, Regional Organised Crime Units, Burglary robbery and acquisitive crime and Digital Forensics. In addition, learning the lessons in relevant areas.

Portfolio Risk Register

Internal Controls

I confirm that all my xxx are aware of the force’s Corporate Governance Framework, which includes the Financial Regulations and Contract Standing Orders.

Control Weaknesses

Overall Assurance from Portfolio Lead

In my opinion, the internal control framework of my 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

Tanya Jones

Assistant Chief Constable, Surrey Police and Sussex Police – Specialist Crime Command and Public Protection.

Date: 15/04/2025

Deputy Chief Constable Review

I have reviewed the statements contained above and the copy of the portfolio’s risk register.

Signed by

Dave McLaren

Deputy Chief Constable

Date: 13/05/2025

Statutory obligations

All principal statutory obligations relating to my portfolio have been identified and are set out below:

Financial Management (Appendix 1)
Procurement (Appendix 2)

Portfolio

The following areas form the Chief Financial Officer (CFO) portfolio.

Force priority delivery

Finance & Insurance
Joint Procurement Services
Finance Operations

Each area works to meet the objectives set by the Sussex Police & Crime Commissioner’s Crime Plan.

The CFO portfolio covers the following areas of business:

Finance: finance strategy, financial planning, financial accounting including statutory financial reporting, statements of accounts and associated External Audit, in-year financial management, the financial controls regime, budgetary control and finance business partner support to Surrey and Sussex budget holders, savings and efficiency programmes.
Joint Insurance Services: insurance approach and policies, advising on insurance implications and handling motor and all other insurance claims. Working across the region with other Forces as part of the South East and Eastern Regions Police Insurance Consortium (SEERPIC)
Joint Procurement Services: procurement strategy, procurement compliance, support new tenders, extensions and renewals and support contract owners with contract management.
Finance Operations; Accounts receivable and accounts payable, credit control, customer service and assistance with all purchases, the purchase to pay process, paying suppliers, raising customer invoices, bank / income allocation and their reconciliations, the issuing and administration of Government Procurement Cards, and supporting business areas on such.

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:

Chief Constable’s Annual Governance Statement
Financial Regulations (with the PCCs’ Chief Finance Officers)
Financial Statements / Group Accounts (with the PCCs’ Chief Finance Officers)
Contract Standing Orders (with the PCCs’ Chief Finance Officers)
Chief Constables’ Schemes of Delegation
Revenue, Budget, and Capital Programme (with the PCCs’ Chief Finance Officers)
Medium Term Financial Strategy (with the PCCs’ Chief Finance Officers)
Reserves policy (with the PCCs’ Chief Finance Officers)
Surrey & Sussex Police Finance Protocol for Collaborated Services
Fees and Charges for the Supply of Goods & Services

Please refer to the following appendices for additional information:

Finance (Appendix 1)
Procurement (Appendix 2)

Sources of Assurance

Achieving Excellence in Police Finance (See section 7)
Annual Audit from the External Auditors, Ernst & Young
Joint Audit Committee
Internal Audit scrutiny by Southern Internal Audit Partnership (SIAP). All actions monitored via a relevant Accountability Board and subsequently the Force Organisational Reassurance Board.

Annual Governance Statement (Reasonable) 22/23 (RECSX4534 closed)
Contract Management (Substantial) 22/23 (RECJ477 closed)
Main Accounting (Reasonable) 22/23 (closed)
Government Procurement Cards (Limited) 23/24 (RECJ5037 closed)
Governance and Monitoring of Collaborative Arrangements (Reasonable) 23/24 (RECJ5106 closed)
Contract management – capital (Reasonable) 23/24 (RECJ5107 closed)
SSP Change Governance and Benefits Realisation (Reasonable) 23/24 (RECJ5091 closed)

Business management

Processes are in place throughout the CFO 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 Portfolio Strategy Board and Joint Chief Officer Meeting (JCOM), the Surrey Police Force Organisation Board and Sussex Police Strategic Planning Board, and by the Police & Crime Commissioners of Surrey Police and Sussex Police.

Reports & recommendations from other bodies

To ensure appropriate oversight of the rolling programme of inspections conducted by His Majesty’s Inspectorate of Constabulary and Fire & Rescue; advice and recommendations from the Independent Office for Police Conduct or via Super Complaints, Investigatory Powers Commissioner’s Office, and audits conducted by our Internal Auditors, with recommendations relevant to my portfolio are added to the Portfolio Risk Register.

Themes include PEEL Police Effectiveness Efficiency and Legitimacy. In addition, learning the lessons in relevant areas.

Evidence Informed Policing & research projects

The Forces 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 Forces continues to deliver Financial Management and Governance in line with CIPFA best practice and bound by the principles of managing public money. The aim is to continuously improve approaches and processes to achieve financial health within the Forces and throughout the sector.

Portfolio Risk Register

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 CFO portfolio, and which may affect the delivery of its objectives or the force financial 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 on the PCC website.

Internal Controls

Controls have been identified that are designed to mitigate risks identified. 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.

Control Weaknesses

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, CFO meetings 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, delivered via a Gold Group oversight structure. Continuous review of the progress of action plans takes place through my portfolio meeting.

Overall Assurance from Portfolio Lead

In my opinion, the internal control framework of the CFO 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 Appleton Chief Financial Officer

Date: 15/04/2025

Deputy Chief Constable Review

I have reviewed the statements contained above and the copy of the Portfolio Risk Register and Action Plan.

Signed by

David McLaren

Deputy Chief Constable

Sussex Police

Date: 13/05/2025

Appendix 1

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

Personal fiduciary duty to the local taxpayer for proper administration of the financial affairs of the Force and securing efficient use of public funds (Police Reform and Social Responsibility Act 2011 and Section 151 Local Government Act 1972)
Responsibility to report any unlawful or potentially unlawful expenditure (Section 114 Local Government Finance Act 1988)
Chief Constable’s professional adviser on all financial matters (Financial Management Code of Practice for the Police Forces of England and Wales - FMCP)
Responsibility to ensure budget calculations are robust and reserves adequate (s25 Local Government Act 2003 and in line with CIPFA Guidance)
Responsibility to ensure professional knowledge is kept current through continuing professional development (Section 113 Local Government Finance Act 1988 in England and Wales)
Ethical conduct (in compliance with the IFAC Code of Ethics for Professional Accountants)
Liaise with the External Auditor regarding responsibilities for accounting records and supporting information, control systems and the Statement of Accounts (Accounts and Audit Regulations 2003 and provisions of the Audit Commission Act 1998)
Liaise with the Internal Auditor in relation to internal audit arrangements (Regulation 6 Accounts and Audit (England) Regulations 2015)
Production of the annual statement of accounts for the Chief Constable and providing information for the group accounts (Code of Practice on Local Authority Accounting in the United Kingdom)

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:

702/2023 Budgeted Workforce Control Policy
489/2023 Donations and Sponsorship from Members of the Public, Companies and Other Bodies
490/2024 Income Generation and Charging
1224/2023 Insurance Policy
1209/2024 Management of Overtime Policy
1102/2024 Veterinary Services for Injured Animals: Responsibilities and Payment Policy

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.

Finance Operations

The Payment Terms Act 2017 sets the statutory payments terms to 30 days in the UK. This implies that the invoice must be paid within 30 days from the receipt of the invoice, unless other arrangements have been agreed upon by the parties. In some cases, the payment terms can be reduced, providing all parties are in agreement. If invoices are not paid within 30 days, then statutory interest becomes due.

Appendix 2

Procurement
The following principal statutory obligations relating to the Procurement aspect of my portfolio have been identified and are set out below:

UK Procurement law / The Procurement Act / legislation
Contract Standing Orders (CSOs)

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:

596/2022 Procurement Policy

Statutory obligations

All principal statutory obligations relating to my portfolio have been identified and are set out below:

Data Protection Act 1998
UK Data Protection Act 2018
Freedom of Information Act 2000
Computer Misuse Act 1990
Home Office (2005) Code of Practice on Management of Police Information (MOPI)
Transport Services (Appendix 1)
Estates and Facilities Management (Appendix 2)
Financial Management, see Chief Finance Officer assurance statement and Financial Management (Appendix 1) and Procurement (Appendix 2)

Portfolio

The following areas of Sussex Police form my portfolio.

Finance and Procurement with Chief Finance Officer reporting into Chief Operating Officer
Delivery of Resilient Force IT
IT Service Management and Management of Police information
Support, maintenance and delivery of computer, network, telephone and information management systems across the Surrey and Sussex Police estate and in the cloud
Providing secure and appropriate access to systems and data and ensuring that expectations for availability and integrity are met as appropriate
The capability to develop and maintain an integrated ICT architecture, alongside the capability to define and deliver new technology related projects
Information Management
Data Protection and Freedom of Information
Information Sharing Agreements
Change Delivery and Transformation
Health and Safety
Estates
Facilities Management
Transport Services

Digital Data and Technology (DDaT) is a support function that provides and maintains systems and technology across all departments of Surrey and Sussex Police Forces and their collaborated areas. DDaT 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 priorities set by the Sussex Police & Crime Commissioner’s and Surrey Police & Crime Commissioner’s Police and Crime Plans, published on the PCC website.

My portfolio covers the following areas of business:

Accountability & Performance, including Service Management and the IT Service Desk, Commercial Management and Skills & Professional Development
Business Partners
Technical Programmes and Governance
- Project management, project support and project management office
- Testing
Technical Architecture and Business Analysis
Operational Services
Infrastructure and Networks Management
Critical voice (999s and 101)
Backoffice voice
Airwave
Applications Management (including Priority 1 systems)
- Process Services
- Service Delivery
- Change and Resolution Management
Digital Services
Security and Information Assurance (as SIRO)
Deployment and management of devices including mobiles, laptops, and desktops.

Estates: sales and acquisitions of sites, estates improvement works, day to day management and maintenance of the estate on behalf of the Sussex Police and Crime Commissioner and Surrey Police and Crime Commissioner.
Facilities Management: provision of a range of services relating to accommodation and services for departments and divisions.

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:

Technology Strategy
Information Management Strategy
Mobile Policing Strategy
Change Delivery Strategy
Transformation Strategy
Health and Safety Strategy
Estates Strategy

I am responsible for the operation and review of the following policies:

1230/2023 Air Conditioning, Ventilation and Heating Policy
1186/2024 Access Control List (Restriction of NICHE Records) Policy
1236/2024 Artificial Intelligence Policy
1095/2023 Asbestos Policy
702/2023 Budgeted Workforce Control Policy
780/2024 Data Protection Act Policy
1180/2023 Data Protection Breach Policy
489/2025 Donations and Sponsorship from Members of the Public, Companies and Other Bodies
1229/2023 Electric Vehicle Charge Point Policy
1141/2022 Estates Acquisitions and Disposal Policy
1128/2023 Evidential Property Policy
1240/2024 First Aid Policy
1177/2024 Force Issued Electronic Devices Policy
1200/2024 Force Skype for Business Systems Policy
821/2023 Freedom of Information Policy
1022/2024 Health and Safety
1135/2023 Identification Passes and Access to Police Premises
490/2024 Income Generation and Charging
1239/2024 Information Asset Owners Policy
1187/2025 Information Management Policy
1224/2023 Insurance Policy
1209/2024 Management of Overtime Policy
1234/2024 Microsoft Teams Chat Policy
1116/2023 Paper Criminal Investigation File Retention Policy
1208/2023 Physical Security Standards Policy
900/2023 Police National Computer (PNC) Compliance Policy
596/2022 Procurement Policy
1181/2024 Rights of Access Requests Policy
1000/2024The Use and Safeguarding of Police Vehicles and Non Police Vehicles for Policing Business
1192/2023 Security Framework Policy
722/2023 Police Information Security Policy
1219/2025 Uniform Policy
1148/2024 Use of the Police National Database Policy
1233/2024 Vehicle Telematics Policy
1102/2024 Veterinary Services for Injured Animals: Responsibilities and Payment Policy
1096/2023 Water Hygiene Policy

Sources of Assurance

The HMICFRS undertake regular inspections of the Force and also share national report recommendations. The Force has also been subject to scrutiny by Police Digital Services via the Security Assessment for Policing Annual report to the SIRO.

Internal Audit areas

Internal Audit Scrutiny by Southern Internal Audit Partnership (SIAP). All actions monitored via a relevant Accountability Board and subsequently the Force Organisational Reassurance Board.

IT Systems Life Cycle Support and Planning (Reasonable) 20/21 (RECJ3807 closed)
IT Virtualisation (Limited) 21/22 (RECJ4532 closed)
Security Controls (User Access) (Reasonable) 21/22 (RECJ4531 closed)
IT Legacy IT Risks (Limited) 21/22 (RECSX4549 closed)
Application Management: Niche (Reasonable) 21/22 (RECJ4550 closed)
Network Infrastructure Management and Monitoring (Reasonable) 21/22 (RECJ4566 closed)
Operating Systems Management (Limited) 22/23 (RECJ4569 open)
Security – Protective Monitoring (Substantial) 22/23 (RECJ4556 closed)
IT Resource Management (Limited) 22/23 (RECJ4571 closed)
Mobile Handheld Devices (Reasonable) 22/23 (RECJ4731 closed)
IT Service Desk (Reasonable) 22/23 (RECJ4672 closed)
Database Management (Limited) 22/23 (RECJ4793 open)
Vulnerability Management (Reasonable) 22/23 (RECJ4774 open)
Estates and facilities management (Limited) 23/24 (RECJ5101 open)
Major Incident Management (Reasonable) 23/24 (RECJ5118 open)
Supply Chain Security Management (Reasonable) 23/24 (RECJ5155 closed)
Data Storage & Backup (Reasonable) 23/24 (RECSX5149 closed)
Health and Safety. SIAP Internal Audit (Reasonable) 23/24 (RECJ4881 closed)
Change Governance and Benefits Realisation (Reasonable) 23/24 (RECJ5091 closed)
Governance and Monitoring of Collaborative Arrangements (Reasonable) 23/24 (RECJ5106 closed)
Data Protection Impact Assessment (Reasonable) 23/24 (RECJ5352 closed)
HMICFRS PEEL Inspection process 21/22. Including Strategic planning, organisational management and value for money.

Any other sources of assurance

Digital Data and Technology (DDaT) Monthly Accountability and Performance Board
DDaT Monthly Strategy Meeting
DDaT Monthly Risk Management Board
IT Health Check (annual review)
Security Information Management Board (SIMB)
IT Project Advisory Board (ITPAB)
Change Advisory Board (CAB)
Architecture Review Board (ARB)
Joint Health and Safety Board
Portfolio Strategy Board and associated Change Delivery Boards
Estates and Facilities Accountability and Performance Board
OPCC Estates Strategy Board
Joint Transport Accountability and Performance Board
Driver & Vehicle Management Oversight Board

Business Management

Processes are in place to ensure that I am given assurance of governance and accountability. The Accountability and Performance Boards within my portfolio provide me with high level oversight over both the implementation of portfolios strategies and the identification and mitigation of risk.

Equip me with the right information to be efficiently held to account for my portfolio at Force-level meetings of Surrey Police and Sussex Police, including Force Performance Board meetings, the Strategic Planning Board and the Surrey Police and Sussex Police Organisational Reassurance Boards, Joint Audit Committees, Chief Officer Meetings, the Portfolio Strategy Board and PCC Governance Board.
Enable the portfolio to respond to both emerging, and existing risks within my portfolio, and ensure projects are being managed effectively.

Reports & recommendations from other bodies

To ensure appropriate oversight of the rolling programme of inspections conducted by His Majesty’s Inspectorate of Constabulary and Fire & Rescue; advice and recommendations from the Independent Office for Police Conduct or via Super Complaints, Investigatory Powers Commissioner’s Office, and audits conducted by our Internal Auditors, with recommendations relevant to my portfolio are added to the Portfolio Risk Register.

Themes include:

PEEL Police Effectiveness Efficiency and Legitimacy
Lessons learned

Portfolio Risk Register

Internal Controls

I confirm that all my nominated leads are aware of the force’s Corporate Governance Framework, which includes the Financial Regulations and Contract Standing Orders.

Control Weaknesses

Overall Assurance from Portfolio Lead

In my opinion, the internal control framework of the Chief Operating Officer 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 Operating Officer

Date: 15/04/2025

Deputy Chief Constable Review

I have reviewed the statements contained above and the copy of the portfolio’s risk register.

Signed by

Dave McLaren

Deputy Chief Constable

Date: 13/05/2025

Appendix 1

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

The Road Vehicles (Construction and Use) Regulations 1986
Health and Safety at Work Act, 1974

Secondary Legislation applicable to Joint Transport Services

Control of Substances Hazardous to Health Regulations, 2002
Provision and Use of Work Equipment Regulations, 1998
Manual Handling Operations Regulations, 1992
Workplace, (Health, Safety and Welfare) Regulations, 1992
Personal Protective Equipment at Work Regulations, 1992 (as amended)
Health and Safety (Safety Signs and Signals) Regulations, 1996
The Control of Noise at Work Regulations, 2005
Lifting Operations and Lifting Equipment, Regulations, 1998
Pressure Systems Safety Regulations, 2000
Control of Lead at Work Regulations, 2002
Dangerous Substances and Explosive Atmospheres Regulations, 2002
The Health and Safety (First Aid) Regulations, 1981
Health and Safety (Display Screen Equipment) Regulations, 1992 (as amended)
Safety Representatives and Safety Committees Regulations, 1977 (as amended)

Health and Safety Guidance (Approved Codes of Practice) that apply to Joint Transport Services

HSG 51 Storage of Flammable Liquids in Containers
HSG 139 The Safe Use of Compressed Gases in Welding, Flame Cutting and Allied Processes
HSG 140 The Safe Use of Flammable Liquids
HSG 250 Guidance on Permit-to-Work Systems
HSG 253 The Safe Isolation of Plant and Equipment
HSG 258 Controlling Airborne Contaminants at Work – A Guide to Local Exhaust Ventilation
HSG261 Health and Safety in Motor Vehicle Repair and Associated Industries
HSG262 Managing Skin Exposure Risks at Work
HSG 274 Legionnaires’ Disease: Control of Legionella

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:

Joint Transport Services Asset Management Plan 2022-2026.
1000/2024 The Use and Safeguarding of Police Vehicles and Non-Police Vehicles for Policing Business Purposes
1233/2024 Vehicle Telematics Policy

Appendix 2

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:

Approved Codes of Practice - Management
Approved Codes of Practice Workplace Environment
BS 12094 2003 - 2006
BS 5266 Part 1 Emergency Lighting
BS 5306 Part 3 2009
BS 5588 Fire Precautions in the Design,
BS 5837:2012 Trees in relation to design, demolition, and construction – Recommendations
BS 5839 Part 1 Fire Detection and Alarm Systems for Building
BS 5839 Pt 1 2002
BS 5871 2005 –2007
BS 6173: 2009. (This Standard requires interlocking of mechanical ventilation systems and gas supplies for all types of appliances in commercial kitchens, preventing a gas appliance from being switched on before the ventilation system is operating.)
BS 6571 Pt 4 1989
BS 6651 2002
BS 6700 Specification for Design, Installation, Testing and Maintenance of Services Supplying
Water for Domestic Use Within Buildings and their Cartilages 2006 + A1: 2009
BS 7036 Pt 1 –5 1996
BS 7430:2011
BS 750 Registered Homes Act 1984 (as A FIR 1)
BS 7671 - 18th Edition
BS 9251:2005 Sprinkler systems for residential and domestic occupancies
BS EN 3 Portable extinguishers
BS EN 671 –1 2001
BS/ISO/EN Standards
BS_5306_0_2011_,_Fire_Protection
Building Act 1984
Building Regulations Act 1991 2000 Approved Document J (2010)
Building Regulations Act 1991 2000 Part B, Approved Document B (2006)
Building Regulations Act 1991, 2000 Approved Part M (2004)
Building Regulations Act 2000 Approved Document F (2010)
Building Regulations Act 2000 Approved Document G (1992) incorporating 2000 amendments
Building Regulations Act 2000 Approved Document H (2002)
Building Regulations Act 2000 Approved Document P (2006)
Building Regulations Act 2000 Approved Part L (2010)
Building Safety Act 2022
Clean Air Act 1993 (c.11)
Noise and Statutory Nuisance Act 199
Control of Pollution Act 1989 (c.14)
Control of Pollution (Oil Storage) (England) Regulations 2001 (SI 2001/2954)
Controlling airborne contaminants at work: A guide to local exhaust ventilation (LEV) - HSG258
Corporate Manslaughter and Corporate Homicide Act 2007
Crown Premises Inspection Group [and their Scottish equivalent CIFRA (HM Chief Inspector

of Fire and Rescue Authorities)] –responsible for fire safety on Crown property

Disability Discrimination Act 2005
Employers Liability (Compulsory Insurance) Act 1969 and the Employers'

Liability (Compulsory Insurance) Regulations 1998

Energy Act 2008
Environment Act 1995
Environmental Permitting (England and Wales) Regulations 2007
Environmental Protection Act 1990 (1990 c.43) – Part IIA
Environmental Protection Act 1990 (c.43) Part II
Environmental Protection Act 1990 (1990 c.43) – Part III
Environmental Protection Act 1990 (1990 c.43) – Part IV
Estates & Facilities Primary Legislation (reviewed and amended)
Fire Safety (Employees Capabilities) (England) Regulations 2010
Fire Safety Act 2021
Fuel and Electrical (Heating) (Control) (Amendment) Order 1980
Health Act 2006 Chapter 1 Part 1
Health and Safety at Work etc. Act 1974
Health and Safety Information for Employees Regulations 1989
HSE Guidance Note PM5 1989 Automatically controlled steam and hot water boilers (and BS EN 61508)
HVCA Internal Cleanliness of Ventilation Systems TR/19
ISO 17020 (EN 45004)
L22 (Fourth edition)Published 2014
Lifting Operations and Lifting Equipment Regulations 1998 (LOLER)
Manual Handling Operations Regulations 1992
NFPA25 Standard
Pressure Systems Safety Regulations 2000. Approved Code of Practice and guidance on Regulations - L122 (Second edition) Published 2014
Prevention and Control of Legionellosis (Including Disease) Legionnaire HSE Approved Code of Practice L8
Requirements for Electrical Installations - IET Wiring Regulations
Road Transport (Working Time) Regulations 2005
Secondary Guidance Notes & Codes of Practice
Sustainable and Secure Buildings Act 2004
The Agency Workers Regulations 2010
The Boiler (Efficiency) Regulations 1993
The Building Regulations 2010
The Carriage of Dangerous Goods and Use of Transportable Pressure Equipment Regulations 2009
The Confined Spaces Regulations 1997
The Construction (Design and Management) Regulations 2015
The Control of Asbestos Regulations 2012
The Control of Lead at Work Regulations 2002
The Control of Noise at Work Regulations 2005
The Control of Substances Hazardous to Health (COSHH) Regulations 2002
The Hazardous Waste (England and Wales) Regulations 2005 (SI 2005/894)
The Control of Vibration at Work Regulations 2005
The Dangerous Substances (Notification and Marking of Sites) Regulations 1990
The Electrical Equipment (Safety) Regulations 2016
The Electricity at Work Regulations 1989
The Electromagnetic Compatibility Regulations 2016
The Energy Performance of Building (England and Wales) Regulations 2012
The Equality Act 2010 (ch.15) and associated orders
The European F-Gas Regulation (Regulation (EU) No 517/2014)
The Fire Safety (England) Regulations 2022
The Food Safety Act 1990
The Gas Appliances (Enforcement) and Miscellaneous Amendments Regulations 2018
The Gas Safety (Installation and Use) Regulations 1998
The Health and Safety (Display Screen Equipment) Regulations 1992
The Health and Safety (First Aid) Regulations 1981
The Health and Safety (Miscellaneous Repeals and Revocations) Regulations 2014 (SI 2014/486) These Regulations, which apply to England, Scotland and Wales, repeal certain parts of the Office, Shops and Railway Premises Act 1963 (c. 41) and the Factories Act 1961 (c. 34).
The Health and Safety (Safety Signs and Signals) Regulations 1996
The Ionising Radiations Regulations 2017
The Lifting Operations and Lifting Equipment Regulations 1998
The Lifts Regulations 2016
The Management of Health and Safety at Work Regulations 1999
The Occupiers' Liability Acts 1957
The Personal Protective Equipment (Enforcement) Regulations 2018
The Pressure Equipment (Safety) Regulations 2016
The Pressure Systems Safety Regulations 2000
The Provision and Use of Work Equipment Regulations 1998
The Regulatory Reform (Fire Safety) Order 2005
The Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 2013
The Royal Institute of British Architects (RIBA)
The Safety Representatives and Safety Committee Regulations 1977
The Simple Pressure Vessels (Safety) Regulations 2016
The Smoke and Carbon Monoxide Alarm (England) Regulations 2015
The Smoke-free (Signs) Regulations 2012
The Smoke-free (Vehicle Operators and Penalty Notices) Regulations 2007
The Social Security (Claims and Payments) Regulations 1979
The Waste Electrical and Electronic Equipment Regulations 2013
The Water Supply (Water Fittings) Regulations 1999
The Work at Height Regulations 2005
The Working Time Regulations 1998
The Workplace (Health, Safety and Welfare) Regulations 1992
Transport Act 1968 - Part 6
The Greater London (Central Zone) Congestion Charging Order 2004
Greater London Low Emission Zone Charging Order 2006
Clean Neighbourhoods and Environmental Act 2005 (c.16) (Nuisance)
The Energy Performance Buildings (England and Wales) Regulations 2012 (SI 2012/311)
The Control of Pesticides Regulations 1986 (SI 1986/1510)
The Climate Change Levy (General) Regulations 2001 (SI 2001/838)
The Road Traffic (Vehicle Emissions) (Fixed Penalty) (England) Regulations 2002
The Contaminated Land (England) Regulations 2006 (SI 2006/1380)
The Waste (England & Wales) Regulations 2011 (SI 2011/988)
The Fluorinated Greenhouse Gases Regulations 2015 (SI 2015/310)
Public Services (Social Value) Act 2012 (2012 c.3)
Clean Neighbourhoods and Environmental Act 2005 (c.16) (Waste)
The End-of-Life Vehicles Regulations 2003 (SI 2003/2635)
The Animal By-Products (Enforcement) (England) Regulations 2013 (SI 2013/2952)
The Waste Batteries and Accumulators Regulations 2009 (SI 2009/890)
Water Resources Act 1991 (1991 c.57)
Anti-Pollution Works Regulations 1999 (SI 1999/1006)
Wildlife and Countryside Act 1991 (1981 c.69)
The Natural Environment and Rural Communities Act 2006 (2006 c.16)

Estates and Facilities Primary Legislation

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:

1230/2023 Air Conditioning, Ventilation and Heating Policy
1095/2023 Asbestos Management Policy
1229/2023 Electric Vehicle Charge Point Policy
1141/2022 Estates Acquisitions and Disposal Policy
1128/2023 Evidential Property Policy
1219/2022 Uniform Policy
1096/2023 Water Management
SAFETY RULES For Contractors, Sub-Contractors, and Service Providers
EFP 002 - Confined Spaces Management
Policy 1141/2022 Estates Acquisition and Disposals
Policy 1141/2022 Estates Acquisition and Disposals
Policy PRC-000208 - EFP 009 SAFETY RULES For Contractors, Sub-Contractors, and Service Providers
EFP 002 - Confined Spaces Management Plan
EFP 003 - E&F Provision and Use of Work Equipment Regulations 1998 (PUWER) Policy
EFP 010 - Permit to Work policy
EFP 009 – CDM2015 Policy
EFP 006 / 007 Control of Vibration Management Plan & Policy

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, Furniture Disposal, Pest Control, Snow clearance and gritting, First Aid Box Management, Hazardous Waste Licences.

Customer Support Services

Building Health & Safety and Security checks, Helpdesk, Corporate Reception to HQ, ID card issuing, Lost property, Internal Planting, Grounds maintenance/Landscaping, Locksmith Services, Re-Glazing Services, Signage, Vehicle Parking 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, Cash Storage and Management, Recharge Management, Fire Fighting Equipment.

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 post and couriers, Room Configuration, Office Moves and Churn, Portering.

Emergency Planning

Business Continuity Plan Department & Strategic Co-ordination Centre, Emergency Evacuation of Building tests.

Estates

Estate Asset Management, Statutory Maintenance, Planned Maintenance, Reactive Maintenance, Fire Risk Assessments, Legionella Water Management, Asbestos Management, Health & Safety Surveys, Building and M&E condition surveys. Lightning Protection, Minor Building Alterations Refurbishments, CAD Planning, Emergency call out provision, Building Management Systems, Potable water management, Five-year Maintenance Plan, Permits to Work, Risk Assessment Method Statements, Minor Construction Phase Plans and Access Permits, Fuel Tank Management, Property Valuation Management, Business Rates, Site Acquisitions and Disposals, Leases and Licences, Rent Negotiations,

General Services

Uniform Stores, Receipt of Evidence, Storage of Evidence, Return of goods, Disposal of goods, Estates and Facilities Contractor Management.

Income Generation

Community Infrastructure Levy and Section 106 submissions, External lets, Radio Mast management, Property Rentals, Car Parking income, Solar energy income, Electric Vehicle income, Sales income (eBay) and eBay sales and professional services.

Compliance & Quality

Estates National Benchmarking, Energy and Carbon Management, Sustainability & Environmental Management, Carbon Net Zero, Freedom of Information, Reporting & Dashboards, invoicing Rents & Services.

Statutory obligations

All principal statutory obligations relating to my portfolio have been identified and are set out below:

Access to Medical Reports Act 1988
Access to Health Records Act 1990
Children and Families Act 2014
Data Protection Act 2018, 2020
Employment Act 2022
Employment Agencies Act 1973
Employment Relations Act 1999, 2004
Employment Rights (Dispute Resolution) Act 1998
Employment Rights Act 1996
Employment Tribunals Act 1996
Enterprise Act 2016
Equal Pay Act 1970
Equality Act 2010,
European Communities Act 1972
Freedom of Information Act 2000
Health and Safety at Work, etc. Act 1974
Human Rights Act 1998
Immigration Act 2016
Immigration, Asylum and Nationality Act 2006
Local Government Pension Scheme
National Minimum Wage Act 1998
Part Time, Agency, Fixed Term, Flexible Working Regulations
Pension Schemes Act 2021
Pensions Acts 2021
Police (Complaints and Misconduct) Regulations 2020
Police Pension (remediable Service) Regulations 2023
Police Pension Regulations 1987, 2006, 2015,
Police Regulations 2003,
Policing and Crime Act 2017
Superannuation Act 1976
Trade Union Act 2016
Trade Union and Labour Relations (Consolidation) Act 1992,
Trade Union Reform and Employment Rights Act 1993
Transfer of Undertakings (Protection of Employment) Regulations 2006
Tribunals, Courts, and Enforcement Act 2007
Work and Families Act 2006
Working Time Regulations 1998

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.

Portfolio

The following areas form my portfolio:

People Operations
Resourcing & Talent
HR Policy & Strategy
Learning and Professional Development
Occupational Health and Wellbeing
Centre of Excellence
Sussex Police Charitable Trust

Each area works to meet the objectives set by the Sussex Police & Crime Commissioner’s and Surrey Police & Crime Commissioner’s Police and Crime Plan.

My portfolio covers the following areas of business:

People Operations

People Partners
Casework Management & Employee Relations
People Resolution Centre
- Transactional HR
- HR Advice & Guidance
- Payroll & Pensions

HR Strategy and Projects

Reward and recognition
Change Management
Policy & Engagement
Equality & Diversity (Surrey Police Only)

Resourcing & Talent

Attraction & Recruitment
Workforce Planning & Development
Promotions
Retention
MI Business Systems
- FTE/Establishment and Pay Reporting

Learning and Professional Development

Training Delivery
- Foundation Training
- Technical Training
- Driver Training
Leadership Development
Capability Development
Learning Transformation
- Continued Professional Development
- Learning & Development Administration
Assessment & Verification

Occupational Health and Wellbeing

Occupational Health Service
Wellbeing initiatives

Centre of Excellence

Implementation and adoption of new or enhanced functionality to deliver additional business benefit and value
Development and maintenance of roadmaps each ERP solution and advise on future ERP strategy for Surrey and Sussex Police
Testing and deployment of future software upgrades and patches
Business change management and configuration management for new functionality and improvements
Development of future business requirements and business cases in support of a single integrate ERP solution.
Point of contact for supplier engagement, support and maintenance and account management.

Sussex Police Charitable Trust

Charity to support members going through difficult times, offering confidential advice and guidance, grants, loans and/or recuperative breaks.

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:

Job descriptions for Chief Officers
Chief Officers Benefits Policy
The Surrey & Sussex Police Promotion Processes
The Surrey & Sussex Officer and Staff Recruitment Processes
Surrey & Sussex Induction Scheme
Surrey & Sussex Performance appraisal system
Surrey & Sussex Workforce Strategy
Surrey & Sussex Police Wellbeing Strategy

As detailed in the Code of Corporate Governance, I am responsible for the operation and review of the following policies:

1199/2023 Agile Working Policy
1212/2023Apprenticeship Levy Governance Policy
950/2024 Attendance Management Policy
456/2023 British Summer Time: Additional Hour/Reduction of Hour
917/2024 Business Travel and Subsistence policy
173/2025 Career Break Policy
425/2024 Casualty Bureau: Terms and conditions (Police Staff)
1213/2024 Deployment of Wellbeing Dogs Policy
1227/2023 Employer Supported Policing Policy - Special Constables
1227/2023 Employer-Provider for Police Education Qualifications Framework Policy
1032/2024 Flexible Retirement
816/2023 Flexible Working Policy
1140/2022 Job Related Fitness Test Policy
477/2023 Leave (Police Officers and Police staff)
1160/2025 Local Government Pension Scheme including Discretion Policy
542/2023 Managing Police Officer and Police Staff Ill Health Retirement
1183/2024 Managing Police Staff Probation Periods
1183/2025 Medical Redeployment
1237/2024 Menopause Policy
879/2024 On-Call Federated and Superintendent Ranks Policy
190/2024 Organisational Change, Redundancy and Redeployment Policy
913/2023 Parenting Leave Policy
1228/2024 Performance and Gross Incompetence Management Policy
616/2025 Police Driving Policy
1226/2024 Police Vehicle Incident Policy
1217/2025 Political Restrictions for Police Staff
1094/2023 Protected Days Policy
1193/2023 Protected Learning Time
1175/2024 Provision of Employment References to Prospective Employers
586/2024 Public and Personal Safety Training and Equipment Policy
1025/2023 Reserve Forces Policy
1189/2023 Safeguarding of Learners
376/2024 Salary Grading Policy (Police Staff)
453/2024 Standby, Callout and Shift Working (Police Staff)
426/2024 Unsocial Hours Policy (Police Staff)
796/2023 Workplace Resolution 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.

Sources of Assurance

SIAP Audits:

HR - Strategy and arrangements for delivery of training to meet future needs (Reasonable) 21/22 (RECJ4555 open)
Ill Health Retirements (Substantial) 22/23 (closed)
Sussex Police Officer Allowances (Reasonable) 22/23 (RECSX4568 closed)
PEQF Protected Learning (Reasonable) 23/24 (RECJ4816 closed)
Occupational Health Recharges (Limited) 23/24 (RECJ4822 closed)
Leavers Process (Limited) 23/24 (RECJ4855 closed)
Sussex Payroll Review (Reasonable) 23/24 (RECSX4966 closed)
Redundancy Process & Payments (Limited) 23/24 (RECJ5108 closed)
Learning & Development – Mandatory Training (Limited) 23/24 (RECJ5123 closed)
Flexible Retirements (Reasonable) 23/24 (RECJ5135 closed)

Business management

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. I chair a Joint Wellbeing Board and a Quarterly Delivery Plan Review meeting to review our progress against the agreed deliverables for People Services. My Senior Management Team chair on my behalf the People Performance Meeting (formerly Capacity & Capability Board), 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.

Reports & recommendations from other bodies

To ensure appropriate oversight of the rolling programme of inspections conducted by His Majesty’s Inspectorate of Constabulary and Fire & Rescue; advice and recommendations from the Independent Office for Police Conduct or via Super Complaints, and audits conducted by our Internal Auditors, with recommendations relevant to my portfolio are added to the Portfolio Risk Register.

HMICFRS PEEL effectiveness, efficiency and legitimacy 2021/2022

Portfolio Risk Register

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 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 on the PCC website.

Internal Controls

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.

Control Weaknesses

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.

Overall Assurance from Portfolio Lead

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: 21/02/2025

Deputy Chief Constable Review

I have reviewed the statements contained above and the copy of the Portfolio Risk Register and relevant action plans.

Signed by

David McLaren

Deputy Chief Constable

Date: 13/05/2025

Statutory obligations

All principal statutory obligations relating to my portfolio have been identified and are set out below:

Equality Act 2010
Code of Practice for Victims of Crime
Home Office Counting Rules
Human Rights Act 1998

Portfolio

The following areas of Sussex Police form my portfolio.

Chair of R.A.P.I.D (Race Action Plan) Board
External Scrutiny
Trust and Legitimacy

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:

Force Priority Delivery
Sussex Police Race Action Plan Priorities
Legitimacy
Race Advisors, Groups and Networks

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:

Adoption of the National policing culture and inclusion strategy 2025 to 2030

I am responsible for the operation and review of the following policies:

193/2023 Equality and Diversity Policy

Sources of Assurance

HMICFRS specific areas

HMICFRS: Integrated PEEL assessment 2021/22 (next report due June/July 2025)
Race and policing: An inspection of race disparity in police criminal justice decision-making

Internal Audit areas

CDD audit of the Race Action Plan – 2025.

Any other sources of assurance

Race Equality Matters Silver Trailblazer award

Business Management

Robust processes are in place to ensure that I am given assurance of governance and accountability for Trust and Legitimacy.

The R.A.P.I.D (Race Action Plan Insight & Delivery) Board provides me with high level oversight of the Force Race Action Plan.

The board:

Enables the organisation to respond track and hold to account the delivery of the local Race Action Plan and support the Force in embedding an anti-racist approach. They are held every other month, alternating with the Insights meetings.
Oversees implementation of formal governance in Sussex Police for the Race Action Plan. These are attended by the four workstream leads (ACO People Services, ACC Operations Command, ACC Local Policing, ACC Specialist Crime and Public Protection) and key senior stakeholders.

RAPID (Race Action Plan Insights and Delivery) Insights meeting

This is open to all staff and officers across Sussex and Surrey Police.
The purpose is to generate insights from within the workforce on how practices and processes can be improved and each meeting will usually have one or two key areas or interventions to discuss. These workshop style discussions are held every other month, alternating with the Delivery Board.
Items from this meeting are reported into the Culture & Standards board.

"Sprints" meeting – Chaired by Deputy Chief Constable

This meeting sits outside of the formal R.A.P.I.D governance structure.
The purpose is to identify and expedite "quick wins" – beneficial changes in practices and processes that, with support from the DCC, could be implemented and rolled out in a very short period of time.

Race Advisory Group – Chaired by external member of the public

This is a group of external race advisors from Sussex's communities who meet quarterly to provide their perspective, advice, and insight on views and opinions on matters to do with race and policing. This meeting cycle is supported by the Diversity Team.

Race Working Group – Chaired by Sussex Police Race Equality Champion

This is an internal working group, meeting every other month.
Its purpose is to review and scrutinise Sussex's approach to race from an internal and operational perspective which is vital to ensure that decisions made strategically are effective on the front line.
The working group also coordinates the Race Equality Advocates – a cadre of volunteers embedded within divisions and departments that are actively seeking to identify and implement ways to improve racial equality within everyday business as usual.

Race Equality Advocates

A group of policing leaders – currently Sergeant and above – committed to developing anti-racist policing across all areas of business. Meetings held every other month.
They receive CPD on employment and discrimination law as well as anti-racism and are coordinated through the Race Working Group.
It is purposely a secondary role, to ensure that improvements to policies, processes and practices are grounded in operational reality.
There are requirements for CPD and to conduct mentoring and recruitment/promotion interviews in order to remain an Advocate.

Community Engagement Advisors (CEA)

Single point of contact for questions, queries and to share best practice when staff and officers are out and engaging with communities.

Race Equality Network (REN)

The REN is Sussex Police's association for officers and staff of all races. It aims to empower employees to challenge, understand and improve issues associated with race and ethnicity as part of its mission to actively seek cultural change, be honoured to be different and to inspire others to be proud of their differences.

External Scrutiny Panels

Independent scrutiny panels form a pillar for delivering Sussex Police’s Community Engagement Strategy.

Strategic Independent Advisory Group
Divisional Independent Advisory Groups
Stop and Search Scrutiny Panel
Use of Force Scrutiny Panel

An Equality, Diversity and Inclusion report is submitted to the Organisational Reassurance Board on a 6 monthly basis and annually to the Force Joint Audit Committee.

Reports & recommendations from other bodies

To ensure appropriate oversight of the rolling programme of inspections conducted by His Majesty’s Inspectorate of Constabulary and Fire & Rescue; advice and recommendations from the Independent Office for Police Conduct or via Super Complaints, Investigatory Powers Commissioner’s Office, and audits conducted by our Internal Auditors, with recommendations relevant to my portfolio are added to the Portfolio Risk Register.

Themes include:

Race and policing: An inspection of race disparity in police criminal justice decision-making
Voice of the public. Allowing a clear way for local authorities and residents to hold the police to account for how they police and tackle crime.
Equality data for victims of crime. Collecting information to understand the extent to which each protected group is affected by crime, how this differs from those without the protected characteristics, and whether a different response is needed for these victims.

Portfolio Risk Register

Internal Controls

I confirm that all my direct reports are aware of the force’s Corporate Governance Framework, which includes the Financial Regulations and Contract Standing Orders.

Control Weaknesses

Overall Assurance from Portfolio Lead

In my opinion, the internal control framework of the Trust and Legitimacy 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

Anita Grant

Assistant Chief Officer Trust and Legitimacy

Date: 06/03/2025

Deputy Chief Constable Review

I have reviewed the statements contained above and the copy of the portfolio’s risk register.

Signed by

Dave McLaren

Deputy Chief Constable

Date: 13/05/2025

Cookies

Chief Officer Assurance Statements

Deputy Chief Constable Dave McLaren

Assistant Chief Constable Paul Court (Local Policing)

Assistant Chief Constable Steve Rayland (Operations Command)

Assistant Chief Constable Peter Gardner (Criminal Justice, Custody and Transformation)

Assistant Chief Constable Tanya Jones (Specialist Crime Command, Forensics and Public Protection)

Chief Finance Officer Peter Appleton

Chief Operating Officer Anthony Croxford

Director of People Services Adrian Rutherford

Assistant Chief Officer Anita Grant (Trust and Legitimacy)