Chief Officer Assurance Statements

Chief Officer Statement of Assurance 2022

Deputy Chief Constable Julia Chapman

1. 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
• Human Rights Act 1998
• Police (Complaints and Misconduct) Regulations 2012
• 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.

2. Portfolio

The following areas of Sussex Police form my portfolio.

• Change Delivery (Jointly with Surrey Police)
• Professional Standards
• Media and Communications Department
• Corporate Development Department

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:

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

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 2021
• Sussex Police Media & Communications Strategy 2022 - 2025
• Joint Sussex and Surrey Police Risk Management Strategy 2022
• Joint Sussex and Surrey Police Inclusion, Diversity Equality Strategy 2021 - 2023

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

• Code of conduct (contained within the employee handbook)
• 193/2021 Equality and Diversity Policy (Joint)
• 592/2022 Force Vetting Policy
• 612/2021 Anti-Fraud and Corruption Policy
• 700/2021 Force Policy Framework
• 757/2022 Crime & Incident Disposal, Recording & Auditing
• 797/2022 Police Staff Misconduct
• 965/2022 Business Interests and additional work
• 1022/2021 Health and Safety
• 1049/2022 Risk Management
• 1070/2021 Substance misuse and Testing Policy (including Alcohol and Drugs)
• 1086/2021 Social Media Policy
• 1123/2020 Corporate Identity and Branding Policy
• 1124/2020 Communications in Sussex Police
• 1125/2020 Media Relations and Integrity
• 1176/2020 Notifiable Associations
• 1201/2020 Gifts, Gratuities and Hospitality Policy (Joint)
• 1203/2020 Endorsement Policy (Joint)

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.

3. Sources of Assurance

• HMIC Crime Data Integrity report. Assessed as ‘Good’ August 2016.
• Project and Programme Management (Joint). Internal Audit assessed as ‘Adequate’ September 2019.
• Joint Force Vetting – Internal Audit assessed as ‘Reasonable’ April 2022.
• HMICFRS PEEL 2018/19. Effectiveness assessed as ‘Good’. Efficiency assessed as ‘Requires Improvement’. Legitimacy assessed as ‘Good’ February
• Crime Recording Data Quality - governance arrangements. Internal Audit assessed as ‘Substantial’. November 2020.
• Governance of Collaborative Arrangements. (Joint) Internal Audit assessed as ‘Substantial’ December 2020.
• Equality and Diversity. Internal Audit assessed as ‘Substantial’ January 2021.
• Risk Management. Internal Audit assessed as ‘Substantial’ January 2021.
• Proactive Fraud Review (Procurement). Internal Audit (no assurance opinion provided). March 2021.
• Freedom of Information Requests – Internal Audit assessed as ‘Limited’ May 2022.
• Police Complaints – Internal Audit assessed as ‘Reasonable’ April 2021.

4. 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:

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 Delivery Plan 2022 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 PEEL Board provides efficient and effective corporate governance of Force performance through an established performance cycle and framework. Incorporating Crime Data Integrity as an integral part of the performance framework, it ensures accountability across the Force. The PEEL Board:

• 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 is being created to ensure effective delivery of the joint race action plan with Surrey Police.

The Strategic Change Board, which I chair jointly with the Deputy Chief Constable of Surrey Police, reviews current portfolios & agrees business change priorities with a focus on cost, benefits, resilience, and operational risk. There is an annual planning cycle which decides & prioritises outline business cases and detailed business cases following approval. The board scrutinises delivery performance across portfolios, manages escalated risks, issues, and exception reports. Scheduling and resourcing implications of new initiatives are reviewed with a view to re-prioritising portfolio delivery where required. Benefits realisation is monitored and tracked alongside the financial plan and savings programme.

I also chair the annual Risk Assessment Assurance Panel. This process considers all Force strategic risks, reviewing controls in place and mitigating actions, internal governance structures and ascertains what external or independent scruiteny is in place. This allows the organisation to identify areas where further action may be required and provides an overview of all force risks and interdependencies.

5. Reports & recommendations from other bodies

To ensure appropriate oversight of the rolling programme of inspections conducted by Her Majesty’s Inspectorate of Constabulary and Fire & Rescue; advice and recommendations from the Independent Office for Police Conduct, and audits conducted by our Internal Auditors, recommendations relevant to my portfolio are added to the Portfolio Risk Register. Current reports containing recommendations and/or areas for improvement relevant to this portfolio are:

• August 2016. HMICFRS Crime Data Integrity - Sussex report.

http://www.justiceinspectorates.gov.uk/hmic/publications/sussex-crime-data-integrity-inspection-2016/

• September 2019. HMICFRS Shining a light on betrayal: abuse of position for sexual purpose

https://www.justiceinspectorates.gov.uk/hmicfrs/publications/shining-a-light-on-betrayal-abuse-of-position-for-a-sexual-purpose/

• February 2020. HMICFRS PEEL 2018/19

https://www.justiceinspectorates.gov.uk/hmicfrs/peel-assessments/peel-2018/sussex/

• Freedom of Information Requests – Internal Audit assessed as ‘Limited’ May 2022.

As the generation and implementation of recommendations is a continual process, this list will be updated annually, upon completion of future statements of assurance for this portfolio.

6. 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/

7. 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.

8. 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.

9. 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 ‘J Chapman’

Deputy Chief Constable Julia Chapman

Date 14 June 2022

10. Chief Constable Review

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

Signed by

Chief Constable Jo Shiner

Date

17 June 2022

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
• Human Rights Act 1998
• Police (Complaints and Misconduct) Regulations 2012
• 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 framework clearly sets out how the statutory obligations will be delivered. The principles of Corporate Governance outlined in the Code of Corporate Governance for the Sussex Police & Crime Commissioner and the Chief Constable have been consistently applied in the delivery of services within the portfolio.

https://www.sussex-pcc.gov.uk/the-pcc/transparency/

 

2. Portfolio

The following areas of Sussex Police form my portfolio:

• Local policing (including Response, Neighbourhood Policing, Investigation, Partnerships)
• Public Protection
• Criminal Justice
• Custody
• Citizens in Policing

Each department works to ensure the Force meets the objectives set by the Sussex Police & Crime Commissioner’s (Sussex PCC) Police and Crime Plan, published on the Sussex PCC’s website.

https://www.sussex-pcc.gov.uk/police-crime-plan/

 

 

My portfolio covers the following areas of business:

• Acquisitive crime
• Anti-social behaviour
• Citizens in policing (incorporating Cadets, Special Constables and Volunteers)
• Community engagement
• Community Safety Accreditation Schemes
• Community Safety Partnerships
• Crime Prevention
• Crimestoppers
• Criminal Justice
• Custody
• Domestic Abuse
• Digital Public Engagement
• Hate crime
• Homelessness
• Licensing
• Local Policing
• Neighbourhood Watch
• Police Community Support Officers (PCSOs)
• Public Protection
• Retail and Business crime
• Rural crime
• Security Industry Liaison
• Stalking and Harassment
• Victim and Witness experience
• Violence against Women and Girls

 

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 Crime Management Strategy
• Sussex Police Criminal Justice and Custody Strategy
• Sussex Police Criminal Justice Capability Maturity Model
• Sussex Police Engagement Strategy
• Sussex Police Investigative Strategy
• Sussex Police Neighbourhood Policing Strategy
• Sussex Police Response Strategy
• Sussex Police Rural Crime Strategy
• Sussex Police Serious Violence Strategy
• Sussex Police Vulnerability Strategy
• Sussex Police Special Constabulary Strategy

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.

 

3. Sources of Assurance

• HMICFRS: Integrated PEEL assessment. 2018/19
• HMICFRS: Sussex – National child protection (2018) post-inspection review. 2019
• Joint inspection of custody suites. 2019
• Joint targeted area inspection of the multi-agency response to children's mental health in East Sussex. 2020
• Sussex Police Safeguarding. Internal Audit. Assessed as ‘Substantial’. January 2021.
• Custody - Facilities Management Arrangements. Internal Audit. Assessed as ‘Reasonable’. March 2021
• HMICFRS: VAWG National Framework for delivery Year 1. December 2021

 

4. 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 PEEL Board and the Organisational Reassurance Board (ORB). Governance of my portfolio is provided at the strategic Local Policing Accountability Board (LPAB) and Vulnerability Board.

The risk of non-compliance of Force policies within my portfolio area has and will result in audits and dip checking of the action taken by officers and staff by the departmental supervision responsible for the policy. Findings and concerns are reported to me at the LPAB and Vulnerability Board.

The Force is subject to regular Inspections by Her Majesty's Inspectorate of Constabulary and Fire & Rescue (HMICFRS) with the next due in 2022. The action taken to respond to their recommendations and areas for improvement are closely monitored. Progress against these recommendations made is overseen at meetings held between departmental supervisors and myself, and they are only shown as complete once I have reviewed the action taken and am satisfied that the recommendation or cause for concern has been met and resolved unless there are exceptional circumstances. Scrutiny of all HMICFRS recommendations and areas for improvement are also a standing agenda item at the LPAB.

The Independent Office for Police Conduct (IOPC) also make Force-specific and national recommendations, as well as identifying areas for improvement. These are monitored via internal tracking documents and are subject to the same scrutiny as HMICFRS reports and recommendations.

Daily Divisional and Departmental Management Meetings are held where local policing and Public Protection issues within the three Sussex Police Divisions (East Sussex, West Sussex and Brighton & Hove) are considered and brought to my attention should there be immediate concerns. Public Protection and Criminal Justice and Custody also have separate governance arrangements, whilst Finance and People Services meetings are held to monitor financial and workforce issues.

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

• 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 in to the LPAB
• The Force has ‘Hate Crime, ‘Prevent’, ‘Rural Crime’ and ‘Anti-Social Behaviour’ leads who have their own working groups and meeting structures which feed in to the LPAB.
• There are regular independent Cadets and Special Constables meetings, which report issues, concerns and updates into the Citizens in Policing Board.
• Public Protection has a meeting structure encompassing the areas of sexual abuse, sexual exploitation, vulnerability VAWG, and domestic abuse. Many of these meetings are multi-agency, and the majority are chaired by the Head of Public Protection. They report into the Vulnerability Board.
• The Force Criminal Justice and Custody Head of Department chairs a monthly Senior Management Team meeting and provides updates to the PFI and Custody Meeting and LPAB.
• 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.
• The Investigation Improvement Board meets to provide oversight and lead on ways that investigations in all areas of local Policing can be enhanced
• The Case File Quality Gold Group bring together senior leaders from across the force, as well as partners, to discuss ways that we can improve the quality and detail of case files presented to the Crown Prosecution Service enhancing our opportunities to bring offenders to justice.

 

5. Reports & recommendations from other bodies

To ensure appropriate oversight of the rolling programme of inspections conducted Her Majesty’s Inspectorate of Constabulary and Fire & Rescue; advice and recommendations from the Independent Office for Police Conduct, and; audits conducted by our Internal Auditors, recommendations relevant to my portfolio are added to the Portfolio Risk Register. Current reports containing recommendations and/or areas for improvement relevant to this portfolio are:  

• July 2019: HMICFRS: The Police and CPS response to crimes against older people

The poor relation: The police and CPS response to crimes against older people (justiceinspectorates.gov.uk)

• March 2020. Joint inspection of custody suites. 2019

https://www.justiceinspectorates.gov.uk/hmicfrs/publications/sussex-joint-inspection-police-custody/

• December 2020. Pre-charge bail and released under investigation

https://www.justiceinspectorates.gov.uk/hmicfrs/wp-content/uploads/pre-charge-bail-and-released-under-investigation-striking-a-balance-1.pdf

• April 2021. Policing in the pandemic - The police response to the coronavirus pandemic during 2020

https://www.justiceinspectorates.gov.uk/hmicfrs/publications/the-police-response-to-the-coronavirus-pandemic-during-2020/

 

• April 2021. Custody services in a COVID-19 environment

https://www.justiceinspectorates.gov.uk/hmicfrs/wp-content/uploads/custody-services-in-a-covid-19-environment.pdf

As implementation of recommendations is a continual process, this list will be updated annually, upon completion of future statements of assurance for this portfolio.

• July 2021 & February 2022. HMICFRS: Police and CPS’s response to rape (2 part report)

https://www.justiceinspectorates.gov.uk/hmicfrs/wp-content/uploads/joint-thematic-inspection-of-police-and-cps-response-to-rape-phase-one.pdf

• September 2021: IOPC: Learning the lessons – Child Sexual Abuse

Learning the Lesson 39 (policeconduct.gov.uk)

• November 2021: HMICFRS: A joint thematic inspection of the criminal justice journey for individuals with mental health needs and disorders

https://www.justiceinspectorates.gov.uk/cjji/wp-content/uploads/sites/2/2021/11/Mental-health-joint-thematic-report.pdf

• July 2021 & February 2022. HMICFRS: Police and CPS’s response to rape (2 part report)

https://www.justiceinspectorates.gov.uk/hmicfrs/wp-content/uploads/joint-thematic-inspection-of-police-and-cps-response-to-rape-phase-one.pdf

• September 2021: IOPC: Learning the lessons – Child Sexual Abuse

Learning the Lesson 39 (policeconduct.gov.uk)

• November 2021: HMICFRS: A joint thematic inspection of the criminal justice journey for individuals with mental health needs and disorders

https://www.justiceinspectorates.gov.uk/cjji/wp-content/uploads/sites/2/2021/11/Mental-health-joint-thematic-report.pdf

• February 2022. Phase two: A joint thematic inspection of the police and Crown Prosecution Service’s response to rape

A joint thematic inspection of the police and Crown Prosecution Service’s response to rape – Phase 2: Post-charge (smartcdn.co.uk)

 

 

6. 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 here: https://www.sussex-pcc.gov.uk/the-pcc/transparency/audit-committee/

 

7. 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.

 

8. 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 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.

 

9. 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:  

Tanya Jones

ACC Local Policing and Public Protection

Date: 1^st June 2022

 

10. 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

Julia Chapman

Deputy Chief Constable

Date:  22^nd June 2022

1. 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 (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
• College of Policing - Approved Professional Practice in relation to OC matters – Public Order, RPU and Firearms

The framework clearly sets out how the statutory obligations will be delivered. The principles of Corporate Governance outlined in the Code of Corporate Governance for the Sussex Police & Crime Commissioner and the Chief Constable have been consistently applied in the delivery of services within the portfolio.

https://www.sussex-pcc.gov.uk/about/transparency/

 

2. Portfolio

The following areas form my portfolio.

• Contact Management- Sussex only
• Operations Command (Joint with Surrey Police)
• Airport - Policing Gatwick
• Sussex Local Resilience Forum

Each area works to meet the objectives set by the Sussex Police & Crime Commissioner’s Police and Crime Plan and in the case of Operations Command, those objectives also set by the Surrey Police & Crime Commissioner’s Police and Crime Plan, published here:

https://www.sussex-pcc.gov.uk/police-crime-plan/

https://www.surrey-pcc.gov.uk/

My portfolio covers the following areas of business:

Force Level- Surrey and Sussex Police

• Airwave Resilience Lead
• Automatic Number Plate Recognition (ANPR)
• Civil Contingencies
• Clinical Governance Lead
• Chair of Surrey & Sussex CONTEST Board
• Legitimacy Board chair for Surrey & Sussex (Use of Force, Stop and Search and Taser)
• ESMCP & Airwave
• Sussex Local Resilience Forum Chair
• Driver and Vehicle Management Oversight Board Chair

 

Operations Command

• Business Continuity Management
• Chemical, biological, radiological, and nuclear response (CBRN)
• Command Training and Accreditation- Firearms and Public Order
• Drones, Counter Drones and Air Support
• Duties and resource planning
• Emergency Planning
• Firearms Licensing
• Firearms Training
• Gatwick Airport Policing
• Taser & MOE
• Public Order Training
• Operational Planning
• Roads Policing
• Armed Policing
• Public Order & Public Safety Policing
• Police Dogs & Training
• Police Search & Training
• Vehicle Recovery Scheme

 

FCCCD

• Contact Management
• Control Room Resourcing

 

Regional

• Regional Mobilisation Lead
• Regional CONTEST Board member
• Regional Public Order Public Safety (POPS) Lead, Chair of South East Public Order Public Safety (SEPOPS)

 

National

• National Public Order Public Safety Working Group member

 

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:

• Surrey & Sussex Police Armed Policing Strategic Threat and Risk Assessment
• Surrey & Sussex Police Public Order Strategic Threat and Risk Assessment
• Surrey & Sussex Police Taser Strategic Threat and Risk Assessment

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

• 1057/2020 Business Continuity Management

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.

 

3. Sources of external assurance

 

• Safer Sussex Roads Partnership. Internal Audit. Adequate assurance. November 2018 (Awaiting 2022 new report)
• Operations - Mutual Aid. Assessed as ‘Adequate’. September 2019
• Roads Policing: Not optional - An inspection of roads policing in England and Wales. July 2020.
• Sussex Local Resilience Forum - Information & Decision Making. Internal Audit. Assessed as ‘Reasonable’. September 2020
• Business Continuity. Internal Audit. Reasonable assurance. January 2021

 

• IT Business Continuity & Disaster Recovery Planning.  Internal Audit.  Limited assurance.  January 2021
• February 2021. Disproportionate use of police powers. A spotlight on stop and search and the use of force
• March 2021. HMICFRS. Getting the balance right? An inspection of how effectively the police deal with protests
• April 2021. HMICFRS. Policing in the pandemic - The police response to the coronavirus pandemic during 2020
• Firearms Licensing. April 2022. Internal Audit. Assessed as ‘Limited’ April 2021(Intention to conduct both internal and external audit and post implementation review in December 2022)
• Police Service Agreements (Gatwick). Internal Audit. Assessed as ‘Substantial’ August 2021
• Conductive Energy Devices (Tasers). Internal Audit. Assessed as ‘Reasonable’ May 2022

 

 

 

 

4. 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) and the Force PEEL Board.

I have a framework of meetings supporting my portfolio, structured to report into my ACC Portfolio meeting. Its agenda includes:

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

The other meetings that feed into my portfolio are

• Command Oversight Board
• 1-2-1s with Departmental Heads
• Regional Firearms Forum
• Sussex Resilience Forum Executive Group and Delivery Group
• Sussex Safer Roads Partnership Directors Group
• South East Public Order Public Safety Board
• Emergency Services Collaboration Programme Strategic Board
• SRO Project/Programme Boards
• Surrey and Sussex Contest CT Board
• South East Regional Firearms Forum
• South East Regional Uniform Board
• South East Regional CBRN
• South East Regional User Group NPAS
• South East Regional Roads Policing Forum

 

5. Reports & recommendations from other bodies

To ensure appropriate oversight of the rolling programme of inspections conducted Her Majesty’s Inspectorate of Constabulary and Fire & Rescue; advice and recommendations from the Independent Office for Police Conduct, and audits conducted by our Internal Auditors, recommendations relevant to my portfolio are added to the Portfolio Risk Register. Current reports containing recommendations and/or areas for improvement relevant to this portfolio are:  

• July 2020. Roads Policing: Not optional - An inspection of roads policing in England and Wales

https://www.justiceinspectorates.gov.uk/hmicfrs/wp-content/uploads/roads-policing-not-optional-an-inspection-of-roads-policing-in-england-and-wales.pdf

• February 2021. Disproportionate use of police powers. A spotlight on stop & search and the use of force

https://www.justiceinspectorates.gov.uk/hmicfrs/wp-content/uploads/disproportionate-use-of-police-powers-spotlight-on-stop-search-and-use-of-force.pdf

• March 2021. Getting the balance right? An inspection of how effectively the police deal with protests

https://www.justiceinspectorates.gov.uk/hmicfrs/publications/getting-the-balance-right-an-inspection-of-how-effectively-the-police-deal-with-protests/

• April 2021. Policing in the pandemic - The police response to the coronavirus pandemic during 2020

https://www.justiceinspectorates.gov.uk/hmicfrs/publications/the-police-response-to-the-coronavirus-pandemic-during-2020/

As the generation and implementation of recommendations is a continual process, this list will be updated annually, upon completion of future statements of assurance for this portfolio.

 

6. 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. A joint Risk Register is maintained across both police forces. Risks associated with collaborated functions are reported into each force. Risks that are relevant to the Operations Command portfolio, and which may affect the delivery of its objectives, are reviewed on a regular basis at my portfolio meeting, scrutinised at both forces’ Organisational Reassurance Boards and reported into both forces’ Joint Audit Committees. Terms of reference and minutes of the Sussex Joint Audit Committee are published here:

https://www.sussex-pcc.gov.uk/the-pcc/transparency/audit-committee/

 

7. 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.

 

8. 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, chaired by the Deputy Chief Constable and regularly updated and considered where relevant at the Strategic Chief Officer Meeting, chaired by the Chief Constable. In some circumstances, an action plan is produced to provide a more focused approach to a specific risk / gap. Continuous review of the progress of action plans takes place through my portfolio meeting.

 

9. Overall Assurance from Portfolio Lead

In my opinion, the internal control framework of ACC Operations and Contact is soundly based. All significant risks to the delivery of objectives have been identified and controls are in place to mitigate those risks.

Signed by  

Simon Dobinson

ACC Surrey & Sussex Operations

Date 14/06/2022

 

10. Deputy Chief Constable Review

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

Signed by   

Julia Chapman

Deputy Chief Constable

Date 14/06/2022

1. Statutory obligations

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

• 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
• 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.

The framework clearly sets out how the statutory obligations will be delivered. The principles of Corporate Governance outlined in the Code of Corporate Governance for the Sussex Police & Crime Commissioner and the Chief Constable have been consistently applied in the delivery of services within the portfolio. https://www.sussex-pcc.gov.uk/the-pcc/transparency/

 

2. Portfolio

The following areas form my portfolio.

• Major Crime Team (collaborated with Surrey Police)
• Cyber Crime Unit (collaborated with Surrey Police)
• Serious & Organised Crime Unit (collaborated with Surrey Police)
• Economic Crime Unit (collaborated with Surrey Police)
• Surveillance Unit (collaborated with Surrey Police)
• Intelligence and Tasking (collaborated with Surrey Police)
• Forensic Investigations and Forensic Services (collaborated with Surrey Police)
• Force Authorising Officers for Surrey Police and Sussex Police
• Regional SRO for Modern Slavery, Human Trafficking, and CSEA.
• Public Protection Command (Surrey Police only)
• Niche and Mobile Data

Each area works to meet the objectives set by the Sussex Police & Crime Commissioner’s Police and Crime Plan and in the case of Operations Command, those objectives set by the Surrey Police & Crime Commissioner’s Police and Crime Plan, published here:

https://www.sussex-pcc.gov.uk/police-crime-plan/

https://www.surrey-pcc.gov.uk/

 

My portfolio covers the following areas of business:

• Reactive Investigations
• Homicide, Stranger Rape, Serious and Complex
• Coronial Services (Professional Lead)
• Kidnap & Extortion
• Proactive Investigations
• Cyber Crime
• Serious & Organised Crime
• Economic Crime
• Surveillance
• Intelligence and Tasking
• CHIS
• Forensics
• Digital Forensics
• Crime Support
• Covert Policing Authorities
• Communications Data
• Crime Review
• Investigation Standards

The Code of Corporate Governance sets out a series of overarching strategic policies and operational documents for the force. None of the policies for which I am responsible for are contained within the Code of Corporate Governance.

I am responsible for the operation, review and evaluation of the following strategies:

• Surrey & Sussex Police Joint Strategic Assessment 2021/22
• Surrey & Sussex Police Joint Control Strategy 2021/22
• Sussex Police Serous and Organised Crime Strategy

 

3. Sources of external assurance

• Investigatory Powers Commissioner’s Office (IPCO) Annual Inspection Report.

 

4. Business Management

Processes are in place throughout Specialist Crime Command to provide assurance. Senior Management Team meetings are held regularly to monitor performance. Monthly Finance and Human Resources Meetings are held to monitor financial and workforce matters (e.g. wellbeing and training compliance).

Through a robust framework of meetings, outlined below, to ensure there is corporate oversight of management activity. This includes compliance assessments, reviews of policy implementation, setting and monitoring of internal guidelines.

I am Chair for the following:

• Undercover Policing Management Board Meeting
• RIPA and IPA Oversight Meeting
• OCG Disruption Panel
• SOC Oversight Board
• Forensics Board
• NICHE Governance Board Meeting
• ACC/DCS meeting
• Bespoke Gold Groups
• Quarterly Strategic Tasking and Coordination Group
• Tasking – Joint TTCG (monthly)

 

I attend the following:

• Tasking – Regional TTCG
• South East Serious & Organised Crime Programme Board
• Minerva Management Board
• Regular force level boards in Surrey and Sussex (Performance, Organisational Reassurance, Personnel, SCB)

 

I have oversight of the following:

• Specialist Crime Command Weekly Management Meeting
• Specialist Crime Tasking,
• Forensics – SLT, Finance and HR Meeting, Digital Forensics Gold Group, Performance Meeting
• Major Crime SMT
• Proactive Managers Meeting – D/Supt.
• Interim Surveillance Deployment Meeting
• Kidnap & Extortion Co-ordination Meeting
• Regional Heads of Crime Meeting
• Investigation Oversight Meeting
• Force Management Meeting (SV/Cyber, MLT, Forensic)
• Sickness Management and Resource Meeting (SV/Cyber, MLT, Forensic)

 

5. Reports & recommendations from other bodies

To ensure appropriate oversight of the rolling programme of inspections conducted by Her Majesty’s Inspectorate of Constabulary and Fire & Rescue; advice and recommendations from the Independent Office for Police Conduct; Investigatory Powers Commissioner’s Office, and audits conducted by our Internal Auditors, recommendations relevant to my portfolio are added to the Portfolio Risk Register. Current reports containing recommendations and/or areas for improvement relevant to this portfolio are:

• IPCO inspection report.
• April 2019. HMICFRS national thematic. Fraud: Time to choose

https://www.justiceinspectorates.gov.uk/hmicfrs/wp-content/uploads/fraud-time-to-choose-an-inspection-of-the-police-response-to-fraud.pdf

• October 2019. Cyber: Keep the light on - An inspection of the police response to cyber-dependent crime

https://www.justiceinspectorates.gov.uk/hmicfrs/publications/keep-the-light-on-police-response-to-cyber-dependent-crime/

• February 2021. Regional Organised Crime Units

https://www.justiceinspectorates.gov.uk/hmicfrs/wp-content/uploads/an-inspection-of-the-effectiveness-of-the-regional-organised-crime-units.pdf

As the generation and implementation of recommendations is a continual process, this list will be updated annually, upon completion of future statements of assurance for this portfolio.

 

6. 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 Registers is maintained across both police forces. Risks associated with collaborated functions are reported into each force. Risks that are relevant to the Specialist Crime portfolio, and which may affect the delivery of its objectives, are reviewed on a regular basis at my portfolio meeting, scrutinised at both forces’ Organisational Reassurance Boards and reported into both forces’ Joint Audit Committees. Terms of reference and minutes of the Sussex Joint Audit Committee are published here:

https://www.sussex-pcc.gov.uk/the-pcc/transparency/audit-committee/

 

7. 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 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.

 

8. 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 where relevant at the Strategic Chief Officer Meeting, chaired by the Chief Constable. In some circumstances, an action plan is produced to provide a more focused approach to a specific risk / gap. Continuous review of the progress of action plans takes place through my portfolio meeting.

 

9. Overall Assurance from Portfolio Lead

In my opinion, the internal control framework of the Specialist Crime Command is soundly based. All significant risks to the delivery of objectives have been identified and controls are in place to mitigate those risks.

 

Signed by  

Fiona MacPherson

T/ACC Specialist Crime

Date 14/06/2022

 

10. 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

Julia Chapman

Deputy Chief Constable

Date 14/06/2022

1. Statutory obligations

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

• Data Protection Act 1998
• Data Protection Act 2018
• Freedom of Information Act 2000

 

The framework clearly sets out how the statutory obligations will be delivered. The principles of Corporate Governance outlined in the Code of Corporate Governance for the Sussex Police & Crime Commissioner and the Chief Constable have been consistently applied in the delivery of services within my portfolio. https://www.sussex-pcc.gov.uk/the-pcc/transparency/

 

2. Portfolio

         The following areas form my portfolio:

• Service Management and Management of Police information
• Data Protection and Freedom of Information
• Information Sharing Agreements
• Support, maintenance and delivery of computer, network, telephony and information management systems across the Surrey and Sussex Police estate.
• 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 Technology (IT) is a support function that provides and maintains systems and technology across all departments of Surrey and Sussex Police Forces and their collaborated areas. IT supports all other areas of the business, with a specific focus on value for money and enabling the development of partnerships. The department works to meet the objectives set by the Sussex Police & Crime Commissioner’s and Surrey Police & Crime Commissioner’s Police and Crime Plans, published here:

https://www.sussex-pcc.gov.uk/police-crime-plan/

https://www.surrey-pcc.gov.uk/

 

My portfolio covers the following areas of business:

• Client Services
• Service Centre – which includes the service desk, desktop and mobile support plus logistics.
• Business Partners and Service Management
• Programmes and Governance

• Project management, project support and project management office
• Testing

• Architecture and Analysis
• Technical Architecture; Solutions Architecture
• Business Analysis
• Operational Services
• Infrastructure and Networks Management
• Applications Management; Process Services, Service Delivery, Change and Resolution Management; New Desktop Delivery
• Digital Services

• Mobile Policing Project delivery

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:

• Surrey & Sussex Technology Strategy
• Surrey & Sussex Information Management Strategy
• Mobile Policing Strategy

 

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

• 821/2021 Freedom of Information Act 2000
• 1135/2021 Identification Passes and Access to Police Premises Policy
• 1200/2020 Force Skype for Business Systems

 

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.

 

3. Sources of Assurance

 

• Digital Data and Technology (DDaT) Monthly Accountability and Performance Board
• IT Health Check (annual review)

 

The following reviews were undertaken with a Limited Assurance opinion 2019/2020/2021 apart from the last item which had a Reasonable Assurance opinion.  All actions are being addressed.

• IT Data Centre
• IT Data Storage and backup
• IT Capacity and management performance
• IT Resource Management
• IT Commercial Unit
• IT Cyber Security
• IT Application Management
• IT Business Continuity/Disaster Recovery
• IT Asset Management and Software Licensing
• Systems Life Cycle Support and Planning

 

The following reviews were undertaken 2021/22.  All actions are being addressed.

• IT Monitoring Assurance and Compliance – Reasonable
• IT Virtualisation – Limited
• IT Security Controls (User Access) – Reasonable
• ERP – Legacy IT Risks – Limited
• ESMCP – Reasonable

 

4. Business Management

Processes are in place throughout Information Technology to provide effective assurance. Through the DDaT Accountability and Performance Board I am equipped with the right information to ensure I can be held to account for my portfolio at Force-level meetings of Surrey Police and Sussex Police, including PEEL meetings, the Surrey Police and Sussex Police Organisational Reassurance Boards, Chief Officer Meetings, the Strategic Change Board and PCC Governance Board.

 

5. Reports & recommendations from other bodies

To ensure appropriate oversight of the rolling programme of inspections conducted by Her Majesty’s Inspectorate of Constabulary and Fire & Rescue; advice and recommendations from the Independent Office for Police Conduct, and; audits conducted by our Internal Auditors, recommendations relevant to my portfolio are added to the Portfolio Risk Register. Current reports containing recommendations and/or areas for improvement relevant to this portfolio are:

         Recommendations that are outstanding are as follows:

• HMICFRS PEEL 2018-19 AFI 10
• HMICFRS Abuse of Position – recommendation 4B

 

As implementation of recommendations is a continual process, this list will be updated annually, upon completion of future statements of assurance for this portfolio.

 

6. 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 Information Technology portfolio, and which may affect the delivery of its objectives, are reviewed on a regular basis at my portfolio meeting, scrutinised at both forces’ Organisational Reassurance Boards and reported into both forces’ Joint Audit Committees. Terms of reference and minutes of the Sussex Joint Audit Committee are published here:

https://www.sussex-pcc.gov.uk/the-pcc/transparency/audit-committee/

 

7. 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.

 

8. 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, chaired by the Deputy Chief Constable, and regularly updated and considered where relevant at the Strategic Chief Officer Meeting, chaired by the Chief Constable. In some circumstances, an action plan is produced to provide a more focused approach to a specific risk / gap. Continuous review of the progress of action plans takes place through my portfolio meeting.

9. Overall Assurance from Portfolio Lead

In my opinion, the internal control framework of the IT Portfolio is soundly based. All significant risks to the delivery of objectives have been identified and controls are in place to mitigate those risks.

Signed by  

Anthony Croxford

Chief Digital and Information Officer Surrey and Sussex

Date: 30 May 2022

 

Deputy Chief Constable Review

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

Signed by

Julia Chapman

Deputy Chief Constable

Date 14 June 2022

1. 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 1998, 2018, 2020
• Employment Act 1989, 2002, 2008, 2020
• 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, 2021
• European Communities Act 1972
• Freedom of Information Act 2000
• Health and Safety at Work, etc. Act 1974, 2020
• Human Rights Act 1998
• Immigration Act 2016, 2020
• Immigration, Asylum and Nationality Act 2006, 2016
• Local Government Pension Scheme
• National Minimum Wage Act 1998, 2021, 2022
• Part Time, Agency, Fixed Term, Flexible Working Regulations
• Pension Schemes Act 1993, 2004, 2017,2021
• Pensions Acts 1995, 2004, 2008, 2014, 2021
• Police (Complaints and Misconduct) Regulations 2012, 2020
• Police Pension Regulations 1987, 2006, 2015, 2018
• Police Regulations 2003, 2008, 2012, 2020, 2021
• Policing and Crime Act 2017, 2021
• Superannuation Act 197, 2005
• Trade Union Act 2016
• Trade Union and Labour Relations (Consolidation) Act 1992, 1996
• 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, 2020, 2021

All principal statutory obligations relating to my portfolio have been identified, many of which are regulated and governed by statute. These include the areas around Employment Law, Equality, Human Rights and finance and payroll legislation pertaining to the employment of staff and officers. In addition, my portfolio is regulated and governed by Police Regulations.

The framework clearly sets out how the statutory obligations will be delivered. The principles of Corporate Governance outlined in the Code of Corporate Governance for the Sussex Police & Crime Commissioner and the Chief Constable have been consistently applied in the delivery of services within the portfolio. https://www.sussex-pcc.gov.uk/the-pcc/transparency/

 

2. Portfolio

The following areas form my portfolio:

• HR Service delivery
• Strategy and Projects
• Learning and Professional Development
• Shared Business Services
• Performance and Reporting
• Occupational Health and Wellbeing

Each area works to meet the objectives set by the Sussex Police & Crime Commissioner’s and Surrey Police & Crime Commissioner’s Police and Crime Plans, published here:

https://www.sussex-pcc.gov.uk/police-crime-plan/

https://www.surrey-pcc.gov.uk/

 

My portfolio covers the following areas of business:

• HR Service delivery
• HR Business partners
• Workforce planning
• HR Strategy and Projects 
• Employee Relations
• Reward and recognition
• Projects and Change
• Recruitment Strategy
• Talent Management
• Learning and Professional Development
• Training Delivery
• Development and progression
• Leadership development
• Capability Development
• Shared Business Services
  • Transactional Recruitment
  • Learning & Development administration
  • Pension advice
  • Purchasing
  • Accounts payable
  • Accounts receivable
  • Payroll
  • Finance Exchequer services
  • Performance and Reporting
  • FTE/Establishment and pay reporting
  • Business improvement and analysis of future workforce demand
  • Reporting transactional finance activity
  • Occupational Health and Wellbeing
  • Occupational Health Service
  • Wellbeing initiative
  • Force Champion for CPD

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 policy:

• 950/2019 Unsatisfactory Performance and Attendance

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.

 

3. Sources of Assurance

• SBS - Accounts payable (Sussex). Internal Audit. Assessed as ‘Reasonable’. March 2022
• SBS - Payroll (Sussex). Internal Audit. Assessed as ‘Reasonable’. May 2021
• Recruitment (Joint). Internal Audit. Assessed as ‘Reasonable’. December 2020
• Apprentice Levy (Joint). Internal Audit. Assessed as ‘Reasonable’. October 2021
• EDexel
• Periodic Pay Review (undertaken by Hays)
• ‘Learning the Lessons’ process after significant employment cases.

 

4. 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.  In addition, I ensure oversight and review of Surrey / Sussex people policy through a monthly ACO Senior Management Team meeting.  I chair a bi-monthly Capability, Capacity and Performance Board, a Joint Wellbeing Board, and a Delivery Plan Quarterly Review meeting to review our progress against the agreed deliverables for People Services. My Senior Management Team chair on my behalf the People Services Operations and Leads meetings to build relationships, agree priorities, discuss service issues, and people development.

Through these meetings I am equipped with the right information to ensure I can be held to account for People Services activities at Force-level meetings of Surrey Police and Sussex Police, including PEEL meetings, the Surrey Police and Sussex Police Organisational Reassurance Boards, Chief Officer Meetings, the Strategic Change Board and PCC Governance Board.

 

5. Reports & recommendations from other bodies

To ensure appropriate oversight of the rolling programme of inspections conducted by Her Majesty’s Inspectorate of Constabulary and Fire & Rescue; advice and recommendations from the Independent Office for Police Conduct, and audits conducted by our Internal Auditors, recommendations relevant to my portfolio are added to the Portfolio Risk Register. Current reports containing recommendations and/or areas for improvement relevant to this portfolio are:

• February 2020. HMICFRS PEEL effectiveness, efficiency, and legitimacy 2018/19

https://www.justiceinspectorates.gov.uk/hmicfrs/wp-content/uploads/peel-assessment-2018-19-sussex.pdf

As implementation of recommendations is a continual process, this list will be updated annually, upon completion of future statements of assurance for this portfolio.

 

6. 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 Registers is maintained across both police forces. Risks associated with collaborated functions are reported into each force. Risks that are relevant to the People Services portfolio, and which may affect the delivery of its objectives, are reviewed on a regular basis at my portfolio meeting, scrutinised at both forces’ Organisational Reassurance Boards and reported into both forces’ Joint Audit Committees. Terms of reference and minutes of the Sussex Joint Audit Committee are published here:

https://www.sussex-pcc.gov.uk/the-pcc/transparency/audit-committee/

 

7. 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.

 

8. 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.

 

9. 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:  14/06/2022

10. 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

Julia Chapman

Deputy Chief Constable

Date 14/06/2022

1. Statutory obligations

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

• Financial Management (Appendix 1)
• Transport Services (Appendix 2)
• Estates and Facilities Management (Appendix 3)
• Procurement (Appendix 4)

The framework clearly sets out how the statutory obligations will be delivered. The principles of Corporate Governance outlined in the Code of Corporate Governance for the Sussex Police & Crime Commissioner and the Chief Constable have been consistently applied in the delivery of services within the portfolio. https://www.sussex-pcc.gov.uk/the-pcc/transparency/

2. Portfolio

The following areas form the portfolio.

• Estates (jointly managed with Surrey Police)
• Facilities Management (jointly managed with Surrey Police)
• Finance & Insurance (jointly managed with Surrey Police)
• Transport Services (jointly managed with Surrey Police)
• Joint Procurement Services (jointly managed with Surrey Police)

Each area works to meet the objectives set by the Sussex Police & Crime Commissioner’s and Surrey Police & Crime Commissioner’s Police and Crime Plans, published here:

• https://www.sussex-pcc.gov.uk/police-crime-plan/
• https://www.surrey-pcc.gov.uk/

My portfolio covers the following areas of business:

• Estates: estates strategy, 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, new Evidence stores.
• Facilities Management: provision of a range of services relating to accommodation and services for departments and divisions.
• Finance: finance strategy, statutory finance reporting, internal and budgetary control and finance support to Surrey and Sussex budget holders, savings, and efficiency programmes.
• Joint Transport Service: fleet asset management plan, vehicle replacement programme, day to day maintenance of all vehicles and transport services for Surrey and Sussex, Crawley Down project for Blue Light Services.
• Joint Insurance Services: insurance approach and policy, advising on insurance implications and handling motor and all insurance claims.
• Joint Procurement Services: procurement strategy, procurement compliance, support new tenders, extensions and renewals and support contract owners with contract management.

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

Please refer to the following appendices for additional information:

• Finance (Appendix 1)
• Joint Transport Service (Appendix 2)
• Estates & Facilities (Appendix 3)
• Procurement (Appendix 4)

3. Sources of Assurance

• Achieving Excellence in Police Finance (See section 7)
• Annual Audit from the External Auditors, Ernst & Young
• Savings Plan and Programme (Sussex), Internal Audit.  Assessed as “Substantial” January 2022
• Benefits Realisation from investment. Internal Audit. Assessed as ‘Adequate’. January 2020.
• Capacity & Management Performance (Sussex), Limited assurance 2020
• Crime Recording Data Quality, Limited assurance 2020
• ERP Payroll extra costs, Limited assurance 2019
• Estates Management (Sussex). Internal Audit. Adequate assurance. 2019
• Main Accounting (Sussex) Adequate assurance 2020
• Pensions Administration & Contract Management (Joint). Internal Audit. Assessed as ‘Limited’. September 2020.
• Proactive fraud review – Procurement cards (Sussex) No evidence of fraudulent activity found 2020
• Procurement (Joint). Internal Audit. Assessed as ‘Reasonable’. November 2020.
• Procurement Cards 2019/20 (Joint). Internal Audit. Assessed as ‘Substantial’. March 2020.
• Project and Programme Management (non-IT) (Sussex), Adequate assurance 2019
• SSP Commercial Unit (Joint). Internal Audit. Assessed as ‘Limited’. September 2020.
• Strategic Financial Planning and Management (Joint). Internal Audit. Assessed as ‘Adequate’. July 2020
• Sussex Accounts Payable. Internal Audit. Assessed as ‘Reasonable’. March 2022.
• Sussex Accounts Receivable. Internal Audit. Assessed as ‘Reasonable’. March 2022.
• Sussex Imprest Accounts. Internal Audit. Assessed as ‘Substantial’. November 2020.
• Sussex Main Accounting. Internal Audit. Assessed as ‘Substantial’. March 2022.
• Sussex Seized Property. Internal Audit. Assessed as ‘Reasonable’. April 2021.
• Sussex Treasury Management. Internal Audit. Assessed as ‘Substantial’. October 2020.
• Transport Fleet Management (Joint). Internal Audit. Assessed as ‘Reasonable’. February 2022.

4. Business management

Processes are in place throughout Commercial and Financial Services portfolio to provide effective assurance.  Through these meetings I am equipped with information to ensure I can be held to account for my portfolio at Force-level meetings of Surrey Police and Sussex Police, including PEEL (force performance) meetings, the Surrey Police and Sussex Police Organisational Reassurance Boards, the joint CFO Board, Chief Officer Meetings, the joint Strategic Change Board, the Surrey Police and Sussex Police Strategic Planning Boards, and by the Police & Crime Commissioners of Surrey Police and Sussex Police.

5. Reports & recommendations from other bodies

To ensure appropriate oversight of the rolling programme of inspections conducted by Her Majesty’s Inspectorate of Constabulary and Fire & Rescue Services; advice and recommendations from the Independent Office for Police Conduct, and audits conducted by our Internal Auditors, recommendations relevant to my portfolio are added to the Portfolio Risk Register. Current reports containing recommendations and/or areas for improvement are:

• Uniform Stores (Joint). Internal Audit. Assessed as ‘Limited’. December 2021.
• Transport Fleet Management (Joint). Internal Audit. Assessed as ‘Reasonable’. February 2022

As implementation of recommendations is a continual process, this list will be updated annually, upon completion of future statements of assurance for this portfolio.

6. 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 Commercial & Finance Services portfolio, and which may affect the delivery of its objectives, are reviewed on a regular basis at my portfolio meeting, scrutinised at both forces’ Organisational Reassurance Boards and reported into both forces’ Joint Audit Committees. Terms of reference and minutes of the Sussex Joint Audit Committee are published here:

https://www.sussex-pcc.gov.uk/the-pcc/transparency/audit-committee/

7. Evidence Informed Policing & research projects

The Force has played a key role in developing and rolling out the ‘Achieving Finance Excellence in Policing’ (AFEP) programme - representing national best practice for financial management, data, people development and audit/governance

The programme focuses on raising the levels of Financial Management and Governance in Policing locally and nationally and is approved by NPCC and endorsed by APCC and PACCTS. It aims to develop and collaborate on key themes and streams to maximise the benefits of achieving exemplary financial health throughout the sector and achieving world class levels of financial management, building national capability, and providing local support.

The Financial Management Capability review, piloted by the force, has been undertaken independently by the Chartered Institute of Public Finance and Accountancy (CIPFA). The assessment reviewed the force’s approach to financial management and its financial resilience against world class financial management standards.

The Force was classed as achieving a 3-star rating out of 5 in 2019 and has since agreed a road map, based on CIPFA’s recommendations, together with undertaking a transformation programme in order to achieve higher standards in future. CIPFA will continue to review our improvement plans and advise on adopting continued best practice.

A new finance structure was implemented in 2021, this was established and based around the core principles of the AFEP Programme and been recognised as best practice by CIPFA nationally.

CIPFA conducted an independent review of Estates Management concluding an overall score of eight out of ten. The review assessed Estates Management in the following areas:

• All property transactions, negotiation of occupational agreements, service charges and rent reviews managed centrally
• Management of income and debt managed centrally
• Clear understanding of lease profiles and costs of management of property
• Financial performance of income for general assets
• Effective corporate property data base with all data being held centrally
• The property data base regularly and effectively being updated and the appropriate people having access to update the data base

8. Internal Controls

Controls have been identified that are designed to mitigate the risks identified in 5 and 6 above. Responsibility for the effective implementation of each control has been delegated to a nominated lead. Through the governance and one to one processes within the portfolio, assurance has been obtained, along with evidence from each nominated lead that the controls have been tested and are operating effectively.

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

9. 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 C&FS Leadership Group Assurance Meeting and the Organisational Reassurance Boards, and regularly updated and where appropriate considered at the Strategic Chief Officer Meeting, chaired by the Chief Constable. In some circumstances, an action plan is produced to provide a more focused approach to a specific risk / gap. Continuous review of the progress of action plans takes place through my portfolio meeting.

10. Overall Assurance from Portfolio Lead

In my opinion, the internal control framework of the Commercial and Financial Services Portfolio is soundly based. All significant risks to the delivery of objectives have been identified and controls are in place to mitigate those risks.

Signed by  

Peter Gillett, CPFA

Executive Director of Commercial and Financial Services

Date 14/06/2022

11. Deputy Chief Constable Review

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

Signed by

Julia Chapman

Deputy Chief Constable

Sussex Police

Date 14/06/2022

 

Financial Management

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

Finance

• 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 2011)
• 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:

• Policy 489/2021 Donations & Sponsorship from Members of the Public, Companies & other Bodies
• Policy 490/2020 Income Generation & Charging

• Policy 702/2021 Establishment Control Policy (Surrey and Sussex)

• Policy 1102/2020 Veterinary Services for Injured Animals: Responsibilities and Payment

These policies cover Financial Regulation within the force, Contract Standing Orders, Reserves, Budget Preparation, Budget Monitoring, Budget Management, Capital Accounting, Banking & Imprest, Asset Inventory, Accounting, Asset Purchase & Disposal, and Invoices & Debt Recovery, use of vehicles and estates matters.

 

Insurance Obligations

As public bodies, Sussex Police and Surrey Police have no statutory requirement to hold any insurance cover, however, it does have a responsibility to manage an appropriate and effective programme of risk transfer and risk retention, in order to protect the organisations’ budgets.

Sussex Police and Surrey Police also have a responsibility to minimise the cost of losses by handling insurance claims effectively and recovering the organisations’ outlay where possible. In addition to those obligations, Sussex Police and Surrey Police do also hold Public Liability Insurance.  

 

Joint Transport Service

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

Joint Transport Services Primary Legislation

• The Road Vehicles (Construction and Use) Regulations 1986
• Petroleum (Consolidation) Act 1928
• The Petroleum Spirit (Motor Vehicles) Regulations 1929
• The Petroleum (Mixtures) Order 1929
• Petroleum (Transfer of Licenses) Act 1936
• The Petroleum (Liquid Methane) Order 1957
• The Petroleum (Regulation) Acts 1928 and 1936 (Repeals and Modifications) Regulations 1974
• The Petroleum (Consolidation) Act 1928 (Enforcement) Regulations 1979
• The Petroleum Spirit (Plastic Containers) Regulations 1982
• 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.
• Policy 1000/2020 The Use and Safeguarding of Police Vehicles and Non-Police Vehicles for Policing Business Purposes (Surrey & Sussex)

Estates & Facilities Management

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

Estates & Facilities Primary Legislation

• Air Quality (England) Regulations 2000
• Air Quality (Wales) Regulations 2000
• Boiler (Efficiency) Regulations 1993
• Clean Air Act 1993
• Confined Spaces Regulations 1997
• Construction (Design and Management) Regulations (CDM) Now 2007
• Control of Asbestos Regulations 2006
• Control of Noise at Work Regulations 2005
• Control of Pollution (Oil Storage) Regulations 2001
• Control of Substances Hazardous to Health Regulations 2002 (COSHH)
• Disability Discrimination Act 2005
• Electricity at Work Regulations 1989
• Electrical Equipment (Safety) Regulations 1994
• Electromagnetic Compatibility Regulations 1992
• Energy Act 1983
• Energy Performance of Buildings Directive
• Environment Act 1995
• Environmental Protection Act 1990
• European F-Gas Regulation
• Factories Act 1961
• Fire Precautions Act 1971
• Food Safety Act 1990
• Fuel and Electrical (Heating) (Control) (Amendment) Order 1980
• Gas Appliances (Safety) Regulations 1995
• Gas Safety (Installation & Use) Regulations 1998 (GSIUR)
• Health and Safety at Work Act 1974 (HSWA)
• LEV HSG54 1998 (and HSG 37 1993 and HSG 258 2008)
• Lifting Operations and Lifting Equipment Regulations 1998 (LOLER)
• Lifts Regulations 1997
• Notification of Cooling Towers and Evaporative Condensers Regulations 1992
• Personal Protective Equipment Regulations 2002
• Pollution Prevention and Control (England and Wales) Regulations 2000
• Pressure Equipment Regulations 1999
• Pressure Systems Safety Regulations 2000
• Provision and Use of Work Equipment Regulations 1998
• Provision and Use of Work Equipment Regulations 1998 (PUWER)
• Simple Pressure Vessels (Safety) Regulations 1991
• Sustainable and Secure Buildings Act 2004
• Water Supply (Water Fittings) Regulations 1999
• Workplace (Health, Safety and Welfare) Regulations 1992 (WHSWR)
• Work at Height Regulations 2005 (S.I.2005 No 735)
• Waste Electrical and Electronic Equipment Regulations 2006

These legislative standards must be complied with in any event and nothing in the service requirement or the standards absolve the Supplier from doing so.

Secondary Guidance Notes & Codes of Practice

• HSE Guidance Note PM5 1989 Automatically controlled steam and hot water boilers (and BS EN 61508)
• Prevention and Control of Legionellosis (Including Disease) Legionnaire HSE Approved Code of Practice L8
• Safe use of Pesticides for Non-agricultural Purposes Approved Code of Practice L9
• ACoP 22 Safe use of work equipment. Provision and Use of Work Equipment Regulations 1998 (L 22) and 33
• Safety of Pressure Systems L122 ACoP L122
• Statutory Instrument 2002 No. 2980, The Waste Incineration (England and Wales) Regulations 2002
• NFPA25 Standard for the inspection, testing, and maintenance of water-based fire protection systems
• Food and Hygiene Regulations 2005
• HVCA Internal Cleanliness of Ventilation Systems TR/19
• Crown Premises Inspection Group [and their Scottish equivalent CIFRA (HM Chief Inspector of Fire and Rescue Authorities)] –responsible for fire safety on Crown property
• BS/ISO/EN Standards
• BS 5266 Part 1 Emergency Lighting. Code of Practice for the Emergency Lighting of Premises Other than Cinemas and Certain Other Specified Premises used for Entertainment 2005
• BS 5839 Part 1 Fire Detection and Alarm Systems for Buildings. Code of Practice for the System Design, Installation, Commissioning and Maintenance 2002 + A2: 2008
• BS 5588 Fire Precautions in the Design, Construction, and use of Buildings 1990-2004
• 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 6700 Specification for Design, Installation, Testing and Maintenance of Services Supplying Water for Domestic Use Within Buildings and their Cartilages 2006 + A1: 2009
• BS 7671 Requirements for Electrical Installations –IEE Wiring Regulations 17thEdn 2009
• BS 7430 1998
• BS 6651 2002
• BS 5306 Part 4 2002 - Fire extinguishing installations –CO2 systems
• BS 5306 Part 3 2009
• BS EN 3 Portable extinguishers
• BS 5839 Pt 1 2002
• BS EN 671 –1 2001
• BS 12094 2003 - 2006
• BS 9251:2005 Sprinkler systems for residential and domestic occupancies
• BS 750 Registered Homes Act 1984 (as A FIR 1)
• ISO 17020 (EN 45004)
• BS 7036 Pt 1 –5 1996
• BS 5871 2005 –2007
• BS 5837:2012 Trees in relation to design, demolition, and construction – Recommendations
• BS 6571 Pt 4 1989
• BS 6651 2002
• Building Regulations (England & Wales Only)
• Building Act 1984
• Building Regulations Act 1991 2000 Part B, Approved Document B (2006)
• 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 1991 2000 Approved Document J (2010)
• Building Regulations Act 1991, 2000 Approved Part M (2004)
• Building Regulations Act 2000 Approved Part L (2010)
• Building Regulations Act 2000 Approved Document P (2006)
• RIBA (Royal Institute of British Architects)

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:

• Policy 1095/2020 Asbestos Management
• Policy 1096/2020 Water Management
• Policy 1141/2020 Estates Acquisition and Disposals
  
  

The following services are maintained under this aspect of the Portfolio

Cleaning & Waste Management

Cleaning Services, Cleaning Consumables, Window Cleaning Services, Feminine Hygiene Services

Laundry Services, WEEE Waste, Clinical/Cytotoxic Waste, General & Environmental Waste

Furniture Disposal, Pest Control, Snow clearance and gritting, First Aid Box Management
Customer Support Services

 

Helpdesk, Corporate Reception to HQ, ID card issuing, Lost property, Internal Planting,

Gardening/Landscaping, Dust Control Mats, Locksmith Services, Re-Glazing Services, Signage

Vehicle Parking and permit Management, Visitors and Contractor Parking, Taxis

Travel & Hotel bookings, Locker Management, Pool cars, Catering, Vending, Photocopier and consumable Management, Stationery and Paper Management, Raising Purchase Orders,

TV Licence Management, Performing Rights Licences, Hazardous Waste Licences, Cash Storage and Management, Recharges Management.

Security

Intruder Alarms, Building & Staff Security, Manned Guarding, Access Control Administration

Site CCTV Management, Locking & Unlocking.

Distribution Services

Despatch Services – Goods Inward & Outward, Uniform Stores, Mail - Scanning, Incoming & Outgoing, Room Configuration, Office Moves and Churn, Portering.

Emergency Planning

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

Estates & Future Workplace (EFWP)

Negotiation with partner organisations, Re-provision of services to partner sites, Overall project management of Estates Capital Strategy.
 

Estates

Statutory Maintenance, Planned Maintenance, Reactive Maintenance, Fire Risk Assessments

Legionella Water Management, Asbestos Management, Lightning Protection, Building Alterations

Refurbishments and New Builds, CAD Planning, Space Management and Utilisation

Energy and Carbon Management, Emergency call out provision, Building Management Systems

Potable water management, five-year Maintenance Plan, Permits to Work and Access Permits

Fuel Tank Management, Property Valuation Management, Business Rates, Site Acquisitions and Disposals, Leases and Licences, Rent Negotiations, Building and M&E Condition Surveys

Health and Safety Surveys, Estates database (Land Terrier), Benchmarking.

General Services

Reception counter, Print room, Uniform Stores, Tailoring Services

 

Property Evidence Stores

Receipt of Evidence, Storage of Evidence, Return of goods, Disposal of goods, Internet Sales

Income Generation

Community Infrastructure Levy and Section 106 submissions, External lets, Radio Mast management, Property Rentals, Car Parking income.

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

• EU Procurement law / 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:

• Policy 596/2020 Procurement Policy (Surrey & Sussex)