| Decision Ref No|| Decision Title|| Decision Summary|| Date Authorised|
|| Halo Project - Additional Funding
Decision reference 99-2015 and 58-2016 relate to the extension of funding with the Halo Project in support of victims of Honour Based Violence, Forced Marriage and Female Genital Mutilation. These Decision Record Forms detailed the planned process for the commissioning of the service going forward. In order to cater for the complexity of the commission, including the hidden nature of these types of crimes, the agreed process was delayed meaning that the funding arrangements with Halo came to an end on 30 September 2016 following which a separate project catered for some aspects of provision in this important area. In order to ensure victims of such crimes across the Cleveland area are effectively protected and supported the PCC has agreed to provide some additional funding in the short term. In addition to this the PCC has agreed to fund a Halo Hope Programme (6 week training programme for women affected by HBV/FM and FGM) with the aim of addressing the following:
- Raising awareness of domestic abuse within the BME communities.
- Educate and have a clear understanding of FM, FGM and HBV.
- To help women realise they are neither alone nor to blame; and that there is help available.
- To illustrate the range of effects that domestic abuse has on children.
- To assist women to recognise behaviours of different types of abuser.
The fee terms for this short term grant are consistent with those agreed during the previous periods of funded service provision. A specification for the future service has now been developed in consultation with relevant partners. The service will be advertised openly and procured via the Bluelight Procurement Portal in early course. It is envisaged that no additional granting arrangements will be required in the future, once this structured commissioning process is complete.
||National Ugly Mug Scheme Contribution 2016/17
The National Ugly Mug (NUM) Scheme, founded by the UK Network of Sex Work Projects (UKNSWP), have received almost 1800 reports of crime against sex workers in the last 3 years, of which 45% involved violence. Furthermore, 27% of the total number of reports involved some form of sexual assault and 15% of all the incidents reported were rapes. This represents a figure of 262 rapes of sex workers, almost 70% of whom were street workers (NUM 2015).
The National Police Chiefs Council (NPCC) National Policing Sex Work Guidance issued in December 2015 seeks to offer practical and meaningful advice to those within the Police Service dealing with sex work related issues. One of the of key recommendations of the guidance is around police forces engaging with the NUM Scheme and setting up intelligence pathways which support local schemes that are linked to NUM.
In the North East Region:
- 126 individual sex workers are signed up to receive alerts
- 23 Projects / Organisations are signed up to receive alerts
- 18 Advertising sites / establishments are signed up to receive alerts
The NUM Scheme is an invaluable tool to safeguard sex workers and reduce the risk that they face every day to violent attacks and rape. Specialist service providers across Cleveland proactively raise awareness and promote the use of NUMs and sex workers are encouraged to make use of the system should they be victim of any violent incidents. The sharing of this information is vital in terms of individual’s safety and the wider intelligence picture that can be generated.
More information can be found in the attached Funding Intention report.
||Road Safety Campaigns
The PCC has a contract in place with Hartlepool Council to manage the National Driver Offender Re-Training Scheme (NDORS) within Cleveland. Hartlepool Council deliver this contract on a not-for-profit basis and in doing so provide funds back to the PCC to invest in Road Safety Initiatives.
In line with the governance arrangements put in place by the PCC the Cleveland Road Safety Partnership then assess any bids for the use of the NDORS funding before recommending to the PCC those that they support and believe will deliver positive road safety outcomes.
The PCC has received bids that have support from the Road Safety Partnership for approval as follows:
- NPCC Seatbelt Campaign – £3,000 - 12 officers for 7 days, ring fenced to carry out enforcement to promote road safety.
- NPCC National Using a Mobile Phone Whilst Driving - £3,000 - 12 officers for 7 days, ring fenced to carry out enforcement to launch new penalty for using a mobile phone whilst driving.
- NPCC Carriage of Dangerous Goods (CDG) Campaign - £1,000 - 4 officers for 5 days to support CDG working operations to carry out enforcement for the purpose of road safety.
- NPCC Truck and Bus Campaign (Operation Mermaid) - £1,000 - 4 officers for 2 days from each force to support multi agency (Border Agency, HMRC fuel testing, Environmental Agency, Trading Standards) operations ring fenced to carry out enforcement for the purpose of road safety.
The four operations will be staffed by Rest Day Officers from the CDSOU, who volunteer for the extra shift(s) and will be ring fenced to purely work on these initiatives, whilst on duty. Officers will work a standard 8 hour shift to deliver the initiatives, with the use of CDSOU equipment and resource (unmarked vehicles and fuel) Rest Day Officers working will not be included into the roster for the standard CDSOU shift pattern. It would be expected there are at least 6 to 8 enforcement actions per officer and drivers will be dealt with by means of Traffic Regulation Orders with full Criminal Justice Unit administration, court, fine, diversion courses.
A report will be sent to the PCC following each campaign detailing the results.
||Procurement Report for Internal Audit Services
On the 22nd November 2012 the Police and Crime Commissioner (PCC) and the Chief Constable were each established as their own corporation sole. In order to minimise duplication and bureaucracy it was agreed that a Shared Internal Audit Service would cover both bodies.
The 2014 process using the Crown Commercial Services Framework did not provide sufficient competition as only one provider bid for the work, the contract established for Internal Audit is due to expire on 31st March 2017.
As a result of the lack of competition in 2014 via the Crown Commercial Services Framework a decision was made to carry out a local procurement to open the contract up to the wider market.
Prior to commencing the procurement exercise a review of the specification has been carried out to ensure that it continues to meet the needs of both the PCC and Force and will offer value for money.
A decision was made to tender for a 3 year contract with an option of two further 12 month extensions. The current contract value is £46,233 per annum, therefore based on a potential 5 year contract the total value of the contract £231,164. The EU tender threshold is £164,176 therefore an EU tender exercise was conducted.
An open tender was carried out using EU Supply as the tender portal, advertising the contract in Contract Finder and OJEU as per the Public Procurement Regulations 2015. An open tender is a competitive exercise whereby a tender is advertised and all bidders wishing to express an interest can access the tender documentation and submit a bid.
Ten suppliers expressed an interest in the tender, however only four suppliers submitted a response by the closing date and time of 12 noon on 3rd February. One supplier made contact following the closing time to clarify the closing date as there was a discrepancy on the tender documentation whereby the date on one questionnaire differed from the system. On review the EU Supply system clearly showed a response was in progress from this supplier. A message to all suppliers who had expressed an interest was sent advising that the discrepancy should have been clarified, however that bids submitted via a message on EU supply would be accepted up until 4pm on the closing date. One further response was received within this timescale.
The evaluation team, evaluated the five bids in line with the evaluation criteria, as per below:
Bidder 1 – 75.40% Bidder 2 – 76.08%
Bidder 3 – 66.27% Bidder 4 – 74.36%
Bidder 5 – 78.00%
||Procurement Report for Cloud WAN Infrastructure
Cleveland Police currently have a physical data centre at Police HQ which consists of server racks which hold all of the key applications and software required to operate the Force. As part of the scoping exercise for the new Community Safety Hub (CSH) it was identified that costs to build a like for like centre were significant and alternative options were investigated.
The Police and Crime Commissioner approved the award of the Data Centre Cloud Services Contract in 2016. The contractor has two data centres situated in Milton Keynes and Edinburgh, network links have been commissioned from Ladgate Lane and Middlehaven to Edinburgh.
To support the encryption of data across the links to meet the Official Sensitive classification firewalls will be deployed. The procurement is for the hardware to support this and three years support. Hardware deployed to Ladgate Lane will be moved to the CSH.
Crown Commercial Services have a Technology Products 2 Framework RM3733 which enables a compliant route to market. Using such a Framework reduces the procurement costs and also reduces the timescales in the tendering process as suppliers on the Framework are already commercially compliant.
Lot 1 – Hardware was chosen and a mini competition commenced with all 30 suppliers within this Lot.
Three suppliers responded to the mini competition and submitted a bid, these were evaluated purely in price.
||Procurement Report for the Provision of Cleaning Services
Following an EU Procurement Exercise in 2011, the Policy and Resources Panel approved the award of a five year contract for Cleaning Services from April 2012. This contract delivered savings of £306k over the contract term compared to the previous contract arrangement.
During the term of the contract, the Estate has changed and the contract has flexed with these changes.
In the final year of the contract following the PCC’s commitment to the Living Wage, the contract was varied to ensure that all employees who work on the Cleveland contract were paid the Living Wage opposed to minimum wage.
The current contract for Cleaning Services expires on 31st March 2017.
A review of the specification has been carried out to ensure that it continues to meet the needs of the organisation and will offer value for money. This review has been carried out in conjunction with Estates and the national working group as part of the Collaborative Law Enforcement Programme (CLEP), set up to standardise in order to deliver savings.
In order to ensure that a new contract has the ability to flex with the changing estate, (particularly with the introduction of the Learning and Development Centre in Grangetown and relocation and reduction of the number of square meters of Police HQ), the specification review ensured that it included a property ‘drop in – drop out’ clause.
An open tender was carried out using EU Supply as the tender portal, advertising the contract in Contract Finder and OJEU as per the Public Procurement Regulations 2015.
The contract term advertised is a 3 year contract with an option to extend for a further 2 years.
Seven organisations submitted a response by the closing date of 12 Noon on 20th February 2017.
The evaluation team, evaluated the seven bids in line with the evaluation criteria, as per the below:
Bidder 1 – 45.1%
Bidder 2 – 60.8%
Bidder 3 – 62.8%
Bidder 4 – 92%
Bidder 5 – 21.7%
Bidder 6 – 58.8%
Bidder 7 – 65.8%
||2017-18 Budget and
This is a Decision Record Form outlining the PCC’s Budget and Capital Plans for 2017/18 and the Long Term Financial Plans to 2020/21.
There is a legal requirement for the PCC to set a budget prior to the 1st March each year, this was done at a meeting on the 27th February 2017, for the following financial year. Approving this Decision will ensure that the PCC communicates the decision made in this area and can show that his obligations in this area were met for 2017/18.
The Revenue Budget for 2017/18 is based on the approved 1.99% increase in precept as endorsed by the Police and Crime Panel for 2017/18. It also sets out how the £131,705k of revenue funding to be received by the PCC in 2017/18 will be spent. The PCC also approved how the capital programme of £14.6m for 2017/18 will be spent.
To support the decisions undertaken at the meeting were the following attached papers:
- Report on the Robustness of Estimates and Adequacy of Financial Reserves
- LTFP 2017/18 to 2020/21 and Capital Plans 2017/18 to 2020/21
- Cleveland Police LTFP 2017/18 to 2020/21
- Financial Sustainability Plan 2017/18
- Treasury Management and Prudential Indicators 2017/21 – including Annual Investment Strategy
- Minimum Revenue Provision Strategy.
Minimum Revenue Provision 17/17
Financial Sustainability Plan 17/18 - 20/21
Treasury Management and Prudential Indicators 17/21
Long Term Financial Plan (LTFP) 2017/18 to 2020/21 and Capital Plans 2017/18 to 2020/21
Community Safety and Victims and Witnesses Services
2016/17 Budget Monitoring Report to January 2017
Robustness of Estimates and Adequacy of Financial Reserves
||The Lodge Community Health Group
The Lodge Community Health Group is a voluntary organisation based in Middlesbrough made up of volunteers who aim to provide a place of safety for the local community. All volunteers have been trained to be Peer Mentors. The Group offer 1-2-1 and club sessions for local people including the LGBT community, individuals with mental health issues and those with a disability and their carers. There is also a breakfast and lunch club to help and reduce social isolation.
The Group requested funding for £4,071 to purchase various equipment including computers, a media library, games etc. A contribution of £1,000 from the Police Property Act Fund has been approved for the group to purchase the items which are most high priority. The Group will provide detailed evidence after buying the equipment which has been purchased as a result of funding from the PCC.
The funding provided supports the PCC’s priorities of Securing the Future of our Communities and Working Together to Make Cleveland Safer.
To approve £2,000 spend from the Police Property Act Fund to cover the costs of Iron Guidance Ltd planning and coordinating the Middlesbrough Crucial Crew event.
Crucial Crew is a multi-agency event for Year 6 (10 and 11 year olds) pupils from across Middlesbrough, giving the children the opportunity to participate in a variety of scenarios covering a range of community safety issues.
This initiative supports the PCC’s priorities of Working Together to Make Cleveland Safer and Securing the Future of our Communities.
||Funding for Show Racism the Red Card
Show Racism the Red Card (SRtRC) is an anti-racism education charity which looks to use anti-racism education workshops to engage young people and adults. The charity provides workshops which are interactive, safe and non-judgemental. The participants are encouraged to reflect on their own internal prejudices in an attempt to reflect on them and in turn to consider an alternative view.
The ultimate aims of the charity are to:
• reduce the incidents of racism in communities
• increase the reporting of racist incidents
• reduce of anger and prejudice aimed at minority communities
• encourage the rejection of racist attitudes
The PCC’s commissioning intentions set out the financial year 2017/18 supports the SRtRC project which covers the following elements:
Anti-Racism Education in School:
Young people across Cleveland’s primary, secondary and further education establishments will receive anti-racism education. This will include the delivery of anti-racism and myth busting workshops which are classroom based (a minimum of 2 hours), alongside fun and fitness sessions which relate to themes of inequality and team building, delivered by an ex-professional footballer to young people from year 5 upwards.
Participants will be provided with anti-racism resources including an anti-racism magazine, action postcards, football team posters of their choice featuring the Cleveland PCC’s logo and handouts explaining terminology and how to challenge racism.
Outputs: 18 Primary Schools, 3 Secondary Schools.
Football Club Events (Middlesbrough and Hartlepool)
Two SRtRC events with Cleveland’s two local football clubs, Middlesbrough FC and Hartlepool FC. Each session will involve a group of around 100+ young people attending their local stadium to take part in a day of SRtRC anti-racism educational activities, view a screening of the Show Racism the Red Card film and take part in a Question & Answer session about racism with players from the club and other panel members.
The PCC will sit on the panel of special guests and answer questions from the young people during the Q & A session.
Outputs: 2 football club events.
||Procurement report for
Custody Support Contract
In 2007 the Force recognised that the care and administration of detainees did not need the skills of fully trained constables and that efficient professional management would eliminate what was a time wasting process of the booking-in of detainees and would free up 36 frontline officers to focus on core policing. As a result a decision was taken to partner with a third party to deliver Custody Management Services.
A £35m contract over 10 years was entered into with Reliance (now Tascor) to deliver Custody and Medical Services, delivering non cashable savings of £2,074,000. During the term of the contract, negotiations and service reviews have delivered additional savings of £238k in 2012/13 and a further £483k in 2016/17. The contract is due to expire at the end of June 2017.
Prior to the decision being made to retender the Custody Service, a “Make or Buy” review was conducted. The review identified that based on the TUPE list of staff the outsourced model costs are cheaper by approximately £300k per annum for staff costs (taking into account on-costs) than the in-sourced salary costs. In addition the Force would need to employ additional supervision to manage Custody on a full time basis at a rate of £76,974 per annum (Chief Inspector), additional costs to support the service covering holidays and sickness would increase the in-source costs further.
A recommendation was put to the Force Executive and OPCC to re-tender the service based on the cost to bring the service in-house being greater than an outsourced provision. It was considered that due to changes in the market the Medical Services element should be removed from the contract and tendered separately.
A detailed review of the specification was carried out to ensure that operational needs were captured (including legislative changes) a specification for Custody Support was drawn up.
A decision was made to reduce the contract term from 10 years to 3 years with the option to extend for two further 12 month periods. It was considered that a shorter contract would provide flexibility in the current changing environment of collaboration. The current contract value is £2,204,000 per annum, therefore based on a potential 5 year contract the total value of the contract would be £11,020,00. The EU tender threshold is £164,176 therefore an EU tender exercise was conducted.
An open tender was carried out using EU Supply as the tender portal, advertising the contract in Contract Finder and OJEU as per the Public Procurement Regulations 2015. An open tender is a competitive exercise whereby a tender is advertised and all bidders whom express an interest can access the tender documentation and submit a bid.
In November 2016, an advert was placed in the European Journal and the Bluelight E-tendering system inviting suppliers to bid for the service. Eight suppliers expressed an interest in the tender, however only four suppliers submitted a response by the closing date and time of 12 noon on 16th January.
The evaluation criterion was 60% Specification and 40% price, although in the current financial climate price is a key factor, it was felt that a quality service particularly in relation to detainee safety was procured. The bids were evaluated as per the criteria and the overall scores are detailed below:
Bidder 1 – 88.52%
Bidder 2 – 80.73%
Bidder 3 – 85.52%
Bidder 4 – 72.19%