Serious Organised Crime (SOC)
Date: 16 July 2024
Chair: John Campion
Attendance:
- John Campion – Police and Crime Commissioner (PCC)
- Nicola Lowery – Policy Officer (NL)
- Alex Knight – Assistant Policy Officer (AK)
- Alex Murry – T/Chief Constable (T/CC)
- Richard Cooper – T/Deputy Chief Constable (T/DCC)
- Rachel Jones – Assistant Chief Constable (ACC)
1.Review of Action Tracker
Actions were reviewed and progressed as per the action tracker.
2. Victims Voice Video
The PCC played a victim case study video highlighting the experience of one individual that had experienced Serious Organised Crime (SOC).
3.Assurance & Accountability – Serious Organised Crime
The T/CC reiterated the commitment to SOC and the disappointment of the inadequate rating particularly surrounding partnership working.
The T/CC acknowledged that the force is on a journey and welcomed the ACC’s intervention to improve partnership working. The T/CC confirmed that the force has provided specific and thematic SOC profiles, and it is anticipated that improvements will be made in the delivery against the specific multi agency actions to tackle the issues raised.
Cause for Concern The PCC drew attention to the 2017 PEEL inspection Cause for Concern and reiterated his significant disappointment that the force finds itself back in this position with the rating of inadequate. The PCC expressed concern in the force’s ability to sustain the required level of performance and sought reassurance that the areas of concern raised by His Majesty’s Inspectorate of Constabulary and Fire Rescue Services (HMICFRS) will not be repeated, particularly considering the
leadership changes which are due to take place in West Mercia. Wider assurance was also sought on the force ensuring the systematic change in their ethos and approach to SOC.
The T/CC regrettably acknowledged that West Mercia had inadequate 4P plans (4P Plans are a framework to tackle SOC). Reassurance was provided that the approach the executive has put in place over the last year ensures a robust oversight and grip of the issues which should prevent the cycle repeating.
The T/CC expanded on the expertise within the Chief Officer team and appointed Superintendent with respect to SOC and the continuity of leadership that will be provided by the T/DCC
The T/CC confirmed that the force has made progress to ensure it is self-critical and intrusive when evaluating performance. This is also being reflected in the force’s preparedness and approach to the PEEL Inspection.
The PCC raised the matter of scrutiny as a mechanism to improve performance and culture change within the organisation.
The T/CC welcomed the scrutiny from HMICFRS and through the Assurance & Accountability process. This is reflected within his weekly internal messages which outlines the importance of scrutiny as a tool for continuous improvement. This also includes the commitment to addressing the concerns identified to avoid the force being placed in Engage (a level of enhanced monitoring utilised by HMICFRS).
West Mercia specific recommendations
Improve how to work with partners to tackle SOC
The PCC sought reassurance on the working groups proposed to tackle SOC to ensure they have a solid understanding of the strategic partnership engagement and wider improvements required.
The T/CC outlined the forums where activity will be taking place such as the PCC Crime Reduction Board (CRB) and within the local Community Safety Partnerships (CSPs). It was acknowledged that the CSPs are not operating as required as a forum for intelligence sharing on areas such as SOC profiles and advised that this needs to be improved. The ACC reaffirmed this view that these meetings are not functioning as required and that their objective to establish areas such as data sharing have not been achieved. An overview was provided on how the additional analytical resource will focus on streamlining the process to identify and remove blockages to data sharing as this will be pivotal
to addressing the improvements in intelligence gathering required between partners.
The PCC sought assurance on how a shared mission will be established within the proposed Task and Finish multi-agency group (which has been established to identify the best tactical options in response to the HMICFRS’s partnership findings) and CSPs to ensure SOC is prioritised and seen as a key area of business to progress.
The ACC acknowledged that within the CSPs some partners do not believe that SOC is a key priority. The ACC outlined the work that is underway to ensure more localised SOC products and profiles are shared to translate why SOC is relevant and how it impacts the local community. It was recognised by the ACC that there has been a disconnect between local policing and the force’s vulnerability teams and the challenges they both face which will be addressed.
The T/DCC confirmed that SOC will feature at both the CRB and Force Delivery Groups (FDG) to ensure it retains regular strategic focus.
Clear, Hold, Build (operating model to tackle organised crime groups).
The PCC sought additional reassurance on the benefits that the Clear, Hold, Build (CHB) approach is providing.
The ACC confirmed that the CHB approach is assisting with partner engagement and building communication within local communities to ensure impactful activity is taking place.
Make sure Workforce and SOC partners are aware of SOC local profiles.
The PCC sought views on the Inspection conclusion which demonstrated a lack of knowledge within the force surrounding SOC profiles. The T/CC stated he was personally disappointed and took personal responsibility for the issue identified in the 4P plans. The T/CC reaffirmed the force’s commitment to ensure the focus over the next quarter on building CSP plans, SOC profiles and the senior leadership involvement within this.
The ACC confirmed that the force has fundamentally reframed the relationship between crime and vulnerability and local policing to improve engagement. A new meeting structure has been established where each local policing area (LPA) will review each organised crime group (OCG) and scrutinise the 4P plan to provide enhanced monitoring. This will then be escalated to a tactical advisory group where wrap around specialist support will be provided by the Lead Responsible Officer (LRO) as well as coordination with the local Superintendent.
The PCC stated moving forward there is an expectation that LPA Superintendents take more ownership for the offenders causing harm in their areas. The T/CC confirmed that the Superintendent should highlight it when it comes to tasking and identify if support is required from the Regional Organised Crime Unit (ROCU).
Analytical capacity
The PCC sought reassurance that the additional analytical capacity will address the resourcing challenges, be sustainable long term and the success of investment will be measured.
The T/CC outlined the value that analysts provide to the organisation and the commitment that has been made through the budget planning process to ensure this provision remains in place.
The T/DCC provided assurance that the Head of Strategic Planning & Insights (SP&I) will review the efficiencies being made by staff self-serving information to allow analysts to do the detailed work required.
The PCC sought clarity on how he obtains reassurance of the benefits of investment into additional analytical resource and requested clarity on the rationale to support the short and long-term financial commitment. Reassurance was provided by the T/CC who confirmed that a briefing paper has been produced by SP&I which outlines the wider business case.
Consistent and structured training to Lead Responsible Officers (LROs) and improve how they manage SOC
The PCC questioned the value being delivered by the ROCU LRO training and how the force assesses its effectiveness. The T/CC outlined the local and ROCU training for LRO’s and how this will be measured in their ability to effectively dismantle organised crime groups and improve partnership engagement.
The PCC expressed concern that the Inspection identified a lack of training in the completion and use of 4P plans. Assurance was sought on ensuring the training had been effective and will continue to take place. The ACC provided an overview of the work taking place to provide enhanced monitoring and guidance on the 4P plans which will hopefully enable an improved product that is regularly updated with localised information.
The PCC expressed concern on the identified lack of knowledge that existed within the force on relevant PCC commissioned services to support victims and those affected by SOC. The ACC confirmed that training is being provided to LROs but confirmed that a good level of knowledge exists within the Safer Neighbourhood Teams.
Disruption
The PCC expressed concern on how disruption activity is recorded to ensure it demonstrates force and partner activity and contributes to reducing harm in the community. The T/CC stated he is reassured that disruptions are accurately recorded within West Mercia and outlined that disruptions are currently captured on behalf of partners.
The PCC outlined the importance of engaging with political and senior leaders to ensure partners can understand their contribution to tackling SOC and the impact their contribution is making to prevent and reduce harm within their local communities.
The T/CC acknowledge the benefit of this and provided a commitment to brief senior leaders on the impact and threat of SOC within their local area.
ACTION: Engagement with political and senior leaders in each upper-Tier local authority within West Mercia to improve partnership working and awareness of tackling SOC. To engage OPCC as required to support activity.
SOC delivery plan
The PCC asked for reassurance that the SOC delivery plan is now fit for purpose and provides an effective tool to drive the required improvements. The T/CC provided assurance that the revisions have been effective and that progress of the plan is being closely monitored in weekly and monthly performance meetings.
4. Summary of action arising
Engagement with political and senior leaders in each upper-Tier local authority within West Mercia to improve partnership working and awareness of tackling SOC. To engage OPCC as required to support activity.
