Agenda and minutes

Apologies were submitted by Councillor Fox-Davies (Councillor Jeanette Matelot substituting) and Councillor Glynis Phillips (Councillor Gill Sanders substituting).

Councillor Jenny Hanaby declared an interest as a member of the Wantage & Grove NAG.

To approve the minutes of the meetings held on 9 March 2017 and 16 May 2017 and to receive information arising from them.

The minutes of the meetings held on 9 March 2017 and 16 May 2017 were approved and signed as a correct record.

The Chairman had agreed the following request to speak: Andi Cunningham, Chairman of Wantage & Faringdon NAG.

10.10

Under the Police Reform and Social Responsibility Act 2011 the Police and Crime Commissioner (PCC) must produce a Police and Crime Plan which sets out the Commissioner's strategic police and crime objectives for the Thames Valley. The PCC has published a Police and Crime Plan for the Thames Valley which covers April 2017 - March 2021.

The Committee is RECOMMENDED to consider the Police and Crime Plan and put any relevant questions to the Police and Crime Commissioner.

Under the Police Reform and Social Responsibility Act 2011 the Police and Crime Commissioner (PCC) must produce a Police and Crime Plan which sets out the Commissioner's strategic police and crime objectives for the Thames Valley. The PCC has published a Police and Crime Plan for the Thames Valley which covers April 2017 - March 2021.

Andi Cunningham, Chairman of Wantage & Faringdon NAG spoke about the new police plan and its impact on neighbourhood policing. The split between geographical and problem solving meant that neighbourhood police numbers were halved and the geographical area increased. Neighbourhood policing would be less effective undermining the increased confidence that had been worked for so hard. 

Mr Stansfeld, Thames Valley Police and Crime Commissioner gave a presentation detailing performance over the past year and outlining his strategic priorities as set out in the Plan.  Responding to the comments from Andi Cunningham Mr Stansfeld commented that he held the Chief Constable for account for the delivery of the Plan but tthat as PCC he was not responsible for thee delivery details. The Chief Constable delivery plan had come up with a new way of local policing and although he had some concerns it was being carefully monitored.

Mr Stansfeld responded to questions from Members concerning the priorities:

Vulnerability

1.         Referring to police time spent on people with mental health issues Mr Stansfeld commented that every effort was made not to take such cases into custody but that there were a few, particularly late at night as a last resort. He commended the work of the the NHS triage nurses in Oxfordshire. The percentage of time spent in this way in Oxfordshire was slightly less than the national average.

2.         The issue of abuse or fraud in relation to the frail elderly was a major issue. Neighbourhood officers did a huge amount. Mr Stansfeld’s concern was that police were under pressure and were involved in matters that were not their primary role. Prosecutions were the responsibility of CPS. It was difficult to bring elderly people to court as witnesses. In response to further questions he commented that it was an issue that was not being dealt with appropriately at a national level. He would like to see significant funding for a national professional fraud system.

3.         Mr Stansfeld highlighted that household burglary was referred tom within the report. There had been 3 priorities connected to household burglaries in the first Plan. Numbers were lower than they were and in rural areas numbers were very small. However he had said very clearly that he did not expect a let up in effort and there was still progress to be made.

4.         Mounted police were a resource shared across all of the South East of England. They have officers a viewpoint and were particularly useful for crowd control. They were not in use every day but were extremely effective in some circumstances Asked about the balance between community officers and the use of horses Mr Stansfeld explained that  ...  view the full minutes text for item 29/17

11.10

The Operating Framework document ‘How the council is changing’ aims to demonstrate the 'golden thread' that flows from the council's vision for achieving a thriving Oxfordshire and will be used to underpin our approach in the future. It also sets out the Council Leadership Team's current priorities and areas of particular focus for the coming months.

The document is a draft and is being provided for discussion and input by councillors and staff. A final version will then be developed and shared across the council in order to inform our future work.

The Committee is RECOMMENDED to comment on the draft document to help inform the development of the operating framework, which will then be used as a blueprint for shaping future direction including driving the council's transformation programme and developing a new corporate plan.

The Operating Framework document ‘How the council is changing’ aims to demonstrate the 'golden thread' that flows from the council's vision for achieving a thriving Oxfordshire and will be used to underpin the County  Council’s approach in the future. It also sets out the Council Leadership Team's current priorities and areas of particular focus for the coming months.

The Committee was asked to comment on the draft document to help inform the development of the operating framework, which will then be used as a blueprint for shaping future direction including driving the council's transformation programme and developing a new corporate plan.

During discussion the Committee:

1.            Asked that the final document be reviewed for plain English.

2.            Stressed the need for careful thought about how the Strategic Plan would relate to and be implemented locally. There was a danger in focussing on one Cabinet member.

3.            The role of local councillors needed to be strengthened. Communicationss to local councillors needed to be improved. It was important that County Councillors were seen by residents as the councillors of first call.

4.            Highlighted the issue of potential pressure on Parish Council to take on responsibility for more task. Any additional workload must be done voluntarily.

5.            Were advised that they would receive an update on the Fit For the Future programme to a future meeting.

12.10

The Committee will be presented with an overview of how performance and risk is managed in the Council and how the Performance Scrutiny Committee can use the quarterly Business Management Report to inform its areas of focus.

The Committee is RECOMMENDED to note the approach to business management and monitoring and propose any immediate areas of scrutiny it would wish to undertake. 

The Committee was presented with an overview of how performance and risk is managed in the Council and how the Performance Scrutiny Committee can use the quarterly Business Management Report to inform its areas of focus.

The Committee was asked to note the approach to business management and monitoring and propose any immediate areas of scrutiny it would wish to undertake. 

During discussion the Committee:

1.         Suggested that a potential area for scrutiny was to consider why it was so time consuming to collect performance data.

2.         Considered the scrutiny review and were advised that it was about making best use of resources and getting appropriate support to ensure effective scrutiny.  The Committee explored the role of localities in taking forward local scrutiny issues.

3.         Commented on the collection of performance indicators and performance data. Members stressed that the focus needed to be on the accuracy of the data collected and on what was achieved by collecting the data. It was an area that may be suitable for a deep dive by members.