South Yorkshire PEEL 2014

South Yorkshire Police has maintained a focus on improving the quality of victim contact and managing and deploying to incidents based upon threat, harm and risk.

The force has recently been effective in dealing with organised crime groups, particularly one involved in child sexual exploitation, and has a robust integrated offender management process in place. However, there is a disconnect at a district level with a lack of understanding of the effectiveness of these measures in preventing and reducing crime and, as a consequence, work in these areas is not prioritised.

Officers within district neighbourhood teams have a limited knowledge around the application of problem-solving models and plans examined were not up-to-date or adequately supervised.

South Yorkshire has a range of effective partnership working arrangements in place.

The identification and management of vulnerability and safeguarding both for adults and children is strong, although reliant on additional database checks by control room staff.

Officers are not routinely providing updates to victim of crime within the timeframes agreed or by appropriate means.

With the exception of those investigations undertaken by specialist staff, which are of a good standard, crime investigation and supervision of crime are not of a consistent acceptable standard, with evidence of crimes being finalised without investigative opportunities being fully explored.

The management of prolific offenders through the integrated offender management programme was found to be strong and well regarded by partners. The force has produced positive results in relation to reoffending rates in this area.

Anti-social behaviour is a clear strategic and tactical priority for South Yorkshire Police, reinforced with clear policies and procedures to identify risk and vulnerability for anti-social behaviour victims.

South Yorkshire has adopted a proactive approach to prepare the force, statutory and non statutory partners for the introduction of new anti-social behaviour legislation. The force is in dialogue with the College of Policing and has volunteered to develop its work into national authorised police practice (APP) for anti-social behaviour.

The force has strong partnership working at an operational and tactical level implementing a range of tactics to address anti-social behaviour, including the use of restorative justice to divert and reduce reoffending.

Partners highlighted some inconsistencies relating to the identification of vulnerable victims linked to anti-social behaviour and the process that automatically refers information to partners such as victim support services from the force’s command and control system.

The domestic abuse inspection found that, although tackling domestic abuse was a clear priority and this was recognised by staff at all levels, there were risks that some victims of domestic abuse may not have been getting the response or the quality of service they needed. The inspection found that South Yorkshire Police responded well to the victims facing the highest risks. However, for those assessed as being at less risk, the service was not as good. There are serious weaknesses in the initial response and risk assessment of all domestic abuse victims, which the force has recognised. Plans are in place to introduce an improved response.

The crime inspection found that South Yorkshire had a dedicated domestic abuse offender manager, who conducted regular checks on high-risk offenders to ensure they were complying with conditions imposed on them. The inspection also reviewed South Yorkshire’s domestic abuse action plan and found the national action plan submitted was detailed and outlines activity that was in line with the agreed national priorities for forces. The plan included additional documents to evidence activity. There was no direct reference to the specific HMIC recommendations for the force, but there was evidence within the action plan that demonstrated the force’s adoption of the HMIC recommendations.

The child protection inspection found that South Yorkshire was clearly prioritising child protection, and had made some good progress, particularly in cases where concerns about children have been clearly identified at the outset. However, there was concern that force practice was inconsistent so not all children received the standard of treatment they deserved. The inspection found that more must be done to improve the care of children in custody. There was also concern about the lack of understanding of the risk posed by offenders who target vulnerable children, and shortcomings in the protection of children in care.

The child sexual exploitation inspection, commissioned by the police and crime commissioner, found that the recent investment of extra resources into this area of policing was starting to have an effect, and child sexual exploitation was a clear strategic priority for both the force and its police and crime commissioner. Improved processes in relation to, for example, partnership working and victim care were also seen as positive. However, the report did identify areas of improvement with associated recommendations that needed immediate, medium-and longer-term attention. These centred on risk assessment processes, ensuring there was an emphasis of priority throughout the organisation, consistency of approach throughout the organisation and evaluation of protective strategies. The revisit identified progress particularly in terms of resources, information sharing and process but there still lacked, for example, quality evaluation and a pan-South Yorkshire approach.

The crime inspection found that South Yorkshire Police had identified 34 organised crime groups, which were being mapped and managed at a force level, with examples of success in relation to the most serious cases. An example was Operation Alphabet, which successfully dealt with an organised crime group involved with child sexual exploitation. While local policing districts have responsibility for dealing with a number of organised crime groups, force analysts expressed concern that the management of organised crime groups was not seen as a local priority. This was specifically expressed in relation to locations where individuals connected to organised crime groups resided but did not undertake criminal activity, and so action to disrupt the groups was not given priority. Management of organised crime groups was not seen as a priority by some district neighbourhood teams that cited it as diverting them from addressing anti-social behaviour and other local priorities.

There was no Strategic Policing Requirement inspection for this force.