Public Document Pack

Sussex Police and Crime Panel

Members are hereby requested to attend the meeting of the Sussex Police and
Crime Panel, to be held at 10.30 am on Friday, 31 January 2025 at County
Hall, Lewes.

Tony Kershaw
Clerk to the Police and Crime Panel

24 January 2025

Agenda

10.30 am 1. Declarations of Interest

Members and officers must declare any pecuniary or personal

interest in any business on the agenda. They should also make
declarations at any stage such an interest becomes apparent
during the meeting. Consideration should be given to leaving
the meeting if the nature of the interest warrants it. If in doubt
contact Democratic Services, West Sussex County Council,
before the meeting.

2. Minutes of the Previous Meeting (Pages 5 - 18)

The Panel is asked to approve the minutes of the previous

meeting held on 27 September 2024.

10.40 am 3. Public and Panel Questions to the Commissioner (Pages

19 - 20)

The Panel is asked to raise any strategic issues or queries

concerning crime and policing in Sussex with the Commissioner.

Written questions may be submitted by members of the public

up to two weeks in advance of a meeting. The Commissioner or
the Chairman (as appropriate) will be invited to provide a
response by noon of the day before the meeting.

Questions and responses will be published on the Panel’s

website (www.sussexpcp.gov.uk).

2 questions have been received from 2 correspondents, one

within the Commissioner’s remit and one concerning
operational matters. The Panel is invited to note the response
to the strategic matter and pose any supplementary questions.

11.10 am 4. Final Report of the Budget and Precept Working Group

(Pages 21 - 26)

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 Report by the Chair of the Working Group. The attached report
sets out the work of the Budget and Precept Working Group as
it worked as a critical friend to the Commissioner in developing
the proposed policing precept for 2025/2026.

The Panel is asked to note the work and recommendations of

the Group and consider these in conjunction with the
Commissioner’s policing precept proposal (item 5).

11.25 am 5. Proposed Precept 2025/2026

Under Schedule 5 of The Police Reform and Social Responsibility

Act 2011, the Panel is responsible for reviewing the
Commissioner’s proposed precept and making reports and
recommendations.

(a) Covering report by the Clerk to the Police and Crime

Panel (Pages 27 - 28)

The report sets out the procedure and options available to the
Panel.

(b) Report by the Police and Crime Commissioner (Pages 29 -

200)

The Panel is required to consider the Commissioner’s precept

proposal and make recommendations.

12.40 pm 6. Update on the Police and Crime Plan 2024/2028 (Pages

201 - 202)

The Panel is asked to note the update from the Commissioner

on the Police and Crime Plan 2024/2028.

12.45 pm 7. Informal Resolution Procedure (Pages 203 - 210)

The Panel is required to undertake the informal resolution of

non-serious complaints against the Sussex Police and Crime
Commissioner (and their deputy, where one has been
appointed).

The Panel is asked to consider and agree the attached

procedure for such a process.

12.55 pm 8. Proposed Amendments to the Constitution (Pages 211 -

222)

The Panel is asked to consider and agree the proposed

amendments to its Constitution.

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1.05 pm 9. Feedback on Panel visit to the FCCCD October 2024

Item for the Members of the Panel who attended the Force
Contact, Command, and Control Centre visit on 4 October 2024
to give their feedback on the visit.

1.15 pm 10. Quarterly Reports of Complaints (Pages 223 - 224)

1.20 pm 11. Date of Next Meeting and Future Meeting Dates

The next meeting of the Panel will take place on 17 February or

14 March 2025 at 10.30 a.m. at County Hall, Lewes.

Future meeting dates are set out below:

 14 March 2025

 3 July 2025

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 Agenda Item 2

Sussex Police and Crime Panel

27 September 2024 – At a meeting of the Committee held at 10.30 am at

County Hall, Lewes.

Present:

Cllr Baynham Horsham District Cllr Sluman Adur District

Council Council
Cllr Birch Arun District Cllr Bangert Chichester District
Council Council
Cllr Khan Crawley Borough Cllr Ballard Eastbourne
Council Borough Council
Cllr Ian Hollidge East Sussex County Cllr Bob Standley East Sussex
Council County Council
Cllr Keene Lewes District Cllr Bayliss Rother District
Council Council
Cllr Williams Wealden District Cllr Ali West Sussex
Council County Council
Cllr Mitchell West Sussex Cooke
County Council
Mr Napthine Independent Co- Mrs Scholefield Independent Co-
opted Member opted Member
Cllr Gauge Brighton & Hove Cllr Warne Hastings Borough
City Council Council
Mrs Sarah Peacock Independent Co-
opted Member

Substitutes:

Cllr Gauge, Brighton & Hove City Council (In place of Cllr Czolak)
Cllr Warne, Hastings Borough Council (In place of Cllr Haffenden)
Mrs Sarah Peacock, Independent Co-opted Member

Apologies were received from Cllr Hogan (Brighton & Hove City Council) and
Cllr Whorlow (Worthing Borough Council)

Also in attendance: Mrs Katy Bourne (Sussex Police and Crime Commissioner),
Mark Streater (OSPCC Chief Executive and Monitoring Officer), Iain McCulloch
(OSPCC Chief Finance Officer) and Mervin Dadd (OSPCC Chief Communications
and Insight Officer.

Mrs Jo Shiner, Proposed Candidate for Chief Constable, Sussex Police, attended
for agenda item 6.

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Agenda Item 2

Part I

12. Declarations of Interest

12.1 In accordance with the Code of Conduct, members of the

Panel declared the personal interests in the table below.

Panel Member Personal Interest

Cllr Baynham Cabinet Member for Finance and Resources at

Horsham District Council.

Cllr Bangert Cabinet Member for Communities and Wellbeing

at Chichester District Council.

Cllr Birch Chair of Housing and Wellbeing Committee at

Arun District Council.

Cllr Cooke Cabinet Member for Communities at Mid-Sussex

District Council

Cllr Gauge A serving magistrate

Mrs Scholefield A serving magistrate.

Cllr Sluman Cabinet Member for Communities and Wellbeing

at Adur District Council

Cllr Whorlow Vice Chair for Adur and Worthing Community

Safety Partnership.
Cabinet Member for Safety, Equalities and
Inclusion at Worthing Borough Council.

Cllr Williams Cabinet Lead for Public Health and Asset

Management.

13. Minutes of the Previous Meeting

13.1 Resolved – that the minutes of the previous meeting held on

the 28 June 2024 be approved as a correct record and that they be
signed by the Chair.

14. Public and Panel Questions to the Commissioner

14.1 The Panel noted a published version of written public and

Panel questions with answers from the Commissioner (copy
appended to the signed minutes).

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 Agenda Item 2

24.1 The Chairman invited questions from the Panel to the

Commissioner. A summary of the main questions and responses
were as follows:

1. Question: With thanks to the Commissioner for her response to

Dominic Watts of Crawley, about the retire and rehire scheme
explained in her written response, one of the concerns raised by Mr
Watts in communications was that this was not communicated to
the public within a reasonable timeframe. While your written
response notes that there is no obligation under the Police Reform
and Social Responsibility Act 2011 to inform the public regarding
proposed appointments of Chief Constables, going forward, can
there be a more timely response to inform the public of the
retirement and/or rehire of a new Chief Constable and can a press
response be issued in a timely manner, pending the outcome of the
confirmation hearing later in the agenda?

Answer: The Commissioner referred to the agreed process by which press

releases are issued and that this is led by the Panel. The Chair confirmed
that the press release would be issued on Tuesday, 1 October 2024. In
relation to Mr Watts’s concerns, the Commissioner stated that she felt her
written response was full and she did not agree with Mr Watts that the
public had not been told and that as the democratically elected
representative of the people of Sussex, it was her statutory duty to
appoint the next Chief Constable and that was what they were aiming to
achieve today.

2. Question: It has been indicated that Sussex Police wish to withdraw

from the Sussex Safer Roads Partnership. Could you please confirm
if that it is a given and that will happen, and if so, how do you think
that will affect road safety, attempts to encourage good driver
behaviour, and could that have an adverse effect on the number of
people seriously injured and/or killed on the roads?

Answer: The Commissioner confirmed that Sussex Police have formally

given notice of withdrawal from the Sussex Safer Roads Partnership in its
current form but the expectation was that they would continue to work in
partnership in the future to improve road safety and decrease the number
of people harmed on the roads. The Commissioner also pointed to the
draft Police and Crime Plan priorities to be discussed later and that road
safety was a priority within that plan. The Commissioner further added
that in the last ten years, the number of people seriously injured and killed
on the roads has remained the same and strategies to combat this have
remained the same but not produced a different result. The Commissioner
stated her hope that this withdrawal would have a positive effect and she
would be expecting the police to continue their good work and to work
closely with all partners.

3. Question: This summer, there were serious riots all over the country
though Sussex was not as badly affected, and considering the
various things brought to light on social media and in the press from
various person, what is the strategic posture the police may be
taking in regards to the intelligence of groups which fermented this

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rioting, and how was it that there was such an element of surprise
that these riots occurred and that this caused the response to be
scrambled in its approach?

Answer: The Commissioner queried if this was not an operational question

and she was not best placed to answer, but to the assertion that the police
were surprised or scrambling in their response to the riots, the
Commissioner refuted that and stated that the national response was well-
conducted and there was good work conducted by the Police Chiefs’
Council to ensure there was mutual aid between forces, meaning the riots
were effectively and efficiently dealt with. The Commissioner further
stated that Sussex Police locally handled the threat of riots extremely well,
gave support when asked, and this resulted in the potential riots not
occurring, which was a testament to the work of officers. The
Commissioner said she wanted to add that the Sussex Local Resilience
Forum, chaired by Sussex Police, was monitoring the tensions and
potential for riots, worked closely with partners, and worked as effectively
as it should have in this instance.

4. Question: What was the scale of disorder in Sussex, and how has
the riots affected the wellbeing and morale of officers that operated
in such a pressurised situation, especially taking into account the
verbal criticism and abuse that occurred on social media?

Answer: The Commissioner stated that she thought that Sussex Police
handled the situation incredibly well, despite the difficult time and the
expectations on the force. The Commissioner reiterated that the force did
the best it could with the resources it had available to it and she had
commended the Chief Constable and senior officers for the way they
handled it. The Commissioner added that morale was always an issue and
she commended all members of Sussex Police, officers and civilian staff,
who put in a united effort to keep the public safe.

5. Question: How are the finances stacking up on how you dealt with
the riots? Was there additional funding required and are you going
to be able to manage the budget going forward?

Answer: Iain McCulloch, Chief Finance Officer, confirmed that they were
assisting the Home Office with collating the costs incurred, not just by
Sussex Police, but all affected forces across the country in support of
Operation Skylark, and they were looking to recoup approximately 85% of
that cost from the Home Office, with the remainder covered within their
budget. Mr McCulloch gave further reassurance that they had funds set
aside in reserve for instances such as this and that as there was no direct
rioting in Sussex, the costs and impact of such would be minimised.

6. Question: In June 2022, it was made an offence for someone over

18 to reside on the land without the owner’s consent and have, or
intend to have, at least one vehicle with them. The powers allow the
police to arrest offenders and seize equipment, including vehicles. Is
the PCC satisfied with how Sussex Police has used these powers this
year? Have they been used effectively or been used at all?

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Answer: The Commissioner explained that she holds monthly performance

and accountability meetings (PAMs) with the Chief Constable and her
senior officers, and that the issue of unauthorised encampments had been
raised at the PAM on 19 July 2024. The Commissioner confirmed that they
had looked at the new powers available to the police, their legality and
proportionality, and how they had been used; and that she had inquired
how Sussex Police was working with partners, including local authorities,
to be more proactive in responding to unauthorised encampments. The
Commissioner further added that the Chief Constable had given her
reassurances that Sussex Police understands the new laws and has been
using them in a balanced, proportional way. The Commissioner also stated
that they had discussed the availability of short-stay transit sites across
Sussex, how these operate, and highlighted that over the calendar year
2024 up to the 19 July meeting, there had been recorded by Sussex Police
fewer instances of unauthorised encampments but that the police had
used more of their powers in more of those instances than previously
recorded. The Commissioner said she had been reassured by the Chief
Constable that Sussex Police understood the new powers and were
working closely with partners, including local authorities who lead on
unauthorised encampments.

7. Question: What challenges do the police authorities face when

balancing the enforcement of their powers to manage gypsy and
traveller unauthorised encampments with the need to respect those
communities and address their specific needs?

Answer: The Commissioner said that the Chief Constable acknowledged

that unauthorised encampments are an incredibly complex and emotive
subject and this is one of the most challenging and difficult areas for the
police to manage. The Commissioner then confirmed that the new
statutory guidance remains clear that unauthorised encampments require
a locally driven multi-agency response, led by the local authorities and
supported by the police. The Commissioner emphasised that local
authorities also have their own set of powers to respond to unauthorised
encampments, separate from the police, and that Sussex Police will always
look to provide a proportionate policing response and work with partners
to achieve more positive outcomes.

8. Question: In terms of the backlog of Disclosure and Barring (DBS)

checks and the police’s response to this, and the impact this has on
members of the public waiting to start employment, what is the
current position that the Commissioner perceives the police to be
doing to further bring down that backlog?

Answer: The Commissioner confirms that DBS checks continue to remain

challenging for Sussex Police, and for every police force in England. The
Commissioner emphasised that the DBS process was managed by the
Disclosure and Barring Service, for which Sussex Police provides local
support for one aspect of the process. Applications are sent directly to the
Service in the first instance, and where no information is held on police
systems, answered directly by DBS without referral to police forces. The
Commissioner explained where information is determined to be held on
local police systems, or on the police national computer, that these are
then sent on to local forces to complete and return on behalf of DBS. The

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Commissioner further explained the process by which DBS determines and

allocates funding to support police forces, and that Sussex was no
exception in seeing a large increase in requests for DBS checks, with
demand now overtaking capacity in the force to complete these checks in
a reasonable timescale. The Commissioner added that in circumstances
where a delay in a DBS check is causing personal or financial hardship, an
individual can apply to DBS directly to be registered as a hardship case,
and where it is granted by DBS, this can lead to an expedited result for
the individual.

9. Question: Do you welcome the ban on ‘zombie’ style knives and

machetes that the new government introduced on Tuesday and can
the Commissioner advise how successful the month-long amnesty
for handing these weapons in to police stations has been? Also, in
regard to a local case involving the death of a young lady and a
lifeguard at a local leisure centre in Crawley, would the
Commissioner support the government in plans for further
clampdown on online sales and a proper strategy to stop young
people being drawn into crime?

Answer: The Commissioner iterated that knife crime was a national issue
and not just within Sussex, and emphasised the Clear, Hold, Build scheme
in place with local partners to combat knife crime across the County, with
more projects initiated with funding from the previous government, which
the new government is continuing. The Commissioner emphasised that
while a national amnesty on knives was always to be welcomed, there
would always be those individuals who choose to carry knives regardless
and these individuals have to be targeted more effectively. The
Commissioner explained that Sussex Police has the Strategic Enforcement
Unit to target serious and organised crime by looking at the areas within
which there are known issues and working in those areas, among other
strategies. However the Commissioner acknowledged that they were
waiting to hear what future funding would be available to continue
combatting this issue and urged the new government to continue the
previous government’s focus on the issue of knife crime.

15. The Role of the Sussex Police & Crime Commissioner in Holding
Sussex Police to Account for Improving the Response Provided to
Victims of Rape and Serious Sexual Offences

15.1 The Chair invited the Commissioner to present the report.

15. 2 The Commissioner briefly introduced the report, emphasising the

services commissioned in support of the victims of rape and serious sexual
offences (RASSO) as a priority in crimes of this severity.

15.3 The Commissioner explained that Operation Soteria was the national
transformational change program, which was first implemented by Avon
and Somerset Police and then expanded nationally, to improve the
response of police in tackling rape and serious sexual offence cases, which
is victim-centred and suspect-focused, and ensure more cases reach the
criminal prosecution stage. The Commissioner further introduced Project

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Fides, funded partially by the OSPCC and partially by the previous

government, and being piloted solely in Sussex, to improve engagement
with victims through the recruitment of eight victim coordinators to act as
a single point of contact for female RASSO victims and to encourage those
victims to re-engage with the process while easing the workload of
specialist investigators. The Commissioner then highlighted that as a
result of Operation Soteria and Project Fides, there had been an increase
in positive outcomes for RASSO victims, including an increase in cases
being charged between September 2022 and June 2024, and an overall
increase in rape cases charged from the previous period, of 3.5%-6.7%,
and a 55% increase in cases of serious sexual offences being charged. The
Commissioner reiterated that she was committed to improving these
results further and that she was determined that the trajectory of these
cases would continue moving in the right direction.

15.4 The Chair invited the Panel to ask questions. A summary of questions
and responses were as follows:

1. Question: Could you relate the 180% increase in rape charges to

the conviction rate?

Answer: The Commissioner stated that not every rape case ends in a
criminal conviction due to the circumstances in which the rape occurred,
i.e. a domestic incident, and the victim may not wish to see a criminal
justice outcome for a variety of reasons. The Commissioner stressed that
Project Fides is there to ensure that the victims get the outcome that they
want more and this information is reflected in the appendices of the
report.

2. Question: With regards to the statistics on child sexual offences and

victims recorded in the report, what is the Commissioner’s view of
how, as a society, we can begin to address this threat to public
safety, which is now so severe it forms part of the strategic policing
requirement?

Answer: The Commissioner stated that this was about education,

prevention, and starting the conversation about violence against women
and girls. The Commissioner said that her office had backed and supported
numerous projects around prevention, on topics such healthy
relationships, misogyny, language, working with young boys in particular.
The Commissioner gave her opinion that this issue required a societal
change, that this required a whole-system approach from the earliest
starting point, and required educational and preventative approaches; and
that she had supported, from day one, the inclusion of violence against
women and girls in the national policing requirements. The Commissioner
added that she was not decrying the fact that men and boys could also be
victims of RASSO, but with women making up approximately 51% of the
population, women and girls made up the largest group of victims with the
majority of violence being perpetrated by men. This needs to be
recognised, and has been so through the strategic policing requirements.
The Commissioner further added that her office also funds victim support
services for male victims as well as female victims. The Commissioner
concluded by stating that the inclusion of RASSO in the strategic policing
requirements alongside issues such as counter-terrorism and public

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disorder has classed it as one of the big issues that society cannot afford
to ignore.

3. Question: In reference to culture within the police force and how

officers deal with reports of stalking, and the link to future violence
against the victim in other cases, what does the Commissioner feel
is the next step in changing the culture and officers’ attitudes
towards stalking cases?

Answer: The Commissioner agreed that there was a link between stalking
as a starting point and further violence, and that 92% of domestic
homicides include stalking incidents in the case history and it was
important for all officers to understand that. The Commissioner further
stated that Sussex Police had improved in this regard and, within Sussex,
there were 100 single point of contact (SPOC) officers who had received
extra training on stalking as well as a complex domestic abuse and
stalking unit where perpetrators are handled and where organisations that
have a lead in that area come together to manage the highest-harm
perpetrators. The Commissioner concluded that she was heartened by
Sussex Police’s proactive response by officers to stalking cases and she
wished to reassure residents in Sussex that she took violence against
women and girls extremely seriously and it was something that society
can no longer ignore.

4. Question: Will you commit to ensuring that, as well as the excellent

range of services you’re already commissioning for LGBTQ people,
for children and young people, and for men, that your office will
also commission services which make use of provisions in law to
provide single-sex support to survivors in Sussex who seek it?

Answer: The Commissioner confirmed her support for single-sex spaces

for survivors, male or female, and her continued commitment to
commissioning services to provide these.

5. Question: How are officers and staff dealing with these sorts of
crimes supported, through resources, counselling, and funding to
protect their wellbeing, both during the case, and in the long-term?
Answer: The Commissioner stated that the wellbeing of police officers and
staff is the purview of the Chief Constable and not within the remit of the
OSPCC to commission services for. The Commissioner added that at a
performance meeting on 13 September, she had raised the issue of the
wellbeing of officers and staff and how this is managed, and she would be
happy to forward it to the member. Action: for the Commissioner’s
office to forward information on wellbeing support services in
place for investigators as discussed at the performance meeting on
13 September.

6. Question: Regarding the delay between reporting and an alleged

perpetrator being charged, has the Commissioner heard anything
from the Home Office about improving this?

Answer: The Commissioner confirmed she had not yet heard from the
Home Office on this subject and added that there was a large backlog in
the crown court system, partly resulting from the COVID-19 pandemic,

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that was contributing to this delay between reporting and charging. The
Commissioner acknowledged the point about the difficulty for victims in
leading their lives while waiting on criminal justice outcomes and this was
why the victim coordinators, as well as independent sexual violence
advisors (ISVAs) and independent domestic violence advisors (IDVAs)
were so vital in keeping victims engaged with the process and deciding
what outcome they wanted in order to find closure.

7. Question: How are the eight coordinators being funded and are they
permanent staff or on fixed-term contracts?

Answer: The Commissioner confirmed these positions were funded from

grant money from the previous Conservative government and Ministry of
Justice funding for victims as granted to the Commissioner’s office. The
Commissioner then confirmed the funding ran for two years, with eighteen
months left to run on the pilot scheme, after which they would assess the
impact and possible future funding.

8. Question: Are there programmes now aimed at working with

perpetrators of violent sexual assault as these could be alternatives
to convicting perpetrators in the right circumstances?

Answer: The Commissioner said they have their High Harm perpetrator
programme currently running in Sussex, where the 100 highest harm
perpetrators are put through an intensive 12-week course aimed at
changing behaviours and they had seen some good results from it. The
Commissioner then explained that the Home Office had funded the
programme this current year to the tune of £700,000, and that there was
an evaluation report due by the end of October which would review the
programme and analyse its effectiveness. The Commissioner further
added that they were also running a behavioural change programme for
stalking with the Interventions Alliance, one that was piloted in Sussex
and had been run under the old Probation service, which had seen some
good results, and this has now been extended across Sussex, and across
the country by Interventions Alliance. There was interest expressed by the
Panel to see these figures and the Commissioner said she would share
them, if possible. Action: for the Commissioner to share the
evaluation report on how effective the High Harm Perpetrator
programme had been with the Panel, if possible.

15.5 Resolved – the Panel noted the report and thanked the Commissioner
for her detailed explanation and responses to questions.

16. Public Priorities in the Sussex Police and Crime Plan 2024/28

16.1 The Panel considered a report by the Sussex Police and Crime
Commissioner on the priorities that would be in the upcoming Sussex
Police and Crime Plan 2024-2028, and introduced by Commissioner
Bourne.

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16.2 The Commissioner introduced the paper and highlighted the public
priority pillars set out in the plan before inviting any comments or
questions from the Panel.

16.3 The Panel iterated its desire to see continued focus on the following
aspects, summarised below:

 A greater emphasis on crime prevention through police presence

and a move away from simply incarcerating perpetrators.
 Placing business-related crimes, such as shoplifting, and their links
to organised crime, under Priority 2 as well as Priority 1 in order to
emphasise what an issue it has become in Sussex.
 Improving the 101 call process as there were concerns it was
sometimes ‘clunky’ when reporting potential incidents.
 Improving police presence in local, and especially rural,
communities where they might not be seen regularly.
 Improving police response to environmental and wildlife crime,
especially in rural areas and around new developments, potentially
through working closer with local authority enforcement agencies.

1. Question: Has much changed between the last time the

Commissioner published a report and the draft proposals being
discussed today?

Answer: The Commissioner said that the general strategic focus remained
the same, with emphasis on combatting violence against women and girls,
getting victims and witnesses through the criminal justice system more
expeditiously, and ensuring that victim support services remain high
quality. The Commissioner said that the piece around improving public
trust and confidence in the Police remains the same, but with less
emphasis on increasing the numbers of uniformed police officers, instead
focussing on maintaining the current strength on the Force and answering
emergency and non-emergency calls quickly. The Commissioner added
that a new aspect of the plan revolved around improving safety on the
roads through tackling the ‘fatal five’ in road accidents, as she had
pledged in her election manifesto. The Commissioner further added that
there had been no change in the serious violence aspect and how it ties
into knife crime and the need to achieve greater reporting and disruption
of serious crime.

2. Question: The draft proposals were welcomed as aspirational and

positive but are they deliverable with the resources the
Commissioner has at this current time, including availability of
police officers?

Answer: The Commissioner agreed that it would be challenging however

the College of Policing’s new neighbourhood policing training was placing
an emphasis on how police officers could make themselves more visible
and accessible to their communities. The Commissioner explained that she
was looking to see how possible this would be for Sussex Police and that
the training would be implemented across the next 12-24 months. The
Commissioner added that she felt the push to improve neighbourhood
policing at national level would help them deliver on their priorities and

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future inspections by His Majesty’s Inspectorate of Constabulary and Fire

& Rescue Services (HMICFRS) will only help to emphasise this as a focus.

3. Question: How are you going to indicate success or failure on these

priorities where prevention is the goal?

Answer: The Commissioner pointed to the previous four-year plan and the
performance indicators they used against those priorities. The
Commissioner said that she felt it was about being realistic around what
can actually be measured and what can be expected. The Commissioner
further added that they would look to bring this item back at the January
meeting for further discussion and feedback, and in the meantime, she
would welcome any suggestions.

4. Question: In terms of engaging with communities and other

partners, are the police resetting how they will run the Joint Action
Groups (JAGs) under the Community Safety Partnership Boards due
to the often multi-agency approach needed to tackle the most
significant perpetrators?

Answer: The Commissioner said she had supported the community safety
partnerships from day one and maintained the funding. The Commissioner
confirmed the focus from her office would be around how the Community
Safety Partnerships function and most importantly, whether they are
delivering the activities which reduce crime and divert young people from
becoming involved.

5. Question: With the emphasis in Priority 3 around victim support,

could there be something more specific about supporting vulnerable
victims of fraud due to the impact these types of crimes can have?

Answer: The Commissioner confirmed that if it wasn’t specified in the

three priority streams, fraud victims would be mentioned in the wider
plan.

6. Question: Public Priority 3 is around supporting victims, witnesses,

and violence against women and girls (VAWG), is there a reason
that VAWG isn’t headlined in the same way?

Answer: The Commissioner confirmed that VAWG was headlined under

tackling sexual violence against women and girls in public spaces and at
night, and it was also now a national strategic policing requirement, to
which all police forces were to have due regard.
16.4 The Chair thanked the Commissioner for the opportunity to conduct a
first look at the draft priority proposals and they looked forward to seeing
the full draft plan at the 31 January meeting.

17. Confirmation Hearing for the Proposed Chief Constable of Sussex

Police

17.1 The Chairman welcomed a new attendee to the meeting, the

Commissioner’s preferred candidate to Chief Constable of Sussex Police,
Mrs Jo Shiner.

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Procedure to be followed at Confirmation Hearings

The Panel received and noted the procedure to be followed at confirmation

hearings of the Panel (copy appended to the signed version of the
minutes).

Confirmation Hearing for the proposed Chief Constable of Sussex

Police

17.2 The Panel considered a report by the Police and Crime Commissioner
concerning the proposed appointment of the Chief Constable of Sussex
Police. The Commissioner introduced the candidate, Jo Shiner, and
informed the Panel of her recommendation for the Panel to make the
proposed appointment.

17.3 The Chairman invited Mrs Shiner to deliver any opening comments
she wished to make. The following themes were covered:

 Protecting and working in partnership with communities

 Catching criminals and excellent standards of evidence gathering
 Delivering an outstanding service to victims and witnesses

17. 4 The candidate answered questions from the Panel on the following
topics:

 Their most significant achievement as Chief Constable and what

success would look like in the future if reappointed;

 How the political and social climate has changed since first being
appointed to the role and how the candidate has adapted to this;

 The challenges of the role and how the candidate adapted to them;

 The involvement of local communities and local authority partners

in policing through community safety partnerships;

 The changes in the policing landscape since the candidate’s first

appointment,

 The results of the Police Federation survey on pay and morale

among Sussex Police officers and staff,

 The candidate’s assessment of the relationship between the police

and the public, especially women and other vulnerable groups, in
Sussex,

 Challenges to the candidate as Chief Constable, both politically and

on operational matters;

 The draft priorities in the Police and Crime Plan and the focus the
candidate wishes to bring during their next tenure,

 Road safety and possible future changes to improve this further,

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 Agenda Item 2

 Drug dealing, county lines, and cooperation with other forces to

combat this,

 The candidate’s response to the assessment report on Sussex

Police, published by His Majesty’s Inspectorate 13 April 2023 and
the funding challenges faced by Sussex Police.

17.5 The Panel agreed recommendations two and three. The Chair
thanked Mrs Shiner for her time.

18. Quarterly Report of Complaints

18.1 The Panel noted that there have been no complaints received as of
13 September 2024.

19. Working Group Appointments

19.1 The Chair asked for volunteers from the Panel to be appointed to the
working group to consider the development of the Commissioner’s
proposed precept.

The following Panel members volunteered and were appointed:

 Mrs Susan Scholefield

 Councillor Ali
 Councillor Standley
 Councillor Keene
 Councillor Khan
 Councillor Baynham
 Mrs Peacock

20. Date of Next Meeting and Future Meeting Dates

20.1 The Chair noted the next meeting of the Panel will take place on
Friday 31 January 2025, at 10:30am at County Hall, Lewes.

Future meeting dates have been proposed as:

17 February 2025 (if required)

14 March 2025

21. Part II Matters

21.1 Resolved – that the Panel agreed that the matters to be discussed in
Part II should be done so privately and the public webcast ended.

22. Exclusion of Press and Public

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Agenda Item 2

Exclusion of Press and Public

22.1 Resolved – That under Section 100(4) of the Local

Government Act 1972, the public be excluded from the meeting for
the following item of business on the grounds that it involves the
likely disclosure of exempt information as defined in Part I, of
Schedule 12A, of the Act by virtue of the paragraph specified under
the item and that, in all the circumstances of the case, the public
interest in maintaining the exemption of that information outweighs
the public interest in disclosing the information.

Private Determination of Recommendations to the Police and

Crime Commissioner

Exempt: paragraph 1, Information about individuals

22.2 Resolved - The Panel considered the appointment of the

proposed Chief Constable to Sussex Police and it was
RECOMMENDED that the proposed candidate be appointed following
unanimous agreement. The Panel was content that the professional
competence and personal independence of the candidate had been
established.

The meeting ended at 2:00pm.

Chairman

The meeting ended at 2.00 pm

Chairman

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 Agenda Item 3

Public and Panel Questions to the Commissioner

31 January 2025

Report by the Clerk to the Police and Crime Panel

Below is a schedule of the questions received prior to this meeting and where
possible responses have been included. Responses will be tabled at the
meeting that were not available at the time of despatch. Written questions
must be received two weeks before a meeting of the Panel and the
Commissioner or Panel Chairman is invited to provide a response by noon of
the day before the meeting.

Questions relating to operational matters of Sussex Police are passed to a

relevant officer at Sussex Police for a response, with a brief summary of such
questions provided below. For the current meeting, two questions have been
received from two correspondents for response from the Commissioner.

1. Written question from Nigel Jacklin of Normans Bay, East

Sussex.

Question:

‘At the last scrutiny meeting a number of Councillors asked questions

relating to Operation Skylark in August 2024. This was set up across the
UK in response to ‘national disorder.’ Whilst some of the Councillors
made reference to the threats from the far right at the Scrutiny meeting,
in discussion it was noted that no actual riots took place in Sussex and no
intelligence of potential riots was cited at the meeting. In responding to
the Councillors the PCC explained that Sussex Police and other forces had
asked the Home Office to pay for part of the costs of policing during
August. I would note that we have experienced problems with far left
groups whilst running No To Northeye protests (for which I acted as Police
Liaison Officer). In contrast the worst ‘threat’ we had from the ‘far right’
was when the Britain First mini-bus circled the Little Common roundabout
tooting it’s horn. We received appropriate police intelligence on ‘antifa’
whilst running the No To Northeye protests (and acted accordingly) and
have witnessed crowds of similar counter-protestors at two Let Women
Speak events in Brighton. These were only able to proceed by virtue of a
significant police presence.

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Agenda Item 3

Can the PCC confirm whether or not Sussex Police succeeded in

persuading the Home Office to pay all or part of the costs of the August
work and if so what sum is being paid. Any observations on the relative
threat from the far left or the far right would be appreciated.’

Answer:
TBC

2. Written question from Mrs Enock of Old Town, Bexhill

Answer:
An operational question was received around the enforcement of weight
restrictions on Sussex’s roads. The question and response will be
published on the Panel’s website following the meeting.

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 Agenda Item 4

Sussex Police and Crime Panel

31 January 2025

Budget and Precept Working Group

Report by the Chair of the Working Group

Summary and Recommendations

This report is intended to inform the Panel of the findings of its Working Group,
which acted as a critical friend to the Commissioner in the development of the
proposed policing precept for 2025/26.

It summarises the issues considered by the Group and sets out its
recommendations.

Recommendations

1. That the Working Group supports the proposed precept of £14 on a Band
D property for 25/26, by a majority view.

1. Background and Methodology

1.1 This Working Group was established by Sussex Police and Crime Panel at
its meeting of 28 June 2013, to act as critical friend to the development
of the Police and Crime Plan and report its findings back to the Panel. At
the January 2014 meeting, it was agreed that the Group would meet at
the appropriate point during each year’s cycle (while always reporting
back to the Panel’s precept meeting), and that the Group’s terms of
reference would expand to include consideration of budget and precept
development.

1.2 During the 25/26 budget development cycle, the Group met twice, on 26
November 2024 and on 10 January 2025. The Group heard evidence from
the Office of the Sussex Police and Crime Commissioner, and from
Sussex Police staff and officers. At the second meeting the Group learned
about the financial landscape in the light of the announcement of the
actual funding allocation to the Sussex PCC for 25/26, and the relaxation
of the council tax precept ceiling, from £13 to £14 for a Band D property.

1.3 The Panel has a statutory duty to review the proposed precept, and to
make reports and recommendations to the Commissioner. The Group’s
deliberations and recommendations are intended to provide greater
assurance for the Panel’s statutory scrutiny, to be undertaken at its
formal meeting on 31 January 2025.

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Agenda Item 4

2. Discussion and Recommendations

2.1 The Group was briefed on numerous matters, including those which
follow:

The Present Position

o The financial structure

o Revenue
o Status of the taxbase
o Budget Position (revenue and capital)
o Budget Pressures
o Status of existing savings projects
o Grant Funding and other funding streams
o Medium term financial strategy
o Reserves
o Staff post vacancy rate, and its consequences
o Officer recruitment and retention challenges

The Future

o Strategic financial plan

o Increase in National Insurance Contributions
o Changing demand and Sussex Police’s response (including societal,
economic and legislative shifts)
o The funding position of partners
o Investment plans
o Use of data
o Forecast budget pressures
o The challenges of long-term transformation
o Public consultation on the proposed precept increase
o Modelling and assumptions underpinning the draft Medium-Term
Financial Strategy, including around inflation
o Risk

Precept Consultation and Engagement

2.2 The Group was briefed on the proposed precept consultation and the
arising feedback. Members acknowledged that the reach of the focus
groups had continued to broaden over time, in terms of the
representation of both rural and urban communities, the geographical
spread across Sussex, and across the different groups defined under the
Equality Act.

2.3 A continued public desire for a visible policing presence, and concerns
about anti-social behaviour revealed by the consultation echoed what
members had heard from their communities, and members were
encouraged that this remained a continued area of focus for Sussex
Police.

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 Agenda Item 4

2.4 The Group noted that the proportion of consultation respondents opposed
to any increase in council tax had decreased from last year. From 30.6%
in the 23/24 consultation to 47% in the 24/25 consultation, to 40% in
the 25/26 consultation.

Proposed Precept 2025/26

2.5 At its second meeting the Group considered a proposed precept increase
of (the maximum allowable under the terms of the settlement without
triggering a referendum, henceforth referred to as the “maximum
allowable”) £14 on a band D property. This would equate to an increase
of £1.17 per month for a Band D property, a 5.5% rise. The Band D
property charge would therefore be £266.91 per annum.

2.6 This level of precept increase would still require savings of £5m in
2025/26.

2.7 The Group in particular noted that:

a) The Commissioner had consistently raised the precept by the maximum

amount allowable, also that alternative 25/26 precept scenarios were not
presented to the Group.

b) That previous precept investment had yielded benefits, for example, 52%
more crimes were solved in 2024 compared to 2022, despite a 7%
increase in crime.

c) Officer Maintenance Funding of £7.5m was contingent on Sussex Police

maintaining officer headcount.

2.8 That if the precept were not increased by the maximum amount
allowable, the shortfall would (based on the current funding
methodology) continue beyond 2025/26 to all future years, without the
prospect of being able to recover the shortfall.

2.9 That the funding intended to cover increased employer National

Insurance Contributions (NIC) would not cover overtime and other pay
costs attracting NIC.

2.10 The Group remained conscious of the cost-of-living pressures on

household budgets.

Discussion

2.11 Members raised concerns, including the following:

2.12 A member having attended their local focus group reported the clear
sentiment was that there was little visible policing presence in the local
town – this despite successive precept increases being predicated on
addressing this very issue.

2.13 A member questioned if the cycle of always raising the precept by the
maximum allowable amount could ever be broken, and how.

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Agenda Item 4

2.14 A member asked whether the level of planned transformational change

was sufficiently ambitious – while being expensive to implement, to yield
longer-term benefits.

2.15 The cost of meeting net zero ambitions was questioned.

2.16 The Group noted that if a precept increase of £14 were not implemented,
various police services would inevitably be adversely affected.

2.17 The Group wished to flag that they had received the draft MTFS only two
days before the meeting (acknowledging that this was due to the late
publication of the settlement), limiting the time available for preparation
ahead of the second meeting.

Recommendations:

2.18 The majority view of the Group was that a £14 precept proposal be
supported.

2.19 Those not in support of the proposal cited concerns that the allowable
maximum precept increase had become the default proposal in Sussex.

Recommendations

1. That the Working Group supports the proposed precept of £14 on a

Band D property for 25/26, by a majority view.

3. Working Group Resource Implications and Value for Money

3.1 The cost of the Working Group has been met from within the funding
received by Sussex Police and Crime Panel from the Home Office.

4. Risk Management Implications

4.1 Reviewing the proposed policing precept is a core statutory duty of the
Panel. A failure to adequately undertake this duty risks breaching the
applicable sections of the Police Reform and Social Responsibility Act
2011.

5. Other Considerations – Equality – Crime Reduction – Human

Rights

5.1 There are no implications which compromise human rights. The

recommendations treat all members of the community equally.

Susan Scholefield
Chair of the Budget and Precept Working Group

Contact:
Ninesh Edwards
(T) 0330 222 2542

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 Agenda Item 4

(E) ninesh.edwards@westsussex.gov.uk

Appendices: None

Working Group Members:

Councillor Mark Baynham

Councillor Paul Keene
Mrs Sarah Peacock
Mrs Susan Scholefield (Chair)
Cllr Bob Standley

The following councillors were appointed to the Group, but did not contribute to
this report:

Cllr Zack Ali

Councillor Yasmin Khan

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 Agenda Item 5a

Sussex Police and Crime Panel

31 January 2025

Proposed Precept 2025/2026

Report by The Clerk to Sussex Police and Crime Panel

Focus for Scrutiny

• The Panel is invited to review and make recommendations on the proposed

precept for 2025/2026, informed by the recommendations of the Budget and
Precept Working Group.

1. Background

1.1 The Police and Crime Commissioner has a duty to notify the Panel of the
proposed precept by 1 February of the relevant financial year.

1.2 The Panel has a duty to review the Commissioner’s proposed precept for the
next financial year, and make reports and recommendations, by 8 February.

1.3 The Panel has three options in respect of the proposed precept – to support,
not support, or to veto. The Panel may wish to include commentary as part of
its recommendation, including a recommendation on what it feels the precept
should be.

1.4 The power of veto is provided under Schedule 5 of the Police Reform and
Social Responsibility Act 2011 and in Regulations. The veto can only be
exercised with a two thirds or greater majority - i.e. 14 members or more
voting in favour of a veto (the current Panel membership being 20). In the
event of a veto, a provisional meeting date of Monday 17 February has been
arranged for the Panel to meet to consider a revised precept and make
reports to the Commissioner if required. The Panel does not have the power
of veto over a revised precept.

1.5 Following today’s meeting, the Clerk, in consultation with the Chairman, will
write to the Commissioner, setting out the Panel’s agreed recommendation.
The letter will be published on the Panel’s website. The Commissioner’s
response will be also published on the website, and with the papers for the
Panel’s next meeting.

Tony Kershaw
Clerk to Sussex Police and Crime Panel

Contact:
Ninesh Edwards
(T) 0330 222 2542 (E) ninesh.edwards@westsussex.gov.uk

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 Agenda Item 5b

To: The Sussex Police & Crime Panel.

From: The Sussex Police & Crime Commissioner.
Subject: Proposed Precept 2025/26.
Date: 31 January 2025.
Recommendations: That the Sussex Police & Crime Panel:
i) review the precept proposal; and
ii) report to the Commissioner on the proposed precept.

1.0 Introduction

1.1 The Police Reform and Social Responsibility Act 2011 requires the Police & Crime
Commissioner (PCC) to notify the Police & Crime Panel of the proposed precept
for the coming financial year. The Panel is required to respond with a report to
the PCC on the proposed precept including, if appropriate, recommendations as
to the precept for the financial year.

1.2 Financial planning sits at the heart of good public financial management.
Alongside budget preparation, performance management and reporting, the
ability to look strategically beyond the current budget period is a crucial process
to support the PCC’s resilience and long-term financial sustainability.

1.3 This report presents the PCC’s precept proposal which is underpinned by a
revised draft four-year Medium-Term Financial Strategy (MTFS) – see Appendix
1 – that sets out the financial context for the PCC’s draft revenue budget, capital
programme, reserves and proposed precept decision for the next financial year
2025/26 and estimates for a further three financial years.

2.0 Consultation and Engagement

2.1 The PCC has been listening and talking to Sussex residents and businesses from
Chichester to Rye and Brighton to Crawley.

2.2 In addition to meetings that the PCC has had with members of the public and
elected representatives, her office has conducted several strands of listening
and engagement (in person & online) through externally sourced independent
surveys, correspondence to her office and on official social media channels.

2.3 The PCC received 3,167 responses to the annual #SaferinSussex survey; 2,210
pieces of correspondence; 76k digital engagements: 425k emails to weekly
newsletter subscribers.

2.4 The office held discussion groups with 110 young people; visited 13 events
across Sussex to meet youth workers, businesses, farmers and residents; and
has just completed 20 focus groups with councillors, clerks and several
chambers of commerce.

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Agenda Item 5b

2.5 The Safer in Sussex survey showed that anti-social behaviour (ASB), dangerous
driving and knife crime were the top concerns overall and 24% of the
respondents said they had reported a crime to police in the past year.

2.6 All 12 local authority areas ranked ASB as the most important issue but violence
against women and girls was more of a concern in large towns (Brighton and
Chichester). Knife crime and county lines / drug supply ranked higher in
Hastings, Crawley and Rother.

2.7 When asked what would most reassure residents that crime was being tackled,
50% said a more visible police presence, 19% said better police engagement
and 9% said effective initiatives to tackle ASB.

2.8 Our community feedback showed that young people were very concerned about
knife crime. Councillors and clerks relayed local concerns about drug dealing
and consumption in public, organised crime and shoplifting and also spoke about
public and retailers not reporting incidents to police.

2.9 Participants recognised the funding and demand pressures on Sussex Police and
acknowledged the efforts the force had made to achieve efficiencies without
reducing services.

2.10 The majority of feedback was that all public services needed extra funding and
the police were no different, but several councillors said that Sussex Police
needed to show more clearly where previous precept increases had led to extra
officers and improved neighbourhood policing and higher visibility.

2.11 In November and December last year, the PCC also commissioned an
independent polling company to survey a demographically representative
sample of Sussex residents with 2,524 respondents asked about crime concerns
and experiences, their satisfaction with Sussex Police and their views on levels
of the police precept. The results are summarised below from paragraph 2.13.

2.12 Since the PCC was first elected in 2012, she has made every effort to increase
transparency in police governance and accountability including making herself
accessible to the media. In the past calendar year there has been 389 pieces
published across local, regional, national and international media. The majority
of media coverage is about funding and strengthening neighbourhood policing,
the police response and the PCC leadership in tackling business and retail crime,
anti-social behaviour, serious violence and organised crime (see Appendix 3).

2.13 Each year, the PCC office conducts a poll of Sussex residents to test their views
on potential levels of precept increase. Between 13th November and 8th
December 2024. A professional polling company was commissioned to get a
robust sample of public opinion in each Sussex district, by age, gender, and
other demographic and socio-economic classifications.

2.14 A total of 2,524 residents completed the survey – which is 372 more than last
year. 47% of respondents were male and 51% female (as declared). The
confidence interval was plus or minus 1.95% which means that, had the
pollsters been able to survey every resident of Sussex, the answer to a given
question would fall within plus or minus 1.95% of the actual research result on
95 occasions out of 100. For context, most national surveys operate with
confidence intervals of plus or minus 3.00 to plus or minus 4.00.

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 Agenda Item 5b

2.15 53% of all residents supported some level of precept increase. 40% oppose any
increase and 7% are exempt from paying council tax. 24% are prepared to pay
up to an extra £1.75 a month; 15% are prepared to pay an extra £1.25 a month
and 14% are prepared to pay an extra £0.83 a month.

2.16 Public support for a precept increase has risen by 3% compared to last year.
Appendix 2 includes full details of the precept survey by the polling company
and a summary of all engagement and polling activity conducted by the PCC
office.

3.0 Overall Financial Picture and Four-Year Plan

3.1 Investment In Officers – the PCC has been working tirelessly since 2018/19 with
the help of Sussex taxpayers and the Home Office funding to build back police
officer, PCSO and specialist staff posts.

3.2 There were 147,746 full-time equivalent (FTE) officers in post as at 31 March
2024 in the 43 territorial police forces in England and Wales this was an increase
of 0.2% on March 2023 (up 312 FTE from 147,434 officers). The government
stated that was the highest number of police officers since comparable records
began (in the year ending March 2003), higher than the previous peak of
147,434 FTE police officers in March 2023. Sussex proportion is approximately
2.15% of the national total.

3.3 Following Operation Uplift, Sussex Police must maintain a police officer baseline
of 3,166 Officers (headcount). In addition to this number, the Force has
committed to recruit an additional 60 police officers in the financial year
2024/2025 with an enhanced target of 3,226 officers. As of 31 March 2012, the
police establishment for comparison was 2,959.

3.4 In terms of funding for context Sussex has:

 18th lowest Net Revenue Expenditure (NRE) per head of population na-
tionally at £207.50 (excluding national functions and PCC) (Most similar
group = £200.33; nationally = £243.43; (Source: p.4 HMICFRS website
2023/24 HMICFRS Value for Money Profiles)
 7th lowest precept of any PCC in England and Wales at £252.91 per Band
D equivalent household 2024/25.
 5th lowest total funding per head of population at £196.82 (all grants and
precept).

3.5 The Government’s provisional policing settlement announced in December 2024

stated that Sussex could receive an overall cash increase of £25m (6.8%), net
of adjustments for 2025/26 as follows:
 Home Office grant of £243.5m, an increase of £13.9m (6.1%) over 2024/25.
 This includes:
o Core Grant of £203.6m an increase of £7.3m (3.7%).
o Employers National Insurance: £5.5m compensation for the additional
costs of the increase in Employers National Insurance of 1.2%. This is
£700k less than the estimated costs though.

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Agenda Item 5b

o Officer Maintenance Funding: £7.5 million is specifically allocated as

ringfenced funding to support Sussex Police in maintaining officer num-
bers. This funding is contingent upon the force achieving its overall of-
ficer maintenance headcount.
o Additional Recruitment Funding: Sussex Police will receive £3.2 million
as an unconditional top-up grant in recognition of additional recruitment
carried out.
o Neighbourhood Policing: Sussex Police will receive £2.1 million to deliver
the first steps of the Neighbourhood Policing Commitment. This is part
of a £100 million investment to increase the number of officers, PCSOs,
and special constables in neighbourhood policing roles.
 PCC precept flexibility to increase Band D council tax precept by up to £14
would yield £10.6m pre council tax collection fund and tax base improve-
ment.

3.6 The Levelling Up and Regeneration Bill received Royal Assent on 2 November
2023. It amended the Local Government Finance Act 1992 and reduces the
minimum period for the implementation of a premium for empty premises from
two years to one year.

3.7 It also allows billing authorities to introduce a premium in respect of second

homes (dwellings that are unoccupied but furnished), of up to 100%. ‘Second
homes’ are properties held by their owners as a home mainly used by
family/friends as holiday home, let to others as a holiday let, or for occupation
while working away from home. The first bills including the premium will be
issued from 1 April 2025.

3.8 Chichester and Adur councils have received significant uplifts to their taxbase
for 2025/26 because of the new premiums. For Chichester, the impact of
introducing the 100% premium has increased the taxbase by 2,948 band D
equivalent properties (6.3%). For Adur it has increased the taxbase by 2,327.0
(3.60%). For other billing authorities that have introduced the premium the
change is less.

3.9 The overall increase in the taxbase of 1.85% was higher than forecast. However,
billing authorities have forecast an overall net deficit of £0.7m on the collection
fund which must be paid back to them. The overall net increase is therefore
£12m.

3.10 The stated policy aim of the premium is to free up housing stock for local need.
If the aim is achieved, council tax receipts might reduce especially if occupied
by single persons who receive a 25% discount. A prudent assumption about
taxbase growth has been included in the assumptions for future financial
planning.

3.11 The PCC has considered the financial and other implications of precept funding
levels, use of reserves, inflation and other cost pressures against several budget
scenarios as part of the financial planning process.

3.12 Costs are anticipated to increase by £30m in 2025/26 because of staff salary
increases, inflation of supplies and services, the employer national insurance
shortfall and other cost changes. Set against a £25m grant and precept increase
requires the use of other resources and cost reductions to balance the budget.

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 Agenda Item 5b

3.13 The PCC with Sussex Police has reviewed all budgets in detail during 2024/25
in collaboration with the Service Transformation Programme to highlight options
for identifying and delivering efficiency savings and/or generating income, with
the aim of setting a balanced budget.

3.14 The PCC and the public (as we know from our survey and consultation results)
want to maintain the investment that has been made to date - the police
officers, police staff, PCSOs and smart systems and capabilities. However, we
do not want to go backwards. Even with a £14 increase in the precept, the
increase in the government grant and use of other resources, including
earmarked reserves, it will not be enough to balance the £426.5m gross revenue
budget requirement which means a further £5.0m of savings are required to
balance the budget for 2025/26.

3.15 The draft four-year Medium Term Financial Strategy (MTFS) sets out the
financial context for the draft revenue budget, capital spending plans and
proposed precept decision for the next financial year 2025/26 and estimates for
a further three financial years. It brings together all resources including grant,
precept, fees and charges, income for special policing and use of reserves and
capital.

3.16 The approach set out in the MTFS is expected to deliver a balanced revenue
budget for 2025/26 of £421.5m, but the future is uncertain as we await the
process and outcome of the Government’s Comprehensive Spending Review in
Spring 2025 to learn what out grant and precept resources could be. In the
meantime, assumptions have been included to estimate the future years
budgets.

3.17 The management of the 2025/26 budget is planned to be achieved through well-
constructed and managed workforce plans; the use of one-off reserves in a
managed way; rationalisation of estates; new operating model efficiencies; non-
pay savings; and increases to the precept. This will require careful monitoring,
scrutiny and commitment to develop realistic and credible savings that will
achieve a sustainable budget going forward. The PCC and Chief Constable are
fully committed to taking the necessary decisions to achieve this outcome and
the budget plans and actions will be closely monitored and scrutinised by both
Chief Finance Officers.

4.0 Chief Constable’s Investment and Requirement

4.1 The successful delivery of policing requires the Chief Constable to manage a
complex set of resources, demands and priorities whilst reviewing and revising
plans to meet changing needs. Policing is always evolving as it responds to the
social, legal, political and economic landscape in which it operates. Although
these changes provide challenges and opportunities, the focus for Sussex Police
remains constant in keeping people safe.

4.2 Home Office data offers reassurance that Sussex is a safe county –
neighbourhood crime remains low – Sussex is the 13th lowest force nationally
(of 43 forces) for risk of crime, having a rate of 745 crimes per 100,000
population.

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Agenda Item 5b

4.3 Over the last 12 months, the profile of contact from the public has changed with
the force experiencing a 10% reduction in emergency calls (999) and 30%
increase in non-emergency calls (101) when compared to the same period the
previous year. Non-emergency contact now constitutes 56% of total contact
demand.

4.4 Despite the reduction in 999 calls the volume of Emergency Response (Category
A) incidents has been increasing, and Sussex Police attends on average 231
emergency incidents per day.

4.5 Over the last 12 months the benefits of the investment in new contact
management technology and contact officer training have been realised. Sussex
Police is now one of the best performing forces for 999 call answering time
within its similar group (MSG) of forces, and consistently one of the top
performing forces in the country. Sussex Police’s 101 abandonment rate has
almost halved over the past year, and average 101 call wait times are routinely
under three minutes.

4.6 Public safety/welfare incidents make up the largest proportion of total incidents
that the force attends. There has been a notable rise in mental health related
emergency incidents, which are becoming increasingly complex and time
consuming for officers. Efforts with partners continue to ensure the public
receive help and support from the most appropriate service in these instances.

4.7 Total recorded crime has risen year on year since 2017 (with the only exception
being the pandemic year of 2020). 2023 saw a peak in recorded crime and levels
remain high in 2024. There have been some fluctuations in the profile of
recorded crime, particularly a sustained increase in retail crime and low-level
violence without injury. Neighbourhood crime, such as burglary and vehicle
crime, has not grown, and Sussex is not seeing the same rises as some other
areas in the country.

4.8 In 2024, Sussex Police recorded the highest volume of serious crime since 2016,
highlighting the continued protection of the Force’s proactive capabilities in
disrupting drug crime. The investment that the force has made in pro-active
activity has led to an increase in the number of drug trafficking offences
uncovered and solved.

4.9 Sexual offences continue to rise year on year, driven in part by the growth of
digitally enabled offending such as circulation of self-generated indecent
imagery. This is a nationally growing issue, and demand in this area is
anticipated to rise with the increased use of smartphones and time online.

4.10 The number of reported rape offences has remained consistently high with the
force recording on average six per day. The Op Soteria national operating model
has become embedded in force since its implementation in July 2023. Since
then, enhanced training has been delivered to specialist investigators and first
responders, resourcing has been increased, and the force has focused on
investing in and building upon its public protection capacity. Charged outcomes
for rape offences have subsequently increased but this is an area of considerable
pressure for the force and therefore a programme is underway to restructure
and specialise Public Protection rape and safeguarding investigation teams.

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4.11 In addition to the force’s growing investigative demand, Sussex Police continues
to service both unplanned protests and pre-planned events. The force manages
planned demand well by ensuring event organisers make an appropriate
contribution to the resourcing of these occasions. However, large scale events
such as Lewes Bonfire, and Premier League football matches are resource
intensive and must be balanced against daily demand. Unplanned demand is a
growing risk for the force, highlighted by the local resources needed, and the
mutual aid requirement to support other forces during the rioting in response
to the attacks in Southport in the summer of 2024.

4.12 The infographic attached at Appendix 4 shows the Sussex Police average
incidents and crimes per day in 2024.

4.13 In 2025/26, Sussex Police is expecting to face further operational and financial
challenges. Alongside the growing demand outlined above, the organisation
must contend with both inflationary pressures and changes in the labour market
which are creating increased competition for specialist skills and making
recruitment and retention harder.

4.14 Sussex Police achieved its aim under the government’s Operation Uplift
programme of having 3,251 officers (headcount) by 31st March 2024, and is
committed to maintaining a total headcount of at least 3,226 police officers (this
includes 60 extra posts which were funded as additional uplift for two years by
government). As of 31 March 2012, the police establishment for comparison
was 2,959.

4.15 Looking forward, Sussex Police faces a significant challenge. Crime is continuing
to grow, and the processes involved in dealing with crime are becoming more
complex. Like other organisations, Sussex Police has been affected by growth
in inflation which has impacted both pay and non-pay costs for the force and
will continue to do so. This means that, despite substantial savings already
made, the force will need to generate further efficiencies to balance the budget.

4.16 However, with increasing demand, and savings to find over the next four years,
Sussex Police must ensure that resources are targeted where they will have
most impact: protecting and sustaining the service improvements which have
already been made and investing in those areas that provide the strongest
outcomes for victims and the public. To support this, Sussex PCC and Sussex
Police have robust business planning processes which are aligned to deliver the
priorities in the PCC’s Police and Crime Plan.

4.17 The precept increase of £14 for 2025/26 is therefore critical for Sussex Police
to maintain the progress that has been made to date, sustaining the operational
capacity that has been built, enabling them to make the most of their data and
technology to deliver better value for money and outcomes for the public. It will
ensure they can retain an effective operating model, keeping new recruits on
the frontline attending more calls, more swiftly, getting more positive outcomes
for victims.

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4.18 A £14 precept uplift in 2025/26 would enable Sussex Police to meet the
increased costs, including the shortfall in the Employer National Insurance costs
resulting from the increase, whilst preserving the improvements in operational
capacity and capability made through investment in previous years. It will also
support the cost of delivering the change required to ensure they have the most
efficient model possible, building on the investment already made in innovation
such as digital support for investigation and analytics to deliver smarter
evidence-based policing.

5.0 Precept Proposal

5.1 The government expectation is that local taxpayers contribute more to local
policing.

5.2 The PCC has considered the financial and other implications of precept funding
levels, use of reserves, inflation and other cost pressures against several budget
scenarios as part of the financial planning process.

5.3 It has been calculated that a £14 precept increase is essential so that Sussex
Police can meet the increased costs of pay, inflation and preserve the
improvements in capacity, visibility and accessibility built up since 2018.

5.4 The PCC has scrutinised the Chief Constable’s budget and listened carefully to
what the residents of Sussex have been telling her. The PCC and the public, as
we know from our survey and consultation results, want to maintain the
investment that has been made to date in police officers, staff, PCSOs and
systems and capabilities. There is no appetite to go backwards.

5.5 The council tax precept for Sussex was one of the lowest - 31 out of 37 – of
English policing bodies during 2024/25 at £252.91 per annum for a Band D
property. The median was £274.50.

5.6 A £14 increase on a Band D property will be equivalent to 27p per week / £1.17
per month. For context, 75% of Sussex council taxpayers occupy a Band D
property or below and therefore would pay no more than an additional £1.17
per month per household for the Police element.

5.7 The PCC is, therefore, proposing to increase the Band D precept by £14 for
2025/26 taking it from £252.91 to £266.91 per annum per household. This still
ensures that Sussex remains within the lowest quartile for police precepts in
England.

Mark Streater Jo Shiner

Chief Executive, Office of the PCC Chief Constable,
Sussex Police

Iain McCulloch Peter Appleton

Chief Finance Officer, Office of the PCC Chief Financial Officer,
Sussex Police

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Contact: Iain McCulloch, Chief Finance Officer

Email: Iain.McCulloch@sussex-pcc.gov.uk

Contact: Peter Appleton, Chief Financial Officer

Email: peter.appleton@sussex.police.uk

Appendices

Appendix 1 – Draft Medium-Term Financial Strategy 2025/29

Appendix 1a – Reserves Policy [included within above report]

Appendix 1b – Sussex Financial Risks Register
Appendix 1c – Prudential Indicators [included within above report]
Appendix 1d – MRP Statement 2025/26 [included within above report]
Appendix 1e – Capital Strategy

Appendix 2 – Precept Consultation Results

Appendix 3 – Engagement Summary Analysis
Appendix 4 – A Day in the Life of Sussex Police 2024 – Infographic

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Appendix 1 - DRAFT MTFS 2025-2029 FOR POLICE AND CRIME PANEL 31.01.2025

VERSION – 2.1

DATE – 22.01.2025

STATUS - SUPPORTING
DOCUMENT FOR THE POLICE
AND CRIME COMMISSIONERS’
PRECEPT PROPOSAL TO THE
POLICE AND CRIME PANEL
31.01.2025

ACCESSIBILITY

The document has been created

using Microsoft Word, has been
reviewed using the accessibility
function and saved as PDF.

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Appendix 1 - DRAFT MTFS 2025-2029 FOR POLICE AND CRIME PANEL 31.01.2025

MEDIUM TERM FINANCIAL STRATEGY 2025/2026 to 2028/2029

Report by Iain McCulloch, Chief Finance Officer to the Sussex Police &
Crime Commissioner

Section: Contents

Foreword from the Police & Crime Commissioner ................................................ 5

The Financial Plan: Chief Finance Officer Narrative Statement ............................ 6
Purpose of the Medium Term Financial Strategy ................................................ 11
Benefits of the Strategy ....................................................................................... 11
Principles of the Strategy .................................................................................... 12
Review of the Strategy – Summary ..................................................................... 13
Police & Crime Plan 2024/28 .............................................................................. 14
Managing Resources and Gaining Assurance .................................................... 15
Sussex Police – Managing Complex Demand: Protect, Catch, Deliver............... 18
Police Officers and Staff...................................................................................... 25
Partnership Working............................................................................................ 27
Financial Context ................................................................................................ 30
2024/25 Budget and Forecast Outturn ................................................................ 45
Medium Term Financial Budget Considerations ................................................. 47
Medium Term Financial Forecast ........................................................................ 52
Savings and Efficiency Plans – The Transformation Plan in Numbers ............... 53
Sustainability ....................................................................................................... 56
Capital & Investment – Estimates, Financing and Control .................................. 58
Reserves ............................................................................................................. 65
Indicative Budget Forecasts 2025/26 to 2028/29 ................................................ 72
Risk Assessment ................................................................................................ 79
Public Engagement and Consultation ................................................................. 81
Conclusions ........................................................................................................ 83
APPENDIX A - RESERVES POLICY............................................................................ 84
APPENDIX B - FINANCIAL RISK REGISTER .............................................................. 86
APPENDIX C – PRUDENTIAL INDICATORS .............................................................. 87
3

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APPENDIX D - MINIMUM REVENUE PROVISION (MRP) STATEMENT 2025/26 ...... 89

APPENDIX E - CAPITAL STRATEGY .......................................................................... 91

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Foreword from the Police & Crime Commissioner

I am one of 37 elected Police & Crime

Commissioners (PCCs) across England and Wales.
I was re-elected to serve a fourth term as Sussex
PCC in May 2024 to continue to articulate the
public’s policing priorities and concerns, ensuring
that the Chief Constable provides effective and
efficient policing across the county.

Having served as Sussex Police & Crime

Commissioner since 2012, I have the experience
and proven track record to continue making a
difference to policing our county. As your PCC, I
have robustly held the police to account on behalf
of residents, successfully supported victims of
crime and invested heavily in frontline policing.

As well as holding the Chief Constable and the force to account for local
policing issues, one of my key duties is to ensure Sussex Police meets its
national strategic policing requirements, including a co-ordinated response
to serious and organised crime and terrorism.

I have a statutory duty to publish a Police & Crime Plan which sets out the
strategic direction for policing our county with objectives for how policing will
be delivered in Sussex up to 2028. This plan drives the Chief Constable’s
Operational Delivery Plan.

I also work with community safety and criminal justice partners to make sure
there is a coherent approach to preventing and reducing crime.

I am authorised to set the force budget; to allocate discretionary grant

funding; to commission services for victims, and to determine the precept -
the police element of council tax.

This Medium Term Financial Strategy (MTFS) is one of my key planning tools
which help to identify available resources and options for delivering the
public’s Police and Crime Plan priorities and the force’s Strategic Policing
requirements.

The MTFS is part of my robust scheme of financial management and scrutiny,

which I review along with the annual budgets on a regular basis during the
year to be assured that public money is being appropriately allocated.

As a publicly available and ‘living’ document, the MTFS also provides

contextual information and the rationale behind our running costs and capital
investment, along with any decisions on the level of the precept.

Katy Bourne OBE

Sussex Police & Crime Commissioner
31 January 2025

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The Financial Plan: Chief Finance Officer Narrative

Statement
Managing Your Money

I am responsible for preparing this financial strategy which I construct with

the assistance of the Chief Constable’s Chief Finance Officer, other staff and
officers for presentation to the PCC for approval.

While the statutory local authority budget setting process continues to be on

an annual basis, a longer-term perspective is essential to demonstrate
financial resilience and sustainability. Short-termism runs counter to both
sound financial management and sound governance.

The time horizon of our financial planning should also not be determined by
the time horizon of financial support from central government.

In July 2024 the incoming Chancellor of the Exchequer announced a multi-

year spending review to conclude in spring 2025 (SR2025). They also
announced changes to the Charter for Budget Responsibility to require
spending reviews to be held every two calendar years, covering a spending
period of at least three years, saying that this would ensure there will always
be up to date medium-term departmental spending plans. The Chancellor
indicated that the decision-making in SR2025 would reflect the government’s
‘mission-led’ approach. She further announced that the government would
establish a new Office for Value for Money (OVfM) to help it “put value for
money at the heart of decision-making” and to recommend system reforms.

Leading up to the SR2025 the government has issued a settlement for just
the 2025/26 financial year.

Local Government Reform

The Government published the English Devolution White Paper: Power and
partnership: Foundations for growth in December 2024. The white paper
proposes to extend devolution to all parts of England, with more powers and
funding for local areas.

It proposes the creation of new 'Strategic Authorities', which would be

responsible for strategic planning, transport, and economic development in
their areas.

It proposes to give more powers to mayors, including powers over transport,

housing, public safety and skills. The paper expresses a preference for
unitary local government, with the aim of replacing two-tier systems with
single-tier councils. It does not propose any major structural changes to
policing itself. It does not suggest abolishing PCCs, merging police forces, or
transferring significant policing powers to local authorities. The focus is more
on how policing can work more effectively with reformed local government
structures to deliver better outcomes for communities. With this may come
more resources, but also added responsibilities on policing.

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Planning for an Uncertain Future

The greater the uncertainty about future central government policy then the
greater the need to demonstrate the PCC entity’s long-term financial
resilience, given the risks attached to its core funding. This MTFS is prepared
on the assumption that the legal entities of the PCC and the Chief Constable
are both going concerns, meaning they will continue in operation for the
foreseeable future and will be able to realise assets and discharge liabilities
in the normal course of operations.

The Group's revenue budget is primarily comprised of personnel costs

(approximately 80%) and other costs (approximately 20%). The primary
driver of financial uncertainty and cost is the rate of increase in the pay bill.

Workforce Costs

Police Officer Pay Increases (staff increases are similar)

• 2019-2021: Police officer pay experienced a period of limited increases
or even freezes.
• 2022: A pay increase of £1,900 per officer (4-5%) was awarded.
• 2023: A further increase of 7% was awarded.
• 2024: A 4.75% increase was awarded.

Budgetary Impact of Pay Increases - The 7% pay increase approved in July

2023, which exceeded the budgeted amount, necessitated additional funding
of £7.1 million. However, this was insufficient to fully cover the increased
costs for both officers and staff. A similar situation arose in 2024 with the
4.75% pay increase.

At the end of July 2023, the then Minister of State for Crime, Policing and
Fire approved a 7% pay increase for police officers which was higher than
budgeted. Fortunately, additional resources of £7.1m were provided to meet
the budget shortfall, but they were not sufficient to meet the full costs of the
pay increases of both officers and staff.

The underlying issue is the discrepancy between the Home Office's grant
allocation formula, which is based on a funding formula rather than the actual
profile of officer pay including increments that inflates the costs. This
mismatch leads to recurrent costs that are not covered by government grants
and must be funded through local council tax resources.

The increase to employers National Insurance Contributions (NIC) and the

change in the threshold that they are payable will cost Sussex PCC/Police
and estimated £6.2 million for 2025/26. The Home Office has provided a
grant of £5.5 million to cover the costs arising from changes but this is not
enough to cover the actual estimated cost, leaving a shortfall of at least
£700k as the grant does not cover overtime and other pay costs that attract
NIC.

Operating Cost Increases

The other expenditure in the Group's revenue budget comprises the costs of
enabling policing, services to victims and communities. The costs of the
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vehicles including purchase, operating and maintaining buildings, provision
of equipment, IT infrastructure and devices, communications devices and
systems, services to victims of crime, forensics and many other ancillary
items make up the remaining 20% of the budget.

These costs are exposed to price rises. The geopolitical, financial and social
situations around the world and in Europe continue to create financial
pressures and uncertainties for financial planning. The uncertainty and
unpredictability influences costs and makes it difficult to plan our finances
accurately. Unlike a manufacturer, retailer, or other supplier we are unable
to adjust our income, which in our case are represented by the council tax
and government grant we receive, to take account of rising prices mid-year.
Once income has been maximised then costs must be reduced to balance the
budget.

Whilst the rate of change to inflation has reduced from its double-digit highs,
prices are rising month on month just at a slower pace. For context, prices
have risen by 34% since Q3 2019. Most of the cost increases are already
baked into the operating costs for the Group. In addition, suppliers continue
to try, and in some cases succeed, to transfer the financial risk they are
exposed to through prices onto the Group. At the time of writing, oil prices
were also increasing. This was driven by a combination of rising demand and
the weakening of the British Pound against the US Dollar. This situation
fuelled concerns that it could contribute to higher inflation.

The increase to employers National Insurance Contributions (NIC) and the

change in the threshold that they become payable will impact on suppliers
and essential service providers such as Victim Support and charities that
supply services to the PCC and Chief Constable. It is expected that those
suppliers and service providers impacted will look to negotiate additional
funding and/or trim their services to match their costs to remain financially
viable.

Some reductions in costs are being experienced with key operating costs,
such as utility costs and liquid fuel for the vehicle fleet, but as explained
above, these prices are unpredictable.

The Costs of Capital

We also manage the costs of borrowing money for long-term investments,

such as buildings or equipment. Interest rates have been fluctuating. While
higher rates mean we earn more interest on our savings, they also make
new borrowing more expensive.

UK government bond prices (Gilt’s) rather than the Bank of England Base
Rate play a crucial role in determining the cost of borrowing for local
authorities through the Public Works Loans Board (PWLB). PWLB interest
rates are determined by adding a margin to the yield on gilts. Fluctuations in
gilt yields directly translate into changes in PWLB interest rates, impacting
the cost to the PCC to borrow. The UK’s long-term borrowing costs increased
to the highest level in more than a quarter of a century on 07 January 2025
after the first of a string of government bond sales due over the coming
weeks. The 25 year PWLB interest rate was 6.15 percent on 14 January 2025.
The Government plans for near record debt sales could increase the cost of

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these gilts even further if the market appetite for bonds reduces.

The need to borrow is increasing as our revenue capacity to fund these items
outright reduced. Legislation requires that money is set aside to meet the
costs of debt even if internal balances are used to fun them in the short term.
So, the capital plans are important and a key element of this strategy.
Further detail on capital can be found later in this Strategy. In addition, risk
is addressed throughout with the detail included in Appendix B.

A Budget Shortfall of £5m after Precept and Grant

The total gross revenue budget for 2025/26 will be £426.5m an increase of
£30m (£396.5m 2024/25). Grant income from the Home Office provides the
largest element of funding for the Sussex Police fund. In 2024/25, the core
government grants, excluding one off special grants, will total £243.5m. The
balance of £176.6m is funded from local council taxpayers in the form of the
local precept. Throughout the years of austerity, when core government
grants were reduced or increases limited, the precept has been the key
funding source that has enabled the PCC to keep the books balanced. The
proportion of funding received from the precept has therefore increased with
the local taxpayer paying a growing proportion year on year. In 2013/24 the
local council tax precept accounted for 30% of the net funding. In 2025/26
it is estimated to account for 42%. With Sussex Police struggling to meet the
costs of operations the opportunity to increase the precept by £14 (5.5%) is
welcomed.

Even with the £14 increase to the precept, expenditure will still have to be
reduced by £5.0m to balance the budget in 2025/26 at £421.5m. Plans are
being progressed to mitigate the cost pressures already identified and
forecast predominantly through the Transformation programme, and these
are set out in this MTFS.

Use of Reserves

Reserves can be split into two main types. Those that are held to mitigate
risk, such as the General Reserve and Insurance Reserve, and those that are
earmarked for specific purposes. Earmarked reserves including the Change
Management Reserve and Delegated Budget Holder reserves hold sums that
have been set aside, through prudent budgeting, to smooth the transition of
change and to help fund the change programmes required to generate
sustainable savings.

Must Sustain Police Officer Numbers

The Home Office Police Uplift Programme has continued to encourage forces
to maintain officer numbers through their performance grant mechanism. A
financial penalty of up to £7.5m (£9.2m 2024/25) is triggered if the officer
numbers are not maintained throughout the year. The details of maintenance
grant terms for 2025/26 are not yet published though. However, it is
expected that Sussex Police must continue to maintain its target headcount
of 3,226 in September 2025 and March 2026 to ensure the full grant is
received.

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The effective ringfencing of the police officer numbers means that budget
savings cannot be achieved by reducing police officers in 2025/26. This
places the burden of further budget savings on all other remaining
unprotected budgets including police staff.

Other Strategies

A new Estates Strategy will be published in February 2025 which feeds into
this financial strategy. The capital requirements to bring the estate to modern
standards is more than the resources that are available to the PCC. The PCC
is limited in the borrowing that can be taken to fund capital schemes for the
Joint Transport Strategy, Estates Strategy and IT Strategy. This constraint is
particularly notable when there are pressures to decarbonise.

Reserves have been carefully reviewed to ensure all monies are properly
earmarked or established for purpose. Some of the earmarked reserves are
being used to balance the budget in 2025/26. The General reserve has been
maintained at 4% of the net revenue budget throughout the MTFS period
and more details can be found later in this Strategy.

Finally

After taking account of the known and anticipated issues, the revenue and
capital estimates contained in this MTFS are considered robust and that the
level of reserves is considered adequate to cover the financial risks faced by
the PCC for 2025/26. However, this is with the caveat that it is of the utmost
importance that management works to find sustainable savings.

Senior leaders have prioritising leadership time to ensure that plans are
realistic, the savings are delivered and the budget balanced. If during the
year and the MTFS period it looks as though savings targets will be missed,
both the PCC’s Chief Finance Officer and Chief Constable’s Chief Finance
Officer will need to consider mitigating actions as set out required by their
statutory responsibilities and duties.

10

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Purpose of the Medium Term Financial Strategy

This is the Medium Term Financial Strategy (MTFS) of the Sussex Police &
Crime Commissioner (PCC). It covers the planning period of four financial
years from 2025/26 to 2028/29 plus the anticipated outturn position for the
current year (2024/25).

The MTFS provides options for delivering a sustainable revenue budget and
capital investment over the medium term. It also sets out how the PCC can
provide the Chief Constable with the resources to deliver the priorities in the
new Police & Crime Plan 2024/28, support the mission, vision and values of
Sussex Police and meet the requirements of the Strategic Policing
Requirement within challenging financial boundaries.

The MTFS sets the financial context for the PCC’s revenue budget and capital
programme and precept decisions.

Benefits of the Strategy

While the statutory local authority budget setting process continues to be on
an annual basis, a longer-term perspective is essential to demonstrate
financial resilience and sustainability. It is therefore essential that the PCC
has resilient finances and a sustainable financial plan. The financial
statements and MTFS are prepared on the assumption that the legal entity
of the PCC and the Chief Constable are both going concerns, meaning they
will continue in operation for the foreseeable future and will be able to realise
assets and discharge liabilities in the normal course of operations.

In July 2024 the incoming Chancellor of the Exchequer announced a multi-

year spending review to conclude in spring 2025 (SR2025). She also
announced changes to the Charter for Budget Responsibility to require
spending reviews to be held every two calendar years, covering a spending
period of at least three years, saying that this would ensure there will always
be up to date medium-term departmental spending plans. The Chancellor
indicated that the decision-making in SR2025 would reflect the government’s
‘mission-led’ approach. She further announced that the government would
establish a new Office for Value for Money (OVfM) to help it “put value for
money at the heart of decision-making” and to recommend system reforms.

Leading up to the SR2025 the government has issued a settlement for just
the 2025/26 financial year.

The greater the uncertainty about future central government policy then the
greater the need to demonstrate long-term financial resilience of the PCC
entity, given the risks attached to its core funding. We therefore must ensure
that while the formal publication of the MTFS may only reflect known
government settlements, it is the responsibility of the PCC, Chief Constable
and senior management and the Chief Finance Officers to have a long-term
financial view acknowledging financial pressures. This assists in:
• Supporting delivery of the Police & Crime Plan 2024/28.
• Improving financial planning and the financial management of the PCC’s
resources, both revenue and capital.

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• Maximising use of resources available to the PCC and Chief Constable,
both internal and external.
• Ensuring that the PCC and Chief Constable demonstrate value for money
and continue to drive further productivity and efficiency gains.
• Allowing strategy to be set out in financial terms.
• Reviewing the PCC’s policy on the use of reserves, ensuring that the
position continues to be sustainable with sufficient resources over the
medium term.
• Responding to external pressures, including unexpected and expensive
operational costs and the ongoing costs, impacts of inflation and interest
rate increases.
• Developing a sustainable budget and financial resilience over the medium
term.

Principles of the Strategy

The key principles underlying the PCC’s MTFS 2025/26 to 2028/29 are:
• Overall expenditure will be contained within approved estimates each
year.
• The PCC will seek to maintain a General Reserve of a minimum of 4% of
Net Revenue Expenditure of which 1% is for operational requirements and
3% to cover any major unforeseen expenditure or loss of funding. The
PCC will review the cost of maintaining reserves at this level against the
benefits of alternative approaches on a regular basis and a flexible
approach will be adopted appropriate to circumstances.
• The PCC will maintain earmarked reserves for specific purposes when
appropriate, consistent with achieving objectives.
• The PCC will continue to prioritise the achievement of value for money
and efficiency in establishing the framework for policing within Sussex and
in commissioning and procurement decisions.
• The Chief Finance Officers, and Chief Constable will prepare a rolling
programme of four-year budget forecasts to inform the PCC’s budget and
precept decisions.
• The PCC, supported by the respective Chief Finance Officers, and the Chief
Constable, will continue to contribute to national reviews of police funding
and make representations on a national basis for the fair and equitable
funding of Sussex Police.
• The MTFS includes the resources required by other key strategies
including the Estates Strategy, Joint Transport Strategy and the IT
Strategy. Those strategies also set out carbon reduction investment plans,
targets and cost savings if applicable.

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Review of the Strategy – Summary

This 2025/26 to 2028/29 version of the MTFS has been revised to include:
• The addition of a financial year 2028/29.
• The Home Office policing grant settlement for 2025/26.
• The inclusion of a precept increase of £14 for 2025/26 and assumptions
of increases in future years.
• Revised revenue and capital budgets including appropriate planning
assumptions.
• The inclusion of all savings achieved to date within base budgets and
planned forecast savings.
• An updated section on the precept and tax base.
• An updated section on reserves and reserve totals.
• An updated section on financial risks.
• Information and explanation of the assurance framework and sources of
third-party validation; and
• Information on the precept consultation and public engagement.

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Police & Crime Plan 2024/28

The PCC has a statutory duty to set the police and crime objectives for their
area through a Police & Crime Plan. The prescribed content of the Plan is set
out in Chapter 3 – Section 7(1) of the Police Reform and Social Responsibility
Act 2011 (PRSRA).

A new plan replacing the 2021/24 Plan has been published for 2024/28. This
process involved a complete review of the police and crime priorities,
measurements to determine progress against the Plan and the supporting
information included within.

In developing the Police & Crime Plan, the PCC is required to consider the
views of the local community and victims of crime. The public priorities were
developed following extensive consultation with members of the public and
local councils in Sussex to ensure that the Plan reflects accurately the
policing, crime and community safety issues that are most important to
them.

The PCC will ensure that these issues, ideas and concerns are addressed
within the following three priorities:
• Police and Crime Plan Priority 1 – PROTECT: Prevent crime and support
victims and witnesses.
• Police and Crime Plan Priority 2 – CATCH: Investigate crime and bring
offenders to justice.
• Police and Crime Plan Priority 3 – DELIVER: Improve trust in policing and
build public confidence.

The Chief Constable works with the PCC to deliver the public’s priorities and
has set out Sussex Police’s three overarching commitments to underpin that
work as follows:
• Protect our communities.
• Catch criminals.
• Deliver an outstanding service to victims, witnesses and the public.

The Chief Constable has published the Sussex Police policing delivery plan.

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Managing Resources and Gaining Assurance

The MTFS sets out how revenue, capital and reserves will be spent over the
period of the four years from 2025/26 to 2028/29 (reserves figure based on
forecast outturn for 2024/25). This section describes how the business is
operated and controlled to ensure it remains a going concern.

The Police Reform and Social Responsibility Act 2011 created two separate
legal entities, known as corporations sole, The Police & Crime Commissioner
for Sussex and The Chief Constable of Sussex.

The PCC is responsible for:

• The finances of the whole Group.
• Receiving all income and funding.
• Making all payments for the Group from the overall Police Fund; and
• Control of all assets, liabilities and reserves.

The Chief Constable of Sussex fulfils functions under the Act within an annual
budget set by the Police & Crime Commissioner for Sussex in consultation
with the Chief Constable.

The following image provides a pictorial representation of the structure.

A scheme of delegation is in operation between the two bodies determining

their respective responsibilities, as well as local arrangements in respect of
the use of the PCC’s assets and staff.

There are several legislative requirements that require the PCC to make
arrangements for the proper administration of their financial affairs and
secure value for money. The Home Office Financial Management Code of
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Practice provides details of the financial governance arrangements within
policing bodies in England and Wales. A copy of the July 2018 revised Code
can be found here on the.GOV.UK website.

The PCC and Chief Constable have put in place policies, processes, systems
and people to meet the requirements, support decisions and ensure money
is spent in accordance with legislation. The PCC website sets out the detail
above on the transparency page with key policies included under the How We
Work page.

The PCC and the Chief Constable have established a Joint Audit Committee
(JAC), which is a key component of the corporate governance arrangements
for both corporations sole. The members of JAC provide an independent and
high-level focus on the adequacy of the audit, assurance and reporting
arrangements that underpin good governance and financial standards and
support the PCC and CC and the other statutory officers in ensuring that
effective governance is in place. This is achieved by reviewing the
comprehensiveness of assurances in meeting statutory officers' needs and
reviewing their reliability and integrity.

The Joint Audit Committee (JAC) provides independent assurance to the PCC
and CC and helps to ensure that efficient, effective and adequate assurance
arrangements are in place for:
• The risk management framework.
• The internal control environment.
• Financial reporting.
• Annual governance processes; and
• Internal audit and external audit.

The JAC terms of reference, agendas and minutes can be found on the PCC
website here: Joint Audit Committee.

The Statements of Accounts for the PCC Group and Chief Constable show how
public money has been used and demonstrate its financial management and
financial health.

Audit plays a vital role in underpinning trust, transparency and confidence in

local government bodies. The external auditor Ernst & Young provide external
independent opinion on the financial statements, consistency of other
information published with the financial statements and concluding on the
arrangements for securing economy, efficiency and effectiveness otherwise
known as value for money in their Annual Audit Letters. They also issue an
opinion on the Annual Governance Statements (AGS) for both corporations
sole.

The Statements of Accounts and Annual Governance Statements for the year
ended 31 March 2024 were published in draft on 31 May 2024 and can be
found on the website at this link. The external auditor advised that due to
audit backlogs elsewhere in the public service that they were unable to
complete the audit of the PCC Group Statement of Accounts and of the Chief
Constable and the Annual Governance Statements by the statutory deadline
of 30 September 2024. They are now expected to be approved in February
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2025.

The challenges facing the existing framework for local authority audit are
well-documented and have been highlighted by auditors, the Redmond
Review, the National Audit Office, the Public Sector Audit Appointments Ltd
(PSAA), the Local Government Association and Parliament. The
Government’s proposals to reset the system of local authority audit so that
auditors able to focus on providing assurance on public bodies’ most recent
financial statements was entered into legislation in Autumn 2024. The reset
is now as follows:

It set a backstop date of 13 December 2024 for financial years (FYs) up to

and including 2022/23 and five subsequent backstop dates:

Financial Year Backstop date

2023/24 28 February 2025
2024/25 27 February 2026
2025/26 31 January 2027
2026/27 30 November 2027
2027/28 30 November 2028

The audited accounts and AGS for 2022/23 were presented to the Joint Audit
Committee and recommended for signature on 5 December 2024 and
approved for signature. The 2023/24 accounts and AGS are due to be
approved in February 2025.

Police Efficiency, Effectiveness and Legitimacy

His Majesty’s Inspectorate of Constabularies Fire and Rescue (HMICFRS)

complete a range of inspections as part of their PEEL assessment (Police
Efficiency, Effectiveness and Legitimacy). HMICFRS also publish their annual
Value for Money profiles. They provide a useful tool for comparing a wide
range of financial and other information and they help to inform and shape
this MTFS.

They provide:
• Comparative data on a wide range of policing activities.
• Comparison of Sussex performance, and the costs of achieving it, with
that of other forces.
• Highlight what differences exist between individual police force areas,
rather than the reasons why they exist; and
• Aim to help individuals ask the right questions.

The Police and Crime Panel (PCP) provide a further layer of external scrutiny
and assurance through their statutory role. The Sussex PCP provides checks
and balances in relation to the performance of the PCC. Its role is to scrutinise
the performance of the PCC and ensure transparency.

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Force Management Statements

HMICFRS introduced Force Management Statements (FMSs) in 2018/19.

They are instruments of self-assessment by forces, covering for each of the
following four years the Chief Constable’s evaluation and projection of:
• The demand which the force is likely to face.
• The condition, capacity, capability, serviceability, performance and
security of supply of the force’s workforce and other assets (such as ICT).
• The force’s plans to improve the efficiency with which the workforce and
force assets are used; and
• The force’s financial income.

HMICFRS state that FMSs will simplify, strengthen and streamline the
information which forces are asked to provide. They enable HMICFRS to
make decisions about where a force’s principal risk areas lie, and so design
their inspection fieldwork and analysis to focus on them.

FMSs provide local policing bodies – PCCs and their metropolitan equivalents
– with information of great value, enabling them to assess the force for which
they are responsible and the extent to which the objectives of their police
and crime plans will be successfully attained, and at what cost.

Sussex Police – Managing Complex Demand: Protect,

Catch, Deliver
A Changing Landscape for Policing in Sussex

The successful delivery of policing requires the Chief Constable to manage a

complex set of resources, demands and priorities whilst reviewing and
revising plans to meet changing needs. Policing is always evolving as it
responds to the social, legal, political and economic landscape in which it
operates. Although these changes provide challenges and opportunities, the
focus for Sussex Police remains constant in protecting the public, catching
criminals and delivering an outstanding service.

Context and Demand

Home Office data offers reassurance that Sussex is a safe county –

neighbourhood crime remains low – Sussex is the 13th lowest force
nationally (of 43 forces) for risk of crime, having a rate of 745 crimes per
100,000 population.

Over the last 12 months, the profile of contact from the public has changed
with the force experiencing a 10% reduction in emergency calls (999) and
30% increase in non-emergency calls (101) when compared to the same
period the previous year. Non-emergency contact now constitutes 56% of
total contact demand.

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N.B this data excludes email contact which ceased as a contact channel in
July 2022

Despite the reduction in 999 calls the volume of Emergency Response

(Category A) incidents has been increasing, and the force attends on average
231 emergency incidents per day.

Over the last 12 months the benefits of the investment in new contact
management technology and contact officer training have been realised.
Sussex Police is now one of the best performing forces for 999 call answering
time within its similar group (MSG) of forces, and consistently one of the top
performing forces in the country. Sussex Police’s 101 abandonment rate has
almost halved over the past year, and average 101 call wait times are
routinely under three minutes.

Public safety/welfare incidents make up the largest proportion of total

incidents that the force attends. There has been a notable rise in mental
health related emergency incidents, which are becoming increasingly
complex and time consuming for officers. Efforts with partners continue to
ensure the public receive help and support from the most appropriate service
in these instances.

Total recorded crime has risen year on year since 2017 (with the only
exception being the pandemic year of 2020). 2023 saw a peak in recorded
crime and levels remain high in 2024. There have been some fluctuations in
the profile of recorded crime, particularly a sustained increase in retail crime
and low-level violence without injury. Neighbourhood crime, such as burglary
and vehicle crime, has not grown, and Sussex is not seeing the same rises
as some other areas in the country.

In 2024 Sussex Police recorded the highest volume of serious crime since
2016, highlighting the continued protection of the force’s proactive
capabilities in disrupting drug crime. The investment that the force has made
in pro-active activity has led to an increase in the number of drug trafficking
offences uncovered and solved.

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Sexual offences continue to rise year on year, driven in part by the growth
of digitally enabled offending such as circulation of self-generated indecent
imagery. This is a nationally growing issue, and demand in this area is
anticipated to rise with the increased use of smartphones and time online.

The number of reported rape offences has remained consistently high with
the force recording on average six per day. The Op Soteria national operating
model has become embedded in force since its implementation in July 2023.
Since then, enhanced training has been delivered to specialist investigators
and first responders, resourcing has been increased, and the force has
focused on investing in and building upon its public protection capacity.
Charged outcomes for rape offences have subsequently increased but this is
an area of considerable pressure for the force and therefore a programme is
underway to restructure and specialise Public Protection rape and
safeguarding investigation teams.

In addition to the force’s growing investigative demand, Sussex Police

continues to service both unplanned protests and pre-planned events. The
force manages planned demand well by ensuring event organisers make an
appropriate contribution to the resourcing of these occasions. However, large
scale events such as Lewes Bonfire, and Premier League football matches
are resource intensive and must be balanced against daily demand.
Unplanned demand is a growing risk for the force, highlighted by the local
resources needed, and the mutual aid requirement to support other forces
during the rioting in response to the attacks in Southport in the summer of
2024.

Looking forward

Against an increasingly challenging economic backdrop, Sussex Police is

likely to continue to see growth in crime reporting. Data-driven demand
modelling and analysis of recent trends show a shift towards increased
complexity and adapting criminal behaviours. Incidents that they are
attending are becoming more complex and taking more time. In 2016 the
average time an officer spent at an incident was 36 mins. In 2024 the
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average time at scene was 48 minutes, an increase of 33%.

The standards required by CPS for a charging decision have become higher
which means more work is involved for each individual case. Building
evidence is also taking longer and involves more specialist skills because
offending often has an element of virtual/online activity (for instance stalking
cases routinely involve criminal activity on social media platforms). This shift
is creating substantial workloads for officers related to evidential material,
disclosure and file build complexity.

Child Criminal Exploitation and County Lines continues to pose a threat, and
often involve vulnerable victims with complex needs. The impact of rising
prices for living expenses has exacerbated poverty levels in the UK over the
past two years, leading to poor economic opportunities and increased social
isolation for some citizens. Rising rates of school absence and children
missing in education provide opportunities for recruitment and abuse by
criminal networks.

Organised Immigration Crime is an area of concern nationally with law

enforcement working more closely than ever with partners to tackle the
enablers. This is a risk that the force anticipates increasing as the number of
small boats and illegal landings has risen, creating more opportunities for
criminal exploitation.

The internet, social media and online services will continue to give rise to
new opportunities for criminals which are likely to result in increased reports
of fraud, data theft, grooming, and child sexual exploitation. The prevalence
of digital platforms in all crime types has grown and in turn that increases
the complexity of crime investigation and the workloads for individual
investigators. To respond to these challenges Sussex Police must ensure that
it has the most effective and efficient model for policing, with the right
resources in the right place at the right time.

Sussex Police continues to develop sound partnership arrangements with

intelligence, detection and enforcement capabilities to deliver against its
priorities. It is continuously forging closer relationships with local, regional
and national agencies and organisations to share information, and to ensure
specialist resources are brought together to tackle complex emerging
threats.

Regional collaboration and information sharing with Thames Valley Police,

Hampshire Police and Surrey police forces continues to identify opportunities
for efficiency and enable closer working.

Over 2023/24, Sussex Police established a dedicated programme – Op Unify

– which bolstered their core investigative functions using Operation Uplift
and precept funded posts and improved their initial call grading and response
to crime. This capacity is already being felt on the frontline and is improving
the force’s response to the public as well as crime outcomes.

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Capability and resourcing – smarter policing

The force achieved its aim under the government’s Uplift programme of
having 3,251 officers (headcount) by 31st March 2024, and is committed to
maintaining a total headcount of at least 3,226 police officers (this includes
60 extra posts which were funded as additional uplift for two years by
government).

The new capability delivered during the Operation Uplift period has
strengthened the force’s capacity to respond to neighbourhood crime and
anti-social behaviour as well as tackle serious and organised criminality. New
units such as the Rural Crime Team and the Tactical and Specialist
Enforcement Units have had a significant impact. Uplift also enabled a more
visible presence and better engagement with communities (both physically
and online) as well as improved specialist proactive resources.
• Rural Crime Team
• Specialist Enforcement Unit
• Response Investigation Teams
• Intelligence Development
• Response
• Investigative functions

However, due to the growth in investigative workload demand, particularly

for serious crime and sexual offences, a strategic risk for the force is our
investigative/detective capacity. Increasing the number of and retaining
detectives is a national issue and ongoing priority for the force. The strength
to establishment gap in detectives across the force has improved over
2024/25 as new detectives have been recruited and the force has put in place
new plans for retention and wellbeing, but this is still an area of pressure for
the force.

The force continues to modernise with an ongoing programme of work

dedicated to the improvement of digital forensics (recognising the
importance of effectively and ethically managing mobile phone data). The
force also has a comprehensive digital and data strategy which sets out the
force’s ambition to move towards more efficient cloud-based services, and to
renew our technology and technical skills model to be fit for the future.
Sussex Police aspires to be a leading force in using data to improve
operational effectiveness and efficiency and to ensure resources are
appropriately targeted.

Use of Investment

Sussex Police has improved services by targeting the additional police

officers funded via Operation Uplift on the delivery of the public policing
priorities in the Police and Crime Plan. Remodelling frontline services to deal
with the growth in emergency incidents, the wider demand from incidents
and crime, and transforming enabling functions to ensure the organisation is
as efficient and effective as possible.

The force’s activity has been focused on sustaining and improving its
operating model to capitalise on the investment. This activity has been
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targeted as follows:

Police and Crime Plan Priority 1 – PROTECT: Strengthen policing,

tackle crime, prevent harm and anti-social behaviour
• Continued channeling of the Operation Uplift additional police officers into
local Response teams has meant that over the last 12 months, officer
strength, a measure of filling vacant roles, in Response has increased from
87% to 98%.
• Under Op Unify, a new call grading process has sharpened Sussex Police
focus on ensuring their response to the public is appropriate, efficient,
and effective. Implementation is still in its early stages, but there have
been notable benefits in terms of increased Response team capacity. This
has enabled them to respond to calls for service in a timely manner as
well as generating more opportunities for proactive policing including
arresting outstanding suspects.
• A significant feature of the new call grading policy is the creation of a new
remote team, the Initial Investigation Unit, to service reports of non-
emergency crime, where victims do not require in person police
attendance. Victims are now offered an appointment and speak with a
police officer via telephone within 72 hours of the report. The benefits of
using technology to respond when appropriate are tangible, improving
victim service as well as response times to those emergency incidents
which require in person attention.

Police and Crime Plan Priority 2 – CATCH: Relentless disruption of

serious and organised crime
• The Specialist Enforcement Unit targets and disrupts serious, organised,
and persistent criminals across the Sussex road network. Intelligence led,
the team have the advanced driving skills and assets to conduct
operations and support other force departments in their policing
objectives.
• Op Safety, Op Sceptre and the Habitual Knife Carrier matrix all contribute
to the prevention of serious violence in Sussex, an initiative that has been
recognised nationally as good practice.
• Sussex Police was selected as one of four forces to trial Serious Violence
Reduction Orders (SVROs). As of September 2024, the force had issued
24 orders and continues to actively promote their use with an additional
60 cases being scoped for suitability.
• In late 2023 Sussex Police and partners from the Community Safety
Partnership launched Clear, Hold, Build (CHB) in Northgate, Crawley, a
Home Office approved tactic in response to serious organised crime in
communities. The project is now in the Build phase and awaiting results
of an impact evaluation, but early indications are positive.

Police and Crime Plan Priority 3 – DELIVER: Support and safeguard

victims and tackle violence against women and girls
• Last year Sussex Police delivered a dedicated improvement plan for
vulnerability in the force’s control room, increasing opportunities to
identify vulnerability as early as possible and ensure performance
continues to improve.

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• Following the successful adoption of the Op Soteria principles and
mobilisation of a dedicated rape investigation team, the force is
undertaking a restructure of its Public Protection model aiming to increase
the number of specialist investigators and embed best practice in
anticipation of an increase in future demand.
• As part of the Op Unify changes, Sussex Police is specifically addressing
Domestic Abuse performance (response and investigations) as a key area
under the Force’s Priorities Delivery Plan. Increases have already been
seen in the number of solved crimes, and work continues to improve
response times to calls for service.
• The impact of previous years precept and uplift investment is visible in
their performance: in 2024 Sussex Police solved 50% more crimes than
it did in 2022.

Looking forward, Sussex Police faces a significant challenge. Investigative

workloads are continuing to grow, and the processes involved in dealing with
crime are becoming more complex. Like other organisations, Sussex Police
has been affected by growth in inflation which has impacted both pay and
non-pay costs for the force and will continue to do so. This means that,
despite substantial savings already made, Sussex Police will need to generate
further efficiencies to balance their budget.

Finally

Sussex Police need sufficient money to maintain the resources and protect
what has been built up over the past four years against the real pressures of
rising prices, tough performance measures and limited grant and precept.

The increased precept in 2025/26 will be critical for Sussex Police to maintain
the progress that has been achieved to date, sustaining the operational
capacity that has been built, enabling them to make the most of their data
and technology to deliver better value for money for the public. It will ensure
that Sussex Police can retain an effective operating model, keeping new
recruits on the frontline attending more calls, more swiftly, getting more
positive outcomes for victims.

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Police Officers and Staff

On 5 September 2019, the then Prime Minister announced the Police Uplift
Programme (Operation Uplift), a commitment to recruit an additional 20,000
police officers (headcount) in England and Wales by 31 March 2023.
Throughout the associated recruitment campaign, a quarterly statistical
bulletin on ‘Police officer uplift’ was published, which included progress on
the recruitment of an additional 20,000 police officers (headcount) in England
and Wales by 31 March 2023.

There were 147,746 full-time equivalent (FTE) officers in post as at 31 March

2024 in the 43 territorial police forces in England and Wales this was an
increase of 0.2% on March 2023 (up 312 FTE from 147,434 officers). The
government stated that was the highest number of police officers since
comparable records began (in the year ending March 2003), higher than the
previous peak of 147,434 FTE police officers in March 2023. Sussex
proportion is approximately 2.15% of the national total.

Following Operation Uplift, Sussex Police must maintain a Police Officer

baseline of 3,166 Officers (headcount). In addition to this number the force
has committed to recruit an additional 60 Police Officers in the financial year
2024/2025 with an enhanced target of 3,226 Officers. As of 31 March 2012,
the police establishment for comparison was 2,959.

The maintenance funding grant is split evenly over the financial year and
paid according to Officer headcount, Sussex Police must ensure that the
baseline was met on 30 September 2024 and 31 March 2025 in order to be
able to claim the full grant amount. The Home Office will withhold £40,000
per officer under the baseline, to a threshold of 30 Officers or 1.5% of the
total officer headcount if the target has not been reached on these dates.
Sussex Police achieved the officer headcount as of September 2024 and is
planned to achieve the same as at the 31 March 2025. The details of the
terms of the new maintenance grant 2025/26 are due to be published in
January 2025.

To avoid any financial penalties Sussex Police must maintain a healthy

pipeline of candidates for the entry routes of becoming an Officer. There are
four entry routes for Police Officers: The Police Constable Degree
Apprenticeship (PCDA), The Police Constable Entry Programme (PCEP), The
Detective Degree Holder Entry Programme (DDHEP) and the Detective
Constable Entry Programme (DCEP). Each entry route has its own eligibility
criteria that follows national guidelines where candidates have to pass a
behavioural style questionnaire and situational judgement test, attend an
Online Assessment Centre and an in-person interview before pre-
employment checks can commence. These checks consist of completing the
fitness test, medical clearances, biometric vetting, substance misuse testing,
vetting and reference checks.

A dedicated Attraction Team have created tailored recruitment campaigns

and materials to appeal to suitable candidates with the right skills,
behaviours, and experience to perform the role. Utilising, the forces’
employer brand of “I am Sussex Police” they attend local colleges,
universities and other opportunities such as Career Fairs with external
partners to promote the force. The Attraction Team also run Webinars for
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interested candidates to learn more about the role and offer one-to-one
conversations for greater understanding on the role or the recruitment
process. Campaigns also incorporate plans to increase representation from
the local communities.

Sussex Police has a flexible workforce plan to manage planned intakes

throughout the year and adapt to changes in the attrition levels to ensure
the force remains on track to reach the baseline at the check points stated
above. The force has a variety of measures to aid retention of Officers (and
Staff), such as Flexible working options, Flexible Retirement Options and the
Retire & Rejoin Scheme. Data from Exit Interviews, and Stay Conversations
which have been introduced, help the force to fully understand reasons why
Officers and Staff choose to resign, this is analysed with the aim to resolve
any recurring issues.

On 30 September 2024, there were 2,386 members of Police Staff working

within Sussex Police, undertaking a variety of roles, such as answering 999
calls, supporting investigations, overseeing the management of the fleet and
estate, to support front line policing. Police Staff roles have differing terms
and conditions, and recruitment is undertaken when required. The force must
maintain a vacancy factor to align to the staffing budget, this is currently set
at 10% per department.

Sussex Police is committed to supporting the PCC is providing the role of

Police Community Support Officers (PCSOs) across the county. As of 30
September 2024, there were 253 PCSOs in place, out of a budgeted
establishment of 295. Attraction to this role has been challenging whilst the
force remains open for Police Officer recruitment, as the role is seen as a
steppingstone to become an Officer. There are planned recruitment
campaigns in place to outline the unique qualities of the role and attract
further applications in order to fill the establishment.

The overall budget for 2024/2025 to cover all Police Officer, Police Staff and
PCSO Pay is £344,238,150.

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Partnership Working
The Sussex PCC and Chief Constable continue to work with Surrey Police,
other forces in the South East region and other public and private entities in
order to meet the financial challenges of the MTFS, increase resilience,
modernise systems and improve service delivery.

‘Policing Together’ – Collaboration Programme with Surrey Police

Sussex Police embarked on a Service Transformation Programme jointly with

Surrey Police in Summer 2022, to identify opportunities for delivering
financially efficient policing that will enable both forces to address the funding
gap by 2026/27, whilst preserving performance and service to the public.
The programme is in the process of identifying a wide range of options for
efficiencies, predominantly in enabling functions.

Sussex Police works closely with Surrey Police, delivering a range of services
across both force areas including; Operations Command (including Roads
Policing, Tactical Firearms, Operations Support and Planning & Resourcing),
Specialist Crime Command (including Major Crime, Surveillance, Serious and
Organised Crime, Forensics, Economic Crime and the Cyber Crime Unit),
Vetting, Finance, Procurement, Insurance, Transport, People Services
(including Occupational Health) and Digital, Data and Technology (DDaT).

A single Chief Finance Officer sits across both Sussex and Surrey Police as
the section 151 officer to fully collaborate service delivery across the finance
and commercial (estates, facilities, transport, insurance) service teams.

The joint Sussex and Surrey Digital Division continue to coordinate work on
the key priorities: Mobile Data, Niche, Public Facing Digital Services (Sussex
Police website), NICE Investigate, and Body Worn Video. These work streams
are critical to the effective delivery of operational policing and public
engagement. The Body Worn Video and Digital Evidence Management
systems are now fully embedded, meaning that the force has one continual
process from capturing footage of an incident through to sharing the
evidence directly with criminal justice partners in the CPS and the courts
where appropriate. Taking a continuous improvement approach, this system
has been rolled out to other parts of the force.

Sussex Police takes its commitment to the environment seriously and

continues to look for efficiencies and, where possible, alternatives to
petrol/diesel. The Joint (with Surrey Police) Transport Service (JTS)
continues to trial hydrogen fuel cell vehicles and the investment in a fleet-
wide telematics solution is a prime example of seeking efficiency. This
innovative technology captures a wide range of information including vehicle
location and activity, driver behaviour and engine diagnostics, enabling the
JTS to understand whether the force is making the best use of its fleet and
consequently whether Sussex Police is providing the public with services that
represent good value for money. This work is informing the 2020-25 JTS
Asset Management Plan and may allow for an overall reduction in the size of
the fleet, better deployment of electric vehicles and overall improved ability
to meet demand in the most efficient manner.

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Other Partnership Working

Serious and organised crime affects more UK citizens than any other national
security threat. It leads to more deaths in the UK each year than all other
national security threats combined. The South East Regional Organised
Crime Unit (SEROCU) is a collaboration between Sussex, Surrey, Thames
Valley and Hampshire Police and is aimed at reducing the impact and
increasing the disruption of serious and organised crime within the region.

The SEROCU also works in conjunction with the UK Border Force, HM

Revenue and Customs (HMRC), the National Crime Agency (NCA) and the
Crown Prosecution Service (CPS) to combat cross-border organised crime.

The SEROCU employs both police officers and police staff in a variety of roles.
A proportion of Op Uplift additional officers were allocated to SEROCU by
member forces including Sussex. Further details can be found at South East
Regional Organised Crime Unit – Protecting Communities from Serious
Organised Crime (serocu.police.uk)

Collaboration with other Blue Light and public sector partners has resulted in
efficiencies and improves the service offered to the public. Examples include:
• Sussex Police Headquarters is shared with East Sussex Fire & Rescue
Service.
• Brighton Police Station accommodates key partners under a single roof
including: the Crown Prosecution Service (CPS); the Multi-Agency
Safeguarding Hub (MASH); Brighton & Hove Business Crime Reduction
Partnership, and the stalking advocacy service Veritas Justice.
• Further joint sites include Crawley Police Station (housing the CPS);
Eastbourne Grove Road (Police Reception and NPT); Seaford Police
Station (shared with the Town Council, South East Coast Ambulance
Service (SECAmb), Tourist Information and Citizens Advice Bureau).
There are a number of Police Offices accessibly co-located including those
based at East Grinstead Arts Centre, Newhaven Fire Station, and Selsey
Town Hall.
• The Estates & Facilities Transformation Programme which commenced in
2021/22 was completed in 2023/24 and has enabled greater collaboration
between Surrey Police and Sussex Police Estates and Facilities units to
enable a fully integrated and adaptable team whilst improving delivery
services to stakeholders in Surrey and Sussex.

Mental Health and Policing is a complex area that touches all departments in
the organisation. Sussex Police retains a mental health portfolio responsible
for improving the force’s response to mental health incidents and working
with partners to address systemic challenges and pressures that impact on
mental health and policing.

BlueLight Commercial

BlueLight Commercial was established by the Home Office in 2020 to work

in collaboration with blue light sector organisations to help transform
commercial services. The company is owned by PCCs, with membership
comprising policing bodies and other blue light services, to deliver efficient

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and effective commercial services in support of this sector. It is a not for
profit, private company limited by guarantee, and under the procurement
regulations able to act as a contracting authority to create a single voice to
the market with an agile commercial engagement model.

The company has a comprehensive workplan and expert workforces and is

working on all the categories of supplies and services consumed by police
forces including vehicles and air support, property, people and professional
services, social value and revenue, suppliers and markets and shared
services. Each category is focussed on value for money, generating savings
and building resilient supplies. They are also looking at decarbonisation
reduction opportunities with energy supplies too.

The company has merged with the Police Digital Service into its structure in
2024/25 which will further expand its opportunities to save PCCs and forces
buy the right things, at the most appropriate quality and at the right price to
save money.

Community Safety Partnerships – In 2024/25, the PCC protected

community safety funding in Sussex for the 10th year running and allocated
£1.215m to Brighton & Hove City Council, East Sussex County Council and
West Sussex County Council and each of the 12 District and Borough
Community Safety Partnerships (CSPs). The PCC continues to support the
CSPs to address crime and anti-social behaviour at a district level, respond
dynamically to emerging threats and issues, and implement local activity in
line with their strategic objectives as required. Many of the CSPs continued
to explore opportunities to work more collaboratively during the year and it
is evident that strong relationships exist with wider partnership members and
the local communities. The decision to fund the CSP’s will be made in
February 2025 for the financial year 2025/26.

Further detail of the wide range of partnership and other collaborative work
can be found in the PCC’s Annual Report; the latest edition can be found here
SPCC - Annual Report (sussex-pcc.gov.uk).

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Financial Context
Reductions in and the freezing of government grant funding between
2012/13 and 2022/23 and other costs have resulted in Sussex making £67m
of reductions and efficiencies over the last ten years to head towards
balancing its books. In addition, during that time it also had its ability to raise
additional tax revenue from the precept restricted by the government
capping and excessiveness principles.

Cumulative Savings Achieved Over 10 Years

80
70
60
50
£m

40
30
20
10
0
2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

Savings achieved each year Cumulative savings

The Government changed its strategic approach to funding policing bodies

from the 2016/17 financial year when it promised that funding would be
protected in flat cash terms. This would be achieved by offsetting policing
grant reductions with rises in the local precept.

Year Band D Precept Limit

2018/19 £12
2019/20 £24
2020/21 £10
2021/22 £15
2022/23 £10
2023/24 £15
2024/25 £13
2025/26 £14

The council tax referendum limit for English Forces in recent years to provide
additional flexibility for all PCCs is provided in the table above.

The Government has invested over £2.7 billion additional funding into
government grants to enable the recruitment of 20,000 officers. In March
2023, the Government, in partnership with policing, successfully delivered
on its commitment. Sussex Police went above and beyond by recruiting more
officers to make up for other forces recruitment shortfalls.

The Government wants forces to maintain police officer numbers throughout

2025/26 so that communities can receive the benefits of this investment.

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There is an allocation of £376.8 million for the maintenance of additional
officers for 2025/26, to be distributed as follows:

• £106.7 million will be paid to the forces who volunteered to recruit

additional officers as an ‘additional recruitment top up grant’.

• £270 million will be ringfenced funding, which will be allocated via

funding formula shares.

Sussex Police predicts that it will have 3,296 officers (headcount) by 31st
March 2025 against a headcount target of 3,226. As of 31 March 2012, the
police establishment for comparison was 2,959. It has also made a concerted
effort to maintain police staff numbers, especially Contact Officers and
PCSOs.

The Home Office Police Uplift Programme have continued to encourage forces
to maintain officer numbers through the performance grant mechanism. A
financial penalty of up to £7.5m in 2025/26 would apply if the officer numbers
are not maintained throughout the year. Sussex Police will therefore need to
maintain a total headcount of at least 3,226 police officers by 31 March 2026
to avoid a penalty.

In terms of the national funding context, Sussex has:

• 18th lowest Net Revenue Expenditure (NRE) per head of population

nationally at £207.50 (excluding national functions and PCC) (Most
similar group = £200.33; nationally = £243.43; (Source: p.4 HMICFRS
website 2023/24 HMICFRS Value for Money Profiles)
• 7th lowest precept of any PCC in England and Wales at £252.91 per Band
D equivalent household 2024/25.
• 5th lowest total funding per head of population at £196.82 (all grants and
precept).

Resources - Police Grant Settlement 2025/26

The 2025/26 Provisional Settlement was announced on 17 December 2024

in a written statement by the Policing, Fire and Crime Prevention Minister,
Dame Diana Johnson. The provisional Police Grant Report (England and
Wales) 2025/26 was laid before Parliament on 19 December 2024.

Full details of the Settlement can be found on the Home Office gov.uk pages.

The Government states that it remains committed to ensuring the police are
properly funded without placing excessive burden on local taxpayers. The
maximum threshold is to be £14 for a Band D property which is the council
tax referendum threshold.

The Home Office state that if all PCCs increased their precept by £14 it would
provide an additional £329.8m of resources when compared to 2024/25 for
all PCCs.

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The key elements of the national settlement are:
• Overall funding for policing nationally will increase by up to £1 billion
compared to the 2024/25 funding settlement, bringing the total up to
£19.5 billion for policing in 2025/26. Within this, funding to Police and
Crime Commissioners (PCCs) will increase by up to an additional £986.9
million, assuming full take-up of precept flexibility. This would represent
an increase to PCC funding in cash terms of 6.0% on top of the 2024/25
police funding settlement.
• This is a one-year settlement with a comprehensive spending review
planned that will provide a three-year settlement.
• For 2025/26 the settlement has determined that the Band D increase is
up to £14 without the need for a referendum.
• In 2024/25 the top slices/reallocations total £914.3m, a £123.7m
decrease over last year (£1,038m). Primarily, this difference comes from
a decrease in Arm’s Length Bodies, Forensics, Cyber Crime, Tackling
Exploitation and Abuse, Fraud and Police Productivity & Performance.
There are increases in Special Grant, Regional and Organised Crime Units
and Serious Violence.
• The funding settlement includes the officer pay awards.
• The settlement also includes funding the recruitment and redeployment
of more neighbourhood police and PCSOs with an additional £100.0m to
kickstart the first phase of 13,000 additional officers, PCSOs and special
constables into neighbourhood policing roles.
• The settlement also includes £230.3 million to compensate territorial
forces for the costs of the change to the employer National Insurance
Contributions from 2025-26.
• The Police Capital Grant to PCCs ceased in 2021/22 but the Home Office
does allocate capital to national projects as shown in the table below.

2024/25 Police Capital 2025/26

£m £m
13.1 Police Aviation 11.5
4.0 Arm's Length Bodies 0
111.6 Police Technology Programmes 111.6
128.7 Total 123.1

The Home Office expect police to raise their ambition on efficiencies and drive
forward improvements to productivity while helping to deliver safer streets.
To enable this, the Home Office have launched the Commercial Efficiencies
and Collaboration Programme which will initially focus on national buying
frameworks and cost recovery.

The Home Office expect policing to approach the 2025/26 financial year with
a focus on this Government’s key priorities:
• Increasing the number of officers, PCSOs and special constables in
neighbourhood policing teams.
• Tackling violence against women and girls.
• Reducing knife crime.
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• Tackling antisocial behaviour.

By doing these things, it hopes to increase public confidence in policing.

In 2025/26, funding for areas including Arms-Length Bodies, Cyber Crime,

Forensics, Fraud, Police Productivity and Innovation and Tackling Exploitation
and Abuse (including Violence against Women and Girls) will be decided as
part of the Home Office’s wider budget allocation process, with funding
arrangements for specific programmes confirmed in due course.

For Sussex, the Home Office settlement is as follows taking account of their
assumptions on the taxbase:
Table – Home Office Core Grant and Precept 2024/25 to 2025/26 – Comparison.

£m Grant Precept Total

2024/25 229.6 164.9 394.5
2025/26 243.5 175.5 419.0
Change £ 13.9 10.6 24.5
Change % 6.1% 6.4% 6.2%

Proportion Grant Precept Total

2024/25 58.2% 41.8% 100.0%
2025/26 58.1% 41.9% 100.0%

Considering the Sussex position the summary of the comparable grant is set
out in the table below.

2024/25 2025/26 2025/26

Grants £m Plan Provisional
£m £m
Home Office Police Grant 196.3 196.4 203.6
Other Specific Grants
Legacy Council Tax Grants 13.2 13.2 13.2
Police Officer Pension Grant 9.1 9.1 8.4
Op Uplift Maintenance Ring Fenced Grant 11.0 9.1 7.5
Additional Recruitment Top Up 3.2
National Insurance Grant 6.2 5.5
Neighbourhood Policing Grant 2.1
Total Funding from Government 229.6 234.0 243.6

• Total grant funding increase of £14.0m (6.1%).

• The police officer pay award has been incorporated into the Home Office
Police Grant.
• There is a slight reduction in the pension grant as last year’s allocation
included a one-off amount for pension systems and administration
changes.
• Operation Uplift maintenance has been reduced in response to Forces
request for flexibility and the funding moved to Home Office Police Grant.
This is detrimental to Sussex as a specific grant supporting cost moves to
a grant allocated based on funding formula. To illustrate, if £1m was
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removed from each Forces specific grant, the £43m then allocated on
funding formula basis, Sussex would receive just over £0.9m.
• The previous additional recruitment increases have been included in the
financial settlement and reflected in the Additional Recruitment Top Up.
The revised maintenance headcount for 2025/26 is 3,226.
• Neighbourhood Policing – not expecting target numbers to be imposed
and Forces will be asked for their plan. The Home Office prefer the plans
to incorporate officers and PCSO’s however will accept police staff where
they back fill officers.
• The national Insurance grant is to meet the additional cost of the change
in national insurance rate from April 2025. The funding has been allocated
on employee figures reported in March 2024. No provision for allowances
or overtime included, the budgeted cost is £6.2m.
• PCC precept flexibility to increase Band D council tax precept by up to £14
would yield £9.3m pre council tax collection fund and tax base
improvement.
• Funding for counter-terrorism policing will be paid to forces through
dedicated counter-terrorism policing grants.

Core grant sums for Sussex since 2016/17 are shown in the graph below.

Government Core Grant

250.00

200.00

150.00
£m

100.00

50.00

-
2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

The previous 2024/25 to 2027/28 MTFS had included the assumption of a

future freeze to the grant except for the Operation Uplift and a 2% increase
to the Band D precept in 2025/26 followed by a 2% increase to the precept
in the final three years of the MTFS period.

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The following table provides a comparison of the figures between the
previous and this new MTFS.

2025/26 2025/29
Change
Previous Current
Settlement Factor Estimation Notes
MTFS MTFS
Difference
£m £m £m
MTFS estimate flat Grant
Core Grant 196.3 203.6 7.3
(except pay award)
MTFS assumed a grant
Legacy Council Tax Grant 13.2 13.2 0.0
freeze
Grant to maintain Op
Operation Uplift
9.1 10.7 1.6 Uplift Headcount includes
Performance Grant
additional recruits
Funding for National
Specific Grant - Pension,
2.7 16.1 13.4 Insurance increase and
NI & Neighbourhood
Neighbourhood Policing
MTFS assumed no
Reserves 0.0 1.4 1.4
reserve movement
MTFS assumed 2% Band
Council Tax Receipts 164.9 176.6 11.7 D increase and tax base
increase of 1%
Total 386.2 421.6 35.4 Potential Total Resources
% Change 9.2%

This MTFS is based on the assumptions as laid out in the settlement with
adjustment for actual tax base increases as advised by the billing authorities
of Sussex and the precept.

Total core grant and council tax resources combined since 2015/16 are
shown in the graph below.

Total Grant & Council Tax Income

450.00

400.00

350.00

300.00

250.00
£m

200.00

150.00

100.00

50.00

-
2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26

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Efficiency and Productivity

The Home Office state it is essential that we maximise the value of any new
investment within policing. The Home Office are driving work to reduce
inefficiencies and maximise productivity, freeing cashable savings and officer
time to reinvest in frontline activities. All Forces are required to participate
in the recently announced Commercial Efficiencies and Collaboration
Programme, starting by forces signing up to national approaches to buying
energy, vehicles, fuel, temporary staff and software licenses and reforming
cost recovery. The Home Office will work with policing to develop this
programme, to unlock immediate cost savings and laying the foundations to
deliver hundreds of millions of pounds of efficiency savings by the end of this
Parliament.

The programme will initially target several priority areas. These include:
• Fleet – Require better use of existing frameworks and working with
policing to standardise requirements enabling better value and reducing
full life costs.
• Energy – working with the sector to ensure policing can harness wider
purchasing power across government and wider public sector.
• ICT – ending the variation in prices for software contracts and then
moving to smarter purchasing in other areas of technology.

A productivity review commissioned by the previous government was

concluded in 2024 and the reports published. Of note in the publication was
mention of Sussex Police which demonstrates its commitment to continuous
improvements:

“The Review has found some stronger exploitation of data in some forces.
For example, Leicestershire Police and Sussex Police are using Power BI to
interface with several systems allowing automatic updating of performance,
risk and management information. The forces have used Power BI to create
user friendly dashboards to link data, manage resources, locate repeat
missing people and manage high harm perpetrators. Analytics are used to
manage and identify operational threat and risk by providing live oversight
of demand, allowing the force to change how they manage non-urgent crime.
Sussex Police reported a 17 per cent increase in crimes finalised plus 23 per
cent increase in successful outcomes between July 2022 and July 2023 – as
a result of improved sight of demand and improved agility response to it.”
(Page 55)

And:

“……Sussex Police have teams, tools and methodologies in place to help them
understand the cost and impact of resourcing – but this approach is nascent
for many forces.” (Page 63)

Policing Reform

In November 2024, in her first major speech at the annual conference hosted
by the National Police Chiefs’ Council and Association of Police and Crime
Commissioners, the Home Secretary set out her plans to deliver major
policing reforms, including:
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• a new Police Performance Unit to track national data on local performance

and drive-up standards.
• a Neighbourhood Policing Guarantee to get policing back to basics and
rebuild trust between local forces and the communities they serve.
• a new National Centre of Policing to harness innovative technology and
forensics, making sure policing is better equipped to meet the changing
nature of crime.

Funding Formula Review

There is a threat to the sum of future core government funding received by

the PCC following a proposed change in the police funding formula.

The Police Funding Formula is the method that the Home Office used to
allocate money from its budget to PCC’s. The model considers several factors
including demand in each area. The Home Office and selected advisors have
been gathering evidence and modelling data over a number of years to then
revise the model. No date of the implementation of any new model has been
given.

A previous review of the formula resulted in Sussex facing a reduction in the

grant resources allocated. That review was never enacted due to flaws in the
data utilised, but the risk remains that grant resources will be less than under
the current formula.

Due to the uncertainty and range of possible outcomes, no assumptions

regarding a change to the funding formula and the grant allocated to Sussex
have been included in this MTFS.

The risk has been included in the OSPCC Strategic Risk Register and the
MTFS financial risk analysis in Appendix B.

English Devolution White Paper

The Government published English Devolution White Paper: Power and

partnership: Foundations for growth in December 2024. The white paper
proposes to extend devolution to all parts of England, with more powers and
funding for local areas.

It proposes the creation of new 'Strategic Authorities', which would be

responsible for strategic planning, transport, and economic development in
their areas.

It proposes to give more powers to mayors, including powers over transport,

housing, public safety and skills. The paper expresses a preference for
unitary local government, with the aim of replacing two-tier systems with
single-tier councils. It does not propose any major structural changes to
policing itself. It does not suggest abolishing PCCs, merging police forces, or
transferring significant policing powers to local authorities. The focus is more
on how policing can work more effectively with reformed local government
structures to deliver better outcomes for communities. With this may come
more resources, but also added responsibilities on policing.

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Resources – Council Tax Precept

The PCC raises income from Sussex council taxpayers for policing as a Major
Precepting Authority. That sum, which is shown separately on all council tax
bills, is known as the precept.

The precept multiplied by the tax base calculates the total receipts that each
billing authority will collect from taxpayers and pay to the PCC.

The tax base is calculated by adding up all the properties within Sussex that
are subject to council tax.

The following table shows the distribution of properties between valuation

band A-D and E-H by billing authority. These totalled 804,220 (797,560 in
2023) dwellings.

In total A-D and E-H of all billing authorities.

The dwellings are then converted to the tax base with adjustments for
exemptions, discounts (including single person discount), disregards and

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local council tax support schemes with a further adjustment for anticipated
non-payment and losses. This calculation produces the tax base as the
number of Band D equivalent properties.

Local Council Tax Reduction Schemes – Impact on Precept Income

Billing authorities are required to review their Local Council Tax Reduction
Schemes (LCTRS) annually and to consult publicly on any proposed changes.
The PCC as a precepting authority is a statutory consultee in this process,
but the decision to set or change a LCTRS rests solely with each billing
authority.

To help people on low income to pay their council tax every local (billing)
authority in England has its own Local Council Tax Reduction Scheme
(LCTRS). In April 2013, the Government abolished the national Council Tax
Benefit scheme for working age customers and asked each Council to replace
it with a local scheme called Council Tax Support, now called Council Tax
Reduction. Each scheme is established based on the Council Tax Reduction
Schemes (Prescribed Requirements) (England) Regulations 2012 legislation
but there are freedoms to vary some of the conditions of the scheme.

The financial impact of LCTRS is to reduce the council tax base and thus the
income derived from council tax. Whilst LCTRSs are administered by billing
authorities the cost falls also on the billing authority and its precepting
authorities which include the PCC, Fire Authority and County Councils.

Some local authorities use a default scheme set in place by the Government.
Under the default scheme, if the income of a person is less than the amount
the government says they need to live on (called the applicable amount) they
will get maximum CTR of 80%. This applies regardless of whether they are
a pensioner or someone of working age. However, many have and will move
to 100% schemes because they see the benefits to their poorest council tax
payers but also a reduction in their own benefits administration costs and a
reduction in arrears and associated recovery cost.

Central government has protected pensioners from changes in their council

tax reductions which means that any proposed changes will only affect
working age adults.

In 2022/23 Lewes District Council changed their LCTRS and the impact of
this change on the tax base is to decrease the funding to the PCC by
£108,000.

Brighton and Hove City Council also made changes to their LCTRS with effect
from 2022/23 and have increased overall support to 82%. The impact of this
change on the tax base is to decrease the funding to the PCC by £46,000.

Wealden and Worthing Councils changed to a 100% scheme from 2023/24.

The financial implications are that the Worthing scheme will decrease funding
to the PCC by £80,000 and Wealden £68,000, although Wealden will be
making changes elsewhere in the discounts and premiums which should limit
that cost in future.

Rother District Council will be moving to a 100% scheme in 2024/25. The

impact of this change on the tax base is to decrease the funding to the PCC
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by £140,000.

Eastbourne Borough Council is consulting on similar changes to its scheme

for 2025/26.

It is anticipated that the remaining billing authorities that are currently on

the 80% scheme could also consider moving to ‘up to’ 100% schemes in the
future. This risk to council tax receipts is included in the risk assessment in
Appendix B.

Second Home Premium

The Levelling Up and Regeneration Bill received Royal Assent on 2 November

2023. It amended the Local Government Finance Act 1992 and reduces the
minimum period for the implementation of a premium for empty premises
from two years to one year.

It also allows billing authorities to introduce a premium in respect of second

homes (dwellings that are unoccupied but furnished), of up to 100%. ‘Second
homes’ are properties held by their owners as a home mainly used by
family/friends as holiday home, let to others as a holiday let, or for
occupation while working away from home. The first bills including the
premium will be issued from 1 April 2025.

Chichester and Adur councils have received significant uplifts to their taxbase
for 2025/26 because of the new premiums. For Chichester the impact of
introducing the 100% premium has increased the taxbase by 2,948 band D
equivalent properties (6.3%). For Adur it has increased the taxbase by
2,327.0 (3.60%).

The stated policy aim of the premium is to free up housing stock for locals.
If the aim is achieved, council tax receipts might reduce especially if occupied
by single persons who receive a 25% discount. A prudent assumption about
taxbase growth has been included in the assumptions for future financial
planning.

Tax Base

The calculation of the tax base, billing, collection and payment is carried out
independently by each of the 13 local billing authorities.

The tax base for Sussex for 2025/26 is 664,201.8 (2024/25 652,167.7), an
increase of 12,034.1 (1.85%) from the previous year.

The tax base is then multiplied by the Band D council tax precept to calculate
each individual council tax bill and the total tax receipts.

The PCC works with the billing authorities during the year to prevent and
detect fraud to protect tax receipts generated through the council tax
system.

The following graph sets out the growth in the tax base set against the
changes to precepts. The tax base has increased by 15.3% to 2024/25 whilst
the precept has increased by 82.7%.

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Precept compared with Taxbase Increase %

100%

80%

60%

40%

20%

0%
2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 2024-25

Total Precept Increase % Total Tax Base Increase %

Comparison of the Precept with Other Policing Bodies

The council tax precept for Sussex was one of the lowest - 31 out of 37 – of
English policing bodies during 2024/25 at £252.91 per annum for a Band D
property. The table shows the range of precepts by policing body in England.
The median was £274.50.

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Precept Capping – Limiting Increases

The Localism Act 2011 introduced a power for the Secretary of State for
Communities and Local Government to issue principles that define what
should be considered excessive Council Tax, including proposed limits. From
2013 onwards, any PCC that wishes to raise Council Tax above the limits that
apply to them will have to hold a binding referendum.

The Police Settlement stated that a referendum would be required if the PCC
sets an increase of more than £14 in 2025/26. For Sussex, which has one of
the lowest precepts in England, the change is shown in the table below.

Year Band D Change Change

Council Tax £ %
2025/26 £266.91 £14.00 5.5%

Precept By Council Band

The precept for 2025/26 by Band is set out in the table below (no discounts
applied).

Band Proportion 2025/26 25/26 Increase Per Month

Increase
A Band D *6/9 £177.94 £9.33 5.5% £0.78
B Band D *7/9 £207.60 £10.89 5.5% £0.91
C Band D *8/9 £237.25 £12.44 5.5% £1.04
D Band D £266.91 £14.00 5.5% £1.17
E Band D *11/9 £326.22 £17.11 5.5% £1.43
F Band D *13/9 £385.54 £20.22 5.5% £1.69
G Band D *15/9 £444.85 £23.33 5.5% £1.94
H Band D *18/9 £533.82 £28.00 5.5% £2.33

Precept Requirement

The local authorities in Sussex also advised of surpluses or deficits on their

council tax collection funds equating to a net £0.700m deficit (to be repaid
to the billing authorities) for 2025/26 (£0.399m surplus 2024/25) which is
reflected in the MTFS.

The precept of £266.91 multiplied by the tax base of 664,201.8 will produce
receipts of £177.3m (2024/25 £164.9m) for the Police Fund.

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The council tax requirement for 2025/26 is shown in the following table:

2024/25 2024/25 2025/26 2025/26 Proportion

Proportion
£m £m £m %
%
396.525 Total Revenue Expenditure 421.541
Less Appropriations (to) /
1.539 1.394
from Reserves
394.986 Net Budget Requirement 420.147

Less
196.291 Main Policing & RS Grant 203.597
Council Tax Legacy Freeze
3.062 3.062
Grant
Council Tax Local Support
10.140 10.140
Grant
Operation Uplift Performance
11.004 10.682
Grant
9.151 Pensions Grant 8.440
0.000 National Insurance Grant 5.503
0.000 Neighbourhood Policing Grant 2.149
229.647 58% Total Policing Grant 243.573 58%

165.339 Balance to be raised locally 176.574

Less net deficit on collection
0.399 (0.708)
funds
164.940 42% Council Tax Requirement 177.282 42%

In common with other policing bodies this MTFS includes a financial planning
assumption that the precept will be maximised each year in accordance with
government rules – currently £14 Band D for 2025/26, then a planning
assumption of a 2% increase for 2026/27 to 2028/29. The actual precept
decision will still be determined by the PCC on an annual basis with scrutiny
of that decision by the Police & Crime Panel.

The proportion of funding raised from local taxpayers via the council tax
precept compared with government grant is 42% for 2025/26. The graph
below shows how the proportion has changed between 2013/14 and
2025/26, showing a shift to local funding from 30% to 43% over the period
(excluding the use of reserves).

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Funding Proportion
Gov Grants Precept

100%
2013/14, 30%
80% 2025/26, 42%
60%

40%

20%

0%

Other Grant Income

Single purpose grants are notified to the PCC when the settlement is
announced by the Home Office. These grants are detailed earlier in the
MTFS. Many are time limited to achieve a stated aim and so are only forecast
for the known duration of the grant funding.

Other Income

The PCC will continue to seek additional sources of external funding for
policing and to maximise its income, for example though developers’
contributions such as the Community Infrastructure Levy and/or Section
106 monies, as well as developing a ‘trading mind-set’ for some of its more
commercially aligned services.

The Police & Crime Commissioner for Sussex Fees and Charges for the
Supply of Goods & Services is produced annually in line with NPCC guidelines
for charging of Special Police Services and other chargeable items/services
under section 25 of Police Act 1996. It can be found at this link
https://www.sussex-pcc.gov.uk/about/financials/fees-and-charges/

The Government has announced an increase to Firearms Licensing fees

starting in February 2025 to allow Forces to employ a full cost recovery. The
additional revenue raised is to be retained by police forces to support the
important improvements needed in firearms licensing.

The Police Reform and Social Responsibility Act 2011 (PRSRA) gives a PCC
the power to do anything which is calculated to facilitate, or is conducive or
incidental to, the exercise of the functions of the PCC. This is different from
the powers that local authorities have under the Localism Act 2011 which
gives them the power to do anything that individuals may do, apart from
that which is specifically prohibited. Fire and Rescue Authorities have a
functional power to do anything they consider appropriate to the carrying
out of those fire functions. This situation restricts opportunities for
commercial or income generation particularly in relation to the opportunities
relating to the estate.

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2024/25 Budget and Forecast Outturn

Throughout the year, the Sussex Police Strategic Planning Board meets
monthly to provide oversight, monitoring and high-level control of people
and financial resource along with demand analysis.

The PCC scrutinises the spending of the precept, delivery of the policing
investment and performance. Scrutiny is carried out through a variety of
public facing Performance and Accountability meetings, monthly Strategic
Planning Board, financial monitoring and other monitoring within the scheme
of governance.

The PCC reviews and publishes the overall police fund revenue and capital
budget monitoring during the year and approves revisions to those budgets
in line with the Financial Regulations. These reviews and decisions are then
noted as key decisions on the PCC’s website.

The revenue monitoring forecast as of 30th November 2024 was as follows:

2024/25 2025/26
Revenue Forecast Variance
Sussex
Budget Outturn £m
£m £m
November 2024 396.0 399.3 3.3

The Revenue Monitoring Update 2024/25 for the 8 months to 30th November
2024 shows the Chief Constable’s budget is forecasting a £3.3m overspend.

The following table shows that the Operational Delivery Budget is forecasting
an underspend of £1.2m offset by an overspend of £4.6m within Financial
Provisions & Reserves which represents transfers to reserves, resulting in the
£3.3m overspend. This is offset by an overachievement in funding of £3.5m
which is the Home Office funding for the police officer pay award.

Total Total
Variance
Sussex 2024/25 2024/25
£m
Budget £m Outturn £m
PCC Budget 4.1 4.0 (0.1)
Financial Provisions & Reserves 7.4 12.0 4.6
Operational Delivery Budget 384.5 383.3 (1.2)
Total 2024/25 Budget 396.0 399.3 3.3
Funding (396.0) (399.5) (3.5)
Grand Total 0.0 (0.2) (0.2)

The above figures include the 4.75% pay increase awarded to police officers
and police staff.

Most of the underspend is arising from police staff post vacancies (some of
which are planned to achieve savings).

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Planned savings of £6.0m have been achieved, taken at budget setting,
which includes overachieved savings of £1.1m. Joint Force Change, working
with Change Delivery, are developing Programme Business Cases to deliver
efficiencies and cashable benefits from 2025/26.

To achieve the Operation Uplift Performance Grant, the Force is required to

reach its target headcount in September and March. In addition, Sussex had
approval from the Home Office to secure a grant of £48k per officer in
2024/25 to exceed the target by 60 officers. The central government uplift
performance grant for 2025/26 has been reduced to £7.5m (2024/25
£9.1m).

For Sussex to achieve the Operation Uplift Performance Grant the Force was
required to reach its target headcount in September ’24 and March ‘25.

Further Op Uplift grant was provided to Sussex to recruit a further 39 Officers

above the baseline for 2023/24. This revised target will be met for 2024/25
which ensures the Op Uplift Performance Grant will be paid in full.

The Capital Monitoring forecast was as follows:

2024/25 2024/25
Forecast
Capital Capital
Sussex Variance
Budget Forecast
£m
£m £m
Month 8 19.9 17.4 (2.6)

The Sussex Police Finance Performance Board manages slippage and other
timing differences arising during the year within the capital & investment
programme.

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Medium Term Financial Budget Considerations

When calculating the medium-term budget projections, consideration has
been given to several budget pressures including:
• Future levels of grant and precept funding.
• Pay and price increases.
• Revenue implications on the capital and investment programme.
• Efficiencies.
• Other cost pressures.

Future Levels of Grant and Precept Funding

Nationally the financial settlement provides a total of up to £19.5 billion for

policing in 2025/26, an increase of £1.0 billion on the 2024/25 funding
settlement.

A review of the grant distribution method, known as the ‘formula review’,

has been in planning for several years. Significant work has already been
undertaken by PCCs and police to provide the body of evidence that will be
required to convince HM Treasury of the financial requirements for policing
bodies.

This MTFS does not assume any change in the proportion of grant funding
but will be updated when more information becomes available. It has been
assumed that the core police grants from the Home Office of £243.6m will
be maintained at this new flat cash level for the next four years in the MTFS
up to and including 2028/29.

The financial settlement has resulted in government grants increasing by

£13.9m (including the annual funding for the over recruitment of police
officers) this consists of a small decrease in the pension grant, the funding
for the police officer pay award in September 2024 at 4.75%. The Operation
Uplift Performance Grant of £7.5m which has decreased (£9.1m 2024/25).
Sussex Police must continue to maintain its target headcount of 3,226 in
September 2025 and March 2026 to ensure the full grant is received.

The financial settlement also provided PCCs with the flexibility to increase
their Band D precept level up to £14 for 2025/26 without the need for a
Referendum. For planning purposes, a precept increase of £14 has been
included in 2025/26 and 2% in 2026/27, 2027/28 and 2028/29.

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The funding settlement is provided to PCCs after some re-allocation of funds
to meet Home Office held costs and development projects. The table below
details the specific areas of expenditure. The MTFS assumption is these
remain static in total.

Top Slicing / Reallocations 2024-25 2025-26 Change

(£’m) (£’m) (£’m)

Special Grant
34.0 49.0 15.0
PFI
71.2 70.5 (0.7)
Arm's Length Bodies -
65.7 (65.7)
Police Technology Programmes -
500.9 500.9
National Policing Capabilities
49.8 48.4 (1.4)
Forensics -
13.0 (13.0)
Police Aviation -
1.5 1.5
Fraud
18.1 (18.1)
Regional and Organised Crime Units
31.6 38.2 6.6
Serious Violence
45.6 49.7 4.1
Drugs / County Lines -
30.0 30.0
NPCC Programmes
7.7 3.0 (4.7)
Capital Reallocations
128.7 123.1 (5.6)
Cyber Crime*
13.1 (13.1)
Tackling Exploitation and Abuse
17.6 (17.6)
Police Productivity and Innovation
11.0 (11.0)
Total Reallocations 1,038.0 914.3 (123.7)

• The Police Technology Programme cater for Airwave, the new Emergency
Services Network which will provide 4G access to officers (bringing
productivity and operational benefits), Home Office Biometrics and
National Law Enforcement Police database.
• Regional Organised Crime Units – funding to support the specialist
regional functions.
• Serious Violence Strategy – Sussex have in previous years received
allocations to tackle issues such as knife crime and to ensure continuation
of Violence Reduction Units and supporting ongoing work to close county
lines.
• The Police Special grant caters for national events or incidents that require
additional police support.

As well as investing in maintaining police officers, the Government is

committed to going further. As part of their pledge to increase policing
visibility, improve public perceptions of the police, and create safer streets
for our communities, they are providing £100.0m investment for
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neighbourhood policing. This will fund the recruitment of additional and
redeployed neighbourhood police offices, PCSO’s and Special Constables in
2025/26 and will form part of a multi-year programme.

Pay

The largest proportion of the budget relates to pay for employees. The below
charts give the projections of officer pay and staff pay over the next four
years along with the inflation proportion each year.

The graph below shows the police officer cost projection to 2029/30. It is
based on the Home Office Op Uplift headcount maintenance figure. It
includes estimated incremental progression throughout the period for all
officers, includes turnover and relevant factors and the assumed pay awards.

Police Officer Pay Projection

£250.0
£240.0
£230.0
£220.0
£210.0
£200.0
£190.0
£180.0
£170.0
£160.0
£150.0
25/26 26/27 27/28 28/29 29/30

Officer Pay Budget Cumulative Cost of Increments Inflation

The staff budget has been adjusted for savings planned for 2025/26 and an
assumption of a similar value each year over the next four years.

Police Staff Pay Projection

£130.0

£125.0

£120.0

£115.0

£110.0

£105.0

£100.0

£95.0
25/26 26/27 27/28 28/29 29/30

Staff Pay Budget Inflation

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Price Inflation

Inflation has proved persistent after a sharp rise in prices attributed,

variously, to the war in Ukraine, the fallout from the Covid pandemic, and
the UK's exit from the European Union.

Rising prices for goods and services and the rate at which they increase is
known as inflation. Some goods contribute more to the overall inflation rate
than others – if some products see a large increase in prices, while others
stay more stable, then inflation would be driven by the changing prices in
that spending category. So, how the headline inflation rate affects our budget
depends on the categories in which we spend.

Since 2019 prices as measured by the ONS Retail Prices Index have increased
by 34.4%.

Whilst the rate of increase is now slowing as of November 2024, to the great
relief of many, the increases are in the cost base.

Further geopolitical shocks, and taxes and levies including the government
increase to Employer National Insurance Contributions from 2025, could fuel
prices rises and therefore increase the rate of inflation.

These risks have been considered and are included in the financial risk
assessment in Appendix 2.

Revenue Implications of the Capital and Investment Programme

The four-year capital and investment programme is summarised in Capital &

Investment Estimates and Financing. The implications of this programme are
fully reflected in the MTFS.

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Other Cost Pressures

Several contractual arrangements and unavoidable costs were identified over

and above the level of inflation. These included: increased IT licences and
support costs; increased contribution to external police functions, South East
Regional Crime Unit and Op Olympus (post office investigation), Forensic
costs and estate maintenance.

The increase in police officers because of Operation Uplift is welcome;

however, one of the consequences is the incremental pay cost as the police
officers move through the pay scale. With such a large intake over the last
four years the rate at which the pay bill increases will be more than just the
pay inflation each year as shown in the charts from paragraph 14.10.

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Medium Term Financial Forecast

The table below illustrates the summary of cost changes. It also includes
requirement for future savings to meet the budget requirement to 2028/29.

Sussex Medium Term Financial Forecast

2024/25 2025/26 2026/27 2027/28 2028/29
REVENUE COST
£m £m £m £m £m
BASE
Base budget 369.4 396.5 421.5 426.2 431.7
Inflation 28.9 11.4 8.1 8.2 8.4
Other Cost Changes 3.2 18.6 6.4 5.3 3.8
Total Cost Increases 32.0 30.0 14.5 13.5 12.1
Gross Budget
Requirement 401.5 426.5 436.1 439.7 443.8
Savings Plans (6.0) (5.0) (4.7) (0.1) -
Surplus or (Deficit) - - (9.9) (8.0) (6.4)
Gross Budget
396.5 421.5 426.2 431.7 437.4
Requirement

Sussex Medium Term Financial Forecast

2024/25 2025/26 2026/27 2027/28 2028/29
FUNDING £m £m £m £m £m
Home Office Grant 196.3 203.6 203.6 203.6 203.6
Legacy Council Tax &
Pension Grant 13.2 13.2 13.2 13.2 13.2
Operation Uplift
Performance Grant 9.1 7.5 7.5 7.5 7.5
Operation Uplift
Additional Recruits 1.9 3.2 3.2 3.2 3.2
Specific Grant 9.2 16.1 16.1 16.1 16.1
Reserves 1.5 1.4 0.0 0.0 0.0
Precept (including
collection fund
surplus/deficit) 165.3 176.6 182.6 188.2 193.8
Total 396.5 421.5 426.2 431.7 437.4

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Savings and Efficiency Plans – The Transformation Plan in

Numbers
The multi-year change programme continued to deliver complex
transformation across Sussex Police during 2024/25. The savings will
continue to be required. Savings of £5.0m are required in 2025/26 after the
use of reserves to balance the budget and £24.3m in the following three
years.

The table shows the planned efficiency savings for the period of the MTFS,
grouped by risk category.

4 Year
2024/25 Risk 2025/26 2026/27 2027/28 2028/29
Total
£m £m £m £m £m £m
0.0 Red 1.4 2.4 0.0 0.0 3.9
0.0 Amber 1.5 2.0 0.0 0.0 3.5
6.0 Green 2.0 0.3 0.1 0.0 2.4
6.0 Total 5.0 4.7 0.1 0.0 9.8
6.0 MTFS Efficiencies Required 5.0 9.9 8.0 6.4 29.3
Net Efficiencies Required
0.0 0.0 5.2 7.9 6.4 19.5
over MTFS

Following on from the work CIPFA completed assisting the Force to develop
robust and achievable savings in 2021/22 and 2022/23, the Force identified
a savings plan for 2024/25 to achieve a balanced budget. Work is continuing
to make further savings as well as recruiting officers and maintaining those
increased officer numbers in subsequent years to ensure receipt of central
government funding that is subject to the recruitment performance grant.

Service Transformation Programme

Sussex Police initiated a transformational programme of work in June 2022,

in conjunction with Surrey Police, with the aim of addressing a significant
forecasted funding gap, at initiation £18.5m for Sussex between 2023/2027.
It was clear through early investigation that the force could not close their
gap through existing or planned changes, and that a more ‘transformational’
approach was required if it was to deliver this aim without impacting
significantly on service to the public.

Scope: The scope of the Service Transformation Programme (STP) is wide,

with only the protection of police officer numbers being non-negotiable due
to the Government Uplift Programme which ring-fences officer numbers for
both forces. The Programme has a clear set of working principles:

1. To address the funding gap

2. To deliver against the force’s priorities, and the priorities of its
communities
3. To maintain the force’s identity
4. To deliver change and benefits in a sustainable and adaptive manner.

The Plan: The early stage of the Programme was broken into tranches.
These tranches were designed to allow for consultation with stakeholders and
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business owners to identify how each force could close its gap. As a result,
the Programme will tackle the funding gap in four ways:

Transformation Projects: These will be where the most significant

opportunities lie and potentially up to 75% of the funding gap could be closed
from these projects. There are several projects identified under four thematic
areas to be delivered incrementally from 2024 onwards.

Planned and Tactical Savings: 10%-15% of savings can be found from

projects underway currently and through senior leaders driving efficiencies
from within their own business areas.

Targeted Reviews: Began in 2023/24 and continue. A programme of

reviews manages various projects within business areas, opportunities will
be identified to deliver a function at a lower cost. The methodology can be
scaled up or down depending on budget pressures and it is anticipated that
25-40% of the savings needed can be found through this process.

New Change Management approach: A new joint Force Change model

was implemented during 2023/24 to enable both forces to plan, deliver and
realise the true benefits of such a significant Transformational Change
Programme and is continuing.

The development of the efficiency plan continues to meet identified funding

shortfall in future years. The savings work provides several proposals on
which the force can continue to work to be confident in setting a sustainable
budget over the MTFS period.

Internal governance arrangements are in place to track achievement of

savings and new investments, to monitor the pace of change sufficiently to
provide management with early warning should plans not progress as
anticipated and ensure any additional action required is undertaken during
the year. Detailed business cases to realise savings targets are presented
and considered at the Joint Chief Officer Meeting and the Strategic Change
Board.

Sussex Police continues to review its efficiency savings and future investment
plans to ensure quality service delivery is maintained, future financial risks
are considered, and funding can be directed to priority areas.

The new Estates Strategy will also generate revenue savings throughout the
term of the MTFS because of the changes to the estate.

The savings plan has been structured into four main strands which are
represented in the following table.

2024/25 Saving Strand 2025/26

£m £m
1.6 Joint Force Change Programmes 3.1
1.4 Change Delivery Projects 0.7
2.0 Tactical Savings 0.0
Overachieved Savings taken in
1.0 1.1
2024/25
6.0 Total 5.0
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The Joint Force Change Programme has delivered savings of £1,238,136

through the introduction of a new People services structure in April 2024 and
a review of spend in Learning & Professional Development, with substantial
savings achieved by changing the detective entry route. Other savings have
been achieved in the management of the fleet by utilising telematics data
and within the operations of the estate.

Contact – Transformation of the contact centre both shift patterns the

technology used. This is now better matched to demand, delivered recurring
£1m saving for Sussex as well as reducing call handling times and enabling
better service to customers.

Further savings are expected to be confirmed in 2025/26 through the

opportunity reviews of the departments in scope and as a result of the
workstreams (Automation as an example) within the programme starting to
deliver and the introduction of the Citizens Portal.

Tactical savings are a range of savings identified by budget holders which

can be reduced in 2025/26.

The Overachieved savings are also savings identified during reviews by

budget holders and taken during the 2024/25 financial year. The base budget
adjustment is shown in 2025/26.

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Sustainability
As a public sector body, we take our sustainability responsibilities seriously,
sustainable development is defined as “development that meets the needs
of the present without compromising the ability of future generations to meet
their needs” (United Nations).

The PCC works with the Chief Constable to reduce levels of carbon and
emissions from vehicles and the estate where use cases allow. The respective
strategies detail the sustainability aspects in more detail. The Chief Constable
also employs a sustainability officer to measure, manage and promote carbon
reduction and ‘eco’ activities such as recycling, lighting and heating controls.

During 2024 there has been a year-on-year reduction in carbon emissions of

10.4% and an overall reduction of 24% since the baseline was established in
2019. Activities that contribute to this reduction include:

Transition from Diesel to Petrol and Low-Emission Vehicles: A

significant driver behind the reduction in total carbon emissions (measured
in carbon tonnes equivalent, tCO2e) in 2023 and 2024 has been the shift
from diesel vehicles to petrol, hybrid, and other low-emission alternatives.
These fuels have a substantially lower carbon footprint compared to diesel.
The fleet requirement is a good example in the shift from carbon fuels to
alternatives, which will have significant call on our investment resource to
make the transition. The government has launched a consultation to end the
sale of new cars powered solely by internal combustion engines by 2030. If
they do change the date, it will reverse the previous governments 2035
deadline. The consultation questions ask for opinions on several questions
about the end of sales and the transition. Question 11 - What is your opinion
on exemptions for Special Purpose Vehicles from the 2030 requirements for
cars and vans – will be of particular interest to policing. A response to the
consultation will be submitted by the deadline of 18 February 2025.

Electricity Usage Reduction: A major factor in reduced electricity

consumption is the transition from fluorescent lighting to energy-efficient
LED units, which consume significantly less electricity. This initiative has
been a focus in Sussex over recent years, and approximately 95% of the
estate now uses LED lighting. Additional reductions can be attributed to the
replacement of outdated technology with more efficient alternatives, as well
as behavioural changes, such as turning off unused appliances and lights.

Gas Usage Reductions: Decreases in gas consumption are due to improved

energy management practices and fine-tuning of heating systems. The
adoption of electric water heating in some areas, a reduction in our overall
portfolio, and the replacement of older gas boilers with more efficient models
have also contributed to this trend.

Future projects

Solar Energy: Sussex Police currently operates 13 solar arrays, achieving an

average monthly saving of £11,677 while also significantly reducing
emissions. This year, the plan is to expand solar capacity by installing arrays
at 11 additional sites, further increasing our energy production and reducing
the carbon footprint.
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The Estates Strategy sets out the implications for carbon reduction and the
standards for any future changes to the estate.

Governance

Governance of Sustainability is carried out through the Chief Constables

sustainability board and the Police and Crime Commissioners Estates Board.

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Capital & Investment – Estimates, Financing and Control

Capital expenditure involves acquiring or enhancing fixed assets with a long-
term value such as land, buildings, and major items of plant, equipment or
vehicles. Capital assets shape the way services are delivered in the long term
and may create financial commitments in the form of financing costs and
revenue running costs.

The Treasury Management Strategy and Capital Strategy set out how the
PCC and Chief Finance Officer will manage all borrowing and investment in
accordance with the CIPFA Prudential Code for Capital Finance, CIPFA
Treasury Management Code and Local Government Act.

The PCC operates a balanced revenue budget, which broadly means cash
raised during the year will meet its cash expenditure. Part of the treasury
management operations ensure this cash flow is adequately planned, with
surplus monies being invested in low-risk counterparties. The priority is to
provide adequate security and liquidity before considering optimising
investment return.

The second main function of the treasury management activities is the

funding of the PCC’s capital programme. The capital programme creates in
part a borrowing need of the PCC over a longer-term cash flow period. The
management of longer-term cash may involve arranging long or short-term
loans, or using longer term cash flow surpluses, and on occasion any debt
previously drawn may be restructured to meet the PCC risk or cost
objectives.

As part of the main Treasury Management function, the Sussex PCC approves
the funding envelope taking into consideration affordability and sustainability
of the programme as the required costs of the assets have been increased.

The performance of the Treasury Management Strategy and Capital Strategy

including the Prudential Indicators are monitored by the Joint Audit
Committee each quarter.

The Sussex PCC retains treasury advisors to assist with treasury

management decisions and support the CFO. They provide strategic advice
and forecasts that assist in medium term planning for the financial impacts
of the capital programme. With the requirement to borrow to fund longer
term assets their advice is valuable and ensures that the type of financing
method is appropriate and affordable.

The following describes the key aspects of the capital and investment
programme.

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Capital & Investment Programme Spending Plans

The following table summarises the five-year capital and investment

programme:

Sussex Capital &

2024/25 Investment 2025/26 2026/27 2027/28 2028/29 Total
Programme
£m £m £m £m £m £m
Information Technology
3.2 3.8 2.4 1.0 1.0 8.2
- new
Information Technology
- 0.6 - - 0.2 0.8
- Existing
Business Led IT
0.3 - - - - -
Projects (ERP)
Fleet Replacement and
6.0 7.8 7.6 7.7 8.3 31.4
Equipment
3.6 Estate Strategy 3.9 8.3 4.7 7.1 24.0
- Estates BAU 3.5 3.7 2.1 2.0 11.3
1.0 Operational Equipment 0.7 0.6 0.6 0.5 2.4
1.5 Cost of Change 1.9 - - - 1.9
15.6 Total 22.2 22.6 16.1 19.1 80.0

Note that spending funded by Developer Contributions is not included in the

forecast programme but will be brought into the plan when the terms of the
contributions are met.

Capital Spending Areas

Key areas to note in the programme are:

• Information Technology Strategy (Computers and Communications)
– Information Technology (IT) plays a vital role in the delivery of services
to communities. Investment is required to support projects and
programmes at three distinct levels – National, Regional and Local.
Projects as wide ranging as moving to Microsoft Office 365, the need to
deliver online self-service platforms to allow individuals to obtain
information or access non-emergency services at a time and place which
suit their needs, moving to IT cloud-based solutions, data centre phone
exchange systems, mobile data technology replacement and digital
evidence management systems. Investment will also continue the roll out
of devices for frontline staff.
• IT – Replacement of hardware and essential equipment.
• Fleet (Vehicles and Equipment) – The provision of an efficient, cost
effective and sustainable fleet is essential to delivery of policing activities
across the county. The pre-planned vehicle replacement programme as
stated in the Joint Transport Strategy will therefore continue throughout
the MTFS period in line with the Fleet Strategy which will contribute to the
carbon reduction programme. The fleet will also benefit from efficiencies
and savings from current service configuration changes and the use of
telematics.
• Estates (Building Works and Estates & Facilities) – The Estates Strategy
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seeks to provide an estate that supports and improves the delivery of
policing services for the public in an affordable and cost-effective way.
The Estates Strategy 2025/2029 will be published in February 2025 and
will include details of the proposed plan.
• In addition, capital resources have also been set aside for Mechanical &
Electrical Asset replacement, custody refurbishment and improvements to
the vehicle infrastructure.
• Operational Equipment – This includes a range of operational
investments: investment within the Operations Department includes
Automatic Number Plate Recognition (ANPR) and investments supporting
strategic roads infrastructure along with other Operations Command
Equipment and drones. Other investment in Communications includes
Command and Control system updates, CCTV and communications
technology.

Financing the Capital & Investment Programme

The Sussex PCC can undertake capital investment providing the spending
plans are affordable, prudent and sustainable. Capital plans are prepared in
accordance with CIPFA’s Prudential Code. The PCC expects to require £80.0m
to finance the current capital investment plans over the next four years. This
will be financed as set out in the table below, noting that plans will be kept
under regular review.

2024/25 2025/26 2026/27 2027/28 2028/29 Total

Capital Funding
Summary
£m £m £m £m £m £m

Government & Other

- - - - - -
Grants

- Reserve DDaT 0.6 - - - 0.6

Reserve Cost of
1.5 1.9 1.9
Change

0.5 Reserve SSRP 0.3 0.2 0.2 0.2 0.9

- Reserve SES 3.1 3.1

Revenue
- Contributions TMS 2.3 0.6 0.5 0.4 3.8
Receipts

4.8 Capital Receipts 8.9 0.3 2.2 10.7 22.1

Capital Receipts
- - - - (1.5) (1.5)
C/Fwd

Borrowing Long
3.2 - 3.7 1.8 - 5.5
Term Assets - BAU

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Capital Funding
2024/25 2025/26 2026/27 2027/28 2028/29 Total
Summary

£m £m £m £m £m £m

Borrowing Short
- 1.3 1.9 - - 3.2
Term Assets

Borrowing Estates
- - 4.9 2.5 - 7.4
Strategy

Revenue
5.6 6.9 7.9 8.9 9.9 33.6
Contribution

Revenue
- (0.6) (0.6)
Contributions B/Fwd

15.6 Total 22.2 22.6 16.1 19.1 80.0

Government Grant

The Government ceased providing a specific annual grant to support the

capital and investment programme in 2022/23.

Capital Receipts

Income from the sale of surplus buildings and land can only be used to fund
capital transactions. The anticipated receipts are estimated at £22.1m but
are subject to review through the Estates Strategy. As highlighted in the risk
assessment these are at risk of not being achieved either in quantum or
timing. These risks are mitigated by regular review of all major projects and
sales of relevant assets through regular monitoring reports to the PCC.

Borrowing

The PCC had funded most capital investment from internal cash balances
during 2024/25. This has been highly cost effective for several years by
reducing external interest costs but is no longer sustainable in the short to
medium term. In December 2021, the PCC borrowed an additional £14.3m
at a rate of 1.54% to support the financing of the Estates Strategy and
internal borrowing will be considered in 2024/25 where appropriate and
advice from our treasury advisors considered.

The PCC is planning to need £80.0m to finance the current capital investment
plans over the next four years of which £40m is anticipated to be raised via
borrowing.

Due to the high interest rates being experienced (6.15% for a 25-year PWLB
loan Jan 2025), internal borrowing might be considered to fund the Capital
Programme 2025/26 where the refinancing risk and opportunity cost of the
foregone interest on deposits is favourable. Internal borrowing utilises
existing financial resources in lieu of borrowing as this can be the most cost-
effective means of funding capital expenditure. Further details can be found

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in The Treasury Management Strategy and Capital Strategy.

The estimated costs of borrowing including those that must be set aside as
determined by legislation are included in the MTFS.

Revenue

The purchase of shorter life assets will be financed with contributions from
the revenue budget.

The Sussex PCC is utilising interest receipts from temporary deposits to fund
short term assets that are capitalised. This year is expected to receipt £3.7m
in interest from those deposits. (latest forecast produced for the Treasury
Management report QTR2 2024).

The financial plan also sets aside an additional £1.0m of the revenue budget
each year to meet the cost of short-term assets and minimise the borrowing
required.

Reserves

Earmarked reserves set aside for capital purposes will be used to contribute
to the capital programme over the term of the MTFS. These one-off funds
have been set aside from previous years budgets to reduce the need to
borrow and fund capital from revenue.

Developer Contributions

On behalf of the Sussex PCC, the Estates Team has continued working with
various Boroughs and District councils across Sussex to secure funding
towards new or improved policing infrastructure.

As of December 2024, the PCC had secured £2.2m of agreements; £1.1m

pending/undetermined and received £0.387m paid by developers or
reimbursed to the PCC via Community Infrastructure Levy (CIL)

In the previous year, the PCC was successful in securing CIL funding from
the South Downs National Park CIL fund. This project has been fully funded
through grants and partner contributions and the works to future-proof the
building used by the Coastguard, the Chaplaincy and Sussex Police are now
completed.

These contributions are not listed in the financing or expenditure table and
will be brought into the capital and investment programme when received.

The UK Infrastructure Bill is currently proceeding through parliament, and its

specific proposals regarding developer contributions to blue light services are
not yet finalised. However, the bill is expected to focus on several key areas,
including:
• Modernising infrastructure planning: The bill aims to streamline the
planning process for infrastructure projects, making it easier to obtain
necessary approvals and reduce delays.

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• Increasing investment in infrastructure: The government plans to
increase investment in infrastructure projects across the UK, including
roads, railways, broadband, and energy.
• Ensuring developers contribute to infrastructure costs: The bill is likely to
include provisions that require developers to contribute to the cost of
infrastructure projects that are necessary to support their developments.
This could include contributions to blue light services, such as fire stations
and police stations.

Changes to Planning – White Paper

The White Paper was published in November 2025 and it could have the
following impacts:
• Pushes compliant schemes through quickly releasing larger land for
development.
• Fuels recovery quicker from housing led demand.
• Increases housing supply at pace.
• Will increase the supply of affordable housing (without major change in
public grant injection)
• Will encourage some developers to go for complaint schemes then re-
submit subsequent applications based on consent already in place –
perhaps reducing affordable housing (Berkeley Homes model).
• Will mean the smaller and challenging sites of size will all go to committee
(as they are unlikely to be able to offer the full affordable housing
provision).
• Potentially removes the politics of local planning committees on many
schemes – which are often rejected, despite being policy complaint on
minor grounds which can be overcome.
• Will place a major pressure on local authorities being able to process and
consent compliant application at pace – when a national shortage of
planning officers is evident.
• Will potentially lessen political planning agenda’s impacts on a regional
and local levels.

For the PCC and the transformation plans the following are worthy of note:
• Will increase land value as part of wider recovery.
• We have already agreed via the Summer Estate Board to seek ‘policy
compliant’ offers from bidders – plus non-compliant.
• We need to ensure our ‘disposal sites’ are clearly defined in the local plans.
We have been pushing this already, having done this across Shoreham;
Centenary and Chichester sites with the LA’s.
• Consider on the smaller sites affordable housing providers being the
preferred bidders.

Monitoring of the Capital Programme – Prudential Indicators

The CIPFA Prudential Code is a professional code of practice to support local

authorities in taking decisions relating to capital investment in fixed assets.
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Local authorities, including police and crime commissioners and fire
authorities, are required to have regard to the Code under Part 1 of the Local
Government Act 2003. The basic principle of the system is that local
authorities will be free to invest so long as their capital spending plans are
affordable, sustainable and prudent.

To demonstrate that they have fulfilled the objectives of the Code, authorities
must produce a range of key Prudential Indicators. The Code does not
suggest indicative limits or ratios for these indicators, which are designed to
support and record local decision making and are not intended to be used for
comparative purposes.

These key indicators can be split into two broad categories, affordability
indicators and prudence indicators. Affordability indicators concentrate upon
the level of capital investment over the period 2025/26 to 2028/29.
Prudential indicators concentrate on the level and composition of external
debt and are therefore very closely linked to the PCC’s Treasury Management
Strategy.

The Prudential Code introduced in 2018/19 no longer specifies prudential

indicators or thresholds. The PCC for Sussex has continued to apply
prudential indicators as a best practice approach.

The PCC’s proposed Prudential Indicators are shown at Appendix C to this

report and the Capital Strategy will be published in March with the Treasury
Management Strategy Statement (TMSS).

The PCC and the Chief Constable monitor monthly the capital spend and its
funding throughout the financial year. In addition, the CFO reports quarterly
on the Treasury Management Reports and Prudential Indicators to the JAC
(Joint Audit Committee) which scrutinises the affordability and sustainability
of the capital programme.

Minimum Revenue Provision

Regulations came into effect from March 2008 regarding preparing an Annual
Minimum Revenue Provision (MRP) Statement. MRP is the amount that
needs to be set aside to reflect the depreciation of capital assets. There are
no proposed changes to the method used to calculate MRP and the Annual
MRP statement for 2025/26 is attached at Appendix D.

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Reserves
Background Information on Reserves

Revenue and Capital Reserves are an important resource for day to day as
well as medium term financial planning despite being one-off in nature. The
Chartered Institute of Public Finance and Accountancy consider that PCCs
should establish reserves including the level of those reserves based on the
advice of their chief finance officers and should make their own judgements
considering all the relevant local circumstances.

The requirement for financial reserves is acknowledged in statute. Sections

31A, 32, 42A and 43 of the Local Government Finance Act 1992 require billing
and precepting authorities in England and Wales to have regard to the level
of reserves needed for meeting estimated future expenditure when preparing
budgets. The Chief Finance Officer is required as part of the budget setting
process to provide a statement on the adequacy of reserves.

The Home Office Financial Management Code of Practice also sets out the
following requirements:
• PCCs to establish a policy on reserves including how they may be used.
• Full details of how the reserves and provisions policy will operate locally.
• Ensure that the annual budget includes a realistic amount of operational
contingency that is available to the Chief Constable for operational
priorities without the need for additional approval; and
• Provision for budgets to be carried forward from one financial year to the
next.

The establishment and maintenance of resource backed reserves are held for
four main purposes:
• As a working balance to help cushion the impact of uneven cash flows and
avoid unnecessary temporary borrowing – this forms part of general
reserves.
• Provide funds to cushion the impact of unexpected events or emergencies
– this also forms part of general reserves.
• Provide funds for the purposes of managing risk e.g. insurance reserve;
and
• As a means of building up funds, often referred to as earmarked reserves,
to meet known or predicted requirements; earmarked reserves are
accounted for separately but remain legally part of the reserves.

The Chief Finance Officer (CFO) has a fiduciary duty to local taxpayers and
must be satisfied that the decisions taken on balances and reserves represent
proper stewardship of public funds. Within the existing statutory and
regulatory framework, it is the responsibility of the CFO to advise about the
level of reserves that they should hold and to ensure that there are clear
protocols for their establishment and use. Reserves should not be held
without a clear purpose.

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In assessing the appropriate level of reserves, a well-managed PCC will
ensure that the reserves are not only adequate but are also necessary.

The many factors involved when considering appropriate levels of reserves

can only be assessed properly at a local level despite the pressures to
compare between PCCs nationally.

One of the key sources of assurance is through risk management and the
process of taking appropriate action to mitigate or remove risks where
possible. This in turn may lead to a lower level of reserves being required,
and it would be appropriate to consider reducing the level of balances held
where appropriate action to mitigate or remove risks has been successfully
undertaken. A balance will need to be found between maintaining adequate
levels of reserves and investing in risk reduction measures. This balance
should form part of the risk management process and be considered as part
of the annual budget process.

Review of Reserves

The Chartered Institute of Public Finance and Accountancy (CIPFA) guidance

on Reserves and Balances (LAAP Bulletin No. 99 July 2014) and the
requirements of the Code suggest twice yearly reviews of reserves. By doing
this, the visibility of reserves is increased and consideration of their use is
placed at the forefront of the decision-making process.

In accordance with good practice, reserves are reviewed for adequacy at the
time that the statements of accounts are prepared (April/May) and again
when the budget and MTFS are prepared (November/December).

Outcome of Review

The Riot Compensation Act 2016 (RCA) gives victims of riots the right to claim
compensation for damage to their property. It replaced the Riot (Damages)
Act 1886. The Act does not set a limit on the amount that can be claimed but
each claim is subject to a maximum compensation limit of £1m. There is no
limit on the number of claims that can be made.

A riot is defined in the Public Order Act 1986 as: When 12 or more people
who are together, either use unlawful violence or threaten to use unlawful
violence, for a shared purpose, and their behaviour, taken together, would
make a reasonable person present at the scene fear for their personal safety,
each of those people is guilty of riot. It does not matter if the 12 or more
people use or threaten violence at the same time. Their common purpose can
be determined by their actions. It is not necessary for a reasonable person to
actually be, or likely to be, present at the scene. A riot can happen in a private
place as well as in public. Not all public disturbances meet the legal definition
of a riot. Under the RCA, claims for compensation are paid by the Police and
Crime Commissioner (PCC) for the area in which the riot took place.

A financial risk assessment has been completed to assess if there is a need

to insure or set aside financial resources to mitigate the potential costs of a
riot in Sussex. It is important to weigh the cost of insurance against the
potential cost of claims and the level of risk the PCC is willing to accept.

In arriving at a conclusion, the following factors were considered:

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The likelihood of a riot occurring in Sussex. Although there was only one riot
damage claim in Sussex in 2000, costing £6,000, the past is not always a
reliable indicator of future events. The current political and social climate
should be assessed to determine if there is any indication that the risk of a
riot in Sussex is increasing.

The potential cost of riot damage claims. This could be determined by

examining the cost of claims in other areas, considering factors such as the
size and population density of Sussex. During the Summer riots 2024, riot
damage claims in England and Wales totalled £1,898,083. Merseyside had
the highest value of claims, at £728,760. Whilst this is useful information, it
is not possible to determine if any of those riots were similar in nature or size
to any potential riot that could occur in Sussex.

The cost of riot damage insurance. Quotes obtained by the PCC ranged from
£39,760 to £64,400 per year for Sussex. These quotes had a limit of
indemnity of between £5 million and £10 million and included a £350,000
deductible. The deductible would apply in the event of a riot or a series of
riots arising from the same cause within a 168-hour period. It was not
possible to obtain a quote for £20 million without using a specialist broker.
Riot damage insurance is generally considered to be expensive. It would
therefore appear that insurance companies are not keen on underwriting
much of the risk.

The PCC’s level of risk aversion. A risk-averse PCC may be more likely to
purchase insurance to transfer the risk to the insurer, even if the cost of
insurance is high. If the PCC is willing to accept a higher level of risk, it may
decide to self-insure, using funds such as general reserves to cover potential
costs, bearing in mind that each claim is subject to a maximum compensation
limit of £1m.

Ultimately, the decision of whether to purchase insurance or to self-insure is

a complex one. There is no right or wrong answer, and the best decision will
vary depending on the specific circumstances. In conclusion, it is considered
that the resources held in the General Fund would be sufficient to meet one
event and if further events were to occur the risk would be reevaluated.

Sussex Reserves

The PCC must retain adequate reserves so that unexpected budget pressures
can be met without having a detrimental impact on normal day to day
operational activities. The PCC’s policy on reserves is based on a thorough
understanding of the organisation’s needs and risks. Part of this process is to
give a clear explanation of the existing and proposed use of reserves. The
detailed reserves policy can be found in Appendix A and summarised over the
page.

The PCC plans to maintain the general reserve at the 4% of net budget
requirement in line with the Reserves Strategy. Specific reserves are only
employed for expected risks, for example the Insurance Reserve to meet
actuary-assessed claims against Sussex Police or held to manage third party
funds such as the Sussex Safer Roads Partnership.

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Table – Summary of Reserves

*estimated 2025/26 2026/27 2027/28 2028/29

£m* £m* £m* £m*

General Reserve
16.8 17.0 17.3 17.5
Earmarked Reserves

• Insurance Reserve
2.3 2.3 2.3 2.3
• Capital & Investment Reserve
- - - -
• Asset Seizures Reserve
- - - -
• Delegated Budget Holder Reserve
8.4 4.7 3.6 3.4
• Sussex Safer Roads Partnership
Reserve 1.2 1.2 1.2 1.2
• Change Management Reserve
5.1 4.6 4.1 4.1
• ICT Reserve
- - - -
Total Earmarked Reserves
17.0 12.8 11.2 11.0
TOTAL RESERVES 33.8 29.9 28.5 28.5

Movement in Reserve Balances

The following tables provide the expected movement and balances on each
reserve categorised across the statutory headings set by the Home Office and
a summary table.

Reserves 2025/26 2026/27 2027/28 2028/29

Forecast Forecast Forecast Forecast
£m £m £m £m
Funding for planned expenditure on projects and programmes over the period of the current MTFS:
Delegated Budget Holder Reserve brought forward 13.4 8.4 4.7 3.6
to Revenue Budget (5.0) (3.7) (1.1) (0.2)
from Revenue Budget 0.0 0.0 0.0 0.0
Balance carry forward 8.4 4.7 3.6 3.4

Capital & Investment Reserve brought forward 0.0 0.0 0.0 0.0
to Revenue Budget 0.0 0.0 0.0 0.0
from Revenue Budget 0.0 0.0 0.0 0.0
Balance carry forward 0.0 0.0 0.0 0.0

Change Management Reserve brought forward 7.4 5.1 4.6 4.1

to Revenue Budget (2.3) (0.5) (0.5) 0.0
from Revenue Budget 0.0 0.0 0.0 0.0
Balance carry forward 5.1 4.6 4.1 4.1

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Reserves 2025/26 2026/27 2027/28 2028/29

Forecast Forecast Forecast Forecast
£m £m £m £m
Funding for specific projects and programmes beyond the current MTFS planning period:
Asset Seizure Reserve brought forward 0.0 0.0 0.0 0.0
to Revenue Budget 0.0 0.0 0.0 0.0
from Revenue Budget 0.0 0.0 0.0 0.0
Balance carry forward 0.0 0.0 0.0 0.0

ICT Reserve brought forward 0.0 0.0 0.0 0.0

to Revenue Budget (0.4) 0.0 0.0 0.0
from Revenue Budget 0.0 0.0 0.0 0.0
Balance carry forward 0.0 0.0 0.0 0.0

Sussex Safer Roads Partnership Reserve brought forward 2.5 1.2 1.2 1.2
to Revenue Budget (1.3) 0.0 0.0 0.0
from Revenue Budget 0.0 0.0 0.0 0.0
Balance carry forward 1.2 1.2 1.2 1.2

Reserves 2025/26 2026/27 2027/28 2028/29

Forecast Forecast Forecast Forecast
£m £m £m £m
General contingency or resource to meet other expenditure needs held in accordance with sound principles of
good financial management:
Insurance Reserve brought forward 2.3 2.3 2.3 2.3
to Revenue Budget (to settle claims) (0.5) (0.5) (0.5) (0.5)
from Revenue budget to meet future liabilities 0.5 0.5 0.5 0.5
Balance carry forward 2.3 2.3 2.3 2.3

General Reserve brought forward 15.7 16.8 17.0 17.3

to Revenue Budget 0.0 0.0 0.0 0.0
from Revenue Budget 1.1 0.2 0.2 0.2
Balance carry forward 16.8 17.0 17.3 17.5
General Reserves percentage of Net Budget
Requirement 4% 4% 4% 4%

Total Opening Balance of Reserves 41.3 33.8 29.9 28.5

Total Planned Use of Reserves (9.5) (4.7) (2.1) (0.7)
Total Additions to Reserves 1.6 0.7 0.7 0.7
Total Closing Balance of Reserves 33.8 29.9 28.5 28.5

Funding for planned expenditure on projects and programmes over

the period of the current MTFS:

The Capital and Investments Reserve is used to support planned one-off and
non-recurring expenditure of a capital or revenue nature in line with
investment and replacement plans included within the MTFS. This is
dependent on the financing requirements of the capital plans included within
the relevant asset strategies e.g. the future IT Strategy, the Estates Strategy
and the Joint Transport Vehicles Strategy.

The Capital Receipts Reserve contains receipts from the sale of assets which
can be used to finance future capital expenditure. The Capital Receipts
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received in-year will be applied to fund capital expenditure in year. The
balance is zero at this time and so the reserve is not shown.

The Delegated Budget Holder Reserve (DBHR) holds a proportion of balances

that have arisen from underspend on the annual revenue budget or a surplus
from the collection fund. Underspend transfers to the reserve are agreed
annually with the PCC as part of the final outturn and movements in year are
agreed by exception. This reserve is then available to support planned
expenditure in the following financial year.

Change Management Reserve has been created to meet the expenditure

required for change projects that improve the service / improve efficiency.
The Service Transformation Programme - that has been initiated to bridge
identified future budget pressures - will require funding to implement their
plan from this reserve.

The Delegated Budget Holder Reserve and the Change Management Reserve
are being deployed throughout the term of the MTFS to fund expected
financial demands, some of which are outlined as follows:
• An Estate Strategy Review has been completed and a new Estates
Strategy will be published in February 2025. This includes rationalisation
and modernisation of the estate. The estate maintenance work focuses
on essential and statutory works only due to budgetary restraints. The
cost to maintain old and obsolete buildings will continue to rise and not
be efficient. It is also a recruitment and retention factor for our
employees to be able to operate in a suitable working environment.
• The Estates Strategy will include a costed plan that will require
investment, without recourse to the operational revenue or capital
budgets, we have the Delegated Budget Holder Reserve which will play a
part in meeting that investment.
• The IT infrastructure requires modernisation, it is costing more each
year to service and maintain the aged systems, many systems have
reached obsolescence and therefore must be replaced. The
modernisation work is in progress however some developments are in
the formulation stage and when finalised will be included in the costed
IT Strategy, with the expectation that significant investment will be
needed.

Funding for specific projects and programmes beyond the current

MTFS planning period:

The Asset Seizure Reserve holds the balance of income received from the
Home Office in respect of the Proceeds of Crime Act (POCA). These monies
are to be used during the year following receipt in accordance with Home
Office guidance subject to the pre-agreed contingency balance to cover 12
months of costs of the agreed number of financial investigators. The reserve
is reviewed on an annual basis and any balance not applied in year is carried
forward in this reserve.

ICT Reserve holds a small balance received grant monies from the Home
Office for support to charges for licence costs.

The Sussex Safer Roads Partnership (SSRP) Reserve is where the PCC holds
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the balance of any SSRP resources on behalf of the SSRP partnership as ring-
fenced funding. The movements are based on the latest SSRP strategy plans
approved by the SSRP board. The partnership agreement is ending but the
balance will remain ringfenced for Sussex Police road safety projects.

General contingency or resource to meet other expenditure needs

held in accordance with sound principles of good financial
management:

The Insurance Reserve is maintained for potential liabilities and costs which
fall onto the PCC where no external insurance cover is arranged by or
available to the PCC. Potential liabilities include storm damage, business
interruption and claims that would fall within the PCC’s policy excess limits.

It is a requirement that an annual audit of all liabilities relating to the Fund is

carried out by an external actuary / firm of actuaries. The last review for
Sussex Police was completed on data to 31 March 2024.

The review concluded that the balance of the reserve of £2.3m along with a
separate provision on the balance sheet is adequate.

The General Reserves reserve is set aside for unexpected events or

emergencies and provides a working cash balance to help with the impact of
uneven cash flows and to avoid unnecessary temporary borrowing.

The General Reserve on 1 April 2025 is estimated to be £16.8m. This meets

one of the key principles of the MTFS: to seek to maintain the general reserve
at a minimum of 4% of the net revenue budget. This includes 1% available
to the Chief Constable for operational priorities without the need for additional
approval. Due to the increase in the size of the budget the reserve level has
been established at 4% of the estimated budget in 2027/28. This will be
reviewed on an annual basis to ensure that the minimum of 4% of net
revenue budget is maintained. The closing general reserve in March 2028 is
estimated to be £17.5m which is 4% of the projected net revenue budget.

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Indicative Budget Forecasts 2025/26 to 2028/29

All the known budget pressures, budget savings, funding assumptions and
proposed use of reserves outlined earlier in this Strategy are summarised
below, to show an overall position for the Group representing the combined
budget forecasts for the PCC and Chief Constable. Having considered the
savings proposals and the availability of reserves to support the medium
term plan an important consideration is the precept proposal for 2025/26.

In common with other policing bodies the MTFS includes a financial planning
assumption that an increase in the precept will be included in each year of
the MTFS. PCCs were given the opportunity to increase the Band D precept
by £15 in 2023/24, £13 in 24/25 and a limit has been set for 2025/26, the
proposal includes a Band D precept increase of £14 and has been included in
the table below. The final years (2026/27 to 2028/29) of the MTFS includes
a 2% increase in the precept. The actual precept decision can still only be
determined by the PCC on an annual basis considering all the factors.

The key medium term financial forecast planning assumptions are

summarised in the following table:

2025/26
Estimated
Assumption 2025/26 2026/27 2027/28 2028/29
Value
£m

Capital Grant £m £0.0 £0.0 £0.0 £0.0 £0.0

Home Office Grants
% 6.1% 0.0% 0.0% 0.0% £22.6
Total
Uplift Performance
£m £7.5 £7.5 £7.5 £7.5
Grant
Precept £14 2.0% 2.0% 2.0% £9.3

Tax base increase 1.85% 1.0% 1.0% 1.0% £3.0

Collection
£m (£0.7) £0.0 £0.0 £0.0
Surplus/(Deficit) Net
Police Staff Pension
Employer 18.0% 18.0% 18.0% 18.0% £18.1
Contribution rate
Police Officer
Pension Employer 35.3% 35.3% 35.3% 35.3% £46.5
Contribution rate *²
Police Officer pay
2.0% 2.0% 2.0% 2.0% £2.3
inflation *

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2025/26
Estimated
Assumption 2025/26 2026/27 2027/28 2028/29
Value
£m
Police Officer pay
2.0% £2.3
contingency *
Police Staff pay
2.0% 2.0% 2.0% 2.0% £1.4
inflation *¹
South East
£ 2,000 £ 2,000 £ 2,000 £ 2,000 £6.7
Allowance
General Price
2.4% 2.0% 2.0% 2.0% £1.4
inflation
Income - Fees & Increased in accordance with NPCC and other
Charges *³ indices each year
Income – Specific
Based on grants awarded
Grants *⁴
4% NBR 4% NBR 4% NBR 4% NBR
General Reserve £16.8
minimum minimum minimum minimum
Vacancy Rates -
1% 1% 1% 1% £1.9
Police Officer
Vacancy Rates -
10% 10% 10% 10% £8.3
Police Staff
Vacancy Rates -
5% 5% 5% 5% £0.5
PCSO

*1 – £m is for the pay award period September – March

*2 – The Police Pension Scheme rate was increased from 2024/25 to 35.3% which was funded
by the Home Office.

*3 – Income from fees & charges includes a wide range of income sources including income
from the criminal records bureau, local partnerships, alarms and CCTV maintenance, sports
events including football, vehicle sales, mutual aid, car parking charges, boarding up services,
accident reports, certificate charges, training income, firearms income, court costs awarded and
rental income. Due to the variable nature of these sources of income the budget where some
sources will increase and others will reduce, a prudent assumption has been taken to maintain
the income levels over the MTFS period. Sussex Police will however seek to maximise income
generation opportunities through its commercial focus.

*4 – Income from specific grants includes the government grants for PFI and dedicated security
posts.

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The Medium-Term Financial Forecast (MTFF) for the total Police Fund budget
position is set out below.

Group Budget Forecast

2024/25 2025/26 2026/27 2027/28 2028/29
£m REVENUE COST BASE £m £m £m £m
369.435 Base budget 396.525 421.541 426.209 431.724
28.874 Inflation 11.380 8.078 8.238 8.404
4.259 Growth Pressures 18.622 6.471 5.264 3.706
0.000 New Investment 0.000 0.000 0.000 0.000
(6.044) Savings Plans (4.986) (4.689) (0.130) 0.000
0.000 Savings Requirement 0.000 (5.192) (7.857) (6.427)
27.090 Total Budget Changes 25.016 4.668 5.516 5.682
396.525 Total Budget 421.541 426.209 431.724 437.406

2024/25 2025/26 2026/27 2027/28 2028/29

£m FUNDING £m £m £m £m
196.291 Main Policing & RS Grant 203.597 203.597 203.597 203.597
10.140 Council Tax Grant Support Grant 10.140 10.140 10.140 10.140
3.062 Legacy Council Tax Freeze Grant 3.062 3.062 3.062 3.062
9.151 Police Officer Pension Grant 8.440 8.440 8.440 8.440
National Insurance Grant 5.503 5.503 5.503 5.503
Neighbourhoods Grant 2.149 2.149 2.149 2.149
11.004 Operation Uplift Performance Grant 7.521 7.521 7.521 7.521
Operation Uplift Additional Recruits 3.161 3.161 3.161 3.161
164.940 Precept 177.282 182.636 188.152 193.834
0.399 Collection Fund Surplus / Deficit (0.708) 0.000 0.000 0.000
394.986 Net Budget Requirement 420.147 426.209 431.724 437.406
Reserves
0.000 General Reserves 0.000 0.000 0.000 0.000
1.539 Cost of Change Reserve 1.394 0.000 0.000 0.000
0.000 Other Earmarked Reserves 0.000 0.000 0.000 0.000
396.525 Total Funding 421.541 426.209 431.724 437.406

The Group budget forecast set out above shows how, after the planned use
of reserves, savings and the precept, there is a funding gap for the period of
the MTFS 2025/26 to 2028/29, which will require further savings of £19.5m
to meet the key principle of the PCC’s Strategy in that overall expenditure
will be delivered within a sustainable budget over the medium term.

The budget includes resources made available from the proposed 2025/26
precept increase of £14 per annum per Band D. This will be used to mitigate
the cost pressures outlined in section 14 and to maintain the significant
previous investments to deliver a quality service to Sussex residents.

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The MTFF budget forecast for the police fund is set out below:

2024-25 2025-26 2026-27 2027-28 2028-29

Chief Constable
£m £m £m £m £m
220.598 Police Officer Pay 235.654 241.954 247.600 253.333
109.141 Police Staff Pay 116.098 119.716 122.098 124.905
12.492 PCSO Pay 13.246 13.598 13.956 14.323
8.045 Other Employee Costs 8.045 8.045 8.045 8.045
350.277 Total Pay Costs 373.043 383.312 391.699 400.606
16.230 Buildings & Premises 17.115 17.099 16.999 16.999
5.624 Transport Costs 5.920 5.920 5.920 5.920
59.322 Supplies & Services 61.041 62.019 64.410 63.044
81.177 Total Non-Pay Costs 84.076 85.038 87.329 89.732
(41.182) Income & Grants (41.182) (41.182) (41.182) 89.732
390.272 Base Operational Delivery Budget 415.937 427.169 437.847 449.157
Investment Proposed 0.000 0.000 0.000 0.000
Savings Plans (4.986) (9.675) (9.805) (9.805)
Savings Requirement 0.000 (5.192) (13.048) (19.475)
390.272 Operational Delivery Budget 410.952 412.302 414.993 419.876

2024-25 2025-26 2026-27 2027-28 2028-29

Office of the PCC
£m £m £m £m £m
0.119 Police & Crime Commissioner 0.122 0.123 0.123 0.123
1.910 Office of the PCC 1.948 1.987 2.027 2.067
1.728 Community Safety 1.732 1.736 1.740 1.745
6.118 Victims & Restorative Justice 4.998 4.998 4.998 4.998
Immediate Justice 0.197 0.000 0.000 0.000
4.262 OPCC Projects 0.000 0.000 0.000 0.000
(5.710) Grant Income (Victims) (4.590) (4.590) (4.590) (4.590)
(4.262) Grant Income (Projects) 0.000 0.000 0.000 0.000
4.165 Total Income & Expenditure 4.407 4.254 4.298 4.343
2.088 Financial Provisions 6.182 9.653 12.433 13.187
0.000 Grant Income (LCTS) 0.000 0.000 0.000 0.000
0.000 Treasury Management Interest 0.000 0.000 0.000 0.000
2.088 Total Provisions 6.182 9.653 12.433 13.187
6.253 Total OPCC Budget 10.589 13.907 16.731 17.530
396.525 Gross Budget before Reserves 421.541 426.209 431.724 437.406
0.000 Transfer to / (from) General Reserves 0.000 0.000 0.000 0.000
Transfer to / (from) Other Earmarked
0.000 Reserves 0.000 0.000 0.000 0.000
Transfer to / (from) Cost of Change
(1.539) Reserve (1.394) 0.000 0.000 0.000
(1.539) Total Reserves (1.394) 0.000 0.000 0.000
Total PCC Controlled Budgets after
4.714 Reserves 9.195 13.907 16.731 17.530

TOTAL POLICE FUND AFTER

394.986 RESERVES 420.147 426.209 431.724 437.406

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The PCC budget includes the direct costs of PCC remuneration, travel and
subsistence.

The 'Office of the PCC’ includes salary and associated costs of the PCC, Chief
Executive, Chief Finance Officer and any other staff employed to support the
PCC as well as office-running costs. It also includes other statutory local
policing body costs such as internal and external audit, banking and treasury
management, the costs of the Joint Audit Committee and misconduct
tribunals for example.

Further details of the work that the team carries out to support the PCC and
the corporation sole can be found on the Sussex Police and Crime
Commissioner’s website at this link. In addition the Annual Report provides
a detailed summary of the work of the Office and the activities completed.

Community Safety

The PCC continues to support Community Safety initiatives and Community

Safety Partnerships (CSPs) across Sussex through the dedicated Community
Safety Budget. It is planned that the current total allocation will remain over
the period of the MTFS.

The budget also includes the Safer in Sussex Community Fund (SISCF) which
provides financial support to local community groups, voluntary and third-
sector organisations which are working to reduce crime, improve community
safety and help people recover from the impact of crime. The PCC will
continue to develop and grow this market to provide services which meet the
needs of communities and help to keep Sussex safe.

Immediate Justice

In March 2023, Sussex was chosen as one of ten trailblazers for the new
‘Immediate Justice’ pilot. The Immediate Justice scheme will see offenders
paying back to the community through unpaid work and repairing damage
and harm they may have caused. The aim is to reduce incidents of ASB,
increase confidence in reporting and appropriate action being taken and

The Plan also established a national Anti-Social Behaviour Taskforce bringing

together Police and Crime Commissioners, police forces, local partners and
agencies to keep a nationwide focus on this subject. The Taskforce oversees
the implementation of the action plan. ‘Payback’ will differ across areas
depending upon the age of the offender and it will also focus on prevention
of future crimes, helping perpetrators to understand the consequences of
their actions.

Funding for the programme has ended as the new Government does not wish
to fund the programme. However, the PCC will fund a further £197k to enable
the programme to continue to operate for six months in 2025/26 so that it
is able to complete the pilot. Further details of the outputs and outcomes
from the initiative will be reported in the PCC Annual Report 2024/25.

Victim Services and Restorative Justice

The Police and Crime Commissioner (PCC) holds the statutory function for
commissioning services that support victims of crime in Sussex. This is
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funded in two ways. The Ministry of Justice (MOJ) provides a core grant which
the PCC tops up via the Police Fund. The MOJ also contributes other grant
resources as set out below.

The MOJ reduced the ‘core’ funding allocation for 25/26 by to £1.907m
(4.2%). The PCC contributes a further £0.407m to top up the resources for
victims.

Quote from Letter from MOJ – “To keep within our departmental settlement,
I have made the decision to reduce by 4.2% the ‘core’ funding allocation for
25/26, which forms part of PCC funding from MOJ. I know that this will be
difficult news coming alongside other pressures your commissioned services
are facing, and increased demand for services.

Within this budget, I know that we are both committed to tackling Violence
against Women and Girls (VAWG), which this Government is committed to
halving in a decade. I will do all I can to ensure this becomes a reality for the
victims of these horrific crimes. This is why I have decided to protect VAWG
victims spending in the Ministry of Justice, by maintaining 2024/25 funding
levels for sexual violence and domestic abuse support next year. I have
decided that for 25/26 the Rape and Sexual Abuse Support Fund (RASASF)
grants will be maintained at their current level, and that funding for the
Independent Legal Advisers (ILA) scheme next year will come from a
separate funding stream within the wider victim’s budgets. I also understand
that having flexibility within your budgets is important, which is why for
25/26 I’m streamlining the ringfences into a single new amalgamated fund,
which combines the previous ringfence for sexual violence and domestic
abuse services with that for ISVAs and IDVAs. I hope you will continue to
prioritise victims of VAWG in your core budget to further respond to the level
of need and contribute to our shared goals.”

This resource specifically allows the PCC to fund support services via a multi-
crime contract (Victim Support), a stalking contract (Veritas Justice) and a
sexual violence contract (Survivors Network). The sexual violence service is
co-commissioned with the three local authorities, who contribute a total of
£0.25m

The core grant funding also allows for bespoke services such as the Young
Witness Service; Daisy Chain Project; Modern Slavery Victim Navigator;
Brighton Safe Space and Project Solah, to be supported.

The MOJ will continue to fund £2.682m to the PCC for domestic abuse and
sexual violence services (the provision of IDVAs/ISVAs) on top of the core
grant award. This funding was part of a three-year settlement which ends in
2025/26.

The PCC contributes a total of £247,000 from the core grant to the three
local authorities to support their statutory duty to provide pan-Sussex
services for victims of domestic abuse.

The MOJ Rape and Sexual Abuse Support Fund (RASASF) provides funding
to over 60 specialist support organisations. The RASASF in 2025-26 will
continue to be managed centrally by MoJ, with organisations in receipt of this
supported by their MoJ RASASF grant manager.

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The increase to employers National Insurance Contributions (NIC) and the

change in the threshold that they become payable will impact on suppliers
and essential service providers such as Victim Support and charities that
supply services to the PCC and Chief Constable. It is expected that those
suppliers and service providers impacted will look to negotiate additional
funding and/or trim their services to match their costs to remain financially
viable.

Provisions, Treasury and Reserves

Financial provisions include the revenue and financing costs of the capital
programme, interest receivable on cash balances and the pay and price
contingency. They have been updated to include the costs of financing the
proposed capital and investment plans.

Investment and borrowing are managed via the PCC’s Treasury Management
Strategy which is approved annually in March following a review by the Joint
Audit Committee.

The PCC is responsible for the management of all reserves and the reserves
strategy has been explained elsewhere in this MTFS.

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Risk Assessment
The MTFS contains the most up to date information at the time of drafting
but the PCC’s financial position is dynamic. A comprehensive financial risk
assessment is undertaken for the revenue and capital and investment
budget-setting process to ensure all risks and uncertainties affecting the
PCC’s financial position are identified.

The PCC faces several significant financial pressures that could affect the
position over the medium term. An assessment of the likelihood and impact
of potential risks has been undertaken and the management controls in place
are detailed in Appendix B.

Strategic risks are monitored and managed throughout the year on the risk
register with oversight by the Joint Audit Committee.

Risk Assessment and Adequacy of Reserves

The Local Government Act 2003 requires the Chief Finance Officer (CFO) to
undertake an assessment of the robustness of the annual budget and the
adequacy of reserves. That assessment and a statement will be included in
the key decision annual budget and precept report 2025/26.

The CFO has applied the same principles used to undertake the assessment
of the 2025/26 budget to the following three years of the MTFS.

In assessing the robustness of the budgets and forecasts, the CFO will
consider the following issues:
• The general financial standing of the PCC.
• The underlying budget assumptions, including an assessment of the
major estimates including pay and price increases.
• The future budget pressures identified including changes to pension
scheme contributions.
• A risk assessment of expenditure and income estimates including
adequacy of budget monitoring and financial reporting arrangements
(See Appendix B).
• The impact of the police grant settlement and of subsequent anticipated
future settlements including any change to the grant allocation method.
• The precept and planned increases.
• The adequacy of the budget monitoring and financial reporting
arrangements.
• The adequacy of the PCC’s governance arrangements and internal
control system including the risk management system.
• The adequacy of general reserves to cover any potential financial risks
faced by the PCC.
• Compliance with the MRP rules and with the Prudential Code.

The PCC’s Chief Finance Officer (CFO) confirms that, after taking account of
these issues, the revenue and capital estimates contained in this MTFS are
considered robust and that the level of reserves is considered adequate to
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cover the financial risks faced by the PCC for 2024/25. The PCC CFO is
monitoring the Sussex Police Transformation Plan and the proposed and
actual savings. However, this is balanced with concerns that some of the
resources to be utilised to balance the budget for 2024/25 are of a one-off
nature and will not be available in future years. Other strategies to fund the
funding gap rely on keeping high levels of posts vacant or deferring spend.

So, it is of the utmost importance that Sussex Police continues to work as it

is on finding sustainable savings. The force has already started this work to
identify changes to service provision that can save money, and these will
need to be taken forward without delay – See Section 15. The work requires
time for business cases to be worked up and, in some cases, requires
investment.

Senior leaders are prioritising leadership time to ensure that the savings are
delivered and the budget balanced. If during the year and the MTFS period
it looks as though savings targets will be missed, both the PCC’s Chief
Finance Officer and Chief Constable’s Chief Finance Officer will need to
consider mitigating actions as set out required by their statutory
responsibilities and duties.

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Public Engagement and Consultation

The PCC has been listening and talking to Sussex residents and businesses
from Chichester to Rye and Brighton to Crawley.

In addition to meetings that the PCC has had with members of the public and
elected representatives, her office has conducted several strands of listening
and engagement (in person & online) through externally sourced
independent surveys, correspondence to her office and on official social
media channels.

The PCC received 3,167 responses to the annual #SaferinSussex survey;

2,210 pieces of correspondence; 76k digital engagements: 425k emails to
weekly newsletter subscribers.

The office held discussion groups with 110 young people; visited 13 events
across Sussex to meet youth workers, businesses, farmers and residents;
and has just completed 20 focus groups with councillors, clerks and several
chambers of commerce.

The Safer in Sussex survey showed that anti-social behaviour (ASB),

dangerous driving and knife crime were the top concerns overall and 24% of
the respondents said they had reported a crime to police in the past year.

All 12 local authority areas ranked ASB as the most important issue but
violence against women and girls was more of a concern in large towns
(Brighton and Chichester). Knife crime and county lines / drug supply ranked
higher in Hastings, Crawley and Rother.

When asked what would most reassure residents that crime was being
tackled, 50% said a more visible police presence, 19% said better police
engagement and 9% said effective initiatives to tackle ASB.

Our community feedback showed that young people were very concerned
about knife crime. Councillors and clerks relayed local concerns about drug
dealing and consumption in public, organised crime and shoplifting and also
spoke about public and retailers not reporting incidents to police.

Participants recognised the funding and demand pressures on Sussex Police

and acknowledged the efforts the force had made to achieve efficiencies
without reducing services.

Most of the feedback was that all public services needed extra funding and
the police were no different, but several councillors said that Sussex Police
needed to show more clearly where previous precept increases had led to
extra officers and improved neighbourhood policing and higher visibility.

In November and December last year, the PCC also commissioned an

independent polling company to survey a demographically representative
sample of Sussex residents with 2,524 respondents asked about crime
concerns and experiences, their satisfaction with Sussex Police and their
views on levels of the police precept. The results are summarised below from
paragraph 22.13.

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Since the PCC was first elected in 2012, she has made every effort to increase
transparency in police governance and accountability including making
herself accessible to the media. In the past calendar year there has been 389
pieces published across local, regional, national and international media.
Most of the media coverage is about funding and strengthening
neighbourhood policing, the police response and the PCC leadership in
tackling business and retail crime, anti-social behaviour, serious violence and
organised crime.

Each year, the PCC office conducts a poll of Sussex residents to test their
views on potential levels of precept increase. Between 13th November and
8th December 2024. A professional polling company was commissioned to
get a robust sample of public opinion in each Sussex district, by age, gender,
and other demographic and socio-economic classifications.

A total of 2,524 residents completed the survey - which is 372 more than
last year. 47% of respondents were male and 51% female (as declared). The
confidence interval was plus or minus 1.95% which means that, had the
pollsters been able to survey every resident of Sussex, the answer to a given
question would fall within plus or minus 1.95% of the actual research result
on 95 occasions out of 100. For context, most national surveys operate with
confidence intervals of plus or minus 3.00 to plus or minus 4.00.

53% of all residents supported some level of precept increase. 40% oppose
any increase and 7% are exempt from paying council tax. 24% are prepared
to pay up to an extra £1.75 a month; 15% are prepared to pay an extra
£1.25 a month and 14% are prepared to pay an extra £0.83 a month.

Public support for a precept increase has risen by 3% compared to last year.

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Conclusions
The resources allocated through the four-year 2025/29 MTFS will enable the
PCC and the Chief Constable to plan the resource requirements for Sussex
Police more effectively. The PCC and the public, as we know from our survey
and consultation results, want to maintain the investment that has been
made to date in police officers, staff, PCSOs and systems and capabilities.
There is no appetite to go backwards.

The approach set out in this MTFS is expected to deliver a balanced budget
for 2025/29 but the future is uncertain with £5.0m remaining to be met,
based on current assumptions, for 2025/26. It sets out how the general
reserve will be resourced up to £17.5m in line with the reserve strategy and
maintained through to 2029.

The management of 2025/26 budget is planned to be achieved through well-

constructed and managed workforce plans, the use of one-off reserves in a
managed way, rationalisation of estates, new operating model efficiencies,
non-pay savings and increases to the precept. This will require careful
monitoring, scrutiny and commitment to develop realistic and credible
savings that will achieve a sustainable budget going forward.

The PCC and Chief Constable are fully committed to taking the necessary
decisions to achieve this outcome and the budget plans and actions will be
closely assisted, monitored and scrutinised by both Chief Finance Officers.

Mark Streater Jo Shiner

Chief Executive, Office of the PCC Chief Constable

Iain McCulloch Peter Appleton

Chief Finance Officer, Office of the PCC Chief Finance Officer,
Sussex Police

Contact: Iain McCulloch, Chief Finance Officer

Email: Iain.McCulloch@sussex-pcc.gov
Tel: 01273 481582

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APPENDIX A - RESERVES POLICY

Reserve Level or Target

Funding for planned expenditure on projects and programmes over the period of the current
MTFS:
In line with
investment and
replacement plans
included within MTFF
and dependent on
financing
To support planned one-off and non-recurring investments of a requirements of the
Capital and
capital and revenue nature. Change management initiatives Capital Strategy.
Investment
providing support for implementing cost-saving initiatives.
Reserve
Financing asset replacement plans and commitments. Funded from:
approved in year
revenue budget
surplus; transfers
from other reserves;
specific approved
contributions.
Delegated
Under and overspendings on the PCC’s and Chief Constable’s Agreed annually by
Budget
revenue budgets are managed via this reserve in accordance with the PCC as part of the
Holder
the PCC’s carry-forward policy. final outturn.
Reserve
Capital This reserve holds the proceeds from the sale of assets and can only Receipts from the
Receipts be used for financing capital expenditure in accordance with sale of assets are
Reserve regulations. taken to this reserve.
Has been created to meet the expenditure required for change
Specific reserve set
projects that improve the service / improve efficiency. The Service
Change up during 2022/23 to
Transformation Programme that has been initiated to bridge
Reserve be released over the
identified future budget pressures will require funding to
MTFS period.
implement their plan, from this reserve.
Funding for specific projects and programmes beyond the current MTFS planning period:
Target level of 12
Asset Balance of Proceeds of Crime Act (POCA) income received but not
months costs of
Seizure spent during the year to be used in accordance with Home Office
financial
Reserve guidance.
investigators.

Holds the Sussex allocation of the £20m funding provided to meet

Based on sum
ICT Reserve the additional ICT licensing costs transferred from the Home Office
allocated.
to England and Wales PCC’s.

Balance of funding for the Sussex Safer Roads Partnership. The

reserve is the balance of cumulative financial year surpluses and
deficits. This reserve can be used to finance capital or revenue
Sussex Safer
expenditure for road safety. The level of this reserve may fluctuate
Road Variable based on
year on year as under-spends are transferred in. The partnership is
Partnership workplan.
ending but Sussex Police will continue with road safety including the
(SSRP)
deployment of safety cameras and other activities to reduce killed
and seriously injured people on Sussex roads.

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APPENDIX A (continued)

General contingency or resource to meet other expenditure needs held in accordance with sound principles
of good financial management:

Provides a working balance to cover day to day cash flow

requirements and to cover exceptional unforeseen financial and
operational risks. The target level of the reserve is reviewed as part
4% of Net Revenue
of the annual budget setting process.
General Expenditure Budget
Reserve as of 31 March each
1% is available to the Chief Constable for operational priorities
year.
without the need for additional approval, subject to financial
regulations.

Provides for the self-funding of certain uninsurable risks, such as

payments of compensation or damages and claims up to the excess
level. This Reserve is funded from revenue or transfers from other
reserves and adjusted annually, following an independent actuarial
review, to reflect inflation and up to date risk management
information.

To improve consistency in funding claims, there is a need to split

claims between a provision on the balance sheet for the cost of Assessed as part of
Insurance
claims received and outstanding; and funds held in the reserve to the annual insurance
Reserve
cover claims incurred but not received or quantified. Claims that actuarial review.
have been reported and assessed as more likely to be settled are
carried as a financial provision whilst known incidents where no
claim has yet been made, are covered by the insurance reserve.
The revenue account is used to meet any in-year liabilities if they
arise. Any year-end variance in the revenue claims budget will not
normally be met from or transferred to the general budget but
transferred to/from the insurance Reserve. The level of the reserve
is reviewed annually.

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APPENDIX B - FINANCIAL RISK REGISTER

See separate risk register – Appendix B

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APPENDIX C – PRUDENTIAL INDICATORS

The Police and Crime Commissioner sets the following prudential indicators
as best practice before the beginning of each financial year:

1) an operational limit for borrowing to reflect the likely level of

borrowing required.
2) an authorised limit for borrowing based on an assessment of
realistic risk.
3) the maximum to be borrowed at fixed rates.
4) the maximum to be borrowed at variable rates; and
5) the maximum to be invested for a year or longer.

It is recommended that the operational limit be set at £35.7m for 2025/26,

based on the current position regarding debt outstanding and the spending
and financing plans included in the draft capital programme.

It is possible that the Police and Crime Commissioner may also need to
borrow temporarily for cash flow management purposes, pending receipt of
income, or to meet a large expenditure flow, or to avoid withdrawing short
term investments, where interest rate effects would be detrimental. Longer
term borrowing is also planning to support the capital programme. It is
recommended therefore that an authorised limit for borrowing of £50.7m
should be approved for 2025/26, to encompass the above operational limit
and an additional £15m for temporary borrowing.

The Police and Crime Commissioner has long-term debt and would normally
expect to borrow at fixed rates and therefore it is recommended that the
limit on fixed rate debt be set to match the authorised borrowing limit.
Because of market circumstances it may be advantageous to defer long-term
borrowing at fixed rates for a period. The alternative would be to borrow at
variable rates in the short-term and therefore it is recommended that a 25%
limit should be set for 2025/26.

The Chief Finance Officer will continue to deposit surplus cash funds in
accordance with the Police and Crime Commissioner’s Treasury Management
Policy Statement.

The Local Government Act 2003 also requires the setting of prudential ratios
and limits in accordance with the requirements of the “CIPFA Prudential Code
for Capital Finance in Local Authorities”. The Code, which is based largely
on self-regulation, sets out the indicators that it expects authorities to use,
and the factors that they must consider, to demonstrate that their plans are
prudent, sustainable, and affordable. It does not, however, include
suggested, indicative limits or ratios. These are to be set by each individual
Police and Crime Commissioner. Details of the recommended ratios and
limits, required by the Code are summarised in the following table:

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Prudential Indicators
for MTFS 25-29 250107.pdf

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APPENDIX D - MINIMUM REVENUE PROVISION (MRP)

STATEMENT 2025/26
The Police and Crime Commissioner is required to pay off an element of the
accumulated capital spend each year (the CFR) through a revenue charge
(the MRP). Minimum Revenue Provision (MRP) is therefore an annual charge
made to the revenue account which reflects the minimum amount set aside
to pay off capital expenditure.

All local authorities (including PCCs) are required to make a prudent amount
of MRP provision in addition to any interest payable on outstanding loans in
line with Regulations 27 and 28 in the Local Authorities (Capital Finance and
Accounting) (England) Regulations 2003 [SI3146, as amended]. In addition,
local authorities (including PCC’s) can make additional voluntary payments,
known as Voluntary Revenue Provision or VRP. The PCC for Sussex has not
made any VRP payments to date.

In guidance issued under section 21(1A) of the Local Government Act 2003,
the Secretary of State recommends that before the start of each financial
year a local authority prepares a statement of its policy on making MRP in
respect of that financial year and submits it to the full council or equivalent
level.

This statutory guidance (first released in 2008/09 and revised in 2012) also
gave Authorities the flexibility of using one of four options, to calculate a
prudent level of MRP.

The four MRP options available are:

• Option 1: Regulatory Method (also known as the Existing practice

method)
• Option 2: CFR Method
• Option 3: Asset Life Method
• Option 4: Depreciation Method

Options 1 and 2 were intended only for Government-supported borrowing

and these options provide for an approximate 4% reduction in the borrowing
need (CFR) each year.

Options 3 and 4 were meant to be used for all self-financed borrowing.

The Asset Life method has been adopted by the Police and Crime
Commissioner for Sussex.

Under option 3, the Police and Crime Commissioner fully expenses to the
General Fund the cost of the asset initially financed through borrowing over
a period equal to the useful life of that asset.

The Police and Crime Commissioner approves an MRP Statement in advance

of each year.

The annual MRP statement indicates how the Police and Crime Commissioner
intends to discharge their duty to make a prudent amount of MRP in the
forthcoming financial year. A prudent provision is to ensure that debt is
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repaid over a period that is either reasonably commensurate with that over
which the capital expenditure provides benefits, or, in the case of borrowing
supported by Government Revenue Support Grant, reasonably
commensurate with the period implicit in the determination of that grant.

The PCC approves the following MRP Statement:

For capital expenditure incurred before 1 April 2008 or which in the future
will be Supported Capital Expenditure, the MRP policy will be:

• Based on CFR – MRP will be based on the CFR (option 2)

This option provides for an approximate 4% reduction in the borrowing need

(CFR) each year.

From 1 April 2008 for all unsupported borrowing (including PFI and finance
leases) the MRP policy will be:

• Asset life method – MRP based on the estimated life of the assets, in
accordance with the regulations (this option must be applied for any
expenditure capitalised under a Capitalisation Direction) (option 3).

This option provides for a reduction in the borrowing need over

approximately the asset’s life.

Repayments included in annual PFI or finance leases are applied as MRP.

MRP Statement:

2024/25 2025/26 2026/27 2027/28 2028/29

£'000 £'000 £'000 £'000 £'000
External Borrowing (estimate) 19,588 19,537 27,854 29,709 27,298
Cumulative Debt Outstanding on 31
19,588 19,537 27,854 29,709 27,298
March

MRP - Debt Outstanding 0 0 0 0 0

MRP - PFI 976 963 1,149 1,595 1,629
MRP - IFRS 16 Leases 737 775 782 320 196
MRP - Finance Lease 37 39 42 45 48
MRP - PWLB Loan 2 714 714 714 714 714
MRP - External Borrowing (estimate) 403 669 1,485 1,698 1,698
MRP - Internal Borrowing 1 568 568 568 568 568
MRP - Internal Borrowing 2 32 32 32 32 32
Total MRP 3,467 3,760 4,772 4,972 4,885

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APPENDIX E - CAPITAL STRATEGY

See separate Appendices

Capital Strategy
2025_29 IMcC Comments .docx

Capital Strategy 2025

Appendix 250106.docx

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END OF DOCUMENT

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 Sussex Financial Risks Register

ASSUMPTION Risk Assessment

Local/Force
Likelihood

KETO ref:
IMPACT

Current

Notes
Score
Title COMMENT
Updated

SUSSEX
Pay and price Provision for Officer Risk of pay requirements exceeding the budget provision. 02/01/2025 5 5 25 Local DEPJ2068 Impact of an pay award over the assumption
budgets and national pay awards of would result in an increased savings
establishment 2% for 2025/26 and requirement
The officer pay award wef September 2024 was 4.75% which is slightly below budget, there are increases in allowances giving and overall financial impact for Surrey £366k
control future years with a
contingency of 0.8% (2024/25 £155k)/Sussex ££375k (2024/25 219k)
[Top 5 Risk – No. 1] for 2025/26
Whilst the number of police officer leavers is difficult to predict, recruitment and promotions are managed during the year across Sussex Police to match staffing need and
Including: Provision for Staff pay resources to budget.
Uplift Performance awards of 2% for
Grant 2025/26 and future
years with a contigency Detailed analysis of employee costs is carried out in setting the budget with close monitoring of the overall budget and management action to maintain financial discipline is
of 0.8% for 2025/26 particularly important to ensure resources are deployed to achieve the most effective and efficient service delivery. The DCC Strategic Planning Board / Force Organisational Board
will monitor all aspects of the financial and human resources including the recruitment progress and report to the PCC.
Staff turnover and
increments based on
detailed analysis of Any increase above the rates budgeted will need to be funded from a combination of use of an earmarked reserves, tactical one-off savings, cashable savings and efficiencies from
current staff profile and service changes as there is no further government grant or precept available to meet the costs.
trends.

Uplift Performance Full performance grant

Loss of or reduced grant due to not achieving and maintaining required Uplift targets (see Uplift Performance Grant) 02/01/2025
Risk of loss of or reduced grant due to not achieving and maintaining required Uplift targets. Risk of loss of or reduced grant due to not achieving and maintaining required Uplift 4 4 16 Local Impact would need to be managed in-year
Grant will be received targets.

The forces have to meet their headcount target at September 24 and March 25 to receive 50% of the grant at each point. For each officer below the headcount at each point £40k
will be withheld (one officer below at both points is £80k) up to 1.5% of the target or 30 officers whichever is greater, if more than 1.5% below or 30 officers target all the grant will
be withheld.

Headcount targets;
Sussex 3,166 plus Batch 1 of 39 and Batch 2 of 21, total headcount target 3,226
Surrey 2,253 plus Batch 1 of 10 and Batch 2 of 12, total headcount target 2,275
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The Sussex 2024/25 workforce plan as at January 2024 is designed to achieve the target in Sept 24 and March 25.
Sussex 2024/25 Op Uplift performance Grant £9.1m

The Surrey 2024/25 workforce plan as at January 2024 is designed to achieve the target in Sept 24 and March 25.
Surrey Op Uplift Performance Grant £6.0m

For 2025/26 the funding has been continued in the draft settlement with the Uplift Perfomance Grant being reduced to £4.5m for Surrey and £10.7m for Sussex.

Non-Pay Inflation Current inflation Risk of non-pay inflation exceeding the budget provision. 02/01/2025 4 4 16 Local DEPJ2068 Impact of an non-pay inflation over the
planning is 2% over assumption would result in an increased
[Top 5 Risk – No. 2] the medium term plan STRJ4397 savings requirement
In December 2024 inflation was reported at 2.6% an increase of 0.2% from November. The Bank of England have an inflationary target of 2%.

Any significant fluctuation in costs will be monitored through the monthly forecasting process and at the Financial Risk Meetings attended by the PCC CFO's.

Utilities are expected to reduce with cost reductions of 22% for electricity and 32% on gas.
Cleaning contracts will increase in-line with the Government announcement to increase the minimum wage.

Risk of third (3rd) party suppliers ability to deliver on contracts. Due to the current economic market there is a risk that 3rd party suppliers are unable to deliver services or goods
contracts. Organisations facing increasing costs, such as fuel and source material national shortages, alongside a labour market buoyancy leading to potential staff shortages, these
factors could lead to inability to service contract requirements or demand to the force/s.

Savings Plan Budget includes Risk the MTFF savings requirement is not met. 08/01/2025 4 5 20 Local DEPJ2068 Increased Savings Requirement
savings
[Top 5 Risk – No. 3]
Recognising the need for future savings the Force has set up a Service Transformation Programme to review and identify where saving can be made. In addition to this the Tactical
Savings Working Group continues to review other areas where savings can be generated.

The savings planned in the first year of the four-year plan are within the reserves available but would be exceeded in subsequent years if not delivered.

Agenda Item 5b
Appendix 1b
 Agenda Item 5b
Appendix 1b
Interest rates, Interest rates UK government bond prices (Gilt’s) rather than the Bank of England Base Rate play a crucial role in determining the cost of borrowing for local authorities through the PWLB. PWLB 08/01/2025 3 3 9 Local DEPJ2068 Increased Savings Requirement
investment and assumptions interest rates are determined by adding a margin to the yield on gilts. Fluctuations in gilt yields directly translate into changes in PWLB interest rates, impacting the cost to the PCC
borrowing
to borrow. The UK’s long-term borrowing costs increased to the highest level in more than a quarter of a century to 5.24% on 07 January 2025 after the first of a string of
Borrowing at fixed
[Top 5 Risk – No. 4] rates. government bond sales due over the coming weeks. The Government plans for near record debt sales could increase the cost of these gilts even further if the market appetite for
bonds reduces. Forecasts of investment income for 2024/25 onwards are based on estimated cash balances and interest rate forecasts as set out in the treasury management
strategy. A prudent position has been adopted about anticipating future increases in interest rates, to address the risk of interest rates being lower than expected, from a very low
base.

The risk of investment fund loss due to collapse of the financial institution where the deposit is placed, is limited by controls within the Treasury Management Strategy which focus
on security rather than returns. Potential impact is mitigated by a diverse portfolio with top credit rated institutions.

As part of the borrowing strategy in support of financing long term assets the ability to employ internal and external borrowing has been established which will be instigated by the
Chief Finance Officer for the PCC.

For 2024/25 both Surrey & Sussex are forecasting to exceed the investment income budget due to the high interest rates
Threat to the sum of Review and initial A review of the grant distribution method, known as the ‘formula review’, has been in planning for several years. Significant work has already been undertaken by PCCs and police 08/01/2025 4 4 16 Local DEPJ2068 Increased Savings Requirement
core government consultation expect in to provide the body of evidence that will be required to convince HM Treasury of the financial requirements for policing bodies. The Home Office has now opened the review again.
funding received by the future
No assumptions regarding a change to grant levels has been included as it is expected that transitional arrangements will be implemented by the Home Office to manage any
the PCC following a
change in the police changes to allocated grant resources.
funding formula
This risk is included on the OSPCC Strategic risk register and is monitored monthly.
[Top 5 Risk – No. 5]

Police Pension McCloud and Sergeant Risk that the cost to the Force for the Police Pension scheme increase - The police officer pension employers rate increased to 35.3% from 2024/25, forces are funded for the 2/1/25 update 4 4 16 Local DEPJ2068 Increased Savings Requirement
Implementation increase from the Home Office. requested from
RH

Police pensions along with many public sector pensions were reviewed to ensure a fairer balance between public purse and pensioners. The scheme was changed to a Career
Average Revalued Earnings (CARE) scheme which included transitional arrangements. These arrangements were challenged and accepted by the tribunal. The assumption is that no
further costs will fall on the police fund following the statement below:

James Cartlidge MP, Hansard, Second Bill Reading HoC 5 January 2022
"The cost of the remedy is estimated to increase pension scheme liabilities by £17 billion, so it is the scheme liabilities that increase. However, that liability will be realised
over many decades. It also represents a small proportion of the total savings of around £400 billion that will arise from the wider reforms to public service pensions. To be
absolutely clear, the liability will fall on the Exchequer. I hope that offers clarification".

The Police Pension Scheme was last valued in 2016 and resulted in a 10% increase in employer pension contributions to 31.8% from the financial year 2019/20. The
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additional cost was met by a £2.7m government grant. It was anticipated that the next valuation will result in a reduction in the employer contribution and that any cost
reduction up to 10% would be netted off the current grant payment and so cost neutral.

Pension Scheme
This assumption may change due to the impact of McCloud remedy costs and the latest judicial review which is due to conclude early in 2023 regarding cost cap and McCloud
valuation change – cost
implications on members, which if upheld could lead to cost transfer to Employers which may or may not be covered by a further government grant.
neutral

07/08/24 - To be updated following Home Office compensation funding guidance - amounts are £6.0m Sussex / £3.46m Surrey

Maintaining & Resources sufficient to There is a risk that the Force is unable to maintain & improve service performance levels 08/01/2025 2 4 8 Local DEPJ2068 Increased Savings Requirement
improving service meet targets and
performance levels priorities in the Police
The Chief Constables believe that there are sufficient resources to deliver future Police & Crime Plan priorities, Chief Constable Priorities and Strategic Policing Requirement.
and Crime Plan and
Chief Constable However there remains risk from the cost of major operations including counter-terrorism, major incidents including pandemics, particularly if these are not fully funded nationally.
Priorities
A Home Office productivity review is expected to be published

Limits to Precept £14 in 2025/26 There is a risk that precept funding is reduced on a permanent basis through precept limits or PCC decisions. 02/01/2025 2 4 8 Local DEPJ2068 Increased Savings Requirement
Increases
Future precept
The 2025/26 draft Police Funding Settlement allow PCC's the flexibility to increase the amount of precept by £14 for 2025/26.
planning assumption of
a 2% increase.
The Localism Act 2011 gives a statutory obligation for council tax referendums to be held should a precept higher than prescribed be approved by the PCC. The Secretary of State for
Communities and Local Government set the level above which a referendum would be required.

An increase in excess of the referendum level or precept ‘cap’ would result in the requirement to hold a referendum and the costs met by the OPCC

There is also a risk that PCC's set a zero precept or less than the maximum permitted

Grant Levels Main police revenue 2024/25 was the final year of the current three-year settlement, while total funding was announced at the national level, individual allocations to each force were are only 08/01/2025 2 4 8 Local DEPJ2068 Increased Savings Requirement
grant provided for a year at a time. The funding for 2025/26 only was announced in the provisional settlement in December 2024.

Capital Grant discontinued in 2021/22 and is now replaced through other resources including revenue or borrowing.
 Council Tax Collection rates advised The risk of council tax collection rates being lower than expected could impact on the collection fund balances and any surpluses payable to the PCC. Billing authorities’ factor in 02/01/2025 2 4 8 Local
by individual billing prudent collection rates to mitigate this risk. The PCC works closely with billing authorities to monitor their key collection rates and contributes financially towards the costs of
authorities
reviews of discounts, including the single person discount, and exemptions.

The tax base is normally expected to increase during the MTFS period, but the assumptions could be impacted by changes to the mix of dwellings, discounts and the impact of
unemployment numbers within billing authorities council tax reduction schemes or changes to the proportion of support provided.

Tax Base - e.g. a move

Future tax base increase assumptions are included in the MTFS at 1.0% for Sussex.
to 100% scheme as
has been seen in
2022/23 by Lewes
District Council
Budget Estimates Provision for specific on-The budget estimates including all identified additional costs for 2025/26, supported by input and review by the Chief Financial Officers. 08/01/2025 3 3 9 Local DEPJ2068 Increased Savings Requirement
(Expenditure) going cost pressures

All cost pressures are scrutinised internally by the Chief Finance Officers and also the DCC Strategic Planning Board / Force Organisational Board before inclusion in the financial
plan.

Risks of budget overspend are mitigated by the monthly budget monitoring process and formal monitoring reports to the PCC.

The robustness of the overall budget setting process was reviewed by Internal Audit during 2022/23 receiving a substantial assurance opinion.

Levels of Reserves Forecast to reduce over Risk that reserves levels are inadequate 08/01/2025 2 4 8 Local
the term of the MTFS

Currently used to finance the capital and investment programme and cost of change programmes. It remains a risk that the level of reserves is adequate to meet unplanned demand
To mitigate this risk,
the General Reserve is and unexpected costs. Reserves have been earmarked as a last resort to cover any delays in delivering savings over the medium term period.
kept at a minimum of
4% of revenue An annual review of all reserves is undertaken at budget setting along with a post year-end review and update to the MTFS. Now that our budget is increasing further contributions
expenditure. are required to reserves in order to meet the stated limits over the period of the MTFS. Specific reserves are being employed to reduce the pressure on the revenue budget.

A reserve by its nature can only be employed as a one off cash injection The savings planned in the first year of the four year plan are within the reserves available but would be
exceeded in subsequent years if not delivered.
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LGPS Pension LGPS reform changes The latest triannual valuation was included in the budget commencing for 2023/24. 2/1/25 update 1 2 2 Local DEPJ2068 Increased Savings Requirement
requested from
RH
Increased in inflation (CPI) could lead to future actuarial valuations increasing the employer contribution rate.

Exit payment restrictions were introduced then withdrawn by the government including special severance payments and a £95k cap replacement scheme. Alternative proposals
could be introduced in the future.

Other challenges to LGPS funds and administration include the impacts of McCloud underpin implementation, SAB and HMT cost sharing schemes, Goodwin (survivor payment
equality) remedy and the alignment of LGPS valuation cycles with other government schemes e.g. police officer schemes.

Overtime Additional cost of Whilst action will be taken to mitigate the overtime and other additional costs relating to policing public order operations, significant costs may be incurred in-year. For 2024/25 02/01/2025 2 2 4 Local DEPJ2068 Increased Savings Requirement
overtime and reducing overtime costs has been a key focus which has been scrutinised through the DCC board for each force which will continue into 2025/26.
associated costs

Capital Programme Latest plans There is a risk of the capital programme being understated, or that over spending occurs, resulting in insufficient funding being available as planned. Slippage may also impact on 08/01/2025 3 3 9 Local STRJ4476
operational demands. The capital plan is reliant on several sources of funding including capital receipts which are at risk of not being achieved either in quantum or timing. These
risks are mitigated by regular review of all major projects including the Estates Strategy and DDaT projects, focus on key priorities agreed in advance, together with monthly budget
monitoring and regular monitoring reports to the PCC.

The Portfolio Strategic Board will review all capital requests for 2025/26 along with cost of change requests

Capital Financing MRP is calculated on an This Capital Financing risk is of charges being greater than budgeted. This is mitigated by considering revenue and capital implications of major project spend within the capital and 08/01/2025 1 2 2 Local STRJ4476
asset by asset basis investment planning process and inclusion within the MTFF. The MRP debt repayment provision is calculated on individual assets and 100% of borrowing has fixed term rates, thus
will not be impacted by changes in interest rates. Borrowing is planned to finance the capital programme within this MTFS.

Regional Partners Investment plans 08/01/2025 2 2 4 Local

Agenda Item 5b
The risk is that all regional partners are not aware of each partner’s investment plans, estate strategy etc. which can lead to unplanned expenditure within the year.

Appendix 1b
 Agenda Item 5b
Appendix 1b
NPAS Latest plans There are ongoing discussion on this collaborations agreement which may impact budgetary requirements 08/01/2025 2 2 4 Local

National ICT Latest plans There is a risk that delays to the implementation of national DDaT schemes including ESMCP, NLEDS & HOB present significant risk. These risks will be managed by regular review of 2/1/25 update 3 2 6 Local
Programmes all these major projects at both the Strategic Change Board and the DCC Strategic Planning Board / Force Organisational Board. requested from
Anthony Croxford

Delays with ESMCP have been mitigated by renewing airwave devices

There is also a risk that budget for national ICT programmes will increase in the future resulting in a higher level of top slicing.

Local ICT Project transition There is a risk of local ICT Programmes being underestimated or implementation being delayed. 2/1/25 update 2 2 4 Local
Programmes requested from
Anthony Croxford

Risk Management Risk Register Financial consequences could result if all major risks have not been identified when the budget has been set. This is mitigated by robust risk management arrangements in place 08/01/2025 1 2 2 Local
with formal reporting to the Joint Audit Committee, Organisational Reassurance Board chaired by the Deputy Chief Constable; comprehensive insurance arrangements in place; and
an adequate reserves policy and reserves (including the insurance and general reserve balances).

Digital Forensic Costs Outsourcing costs will Digital Forensics outsourcing is an area that continues to overspend, based on a 30% reduction the additional joint budget requirements is estimated to be £1.5m 2/1/25 - update 2 2 4 Local DEPJ2068 Increased Savings Requirement
increase by c25% request from JH

Physical Forensic Forensic fees will There is a risk of Physical Forensics costs increasing. 2/1/25 - update 4 2 8 Local DEPJ2068 Increased Savings Requirement
Costs increase by c10% request from JH

Business Rates Revaluation of Risk that police premises could see an increase in rate costs. On the other side, a potential benefit that rateable values could reduce. 08/01/2025 4 2 8 Local DEPJ2068 Increased Savings Requirement
Revaluation properties

Increases where known have been included in the 2025/26 budget setting process.

Increased cost of 2024/25 budgets for Risk that costs in Joint Vetting increase due to the impact of the Carrick case at the MET and HMICFRS report into the Wayne Couzens case resulting in vetting for both Officer and 2/1/25 - update 4 2 8 Local DEPJ4437 Financial impact would need to be managed
vetting legal fees have been request from IT STRSX4683 over the MTFF period
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Staff to be checked against national police database. The financial risk is for the future size of the vetting team and legal fees.
increased through the
unavoidable process
8/6/23 - Gold Group set up to monitor this risk (Op Check)

Op Arena No provision There is a risk that the Force may incur unbudgeted costs due to protests, the force has planned engagement with the company and currently considers this to be a low. This is 2 1 2 Local DEPJ2068 Increased Savings Requirement
flagged in relation to drilling at Balcombe.

IFRS 16 No provision IFRS 16 will need to be implemented in April 2024, the financial implications of this accounting standard are currently being accessed and will need to be included as part of the 08/01/2025 2 1 2 Local
2024/25 budget setting process.

The current assumption is that this will be cost neutral and covered by the current revenue budget provision.
Time off in Lieu No provision Sussex: There is a risk that there is a large amount of TOIL accumulated for officers that will have a one off financial impact for the force. 2/1/25 - update 3 3 9 Force STRSX4650 Sussex DCC raising as force risk
request from
Karin Nolan
Current policy states that staff can have a maximum of 74 hours TOIL, which must be taken within 3 months. The position is different for officers, where regs state they can have
TOIL as time or pay which must be taken within 3 months of being earned. This is not happening and there is no policy specifically around this. The automatic payment is not taking
place. We need to understand what sits within the responsibility of frontline supervisors and Inspectors in relation to oversight of TOIL. There is also a duties management function
regarding how overtime is managed corporately and whether we are being clear enough around roles and responsibilities. Wellbeing is another aspect to consider if there is not
sufficient oversight and officers are able to build up balances and work excessive hours. This is being reviewed through SPB.

Asylum Seekers (Op No provision Sussex: There is a risk that policing the asylum seekers at Northeye Bexhill will have a financial impact for the force. A gold group has been set up to monitor this. 08/01/2025 3 2 6 Local Increased Savings Requirement
Drew)

22/6/23 - Ministers have approved a cost base, meaning that additional costs should be off set against grant funding

30/11/23 - Iain to provide an after Op Drew meeting THIS RISK IS NOW TO CLOSE AS THE PLANS FOR THE SITE HAVE BEEN DISCONTINUED
Dogs & other seized No additional provision Issue raised of increasing kennelling costs for seized animals - The budget was increased for both forces in 2024/25 to address this budgetary issue however both forces are still 02/01/2025 3 2 6
Animals overspending, the daily kennelling cost for dangerous animals also increased in November 2024.

RAAC No provision Estate is being reviewed for any buildings with RAAC, this may have a financial consequence. 02/01/2025 3 2 6

At least 2 buildings have been identified as having RAAC (1 SY Reigate 1 SX Bexhill)

 ERP No additional provision Risk of cost of Oracle Database licences along with an annual fee for Net Apps. 2/1/25 - update 2 3 6
request from
Damon Mccarthy
19/6/24 - Data Intensity are in and auditing the ERP high level designs initially. They are then contracted to do wider auditing across the entire infrastructure estate as part of a
‘phase II’. So far DI haven’t come up with any show stoppers with regard to our high level designs as far as additional Oracle licensing liabilities.

Tasers No additional provision There is a risk of additional costs for Tasers as a change has resulted in any police officers being able to choose to carry a taser. In addition to this the current equipment also needs 28/11/2023 3 3 9
upgrading to either version T7 or T10; T10 costing about £1,000 per unit and being the most likely and potentially it could be an additional £5m budget being required (for 5000
officers across both Forces).

SARC Funding No additional provision The NHS are requested additional funding from Police Forces to fund the Sexual Assault Referral Centres (SARCs), this would impact 2025/26 budget if agreed. DCC SPB considered 08/01/2025 3 2 6
an options paper. Decision on hold. No legal requirement to pay any additional sums.

Riot Compensation No additional provision Threat of potential claims for compensation being received under the Riot Compensation Act 2016 following the recent civil unrest and the lack of an established infrastructure in 08/01/2025 2 3 6 Sussex OPCC Risk Ref: 012
Act 2016 place to manage and administer these payments and the financial resources to meet claims costs.

•Although the Riot Compensation Act has been in legislation since 2017, it was not known about by the majority of PCCs. The recent summer riots have highlighted the financial
liability, alongside the need to quickly establish systems and processes to process any claims received.
•The Sussex PCC CFO is currently leading on the PACCTS approach to the claims and will feed his knowledge and learning into the mitigations for Sussex.

THE RISK HAS BEEN CONSIDERED AND IS ARTICULATED IN THERESERVES SECTION OF THE MTFS.

Op Navette No additional provision Both forces submitted claims to the Home Office in November 2024, there is a risk that all costs may not be fully funded. (claims were Surrey £108k, Sussex £113k) 02/01/2025 2 2 4

Firearms Training No additional provision The federation have raised an issue where officers can claim mileage and overtime when attending firearms training. Potential costs up to £600k for claims going back 6 years for 12/09/2024 4 2 8
both forces.
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The Police and Crime

Commissioner for Sussex

2025/26 – 2028/29

CAPITAL STRATEGY

Day month 2025

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INDEX
1 EXECUTIVE SUMMARY ............................................................................................................... 3
2 INTRODUCTION ............................................................................................................................ 4
3 OBJECTIVES ................................................................................................................................. 4
4 CAPITAL EXPENDITURE - DEFINITION .................................................................................... 5
5 CAPITAL VERSUS TREASURY MANAGEMENT INVESTMENTS ......................................... 5
6 GOVERNANCE OF THE CAPITAL PROGRAMME .................................................................. 5
6.1 Governance Process ................................................................................................................................ 5
7 LINKS TO OTHER CORPORATE STRATEGIES AND PLANS ............................................... 8
8 THE CAPITAL BUDGET SETTING PROCESS.......................................................................... 8
8.1 Introduction ................................................................................................................................................ 8
8.2 Force Collaboration & Wider Sector Engagement................................................................................... 9
8.3 Identifying capital expenditure / investment requirements ....................................................................... 9
8.4 Affordability and financial planning ........................................................................................................... 9
8.5 Capital sustainability................................................................................................................................ 10
9 MONITORING THE CAPITAL PROGRAMME .........................................................................10
10 FUNDING STRATEGY AND CAPITAL POLICIES ..................................................................12
10.1 Government Grant .................................................................................................................................. 12
10.2 Capital Receipts ...................................................................................................................................... 12
10.3 Revenue Funding .................................................................................................................................... 12
10.4 Prudential Borrowing ............................................................................................................................... 12
10.5 Reserves and Balances .......................................................................................................................... 12
10.6 Third Party Capital Contributions ............................................................................................................ 13
10.7 Leasing .................................................................................................................................................... 13
10.8 IFRS 16 Leases....................................................................................................................................... 13
10.9 Procurement and Value for Money......................................................................................................... 14
11 PARTNERSHIPS AND RELATIONSHIPS WITH OTHER ORGANISATIONS......................14
12 MANAGEMENT FRAMEWORK ................................................................................................14
13 RISK MANAGEMENT FOR CAPITAL PROJECTS .................................................................15
13.1 Funding Capacity Risk ............................................................................................................................ 16
13.2 Credit Risk ............................................................................................................................................... 16
13.3 Liquidity Risk............................................................................................................................................ 16
13.4 Interest Rate Risk .................................................................................................................................... 16
13.5 Exchange Rate Risk................................................................................................................................ 17
13.6 Inflation Risk ............................................................................................................................................ 17
13.7 Legal and Regulatory Risk...................................................................................................................... 17
13.8 Fraud, Error and Corruption .................................................................................................................... 17
14 OTHER CONSIDERATIONS ......................................................................................................17
15 ECONOMIC BACKGROUND .....................................................................................................18
16 GLOSSARY..................................................................................................................................18

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1 EXECUTIVE SUMMARY

This Capital Strategy outlines how the Police and Crime Commissioner (PCC) for Sussex
will manage capital expenditure and investment decisions for the period 2025-2029. It is a
key document demonstrating how these decisions align with desired outcomes,
stewardship, value for money, prudence, sustainability and affordability. The strategy is
integral to the PCC’s integrated revenue, capital and balance sheet planning. It provides a
high-level overview of how capital expenditure, capital financing, and treasury management
contribute to the delivery of policing and public safety services. The document also
addresses how associated risks are managed and the implications for future financial
sustainability.

Key objectives of this strategy include:

• Ensuring all new capital investment meets the PCC’s vision, aims and priorities.
• Establishing a stringent appraisal mechanism for capital requirements and
proposals.
• Determining an affordable and sustainable funding policy framework, while
minimising revenue implications.
• Identifying available resources for capital investment over the Medium-Term
Financial Strategy (MTFS) planning period.
• Ensuring a balanced risk approach across investments.
• Establishing effective management of capital expenditure, including project
outcomes, budget profiling and value for money.
• Delivering projects that provide long-term benefits to policing in Sussex.

The Capital Programme focuses on three main areas: Fleet, ICT, and the Estate. The
strategy details the governance processes for approval and monitoring of capital
expenditure, including the roles of the Portfolio Strategic Board (PSB), the CFO Board,
and the Deputy Chief Constables Strategic Planning Board (SPB). The PCC is
responsible for approving the overall Capital Budget.

Funding for the capital programme will come from various sources, including capital
receipts, revenue funding, prudential borrowing, reserves, third-party contributions
and leasing. The government grant for capital investment ceased in 2022/23. The
strategy prioritises maximising capital receipts while underpinning the revenue budget.

Risk management for capital projects is a critical aspect of this strategy, addressing areas
such as funding capacity, credit, liquidity, interest rates, exchange rates, inflation, legal
and regulatory compliance and fraud. The PCC aims to maintain a low level of risk for
capital projects while capitalising on opportunities for improvement.

This strategy is linked to other corporate strategies and plans, such as the Police and
Crime Plan, the Force Management Statement, and the Medium-Term Financial Strategy.
The operation of these is underpinned by the Scheme of Governance, which includes the
Sussex Code of Corporate Governance and Financial Regulations.

This Capital Strategy aims to provide a clear framework for capital investment, ensuring
that resources are used effectively to support policing in Sussex, whilst remaining
financially sustainable. It recognises the importance of collaboration with other forces and
organisations to improve service delivery.

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2 INTRODUCTION

The Chartered Institute of Public Finance and Accountancy (CIPFA) Prudential Code
requires local authorities to produce a capital strategy to demonstrate that capital
expenditure and investment decisions are taken in line with desired outcomes and take
account of stewardship, value for money, prudence, sustainability, and affordability.

The Capital Strategy is a key document for the Police and Crime Commissioner (PCC) and
Sussex Police and forms part of the integrated revenue, capital and balance sheet planning.
It provides a high-level overview of how capital expenditure, capital financing and treasury
management activity contribute to the delivery of desired outcomes. It also provides an
overview of how associated risk is managed and the implications for future financial
sustainability. It includes an overview of the governance processes for approval and
monitoring of capital expenditure.

The Capital Programme is developed through a set governance route of approval at

the Change Board, CFO Approval Board and Chief Officers. There are three main
areas which feature within the Capital Programme; Fleet, ICT and the Estate strategy,
all have independent strategies in place which demonstrate the requirements from
each individual area.

Throughout this document the term Sussex is used to refer to the activities of both the PCC
and Sussex Police.

3 OBJECTIVES

The CIPFA Prudential and Treasury Management Codes (2021 edition) require that for
2025/26, all PCC’s will produce a Capital Strategy Report, which will provide the following:

• a high-level long-term overview of how capital expenditure, capital financing and

treasury management activity contribute to the provision of services.
• an overview of how the associated risk is managed.
• the implications for future financial sustainability.

The aim of this capital strategy is to ensure that the PCC fully understands the overall long-
term policy objectives and resulting capital strategy requirements, governance procedures
and risk appetite.

Key elements of the Capital Strategy are to:

• provide a clear set of objectives and a framework within statutory legislation that
proposes new capital expenditure to be evaluated to ensure that all new capital
investment is targeted at meeting the pledges and the PCC’s Vision, Aims and
Priorities;
• set out how the PCC identifies, programmes and prioritises capital requirements
and proposals arising from business plans submitted through a stringent gateway
appraisal mechanism comprising of Business cases;
• consider options available for funding capital expenditure and how resources may
be maximised to generate investment in the area and to determine an affordable
and sustainable funding policy framework, whilst minimising the ongoing revenue
implications of any such investment;

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• identify the resources available for capital investment over the MTFS (Medium
Term Financial Strategy) planning period;
• ensure the strategy has an overall balance of risk on a range on investments over
timespan, type of investment and rate of return;
• establish effective arrangements for the management of capital expenditure
including the assessment of project outcomes, budget profiling, deliverability,
value for money and security of investment, and,
• deliver projects that focus on delivering the long term benefits to policing in
Sussex.

4 CAPITAL EXPENDITURE - DEFINITION

Capital expenditure is incurred on the acquisition/creation of assets or expenditure that
enhances/adds to the life or value of an existing fixed asset. Fixed assets are tangible or
intangible assets that yield benefits to Sussex generally for a period of more than one year,
e.g. land and buildings, ICT, business change programmes, equipment and vehicles. This
contrasts with revenue expenditure which is spending on the day to day running costs of
services such as employee costs and supplies and services.

The capital programme is Sussex’s plan of capital works for future years, including details
on the funding of the schemes.

5 CAPITAL VERSUS TREASURY MANAGEMENT INVESTMENTS

Treasury Management investment activity covers those investments which arise from the
organisation’s cash flows and debt management activity, and ultimately represent balances
which need to be invested until the cash is required for use in the course of business.

For Treasury Management investments the security and liquidity of funds are placed ahead
of the investment return. The management of associated risk is set out in the Annual
Treasury Management Strategy Statement.

The CIPFA Treasury Management Code recognises that some local authorities are entitled
to make investments for policy reasons outside of normal treasury management activity.
These may include service and commercial investments. However, like all policing bodies
in England and Wales, Sussex Police and Crime Commissioner and Sussex Police do not
have a General Power of Competence, which gives councils the power to do anything an
individual can do provided it is not prohibited by other legislation, but a functional power of
competence.

6 GOVERNANCE OF THE CAPITAL PROGRAMME

6.1 Governance Process
Governance processes are in place along with the Contract Standing Orders and Financial
Regulations to ensure that available resources are allocated optimally and deliver value for
money, and that capital programme planning is determined in parallel with the service and
revenue budget planning process within the framework of the Medium Term Financial
Strategy. These include:

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• The PCC is responsible for approving the overall Capital Budget which is
included with the annual budget and precept decision report.

• The Portfolio Strategic Board (PSB) reviews and approves planned recurring
capital projects such as IT replacement programmes, vehicle replacement
programme and operational equipment programme. In addition to approving the
planned recurring capital spend, PSB approves adhoc capital proposals that have
been ensorsed by the Strategic Performace Board (SPB). (PSB Board replaces
“Strategic Change Board”)

• The Strategic Change Board agree final business cases for all Sussex/Sussex
collaborated change where funding has been identified or is already included in the
revenue and capital budgets.

• The CFO Board oversee, scrutinise and approve or recommend for approval
business cases for capital investment and one off or on-going revenue investment
that is considered business as usual

• The Deputy Chief Constables Strategic Planning Board (SPB) will have business
cases referred where they require Chief Officers or PCC oversight is required due
to value or operational impact.

• The Joint Chief Officer Meeting will be consulted when Collaborated

Sussex/Sussex business cases require Chief Officers or PCC oversight due to
value or operational impact.

• The PCC Estates Board enables the PCC to develop strategies for estates and
facilities management, to monitor progress and ensure that it is delivering value for
money and effectively supporting an estate provision, for the delivery of local
policing, (also regional policing and national eg ROCU and CT etc) in accordance
with the approved governance framework. Also work in partnership with other
public sector and blue light as per legislation. It also enables the monitoring of the
MOU Estates which states - The provision of services by individuals within the
Estates Department to enable the Commissioner to effectively and efficiently
manage the land and premises and other fixed assets remaining in the PCC’s
ownership/control, including office services, asset and facilities management,
estate management (including identifying savings, environmental issues,
maintenance and improvements); project management (including the delivery of
capital and revenue funded works) and the management of any contractual
arrangements associated with these activities.

The new Estates Strategy is being assessed, so there is working plan in process
to work out levels of affordability.

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7 LINKS TO OTHER CORPORATE STRATEGIES AND PLANS

The PCC produces a Police and Crime Plan, the current version covers the period 2021/22
to 2024/25.

SPCC - Police & Crime Plan (sussex-pcc.gov.uk)

The Chief Constable produces a Force Management Statement.

https://www.sussex.police.uk/SysSiteAssets/foi-media/sussex/other_information/sussex-
police-force-management-statement-2021.pdf

To support these overarching documents a number of interrelated strategies and plans are
in place, such as the Medium Term Financial Strategy, Vehicle Replacement Programme,
Estates Strategy, Capital and Investment Programme and Treasury Management Strategy.

The operation of all these strategies and plans is underpinned by the Scheme of
Governance which shows how the PCC and the Chief Constable comply with the principles
of ‘good governance’ and sets out the arrangement in place for effective governance and
financial management. The Scheme of Governance comprises:

• Sussex Code of Corporate Governance: This describes how the PCC and Chief
Constable achieve the core principles of ‘good governance’.

• Framework of Decision-Making and Accountability: This describes how the PCC

will make/publish key decisions and fulfil his/her responsibilities to hold the Chief
Constable to account. It also sets out the role of the Audit Committee.

• Sussex-Sussex PCC Scheme of Delegation: This sets out the key roles of the
PCC/Chief Constable and those functions they delegate to others.

• Memorandum of Understanding (MOU): The MOU describes how the PCC and
Chief Constable will work together and ensure sufficient support in areas such as
estates management, procurement, finance, HR, communications and corporate
development.

• Financial Regulations: These set out the framework for managing the PCC’s
financial affairs.

• Contract Standing Orders: These describe the rules for the procurement of
goods, works and services. Contracts are issued in the name of the PCC and the
Chief Constable operates within the parameters of Contract Standing Orders.

8 THE CAPITAL BUDGET SETTING PROCESS

8.1 Introduction
Sussex PCC is committed to rolling medium term revenue & capital plans that extend for 4
years setting out the anticipated level of expenditure and the associated funding. The plans
are drawn up, reassessed and extended annually and, if required, re-prioritised to enable
Sussex to achieve the aims and objectives established in the Police and Crime Plan along

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with the Force Commitment to support national drivers like the National Policing Vision for
2026.

The PCC Medium Term Financial Strategy 2025-29 Medium Term Financial Strategy.
provides for the Sussex infrastructure and major assets through capital investment,
enabling Sussex Police to strengthen and streamline core assets and systems, and
provides the framework for delivering innovative policing with a lower resource profile.

Key focuses of the Capital Programme:

• To ensure the property estate remains fit for purpose, identifying opportunities to
streamline assets and develop the estate infrastructure; maintaining core sites and
progressing the Asset Management Plan.

• To ensure provision is made for ICT & Business Change Technology to maintain
and develop the existing infrastructure and invest in the core technologies required
to provide innovative digital policing services as per ther ICT strategy.

• To ensure provision is made for transport within the Joint Transport service
across Sussex and Sussex as per the Joint Transport Services Asset Management
Plan.

• The maintenance and replacement of other core assets where necessary, e.g.
communication infrastructure.

The plans acknowledge the financial position of Sussex and maximise both the available
financial resources and the capacity that Sussex has to manage change projects.

8.2 Force Collaboration & Wider Sector Engagement

Although Sussex PCC has its own Capital Strategy and Medium Term Financial Plan the
natural drivers that encourage local and regional forces to collaborate, such as cost and
resource sharing, along with structured collaborations and national plans, can have a
significant influence on local decision making.

One of the focal points therefore of the Sussex Capital Strategy is to acknowledge regional
and national partnership working, both with other forces and in the wider context of
engagement with Local Authorities & Councils, and other Emergency Services, to improve
overall service to the public.

8.3 Identifying capital expenditure / investment requirements

The capital programme is developed through the set governance route of approval at the
Strategic Change Boards, CFO Approval Board and Chief Officer Group. The programme
is supported by the respective strategies for the Estate, Fleet, ICT and business led
requirements. The revenue impact of any such proposals are also included in the medium
term financial planning model where the revenue account, if necessary, is charged with
corresponding interest payable and “minimum revenue provision” costs when borrowing is
required.

8.4 Affordability and financial planning

The overall financial position of Sussex PCC and hence the scope for future capital
expenditure, must take into consideration the combination of the revenue budget, capital
programme as well as the position on reserves. The revenue and capital budget positions

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are intertwined as achieving the Sussex priorities may require revenue expenditure or
investment in capital items, depending on what is needed, and one impacts the other.

The Medium Term Financial Strategy Medium Term Financial Strategy. identifies the
potential financial position for Sussex for the next four years and will include forecasts on
inflation, committed growth requirements, forecast productivity and efficiency savings,
assumptions around grant and council tax funding and any other information introduced
during the budget process.

The revenue position influences the capital position in terms of potential affordability of
support for Direct Revenue Financing (DRF) of Capital Expenditure or debt charges (for
external borrowing) whereas the capital bid process influences the revenue position in
terms of both revenue consequences of capital programmes and also the requirement to
financially support capital investment, either through DRF or external borrowing.

The extent to which the annual revenue budget, through the 4 year forecast, is expected to
be able to support the capital programme and service financing costs is a key factor to
overall financial planning and is becoming more so as other sources of funding cease to be
available. The Government ceased providing an annual grant to support the capital and
investment programme from 2022/23.

8.5 Capital sustainability

For many years Sussex PCC has benefitted from substantial capital reserves, supported
by capital receipts from the sale of operational buildings and assets or from revenue
reserves assigned to capital investment. Most of these resources have now been utlised
and as we move forward through the next 4 years and beyond, there is the necessity to
fund through either Direct Revenue Funding (DRF) and external borrowing for specific
projects.

The capital financing approach remains to maximise the use of Capital Receipts to support
the capital programme whilst maximising the overall benefit in underpinning the Revenue
budget.

The strategy is focused around the type of asset that needs to be financed, with the aim
that short life assets such as vehicles and IT will be financed from DRF whereas long life
assets such as buildings, where necessary, are financed by borrowing.

The Sussex PCC strategy is therefore to invest in core infrastructure now that will not only
offer overall service improvements to the public, but also maximise revenue savings into
the future through more efficient and mobile use of police personnel, enabled by improved
Information and Communication Technology systems and other core infrastructure, for
example, a connected vehicle fleet and building assets

The Sussex investment strategy will also be influenced by and take account of national
visions for policing, regional and local priorities.

9 MONITORING THE CAPITAL PROGRAMME

Capital monitoring reports are submitted to both the PCC and the Deputy Chief Constables
Strategic Planning Board on a regular basis throughout the year. The PCC scrutinises and
publishes the forecast outturn for each quarter as a key decision on the website. These

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reports are based on the most recently available financial information, showing spending to
date and comparing projected expenditure with the approved capital budget.

For proposed in-year amendments to the annual capital budget, for new schemes not
already included in the PCC Medium Term Financial Strategy, the business area will
prepare a business case and authority is sought from the PCC through a key decision
notice including details on how the new scheme is to be funded.

Key Decision documents presented to the PCC are published on the website at this link.
SPCC - PCC Decisions

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10 FUNDING STRATEGY AND CAPITAL POLICIES

This section sets out Sussex policies and priorities in relation to funding capital expenditure
and investment.

10.1 Government Grant

The Government stopped providing an annual grant to support the capital and investment
programme from 2022/23.

However, specific capital grants may be issued for specific capital investment, for example,
the Emergency Services Network.

10.2 Capital Receipts

A capital receipt is an amount of money which is received from the sale of an item on the
fixed asset register most commonly land and buildings. The receipts cannot be spent on
revenue items and are used to help finance the capital programme. As the pool of assets
available for sale declines the financial support from these receipts will diminish (see 7.5
Capital Sustainability).

10.3 Revenue Funding

Recognising that the pool of assets available for sale is declining revenue contribution
funding is seen as a funding alternative. An appropriate provision for this is included in both
the annual revenue budget and the medium term financial strategy. As Sussex moves
forward this is understood to become the limiting factor for capital investment as it balances
annual revenue funding priorities with long term capital investment strategies.

10.4 Prudential Borrowing

Local Authorities, including the PCC, can set their own borrowing levels based on their
capital needs and their ability to pay for the borrowing. The levels will be set by using the
indicators and factors set out in the Prudential Code. The borrowing costs are not supported
by the Government so Sussex Police needs to ensure it can fund the repayment costs. The
Minimum Revenue Provision Statement sets out a prudent approach to the amount set
aside for the repayment of debt. Borrowing is to be used to cover long life assets only.

10.5 Reserves and Balances

Unspent capital grant and capital receipt monies can be carried forward in the Balance
Sheet until they are required to fund the capital programme.

Sussex PCC has also set aside earmarked revenue reserves to help fund capital
expenditure, most notably the Capital and Investment Reserve.

The Capital and Investments Reserve is used to support planned one-off and non-recurring
expenditure of a capital or revenue nature in line with investment and replacement plans
included within the PCC Medium Term Financial Strategy. This is dependent on the
financing requirements of the capital plans included within the relevant asset strategies e.g.
the future ICT Strategy, the Estates Strategy and the Joint Transport Services Asset
Strategy.

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The Capital Receipts Reserve contains receipts from the sale of assets which can be used
to finance future capital expenditure. The Capital Receipts received in-year will be applied
to fund capital expenditure in year.

The Capital Grants & Contributions Reserve is used to hold unused elements of grant and
external funding in line with accounting regulations.

HM Treasury guidance on capital projects recognises that there is a potential for project
costs to exceed the initial assessment. This is called Optimism Bias and relates to any
project type, although it can have a particularly high impact when relating to the
development of complex ICT or business change programmes. Sussex PCC does not
currently have an Optimism Bias Reserve as it mitigates costs overruns by including
sufficieint contingency in capital investment business case approved budgets.

10.6 Third Party Capital Contributions

On occasion Sussex will receive income from a third party (usually a local authority) who
have agreed to contribute towards an asset (e.g. ANPR cameras) that Sussex will own.
Monies may also be provided through develop contributions known as Section 106
agreements and the Community Infrastucture Levy. Sussex PCC is proactive in applying
for these agreements.

10.7 Leasing
Sussex may enter into finance leasing agreements to fund capital expenditure. However, a
full option appraisal and comparison of other funding sources must be made and the
Director of Commercial and Financial Services and the Chief Finance Officer must both be
satisfied that leasing provides the best value for money method of funding the scheme
before a recommendation is made to the PCC.

Under the Prudential Code finance leasing agreements are counted against the overall
borrowing levels when looking at the prudence of the authority’s borrowing.

10.8 IFRS 16 Leases

The major change is that under IFRS 16 there willl no longer be any distinction between
operating and finance leases in the financial statements of lessees.

Currently, local authorities account for an item as an operating lease if most of the risks and
rewards have not transferred to them. In this case, they simply record a rental expense on
a straight-line basis over the lease term, with no long-term asset or liability recorded. This
accounting treatment will cease to exist, except in the case of low-value items, or for short-
term leases (under 12 months).

This means that local authorities will be required to include a right-of-use asset and an
equivalent liability, at the present value of lease payments. The current calculation of the
right to use for the Sussex PCC is £3.220m and therefore a lease liability of £3.220m. The
figures have been audited as part of the 2023/24 Audit.

For many local authorities, this will mean that a significant amount of assets and liabilities
that were previously not recorded and shown only in the lease commitments disclosure
note will now be included in the statement of financial position.

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The standard has no impact on the actual cash flows of the Sussex PCC. However the
standard requires the capitalisation of £3.220m, and subsequent depreciation of costs is
circa £0.627m for 2025/26 (that are currently expenses as paid which impacts disclosures
of cash flows within the cash flow statement). The amounts currently expensed as
operating cash outflows which will instead be capitalised are presented are financing cash
outflows.

The introduction of the IFRS 16 lease accounting standard in April will increase the level of
assets and liabilities (£3.220m), therefore increases will be required for the capital finance
requirement, the operational boundary, the authorised limit and the ratio of financing costs
to net revenue stream.

The re-measurement of lease liabilities for changes in inflation and the expected term will
count as capital expenditure in the near future. The capital programme budget was not
adjusted for the estimated cost of this expenditure in 2025/26 as the current budgets for
Leases will be transferred to the MRP Budget for 2025/26.

10.9 Procurement and Value for Money

Procurement is the purchase of goods and services. Sussex has a Procurement Team that
ensures that all contracts, including those of a capital nature, are legally compliant and best
value for money.

It is essential that all procurement activities comply with prevailing regulations and best
practice as set out in the Scheme of Governance, which includes Contract Standing Orders
and Financial Regulations. Guidance on this can be sought from the Procurement team.

The main aim is to hold ‘value for money’ as a key goal in all procurement activity to optimise
the combination of cost and quality.

11 PARTNERSHIPS AND RELATIONSHIPS WITH OTHER

ORGANISATIONS
Wherever possible and subject to the usual risk assessment process Sussex PCC will
explore the possibility and feasibility of working with other partners. In support of this:

• Sussex has a joint ICT Department with Surrey Police and a number of ICT and
business change programmes are being delivered collaboratively.

• Other capital schemes, most notably new technology programmes, such as the
Emergency Services Network replacement communications system.

Although Sussex procures capital items on behalf of other consortium partners only Sussex
related expenditure which will be included in the fixed asset register will be included in the
medium term financial Strategy and the annual capital budget.

12 MANAGEMENT FRAMEWORK
The PCC for Sussex owns all assets, including short life assets, such as ICT, equipment
and vehicles.

The PCC owns all land and buildings, on a day to day basis, the Service Director, Estates
& Facilities manages the estate under a memorandum of understanding.

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The Chief Constable’s CFO (Executive Director of Commercial and Finance Services)
manages the medium term capital plan and the annual capital budget and provides regular
updates to the Finance Planning and Performance Board who, collectively, maintain
oversight of planned expenditure.

The PCC’s CFO is responsible for developing and then implementing the Treasury
Management Strategy Statement, including the Annual Investment Strategy.

Having approved the medium term capital plan and the annual capital budget in February
each year the PCC formally holds the Chief Constable to account for delivery of capital
projects.

13 RISK MANAGEMENT FOR CAPITAL PROJECTS

The PCC’s Treasury Strategy and investment policy has regard to the following to manage
risk:
• MHCLG’s Guidance on Local Government Investments (“the Guidance”)
• CIPFA Treasury Management in Public Services Code of Practice and Cross
Sectoral Guidance Notes 2017 (“the Code”)
• CIPFA Treasury Management Guidance Notes 2018

The PCC’s investment priorities will be security first, liquidity second, then yield (return).

Risk is the threat that an event or action will adversely affect Sussex’s ability to achieve its
desired outcomes and to execute its strategies successfully.

Risk management is the process of identifying risks, evaluating their potential

consequences and determining the most effective methods of managing them and/or
responding to them. It is both a means of minimising the costs and disruption to the
organisation caused by undesired events and of ensuring that staff understand and
appreciate the element of risk in all their activities.

The aim is to reduce the frequency of adverse risk events occurring (where possible),
minimise the severity of their consequences if they do occur, or to consider whether risk
can be transferred to other parties. The corporate risk register sets out the key risks to the
successful delivery of Sussex’s corporate aims and priorities and outlines the key controls
and actions to mitigate and reduce risks or maximise opportunities.

To manage risk effectively, the risks associated with each capital project need to be
systematically identified, analysed, influenced and monitored.

It is important to identify the appetite for risk by each scheme and for the capital programme
as a whole, especially when investing in complex and costly business change programmes.

The Sussex PCC accepts there will be a certain amount of risk inherent in delivering the
desired outcomes of The Police and Crime Plan and will seek to keep the risk of capital
projects to a low level whilst making the most of opportunities for improvement. Where
greater risks are identified as necessary to achieve desired outcomes, Sussex will seek to
mitigate or manage those risks to a tolerable level. All key risks identified as part of the
capital planning process are considered for inclusion in the corporate risk register.

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The Chief Constable’s CFO (Executive Director of Commercial and Finance Services) and
the PCC’s CFO will report on the deliverability, affordability and risk associated with this
Capital Strategy and the associated capital programme. Where appropriate they will have
access to specialised advice to enable them to reach their conclusions.

13.1 Funding Capacity Risk

This is the risk that identified project costs are either understated or escalate during the
project lifecycle, for example if project scope changes. This risk is mitigated as far as
possible through inclusion of optomism bias contingency includedc in project plans and by
close scrutiny and monitoring.

13.2 Credit Risk

This is the risk that other parties might fail to pay amounts due to the PCC. Credit risk
arises from deposits with banks and financial institutions, as well as credit exposures to the
PCC’s customers.

This risk is minimised through the Annual Investment Strategy, which requires that deposits
are not made with banks and financial institutions unless they meet the minimum
requirements of the investment criteria, in accordance with the Fitch, Moody’s and Standard
& Poors Credit Ratings Services. The Annual Investment Strategy also considers
maximum amounts and time limits in respect of each financial institution. Deposits are not
made with banks and financial institutions unless they meet the minimum requirements of
the investment criteria outlined above. Details of the Investment Strategy can be found on
the website for the PCC within the Treasury Management Strategy Statement (TMSS).

13.3 Liquidity Risk

This is the risk that the PCC might not have funds available to meet its commitments to
make contracted payments on time or that the timing of any cash inflows from a project will
be delayed, for example if other organisations do not make their contributions when agreed.
This is also the risk that the cash inflows will be less than expected, for example due to the
effects of inflation, interest rates or exchange rates.

The PCC manages its liquidity position through the risk management procedures above
(the setting and approval of prudential indicators and the approval of the Treasury and
Investment Strategy reports), as well through a comprehensive cash flow management
system, as required by the Code of Practice. This seeks to ensure that cash is available
when it is needed.

The PCC has ready access to borrowings from the Money Markets to cover any day to day
cash flow need. Whilst the Public Works Loan Board provides access to longer term funds,
it also acts as a lender of last resort to authorities (although it will not provide funding to an
Authority or PCC whose actions are unlawful). The PCC is also required to provide a
balanced budget through the Local Government Finance Act 1992, which ensures sufficient
monies are raised to cover annual expenditure. There is therefore no significant risk that it
will be unable to raise finance to meet its commitments under financial instruments.

13.4 Interest Rate Risk

The PCC is exposed to risk in terms of its exposure to interest rate movements on its
borrowings and investments. Movements in interest rates have a complex impact on the
PCC, depending on how variable and fixed interest rates move across differing financial
instrument periods.

Page 152
 Agenda Item 5b
Appendix 1e

The Treasury Management Strategy aims to mitigate these risks by setting an upper limit
of 25% on external debt that can be subject to variable interest rates. Investments are also
subject to movements in interest rates and the Treasury Management Strategy aims to
mitigate these risks by setting an upper limit of external investments that can be subject to
variable interest rates.

The PCC has a number of strategies for managing interest rate risk. The Annual Treasury
Management Strategy draws together the PCC’s prudential indicators and its expected
treasury operations, including an expectation of interest rate movements. From this
strategy a prudential indicator is set which provides maximum and minimum limits for fixed
and variable interest rate exposure. The Treasury team will monitor market and forecast
interest rates within the year to adjust exposures appropriately. For instance during periods
of falling interest rates, and where economic circumstances make it favourable, fixed rate
investments may be taken for longer periods to secure better long term returns.

13.5 Exchange Rate Risk

This is the risk that exchange rates will move in a way that has an adverse effect on the
value of capital expenditure or the expected financial returns from a project. The PCC has
no financial assets or liabilities denominated in foreign currencies. It therefore has no
exposure to loss arising from movements in exchange rates.

13.6 Inflation Risk

This is the risk that rates of inflation will move in a way that has an adverse effect on the
value of capital expenditure or the expected financial returns from a project. Rates of
inflation will be reviewed as part of the ongoing monitoring arrangements to identify such
adverse effects. As far as possible our exposure to this risk will be mitigated via robust
contract terms and when necessary, contract re-negotiations however, suitable financial
contingency sums will need to be set aside to meet cost increases that cannot be absorbed
by suppliers.

13.7 Legal and Regulatory Risk

This is the risk that changes in laws or regulation make a capital project more expensive or
time consuming to complete, make it no longer cost effective or make it illegal or not
advisable to complete. Forthcoming changes to relevant laws and regulations will be kept
under review and factored into any capital bidding and programme monitoring processes.

13.8 Fraud, Error and Corruption

This is the risk that financial losses will occur due to errors or fraudulent or corrupt activities.
Officers involved in any of the processes of capital expenditure or funding are required to
follow the agreed Code of Corporate Governance. Sussex PCC and Sussex Police has a
strong ethical culture which is evidenced through our values, principles and appropriate
behaviour. This is supported by the national Code of Ethics and detailed policies such as
Anti-Fraud and Corruption and Declaration of Interests.

14 OTHER CONSIDERATIONS
Capital Schemes must comply with legislation, such as the Disability Discrimination Act, the
General Data Protection Regulations (GDPR), building regulations etc.

Page 153
Agenda Item 5b
Appendix 1e

15 ECONOMIC BACKGROUND
The economic context can be found in Section 5.2 of the Treasury Management
Strategy Statement 2025/26.

16 GLOSSARY

Capital Expenditure: Spending on the acquisition or creation of assets, or expenditure

that enhances the value or extends the life of an existing fixed asset. These are assets
that will benefit Sussex for more than one year. Examples include land, buildings, ICT,
equipment, and vehicles.

Revenue Expenditure: Spending on the day-to-day running costs of services, such as

employee costs and supplies.

Capital Programme: Sussex's plan of capital works for future years, including details on
the funding of the schemes.

Treasury Management Investments: Investments arising from the organisation’s cash

flows and debt management activity. These are balances which are invested until the
cash is needed for business purposes. The security and liquidity of these funds take
priority over the investment return.

General Power of Competence: The power given to some local authorities to do

anything an individual can do, unless it is prohibited by other legislation. Sussex Police
and Crime Commissioner and Sussex Police do not have this power, but a
functional power of competence.

Medium Term Financial Strategy (MTFS): A financial plan that sets out the potential
financial position for Sussex for the next four years. This includes forecasts on inflation,
growth requirements, efficiency savings, and funding assumptions.

Direct Revenue Funding (DRF): Using revenue budget funds to finance capital
expenditure.

Capital Receipts: Monies received from the sale of fixed assets, most commonly land
and buildings. These receipts can only be used to finance the capital programme and not
revenue items.

Prudential Borrowing: The ability for local authorities, including the PCC, to set their
own borrowing levels based on their capital needs and their ability to repay the debt, as
set out in the Prudential Code.

Minimum Revenue Provision Statement: Sets out a prudent approach to the amount
set aside for the repayment of debt.

Capital and Investment Reserve: An earmarked revenue reserve used to support

planned one-off and non-recurring expenditure of a capital or revenue nature, in line with
investment and replacement plans within the PCC Medium Term Financial Strategy.

Page 154
 Agenda Item 5b
Appendix 1e

Capital Receipts Reserve: A reserve containing receipts from the sale of assets which
can be used to finance future capital expenditure.

Capital Grants & Contributions Reserve: A reserve used to hold unused elements of
grant and external funding in line with accounting regulations.

Optimism Bias: The potential for project costs to exceed the initial assessment. Sussex
PCC mitigates this by including sufficient contingency in capital investment business case
approved budgets.

Section 106 agreements: Agreements between a local authority and a developer, where
the developer contributes towards local infrastructure and community benefits35.

Community Infrastructure Levy: A levy that local authorities can charge on new
developments to fund infrastructure improvements.

Finance Leasing: An agreement to fund capital expenditure where the risks and rewards
of ownership are transferred to the lessee. These agreements are counted against the
overall borrowing levels when looking at the prudence of the authority’s borrowing.

IFRS 16 Leases: An accounting standard that requires local authorities to include a right-
of-use asset and an equivalent liability, at the present value of lease payments. This
means that a significant amount of assets and liabilities that were previously not recorded
will now be included in the statement of financial position.

Procurement: The purchase of goods and services.

CIPFA: The Chartered Institute of Public Finance and Accountancy.

PCC: Police and Crime Commissioner.

SPB: Strategic Performance Board.

PSB: Portfolio Strategic Board.

[ENDS]

Page 155
This page is intentionally left blank
 1

Precept Research Survey 2024

Page 157

Prepared for: Sussex Police & Crime Commissioner

10/12/2024
v1.0

Agenda Item 5b
Appendix 2
© Habit5 2024
 Agenda Item 5b
Appendix 2
Sample | Over 2,500 residents of Sussex
aged 18+ participated in the survey in 2024 2

2,524 fully completed surveys were achieved,

372 more than in 2023; delivering an extremely
robust total sample Confidence Interval of ±1.95.
To put this in context, most nationwide surveys
reported in the national media operate off wider
Confidence Intervals of ±3.00 to ±4.00.
Page 158

Confidence Interval & Confidence Level

A Confidence Interval of ±1.95 means that had we been

able to survey every resident of Sussex,
the answer to a given question would fall within ±1.95
percentage points of our actual research result
(in either direction) on 95 occasions out of 100
(the Confidence Level).

The survey fieldwork was conducted online between

Wednesday 13th November and Sunday 8th
December 2024.
 Precept question | How public opinion was gathered

The survey was

entitled ‘Crime and
Policing Survey 2024’
and was assigned to
the Sussex Police &
Crime Commissioner,
whilst being
Page 159

independently
conducted by Habit5.

The Precept question

was contextualised
and worded as
represented in the
righthand image on
this slide.

Agenda Item 5b
Appendix 2
3
 Agenda Item 5b
Appendix 2
Precept question | 53% of all residents participating in the
survey support some level of increase, with 40% opposing
any increase and 7% exempt from paying council tax. 4

Please indicate which of the options below you would support for the Precept in the
forthcoming financial year 2025/26. | Exempt included
45%
40%
40%

35%
Page 160

30%
Column %

24%
25% Just under a quarter
20% (24%) of the
15% 14%
residents
15% participating in the
10% 7%
survey, indicated a
preparedness to pay
5% the highest level of
0% proposed increase –
I am prepared to I am prepared to I am prepared to I do NOT support I am exempt from up to £1.75 extra per
pay up to £1.75 pay up to £1.25 pay up to £0.83 any increase in paying council tax month.
extra per month extra per month extra per month council tax

Base: I am prepared to pay up to £1.75 extra per month (n=601), I am prepared to pay up to £1.25 extra per month (n=380), I am prepared to pay
up to £0.83 extra per month (n=355), I do NOT support any increase in council tax (n=1,015), I am exempt from paying council tax (n=173), Sample
Size = 2,524
 Precept question | The proportion of residents indicating a
preparedness to pay an increased amount, has risen by +3%
year-on-year, from 50% last year to 53% this year. 5

Please indicate which of the options below you would support for the Precept in the
forthcoming financial year 202X/202Y | By Survey Year – Exempt included

2024/25 2025/26

60%
53%
50%
Page 161

50%
44%
40%
40%

30%

20%

10% 7%
5%

Agenda Item 5b
0%
Any increase No increase Exempt

Appendix 2
 Agenda Item 5b
Appendix 2
Precept question | 57% of council taxpayers (e.g. Exempt
excluded) support an increase, with 43% opposing such a
move. 6

Please indicate which of the options below you would support for the Precept in the
forthcoming financial year 2025/26. | Exempt excluded
50%

45% 43%

40%
Page 162

35%

30%
Column %

26%
25%

20%
16% 15%
15%

10%

5%

0%
I am prepared to pay up I am prepared to pay up I am prepared to pay up I do NOT support any
to £1.75 extra per month to £1.25 extra per month to £0.83 extra per month increase in council tax

Base: I am prepared to pay up to £1.75 extra per month (n=601), I am prepared to pay up to £1.25 extra per month (n=380), I am prepared to pay
up to £0.83 extra per month (n=355), I do NOT support any increase in council tax (n=1,015), Sample Size = 2,351
 Precept question | The proportion of council taxpayers
supporting some level of increase has risen by +4% year-on-
year, with those opposing such an increase falling by the same 7

amount.
Please indicate which of the options below you would support for the Precept in the
forthcoming financial year 2025/26. | Exempt excluded
2024/25 2025/26

60% 57%
53%
Page 163

50% 47%
43%
40%

30%

20%

10%

0%

Agenda Item 5b
Any increase No increase

Appendix 2
 Agenda Item 5b
Appendix 2
Precept question | As was the case last year, a markedly
higher proportion of males (+6%) select the largest increase
presented, with comparatively more of the female participants 8
selecting the lowest level of increase presented (+6%).
Please indicate which of the options below you would support for the precept in the
forthcoming financial year 2025/26. | By sex excluding exempt
I am prepared to pay up to £1.75 extra per month I am prepared to pay up to £1.25 extra per month
I am prepared to pay up to £0.83 extra per month I do NOT support any increase in council tax
Page 164

Male 29% 17% 12% 42%

NB We only chart
Female 23% 16% 18% 43%
results for participant
segments greater
than 40 individuals,
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% to avoid statistical
Column % instability.
Base: Female (n=1,189), Male (n=1,131), Non binary / third gender (n=8), Prefer not to say (n=23), Prefer to self describe (n=NaN), Sample Size = 2,351
 Precept question | As was the case last year, propensity to
pay the highest incremental amount, increases with the age of
participant, peaking at 28% among the 65+ cohort. 9

Please indicate which of the options below you would support for the precept in the
forthcoming financial year 2025/26. | By age band excluding exempt

I am prepared to pay up to £1.75 extra per month I am prepared to pay up to £1.25 extra per month
I am prepared to pay up to £0.83 extra per month I do NOT support any increase in council tax
Page 165

65+ 28% 17% 13% 41%

Opposition to supporting
any increase would appear
50 to 64 26% 13% 14% 48% to have fallen
year-on-year
by -7% to 43% among
35 to 49 24% 17% 16% 43% 35-49 year-olds,
and
by -9% to 41% among
18 to 34 22% 19% 18% 41% 18-34 year-olds,
whilst being largely
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% unchanged amongst

Agenda Item 5b
Column % residents aged 50+.

Appendix 2
Base: 18 to 34 (n=522), 35 to 49 (n=495), 50 to 64 (n=631), 65+ (n=703), Sample Size = 2,351
 Agenda Item 5b
Appendix 2
Precept question | As last year, residents of West Sussex
continue to be more widely prepared to pay extra (+6%) and
also more likely to choose the highest increase (+3%), than 10
are their peers in East Sussex.
Please indicate which of the options below you would support for the precept in the
forthcoming financial year 2025/26. | By geography excluding exempt
I am prepared to pay up to £1.75 extra per month
I am prepared to pay up to £1.25 extra per month
I am prepared to pay up to £0.83 extra per month
Page 166

NB Bold text for data is

East Sussex 24% 16% 14% 46%
used to denote a
significantly higher level
than for other segments
and/or an increase
year-on-year.
West Sussex 27% 16% 16% 40% A box around data is
used to denote a
significantly lower level
than for other segments
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% and/or a decrease
Column % year-on-year.
Base: West Sussex (n=1,213), East Sussex (n=1,138), Sample Size = 2,351
 Precept question | 50%+ of council taxpayers participating in
the survey who are resident in: Rother (52%), Hastings
(51%), Eastbourne (50%) and Crawley 50%), do not support 11
any increase in council tax.
Please indicate which of the options below you would support for the precept in the
forthcoming financial year 2025/26. | By local authority excluding exempt
I am prepared to pay up to £1.75 extra per month I am prepared to pay up to £1.25 extra per month
I am prepared to pay up to £0.83 extra per month I do NOT support any increase in council tax

Rother 25% 13% 9% 52%

Hastings
Page 167

18% 17% 14% 51%

Eastbourne 23% 14% 13% 50%
Crawley 22% 17% 11% 50%
Wealden 32% 14% 10% 44%
Lewes 29% 19% 10% 42% Conversely, 69% of
Brighton & Hove 21% 18% 20% 42% the residents of
Horsham 33% 11% 14% 41% Mid Sussex are
Chichester 24% 20% 16% 40% prepared to pay
Arun 30% 16% 15% 40% more, with 49% of
Adur & Worthing 24% 15% 21% 40% them willing to pay
Mid Sussex 28% 21% 20% 31% £1.25 extra per

Agenda Item 5b
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% month or more.

Appendix 2
Column %
Base: Adur & Worthing (n=257), Arun (n=205), Brighton & Hove (n=294), Chichester (n=168), Crawley (n=175), Eastbourne (n=214), Hastings (n=169),
Horsham (n=201), Lewes (n=150), Mid Sussex (n=207), Rother (n=128), Wealden (n=183), Sample Size = 2,351
 Agenda Item 5b
Appendix 2
Precept question | Opposition to paying anything extra per
month has increased very slightly in 2024, among the
Unemployed segment (+2% to 60%). 12

Please indicate which of the options below you would support for the precept in the
forthcoming financial year 2025/26. | By Socio Economic Group (SEG) excluding exempt
I am prepared to pay up to £1.75 extra per month I am prepared to pay up to £1.25 extra per month
I am prepared to pay up to £0.83 extra per month I do NOT support any increase in council tax

E - Unemployed 18% 8% 14% 60%

Page 168

D - Semi or unskilled manual worker 21% 15% 15% 49%

Whereas, opposition
C2 - Skilled manual worker 19% 15% 16% 50%
to paying an extra
amount per month
C1 - Junior manager, supervisor, clerical worker or self employed 24% 17% 17% 43%
has fallen
B - Middle manager, owner of a small business, mid-level civil
30% 18% 15% 36%
year-on-year
service or public sector manager among the upscale
A - CEO, board director, senior manager, professional, high level
34% 19% 12% 35% segments
civil service or public sector manager
A (-8% to 35%) and
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% B (-5% to 36%).
Column %
Base: CEO, board director, senior manager, professional, high level civil service or public sector manager (n=344), Middle manager, owner of a small
business, mid-level civil service or public sector manager (n=692), Junior manager, supervisor, clerical worker or self employed (n=527), Skilled manual
worker (n=397), Semi or unskilled manual worker (n=194), Unemployed (n=170), Full time or part time student in higher or further education (n=27),
Sample Size = 2,351
 Precept question | The pre-existing gap between the
willingness of council taxpayers with Black ethnicity to pay
extra (78%) versus those identifying as Asian (51%) has 13

widened further in 2024 by +20%, to a margin of +27%.

Please indicate which of the options below you would support for the precept in the
forthcoming financial year 2025/26. | By ethnicity excluding exempt
I am prepared to pay up to £1.75 extra per month I am prepared to pay up to £1.25 extra per month
I am prepared to pay up to £0.83 extra per month I do NOT support any increase in council tax

Prefer not to say 10% 4% 10% 76%

Page 169

Black/African/Caribbean/Black British 25% 30% 24% 22%

Asian/Asian British 19% 11% 21% 49%

Council taxpayers of
White European
White…British ethnicity
27% 14% 11% 48%
are +4% more widely
accepting (58% v 54%)
White English/Welsh/Scottish/British 27% 16% 15% 42% of an increase, than was
the case in 2023.

Agenda Item 5b
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Column %

Appendix 2
Base: White English/Welsh/Scottish/British (n=1,931), Mixed/multiple ethnic groups (e.g. White and Black African or White and Asian) (n=33), White
European (n=120), Asian/Asian British (n=57), Black/African/Caribbean/Black British (n=106), Other ethnic group (E.g. Arab) (n=10), Prefer not to say
(n=90), Sample Size = 2,347
 Agenda Item 5b
Appendix 2
Precept question | Propensity to accept some level of increase
in the precept has risen year-on-year by +7% among
Bisexuals, +4% among Heterosexuals and +10% among 14
Gay men.
Please indicate which of the options below you would support for the precept in the
forthcoming financial year 2025/26. | By Sexual Orientation excluding exempt
I am prepared to pay up to £1.75 extra per month I am prepared to pay up to £1.25 extra per month
I am prepared to pay up to £0.83 extra per month I do NOT support any increase in council tax
Page 170

Prefer not to say 16% 8% 7% 68%

Gay man 26% 17% 12% 45%

Heterosexual/straight 26% 17% 15% 41%

Bisexual 19% 19% 25% 37%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Column %
Base: Bisexual (n=100), Heterosexual/straight (n=1,954), Gay man (n=58), Gay woman/Lesbian (n=30), Prefer not to say (n=189), Other (n=13), Sample
Size = 2,344
 Precept question | At 47%, opposition to any increase in
council tax is unchanged year-on-year among council taxpayers
with a disability but down by -5% among those without a 15

disability.
Please indicate which of the options below you would support for the precept in the
forthcoming financial year 2025/26. | By presence of disability excluding exempt
100%

90%
I do NOT support any increase in
80% council tax
41%
47%
Page 171

70%
66%
I am prepared to pay up to £0.83
60%
extra per month Opposition to any
Column %

15% increase has risen by

50%
16% +7% to 66% among
40% I am prepared to pay up to £1.25 the sizeable minority
17% extra per month who prefer not to
30% 14%
13% say whether they
20%
6%
have a disability
27% I am prepared to pay up to £1.75 or not.
10% 23% extra per month
15%

Agenda Item 5b
0%

Appendix 2
Yes No Prefer not to say
Base: Yes (n=390), No (n=1,831), Prefer not to say (n=125), Sample Size = 2,346
 Agenda Item 5b
Appendix 2
Precept question | Opposition to any form of increase has
fallen in each of the main places of residence, with
town dwellers at (45% down -4%) still the least predisposed. 16

Please indicate which of the options below you would support for the precept in the
forthcoming financial year 2025/26. | By place of residence excluding exempt

100%

90% I do NOT support any increase in

council tax
80% 36%
45% 43%
Page 172

70%
I am prepared to pay up to £0.83 City dwellers
60% extra per month
continue to be the
Column %

18%
50% 14% council taxpayers
15%
I am prepared to pay up to £1.25 most widely inclined
40%
19% 16% extra per month to be prepared to
30% 15% pay extra, with their
willingness to do so
20%
I am prepared to pay up to £1.75 increasing by +5%
26% 25% 27% extra per month
10% year-on-year to
64%.
0%
A city A town A village or hamlet
Base: A city (n=377), A town (n=1,431), A village or hamlet (n=512), An isolated dwelling (n=21), Other (n=10), Sample Size = 2,351
 Precept question | The relationship between satisfaction with
Sussex Police and preparedness to pay extra is even more
marked in 2024, with 74% of the ‘Very Satisfieds’ prepared to 17
pay more versus only 20% among the ‘Very Dissatisfieds’.
Please indicate which of the options below you would support for the precept in the
forthcoming financial year 2025/26. | By satisfaction with Sussex Police excluding exempt
100%

90%
29% 26%
I do NOT support any increase in
80%
46% council tax
Page 173

70% 61%
19%
60% 80% 18% I am prepared to pay up to £0.83 extra
Majority support for
Column %

per month
50% some level of
16% 19% increase per month,
40% 22%
I am prepared to pay up to £1.25 extra only emerges among
9% per month
30% 16% those rating their
9% satisfaction with
20% 3% 36%
3% 30% I am prepared to pay up to £1.75 extra Sussex Police at 3/5
10% 20% 22% per month or higher.
14%
0%

Agenda Item 5b
1 - Very 2 3 4 5 - Very

Appendix 2
Dissatisfied Satisfied
Base: 1 - Very Dissatisfied (n=238), 2 (n=280), 3 (n=757), 4 (n=739), 5 - Very Satisfied (n=337), Sample Size = 2,351
 Agenda Item 5b
Appendix 2
Precept question | 78% of the council taxpayers participating,
who generally feel ‘Extremely Unsafe’ in Sussex oppose any
increase, whereas 71% of the segment who feel ‘Extremely 18
Safe’ support an increase.
Please indicate which of the options below you would support for the precept in the
forthcoming financial year 2025/26. | By safety rating in Sussex excluding exempt
100% NB This chart equates the
90% safety ratings to the
29% I do NOT support any increase in question ‘How safe or
80% 36%
council tax unsafe do you generally
Page 174

70% 59% 54% feel in Sussex, on a scale

15% from 1 to 10, where a
60% 78% I am prepared to pay up to £0.83
rating of 1 is extremely
Column %

18% extra per month

50% unsafe and a rating of 10 is
19%
extremely safe?’
40% 13%
11% 20% I am prepared to pay up to £1.25 as detailed below:
30% extra per month 1-2 = Extremely Unsafe
10% 13%
20% 3-4 = Unsafe
6% 37%
2% 26% I am prepared to pay up to £1.75 5-6 = Neither Safe
10% 21% 19% extra per month Nor Unsafe
13%
0% 7-8 = Safe
Extremely Unsafe Neither Safe Safe Extremely 9-10 = Extremely Safe.
Unsafe nor Unsafe Safe
Base: Extremely Unsafe (n=93), Unsafe (n=263), Neither Safe nor Unsafe (n=545), Safe (n=1,029), Extremely Safe (n=421), Sample Size = 2,351
 Precept question | Support or opposition to an increase in the
precept correlates very closely with whether a council taxpayer
feels that their local community has become safer (wider 19
support) or less safe (wider opposition) over the last 12 months.
Please indicate which of the options below you would support for the precept in the
forthcoming financial year 2025/26. | By ‘Over the last 12 months, would you say that your local
community has become...?’ excluding exempt
I am prepared to pay up to £1.75 extra per month I am prepared to pay up to £1.25 extra per month 79% of the council
I am prepared to pay up to £0.83 extra per month I do NOT support any increase in council tax taxpayers who feel that
their local community
Page 175

Don't know 15% 13% 15% 56% has become ‘a much

safer place to live’ over
a much safer place to live 36% 27% 16% 21%
the last 12 months,
a safer place to live 25% 26% 24% 27% support an increase.
Whereas 72% of the
neither safer nor less safe as a place to live 27% 17% 17% 38% participants who feel that
their local community
a less safe place to live 27% 15% 12% 46% has become ‘a much less
safe to place to live’ in
a much less safe place to live 16% 6% 6% 72% that time, oppose
any increase.

Agenda Item 5b
0% 20% 40% 60% 80% 100%

Appendix 2
Column %
Base: a much less safe place to live (n=257), a less safe place to live (n=683), neither safer nor less safe as a place to live (n=1,082), a safer place to live
(n=200), a much safer place to live (n=77), Don't know (n=52), Sample Size = 2,351
 Agenda Item 5b
Appendix 2
Precept question | Experiencing at least one researched crime
within the last 12 months, would appear to reduce support for
an increase in the precept by -10% to 51% from 61%. 20
Please indicate which of the options below you would support for the precept in the
forthcoming financial year 2025/26. | By personal experience of a researched crime within the last
12 months excluding exempt
100%

90%
I do NOT support any increase in
80% 39% council tax
Page 176

49%
70%
I am prepared to pay up to £0.83
60% extra per month Support for the highest
Column %

17% level of increase in the

50%
13%
precept up to £1.75, runs
I am prepared to pay up to £1.25 at around a quarter of
40%
extra per month
14%
18% council taxpayers,
30%
regardless of whether
20% I am prepared to pay up to £1.75 they have personally
extra per month experienced a crime
25% 26%
10%
within the last 12 months
0% or not.
Experienced Crime No Crime experience

Base: Experienced Crime (n=1,011), No Crime experience (n=1,340), Sample Size = 2,351
 Precept question | Council taxpayers who claim to be aware of
Katy Bourne as the current Sussex PCC on a prompted basis,
are +9% more likely to support an increase in the precept (62% 21
support) than individuals who are not aware (53% support).
Please indicate which of the options below you would support for the precept in the
forthcoming financial year 2025/26. | By awareness of Katy Bourne as the current Sussex PCC
excluding exempt
100%

90%
I do NOT support any increase in
80% 38% council tax
Page 177

47%
70% 57%
I am prepared to pay up to £0.83
60%
Column %

14% extra per month

50%
16%
40% 19% I am prepared to pay up to £1.25
20% extra per month
30% 14%

20% 9% I am prepared to pay up to £1.75

29%
10% 23% extra per month
14%

Agenda Item 5b
0%

Appendix 2
Yes No Don't know
Base: Yes (n=1,130), No (n=1,100), Don't know (n=121), Sample Size = 2,351
 Agenda Item 5b
Appendix 2
Precept question | 63% of council taxpayers with at least one
under 18 in their household support an increase in the precept,
compared with 54% where there are no under 18s in the 22

household.
Please indicate which of the options below you would support for the precept in the
forthcoming financial year 2025/26. | By presence of under 18s in household excluding exempt
100%

90%
I do NOT support any increase in
80% 37%
Page 178

46% council tax

70%

60% I am prepared to pay up to £0.83

Column %

15% extra per month

50% Council taxpayers with
15%
40% an under 18 in their
21% I am prepared to pay up to £1.25 household have a
30% 14% extra per month comparatively higher
20% propensity (+7%) to be
25% 27% I am prepared to pay up to £1.75 prepared to pay up to
10%
extra per month £1.25 extra per month.
0%
No under 18s in household At least one under 18 in
household
Base: None (n=1,637), Any (n=710), Sample Size = 2,347
 Thank you.
23

David Jones
Managing Director

T. +44 (0) 1522 519388

M. +44 (0) 7702 596260
david.jones@habit5.co.uk
Page 179

www.habit5.co.uk

Main office: Registered address:

Habit5 Habit5 Limited
Unit E29 Mexborough House
Enterprise Building Main Street
Ropewalk Burton
Lincoln Lincoln
LN6 7DQ LN1 2RD

Agenda Item 5b
Appendix 2
This page is intentionally left blank
 3,176 responses to our #SaferInSussex survey
2,524 responses to our independent, external consultation,
2,208 correspondence received,
SUSSEX PCC Office 371,265 reached via digital platforms
425,330 emails sent via newsletter
Engagement, survey, media reach 389 articles in media
and correspondence summary Community Feedback with over 20 Focus Groups with councillors and clerks, Focus Groups with over
110 young people, 13 events across the county engaging with a range of communities such as
Veterans, youth workers, businesses, and rural communities.

D AT E S R A N NUMBER MAIN FINDINGS

Safer In Sussex Survey 9 September – 31st October 3,176 Cohort statistics: over half are 65+, 21% declared a disability, 6% were LGBTQ+ and 2% are of an ethnic minority.
Page 181

2024 -Majority of respondents have a middle or senior manager as the primary household earner (62%) and 85% have no
children under 18 in the household
-24% of respondents have reported a crime to the police within the last 12 months

Concerns: 32% ranked ASB as their top issue, followed by dangerous driving (14%) and knife crime (14%). All 12 local
authority areas ranked ASB as the most important issue. VAWG is more of a concern in areas with large towns particularly
university towns Brighton and Chichester. Knife crime and county lines are highly ranked in Hastings, Crawley and Rother

We asked: Are you aware?

-60,000 victims of crime are referred to support services each year: 24% said yes, 33% want to know more
-The Safe Space Sussex Directory: 15% said yes, 45% want to know more
-Sussex Police has a dedicated Business Crime Team: 17% said yes, 29% want to know more
-Sussex Police has a dedicated Roads Policing Unit: 48% said yes, 27% want to know more
-Sussex Police has a dedicated Rural Crime Team: 40% said yes, 23% want to know more
-Total neighbourhood crime is down over 20% last year: 23% said yes, 49% want to know more
-Sussex Police has disrupted 585 drug lines in the last year: 23% said yes, 44% want to know more
-Sussex Police is one of the best performing forces for answering 999/101 calls: 20% said yes, 47% want to know more

Agenda Item 5b
-The Sussex Safer Roads Partnership: 35% said yes, 34% want to know more

Appendix 3
We asked: What would reassure you that crime is being tackled in Sussex? 50% said the most important action would be
visible police officers and PCSOs, followed by better police engagement (19%) and effective initiatives to tackle ASB (9%)
 Agenda Item 5b
Appendix 3
D AT E S R A N NUMBER MAIN FINDINGS

Correspondence 1st January 2024 - There were 2,208 correspondence records received. Around half of reports did not provide a location or were from outside of Sussex. The
31st December top topics included: feedback to newsletter or PCC announcements (290), enquiries (251), reviews (216), complaints (210) road safety
2024 (207) and DBS (172).

Community Feedback 1st January 2024 - 250 Engaged directly with over 250 people across the county including residents, councillors and businesses along with approx. 110 young
31st December people in schools and youth groups, engagement check-ins with over 20 Focus Groups of Town and Parish councillors. These
2024 engagements also included people from diverse communities, people in rural areas, veterans and people/young people with additional
needs.

General response was supportive of a precept increase with an understanding that it will most likely have to happen to sustain police
services and numbers

Main concerns were lack of police visibility and named policing contacts within communities and ASB. Amongst younger groups knife crime
was of high concern and feeling unsafe when out in public, especially at night.
Page 182

Awareness of support services such as Safe Space Sussex was on the lower side, with all those asked wishing to know more about how it
could help them.

Other issues raised included drugs, organised crime and shoplifting, lack of reporting due to perception of long wait times and dangerous
parking.

Independent November – 2,524 2,524 residents completed the survey (372) more than last year with a confidence interval of ±1.95. 47% of respondents were male and
consultation including December 2024 51% female and the survey had an even split across age groups and locations across the county.
precept survey
53% of all residents participating in the survey support some level of precept increase, with 40% opposing any increase and 7% exempt
from paying council tax – 24% were prepared to pay up to £1.75 per month, 15% prepared to pay £1.25 extra per month and 14%
prepared to pay £0.83 extra per month. The overall support for a precept increase has risen by 3% from last year.

• 58% of male participants supported some form of council tax increase and 57% of females supported the same.
• Age breakdown of supporting the highest precept increase: 28% of the 65+ cohort, 26% of 55-64 cohort, 24% of 34-49 cohort, 22% of
18-34 cohort
• West Sussex (59%) were more supportive of any precept increase compared to East Sussex (54%)

Digital Media January 2024 – Digital Engagement:

January 2025 Reached 371,265 individuals
Received 76,413 engagements
Above benchmarks for average Engagement Rate across 3 priority channels
 SUSSEX
Event/Partner District/area Engagement Event/Partner District/area Engagement
(continued)
Focus Group - Lewes District Group Safer in Sussex Survey and SALC Event Countywide Victim Services Awareness
Full list of Lewes community concerns survey
Engagements
Youth Engagement East and West Sussex How to best engage with Safer in Sussex Countywide General engagement and local
Across 2024 through Youth young people Community Fund issues
Group Leaders x 2 event
Youth Engagement 39 Youth Club, Bognor Youth safety, perceptions of Safer Business Brighton & Hove Business and retail crime
with Sussex Police Shoreham Academy the police, reporting crime Action Day
Angmering School
BHASVIC Rural Community Chichester district Rural crime, hare coursing,
Hove policing engagement
Safer In Sussex Independent Custody Visiting Scheme Safer in Sussex Survey
Survey distributed Shared by SALC across East & West Hassocks Garden Hassocks and surrounding
to various contacts Sussex Immediate Justice Steering Centre
from the OSPCC Group Community Safety Partnerships
Page 183

Commissioning Network
Winter Focus North Chichester Local issues, awareness and
Southdown Sussex
Groups: South Chichester precept & communications to
ASB Working Group
Arun and from the police
Newsletter distribution
Horsham North
OSPCC social media channels
Horsham South
NHS distribution to 158 GP practices in Sussex: Safer in Sussex Survey Adur
doctors partners 30 in Brighton and Hove Crawley
52 in East Sussex Mid Sussex North
75 in West Sussex Mid Sussex South
East Rother
Pharmacies across 310 pharmacies across the county Safer in Sussex Survey West Rother
Sussex East Wealden
West Wealden
Neighbourhood Sent to over 3,000 co-ordinators across Safer in Sussex Survey Lewes inland
Watch the county Lewes coastal
Eastbourne
West Sussex Armed West Sussex PCC awareness & feedback
Bexhill
Forces Conference for Police & Crime Plan

Agenda Item 5b
BIMM Wellbeing Brighton & Hove StopTopps, Safe Space

Appendix 3
Fair Sussex, Safer in Sussex
Survey
 Agenda Item 5b
Appendix 3
ADUR & WORTHING
D AT E S R A N NUMBER MAIN FINDINGS

Safer In Sussex 9 September – 31st October 227 Cohort statistics: 58% of respondents are retired and only 7 respondents were 18-34
2024
Concerns: 38% ranked ASB as their top issue, followed by shoplifting and assaults on retail workers (14%) and SOC (11%)

What would reassure you that crime is being tackled in Sussex? 52% said the most important action would be visible
police officers and PCSOs, followed by better police engagement (21%) and effective initiatives to tackle ASB (11%)
Page 184

Correspondence 1st January 2024 - 31st 83 The most common report type was road safety (14) followed by PSD complaints (8), ASB (7), reviews (6) and enquires (6).
December 2024

Community Feedback 1st January 2024 - 31st 35 Knife carrying amongst youths is a concern for both adults and CYP and fear how it is a cycle of individuals carrying knives
December 2024 because they feel they need to protect themselves against someone else with a knife. CYP in schools feel generally safe
and have lived in their respective areas for most of their lives. CYP in Adur and Worthing are more inclined to report a
crime than other areas but didn’t have a full understanding of reporting methods available.

All spoken to agreed that more funding for youth centres and groups would be beneficial to making CYP feel safer and also
dispersing groups congregating in areas like parks and other public spaces.

Independent November – December 2024 257 Support/not support for precept increase:
consultation including 24% - support increase of extra £1.75pm
precept survey 15% - support increase of extra £1.25pm
21% - support increase of extra £0.83pm
40% - don’t support increase in any form
 ARUN

D AT E S R A N NUMBER MAIN FINDINGS

Safer In Sussex 9 September – 31st October 339 Cohort statistics: 61% are retired and 30% are in full or part time employment
2024
Concerns: 40% ranked ASB as their top issue, followed by shoplifting and assaults on retail workers (11%) and dangerous
driving (10%)

What would reassure you that crime is being tackled in Sussex? 52% said the most important action would be visible
police officers and PCSOs, followed by better police engagement (22%) and effective initiatives to tackle ASB (10%)
Page 185

Correspondence 1st January 2024 - 31st 152 The most common report type was unauthorised encampments (22) followed by road safety (19), feedback (18), ASB (16)
December 2024 and reviews (13).

Community Feedback 1st January 2024 - 31st 19 Feedback highlighted high levels of ASB in Arun communities, with lack of police visibility and action on crime – this is of
December 2024 main concern in town centres such as Littlehampton. Shoplifting was highlighted as an ongoing issue and staff do not know
what to do when shoplifting occurs.

There is a perception that the police are not solving crimes due to lack of seeing/hearing about successes – this is paired
with lack of visibility in communities.

Amongst CYP, knife carrying, drugs and lack of police visibility causes feelings of being unsafe. Main issue areas are
Littlehampton town and Bognor seafront.

Independent November – December 2024 205 Support/not support for precept increase:
consultation including 30% - support increase of extra £1.75pm

Agenda Item 5b
precept survey 16% - support increase of extra £1.25pm
15% - support increase of extra £0.83pm

Appendix 3
40% - don’t support increase in any form
 Agenda Item 5b
Appendix 3
BRIGHTON & HOVE
D AT E S R A N NUMBER M A I N F I N D I N GS

Talk Sussex 9 September – 31st 407 Cohort statistics: nearly half of total 18-34 respondents live in Brighton and Hove. Brighton and Hove has the highest number of
October 2024 LGBTQ+ respondents (15%) and unlike other areas where most respondents are over 65, Brighton has a higher proportion of working
professionals (48%) compared to retired (43%)

Concerns: 31% ranked ASB as their top issue, followed by VAWG (21%) and county lines (12%)

What would reassure you that crime is being tackled in Sussex? 36% said the most important action would be visible police officers
Page 186

and PCSOs, followed by better police engagement (18%) and stronger focus on the safety of women and girls (17%)

Correspondence 154 The most common report type was reviews (23), feedback (20), road safety (17), ASB (15) and enquiries (12).

Community 1st January 2024 – 31st 75 Shoplifting across the city is an issue for both residents and shops. The Brighton BCRP is very much valued especially visible patrols and
Feedback December 2024 data sharing on individuals committing repeat offences. However, there is a reluctance from businesses (especially larger chains) to
report as it takes up time for their staff and they don’t believe the crime will get solved by the police.

Among CYP, there is a fear of walking/being alone in public spaces at night due to street drinkers, drugs, ASB and more serious crimes.
Females in particular explained that they felt unsafe at night, even on public transport. More streetlights, CCTV and safe spaces would
make CYP feel safer.

Independent November – 294 Support/not support for precept increase:

consultation December 2024 21% - support increase of extra £1.75pm
including precept 18% - support increase of extra £1.25pm
survey 20% - support increase of extra £0.83pm
42% - don’t support increase in any form
 CHICHESTER
D AT E S R A N NUMBER MAIN FINDINGS

Safer In Sussex 9 September – 31st October 181 Cohort statistics: 52% are retired and 40% are in full or part time employment. Chichester has the highest rate of
2024 respondents who have middle/senior managers as primary household earners (68%)

Concerns: 38% ranked ASB as their top issue, followed by dangerous driving (12%) and rural crime (9%)

What would reassure you that crime is being tackled in Sussex? 49% said the most important action would be visible
police officers and PCSOs, followed by better police engagement (20%) and stronger focus on the safety of women and
girls (8%)
Page 187

Correspondence 1st January 2024 - 31st 58 The most common report type was feedback (8) followed by enquiries (7) , road safety (6) and ASB (5).
December 2024

Community 1st January 2024 - 31st 10 Acknowledgment that actual crime is low, however public perception of crime and lack of action from the police is high
Engagement December 2024 and of concern. Better communications is key and retention of PCSOs and officers within their communities.

Rural areas feel that they aren’t getting adequate support from the police. They understand being overstretched in
capacity, however the rural communities say they are facing serious crimes that affect their livelihoods and safety. Road
safety was also a key issue across the district.

Groups also expressed a desire for there to be a better focus on awareness of services for those who are vulnerable in
communities. For example, it was requested that the police do larger campaigns supporting early dementia/Alzheimer's
interventions.

Agenda Item 5b
Independent November – December 2024 168 Support/not support for precept increase:
consultation including 24% - support increase of extra £1.75pm

Appendix 3
precept survey 20% - support increase of extra £1.25pm
16% - support increase of extra £0.83pm
40% - don’t support increase in any form
 Agenda Item 5b
Appendix 3
CRAWLEY
D AT E S R A N NUMBER MAIN FINDINGS

Safer In Sussex 9 September – 31st October 153 Cohort statistics: 53% are over 65 years
2024
Concerns: 32% ranked ASB as their top issue, followed by knife crime (17%) and dangerous driving (13%)

What would reassure you that crime is being tackled in Sussex? 50% said the most important action would be visible
police officers and PCSOs, followed by better police engagement (19%) and police disrupting organised crime gangs (9%)
Page 188

Correspondence 1st January 2024 - 31st 72 The most common report type was reviews (15) followed by road safety (12), feedback (9), ASB (6) and complaint (6).
December 2024

Community Feedback 1st January 2024 - 31st 20 Feedback highlighted that communities in Crawley would like more engagement from the PCC’s office and Sussex Police in
December 2024 general, however not asking our ‘regular’ sets of questions – communities would like us to understand the different
challenges each diverse community faces and to then work together for proactive solutions. Interfaith groups were keen to
have a louder voice in community safety and policing plans in the future due to the sorts of crimes they face.

More information on community safety initiatives, funding and good news was also requested by groups within Crawley.

Independent November – December 2024 175 Support/not support for precept increase:
consultation including 22% - support increase of extra £1.75pm
precept survey 17% - support increase of extra £1.25pm
11% - support increase of extra £0.83pm
50% - don’t support increase in any form
 EASTBOURNE
D AT E S R A N NUMBER MAIN FINDINGS

Safer In Sussex 9 September – 31st October 186 Cohort statistics: 66% are retired and 26% in full or part time employment. Eastbourne had the highest rate of
2024 respondents who declared a disability (31%)

Concerns: 36% ranked ASB as their top issue, followed by VAWG (12%) and dangerous driving (12%)
Page 189

What would reassure you that crime is being tackled in Sussex? 49% said the most important action would be visible
police officers and PCSOs, followed by better police engagement (16%) and effective initiatives to tackle ASB (11%)

Correspondence 1st January 2024 - 31st 78 The most common report type was feedback (15), followed by road safety (8), enquiries (6) and PSD complaints (6).
December 2024

Community Feedback 1st January 2024 - 31st 5 Main issues from the group raised were about reporting crime and the follow up from Sussex Police after that. Many
December 2024 mentioned experiences or stories about the police being called and never hearing about their case again which deters
residents and businesses from reporting in the first place. More good news needs to be shared by the police to increase
public confidence alongside known, named PCSOs and NPTs. All recognised that the precept will need to increase to
continue basic function of the police force and highlighted that they too were in the same boat.

Independent November – December 2024 214 Support/not support for precept increase:
consultation including 23% - support increase of extra £1.75pm

Agenda Item 5b
precept survey 14% - support increase of extra £1.25pm

Appendix 3
13% - support increase of extra £0.83pm
50% - don’t support increase in any form
 Agenda Item 5b
Appendix 3
HASTINGS

D AT E S R A N NUMBER MAIN FINDINGS

Safer In Sussex 9 September – 31st October 145 Cohort statistics: Hastings has the second highest rate of LGBTQ+ respondents (10%) and the highest rate of female
2024 respondents (53%)
Page 190

Concerns: 31% ranked ASB as their top issue, followed by knife crime (15%) and dangerous driving (15%)

What would reassure you that crime is being tackled in Sussex? 48% said the most important action would be visible
police officers and PCSOs, followed by better police engagement (17%) and effective initiatives to tackle ASB (11%)

Correspondence 1st January 2024 - 31st 68 The most common report type was road safety (8), feedback (7), reviews (7) and DBS (6).
December 2024

Community Feedback July – December 2024 Main concerns: anti-social behaviour and drug dealing and consumption and knife crime.. Request for wider police
engagement with BAME and LGBTQ+ communities. Call for more visible town centre policing and tougher enforcement on
ASB. Call for earlier engagement with young people

Independent November – December 2024 169 Support/not support for precept increase:
consultation including 18% - support increase of extra £1.75pm
precept survey 17% - support increase of extra £1.25pm
14% - support increase of extra £0.83pm
51% - don’t support increase in any form
 HORSHAM
D AT E S R A N NUMBER MAIN FINDINGS

Safer In Sussex 9 September – 31st October 336 Cohort statistics: respondents in Horsham have the highest rate of senior managers and CEOs as the primary earner in the
2024 household (34%) and lowest rate of manual skilled workers (7%)

Concerns: 34% ranked ASB as their top issue, followed by knife crime (14%) and dangerous driving (13%)

What would reassure you that crime is being tackled in Sussex? 50% said the most important action would be visible
police officers and PCSOs, followed by better police engagement (22%) and effective initiatives to tackle ASB (9%)
Page 191

Correspondence 1st January 2024 - 31st 74 The most common report type was road safety (20) followed by feedback (8) and reviews (6).
December 2024

Community Feedback 1st January 2024 - 31st 25 Residents of Horsham expressed that Horsham is perceived as a safe place to live which can attract criminals who think
December 2024 there is a lack of police presence. Feedback suggests that residents are in fact seeing a reduced presence of their local
policing teams, especially PCSOs. Groups also highlighted that when they are facing a crime (particularly the rural
community), that they are directed to 101 by their named PCSO instead of the officer taking details to investigate.

Shoplifting and Knives were a key issue for communities within the town centre of Horsham, with ASB being an issue
across the whole district. Residents are keen to hear more about what their police force is doing and to have better
contact and crimes solved by the Horsham policing team.

Independent November – December 2024 201 Support/not support for precept increase:
consultation including 33% - support increase of extra £1.75pm

Agenda Item 5b
precept survey 11% - support increase of extra £1.25pm

Appendix 3
14% - support increase of extra £0.83pm
41% - don’t support increase in any form
 Agenda Item 5b
Appendix 3
LEWES
D AT E S R A N NUMBER MAIN FINDINGS

Safer In Sussex 9 September – 31st October 124 Cohort statistics: 53% are 65+
2024 Concerns: 33% ranked ASB as their top issue, followed by SOC (16%) and dangerous driving (11%)

What would reassure you that crime is being tackled in Sussex? 48% said the most important action would be visible
police officers and PCSOs, followed by better police engagement (18%) and police disrupting organised crime gangs (12%)
Page 192

Correspondence 1st January 2024 - 31st 61 The most common report type was enquiries (11) followed by road safety (8), feedback (7) and DBS (6).
December 2024

Community Feedback 1st January 2024 - 31st 30 Cllrs within the Lewes District report a lack of communication from their Neighbourhood Policing Teams with the lack of
December 2024 visible/contactable PCSOs a key issue.

Youths are causing issues with ASB, vandalism and shoplifting. Reports of speeding and reckless driving and reports of
some crimes in rural areas and fears of potential rural crime..

Independent November – December 2024 150 Support/not support for precept increase:
consultation including 29% - support increase of extra £1.75pm
precept survey 19% - support increase of extra £1.25pm
10% - support increase of extra £0.83pm
42% - don’t support increase in any form
 MID SUSSEX
D AT E S R A N NUMBER MAIN FINDINGS

Safer In Sussex 9 September – 31st October 248 Cohort statistics: Mid-Sussex has the highest rate of households with children under 18 (16%) and the lowest rate of
2024 manual skilled workers (7%)

Concerns: 31% ranked ASB as their top issue, followed by dangerous driving (15%) and VAWG (12%)

What would reassure you that crime is being tackled in Sussex? 53% said the most important action would be visible
police officers and PCSOs, followed by better police engagement (15%) and effective initiatives to tackle ASB (9%)
Page 193

Correspondence 1st January 2024 - 31st 86 The most common report type was ASB (17), followed by road safety (11), feedback (8), enquiries (8) and reviews (8).
December 2024

Community Feedback 1st January 2024 - 31st 15 Lack of police presence and shoplifting were two key issues raised by cllrs and clerks in Mid Sussex. All groups highlighted
December 2024 that they aren’t seeing their local PCSOs but they understand that a lot of officers are currently in training and will be
deployed soon. Communities have received communication from their local Inspector and the CC explaining additional
police numbers and distribution within communities.

In relation to shoplifting, stores and their staff say they aren’t reporting despite various partners pushing them to sign up
to DISC. Groups also expressed a desire to hear more about the good work of Sussex Police as it would provide
reassurance that crime is being tackled to communities who are not seeing officers on their streets.

Independent November – December 2024 207 Support/not support for precept increase:
consultation including 28% - support increase of extra £1.75pm
precept survey 21% - support increase of extra £1.25pm
20% - support increase of extra £0.83pm

Agenda Item 5b
31% - don’t support increase in any form

Appendix 3
 Agenda Item 5b
Appendix 3
ROTHER
D AT E S R A N NUMBER MAIN FINDINGS

Safer In Sussex 9 September – 31st October 222 Cohort statistics: Rother has the highest rate of male respondents at 54%. The rate of 65+ is 62%
2024
Concerns: 27% ranked ASB as their top issue, followed by dangerous driving (24%) and county lines (11%)

What would reassure you that crime is being tackled in Sussex? 57% said the most important action would be visible
police officers and PCSOs, followed by better police engagement (18%) and effective initiatives to tackle ASB (9%)
Page 194

Correspondence 1st January 2024 - 31st 64 The most common report type was road safety (12), feedback (12), ASB (10) and enquiries (8).
December 2024

Community Feedback 1st January 2024 - 31st 20 Road issues and a diminishing Community Speed Watch was raised as a key issue by communities in Rother. They
December 2024 expressed that they don’t receive much police response around road issues unless it’s a tragic fatality – they would like
more support from the police and CSP for the Community Speed Watch.

Have some interaction with their local PCSOs but would like more – groups expressed that two-way conversations and
information sharing from the police provides communities with great reassurance that crime is being tackled. Information
sharing in particular is desired for good news stories of crimes being solved.

Other issues included ASB, shoplifting, fraud and issues with reporting. Some members expressed that when they have
reported they’ve received an underwhelming response from the police.

Independent November – December 2024 128 Support/not support for precept increase:
consultation including 25% - support increase of extra £1.75pm
precept survey 13% - support increase of extra £1.25pm
9% - support increase of extra £0.83pm
52% - don’t support increase in any form
 WEALDEN
D AT E S R A N NUMBER MAIN FINDINGS

Safer In Sussex 9 September – 31st October 456 Cohort statistics: Wealden has the highest rate of responses in Sussex. 62% are retired and 31% are in full or part time
2024 employment. Only 2 respondents were of an ethnic minority

Concerns: 32% ranked ASB as their top issue, followed by dangerous driving (20%) and knife crime (14%)

What would reassure you that crime is being tackled in Sussex? 54% said the most important action would be visible
police officers and PCSOs, followed by better police engagement (21%) and police disrupting organised crime gangs (8%)
Page 195

Correspondence 1st January 2024 - 31st 79 The most common report type was road safety (24), followed by feedback (9), enquiries (9), reviews (9) and DBS (8).
December 2024

Community Feedback 1st January 2024 - 31st 20 Parking and road issues were of main concern to groups in Wealden – there is an ongoing challenge of who this sits with
December 2024 (council vs police despite explanations of the need to embrace CPE) and there is frustration that it isn’t getting sorted.

Lack of visible PCSOs was an issue, especially when there have been reports of crimes in the area. Tougher punishments
for CYP was also raised as the group felt current schemes did nothing to deter youths from offending again.

Better police contact processes and sharing good news stories was requested.. Cllrs and clerks said Sussex Police need to
be shouting about improvements to 101/999 times so that residents feel encouraged to report more.

Independent November – December 2024 183 Support/not support for precept increase:
consultation including 32% - support increase of extra £1.75pm
precept survey 14% - support increase of extra £1.25pm

Agenda Item 5b
10% - support increase of extra £0.83pm
44% - don’t support increase in any form

Appendix 3
Agenda Item 5b
Appendix 3
Media Evaluation
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 Digital Media Evaluation
Benchmarks
LinkedIn Impressions Engagements Av Engagement Rate Facebook ER 1.60%
X ER 1.36%
Total 38,153 878 10% Linkedin ER
Website
3.85%
1-5%

X (Twitter) Impressions Engagements Av Engagement Rate

Page 197

Total 218,340 1,756 2.60%

Facebook Impressions Engagements Av Engagement Rate

Total 60,772 3,379 2.45%
Website Users Sessions Av Engagement Rate
Total 54,000 70,400 1.3%
Newsletter Subscribers Emails Sent Av Open Rate

Agenda Item 5b
9,194

Appendix 3
subscribers 13.3% increase 425,330 47.1%
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 Agenda Item 5b
Appendix 4
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 Agenda Item 6

To: The Sussex Police & Crime Panel.

From: The Sussex Police & Crime Commissioner.
Subject: Update on Sussex Police & Crime Plan 2024/28.
Date: 31 January 2025.
Recommendation: That the Sussex Police & Crime Panel note the report.

1.0 Introduction

1.1 This report provides an update on the progress made by the Sussex Police
& Crime Commissioner (PCC) to develop the Sussex Police & Crime Plan
2024/28 and the revisions that have been made to the three priority areas
and the supporting police and crime objectives included within.

2.0 Priority Areas

2.1 As was reported to the Sussex Police & Crime Panel on 27 September 2024,
the PCC has a statutory duty to set the police and crime objectives for their
police force area through a police & crime plan.

2.2 Following this meeting and the feedback received from Panel members, the
PCC has revised the three priority areas contained within the draft plan,
alongside the series of supporting police and crime objectives, as follows:

Sussex PCC – Priority Areas

Priority 1 – PROTECT: Priority 2 – CATCH: Priority 3 – DELIVER:
Prevent crime and support Investigate crime and bring Improve trust in policing
victims and witnesses. offenders to justice. and build public confidence.
Maintain high quality and Improve the standard and Make policing visible to
effective support services to effectiveness of investigations. improve public confidence and
safeguard victims and tackle anti-social behaviour.
witnesses in Sussex.
Tackle violence against women Optimise the positive Provide an effective and
and girls to make them feel outcomes and experience accessible police service for
safer in public spaces. delivered for victims of crime. all.
Support community safety Reduce homicide, serious Answer calls for service
partners to deliver activities violence and knife crime in promptly and attend these
which prevent and reduce Sussex. calls in a timely manner.
crime and divert young people
from offending.
Develop a partnership Deliver enforcement activity to Make the roads of Sussex
response to tackle and prevent target and disrupt serious safer and reduce the number
perpetrator behaviour through organised crime gangs and of people killed and seriously
offender programmes and high impact crimes. injured.
interventions, to reduce repeat
victimisation and reoffending.
Prevent and support Tackle business and retail Encourage greater reporting of
individuals and businesses crime to make our shops and traditionally under-reported
from becoming victims of fraud high streets safer places to crimes to Sussex Police.
and cyber-crime. work in and visit.

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 Agenda Item 6

2.3 The revisions made to the three priority areas and supporting police and
crime objectives contained within also means that Sussex Police will be able
to better align their own priorities to deliver the plan and ensure that an
efficient and effective police service is provided to the residents and
communities across Sussex, as follows:

Sussex Police – Priority Areas

PROTECT our communities. CATCH criminals. DELIVER an outstanding
service.

3.0 Public Consultation

3.1 As was highlighted in the previous report, the PCC has considered the views
of the local community and victims of crime during the process of
developing the new Sussex Police & Crime Plan.

3.2 The three priority areas [and supporting police and crime objectives
contained within] have been developed following extensive consultation
with members of the public in Sussex to ensure that the new plan reflects
accurately the policing, crime and community safety issues that are most
important to local residents and communities.

3.3 Additional feedback has also been sought from Sussex Police, Brighton &
Hove City Council, East Sussex County Council and West Sussex County
Council, alongside each of the 12 Community Safety Partnerships (CSPs)
throughout Sussex and members of the Sussex Police & Crime Panel.

4.0 Sussex Police & Crime Plan 2024/28

4.1 The PCC is still in the process of finalising the new Sussex Police & Crime
Plan 2024/28 which will articulate how each of the three priority areas and
supporting police and crime objectives contained within are set to be
delivered, monitored and measured.

4.2 A draft copy of the plan will be brought to the Sussex Police & Crime Panel
meeting on 14 March 2025 for members to formally review in accordance
with Chapter 4 – Section 28(3) of the Police Reform and Social
Responsibility Act 2011.

4.3 The new plan will be finalised and published as soon as is practicable after
that meeting and, in any case, before 31 March 2025.

Mark Streater
Chief Executive & Monitoring Officer
Office of the Sussex Police & Crime Commissioner

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 Agenda Item 7

Sussex Police and Crime Panel

31 January 2025

Procedure for the Informal Resolution of Non-Serious Complaints

Report by The Clerk to Sussex Police and Crime Panel

Focus for Scrutiny

The Panel is asked to consider and agree the proposed Informal Resolution
Procedure.

1. Background

1.1 Under the Police Reform and Social Responsibility Act 2011 and Elected Local
Policing Bodies (Complaints and Misconduct) Regulations 2011, Sussex Police
and Crime Panel is responsible for the “informal resolution” of non-serious
complaints against Sussex Police and Crime Commissioner. Non-serious
complaints are those which do not allege the commission of a criminal offence.

1.2 The Regulations are not prescriptive as to the method of resolution, or the
appropriate outcome, since the Act does not make provision for any sanction to
be imposed. Home Office guidance instead envisages that Informal Resolution
will potentially involve the Panel seeking an explanation from the PCC for their
conduct and, where appropriate, an apology.

1.3 Following the recent informal resolution of a non-serious complaint, it became

apparent that the adoption of a formal procedure would be helpful in securing
the resolution of any such complaints in future.

2. Consultation

2.1 The members of the Complaints Sub-Committee which met to consider a non-
serious complaint in spring 2024 were consulted on the draft Procedure, which
was thereby informed by the learning arising from this hearing (being the first
time informal resolution has been undertaken by the Sussex Panel).

2.2 The Office of Sussex Police and Crime Commissioner was consulted on the draft
Procedure.

3. Resource Implications and Value for Money

3.1 The cost of handling and resolving complaints is met from the funds provided
by the Home Office for the operation and administration of Sussex Police and
Crime Panel.

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Agenda Item 7

4. Risk Management Implications

4.1 It is important that residents can have confidence in the integrity of the system
for handling complaints against the Sussex Police and Crime Commissioner and
their Deputy (where one has been appointed).

5. Other Considerations – Equality – Crime Reduction – Human Rights

5.1 Not applicable

Tony Kershaw
Clerk to Sussex Police and Crime Panel

Contact:
Ninesh Edwards
(T) 0330 222 2542
(E) ninesh.edwards@westsussex.gov.uk

Appendices

Appendix 1 – Draft Informal Resolution Procedure

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Informal Resolution Complaints Procedure

1. The following procedure shall apply when the Clerk to the Panel receives a
non-serious complaint against the Sussex Police and Crime Commissioner
(PCC), which falls within the remit of the Sussex Police and Crime Panel
(PCP). A non-serious complaint is one which does not allege the commission
of a criminal offence.

2. Such complaints will be handled in accordance with the relevant parts of the
Elected Local Policing Bodies (Complaints and Misconduct) Regulations 2012
(the Regulations).

3. The Regulations provide that the complaint may be remitted at any time to
the Panel as a whole (whether at the request of an appointed sub-committee
or authorised person, the complainant or the person complained against, or
otherwise) if the Panel is of the opinion that this will lead to a more
satisfactory resolution.

4. The role of the Panel (or sub-committee, if so delegated) is to make an

assessment based on information provided by the complainant and the PCC
and reach a conclusion in the context of what is required or may reasonably
be expected of the PCC, in terms of their conduct. Potential outcomes include
that:

• The complaint is upheld.

• The complaint is dismissed.
• The complaint is upheld in part.

5. The Panel’s remit in complaints handling is limited to the personal conduct of

the PCC. Members are prohibited from carrying out an investigation, and no
aspect of this procedure shall be taken to constitute such.

6. At all stages of the process, from initial receipt and assessment through to
recording and conclusion, all communication with the PCC (or their officers),
the complainant or any other party, will make clear who it is intended for, the
purpose of that communication and any associated timescales.

7. It will be for the Clerk, in consultation with the chair of the PCP to determine
what, if any, publicity will be given to the arrangements for the handling of a
complaint and the papers relating to any hearing of a complaint. In all cases
however, the date of the hearing and the agenda will be published on the
Panel’s website, together a summary of the outcome once the process has
been completed. Information will also be provided within the Quarterly
Report of Complaints, considered by the Panel at each of its formal meetings.

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Any publicity of the complaint will have regard to any request by the
complainant for anonymity (see paragraph 16).

Interpretation and Notes:

8. Any reference to the PCC should also be taken to apply to their deputy,
where one has been appointed.

9. ‘Legal adviser’ means the officer responsible for providing legal advice to the
Sub-Committee. This will be the person appointed by the Clerk to the Police
and Crime Panel, being a suitably qualified officer, or someone appointed for
this purpose from outside the host authority.

10.The Clerk, under delegated powers, will have already considered the following
before deeming a complaint suitable for Informal Resolution:

a) That the complaint is a valid complaint and is complete and clearly

identifies the alleged conduct of the PCC. Further information will be
sought from the complainant for any incomplete or unclear complaints.

b) That the complaint is a complaint against the PCC for Sussex.

c) That it is a complaint for which the Sussex PCP is the relevant PCP.

d) That the complaint does not allege the commission of a criminal offence
by the PCC, in which case the complaint will be referred to the
Independent Office of Police Conduct (IOPC), as a potential serious
complaint.

e) That the matter is not already the subject of a complaint.

f) That the complainant has provided their name and address.

g) That it is not a complaint relating to Sussex Police, the Chief Constable, or

an employee of the Office of Sussex Police and Crime Commissioner, in
which case the complainant would be directed to the relevant person
responsible for such complaints.

h) That no more than 12 months has elapsed between the latest incident and
the making of the complaint, without good reason, per 15(3) of the
Regulations.

i) That the complaint is not vexatious, oppressive, or otherwise an abuse of

this procedure.

j) That the complaint is not repetitious.

Procedure:

11.The PCP will, in accordance with paragraph 28(3) of the Regulations, appoint
a Complaints Sub-Committee (the Sub-Committee) with delegated powers
and responsibility, on behalf of the Panel, to consider and secure the informal
resolution of a complaint. If need be the appointment of a Sub-Committee

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shall be completed without the need for the PCP to be convened as a formal
meeting.

12.The Sub-Committee shall have a quorum of three, and up to five members. It should
strive to be cross-party, and to include at least one independent member.

13.Once a non-serious complaint has been recorded as such, a notification will

be sent to the PCC and the complainant shall be advised. This will include a
copy of the complaint and the name of the complainant, except where a
request is made to treat a complaint, or part thereof anonymously (see 16
below). The PCC shall have ten working days to prepare a response to the
complaint which shall be sent back to the office of the Clerk. The Clerk may
agree to an extension of time for the preparation of a response by the PCC if
reasonably requested by the PCC.

14.The Clerk shall collate the papers relating to the complaint and the response
to the complaint and prepare a report with an assessment of the complaint
and the related material for consideration by the Sub-Committee. The papers
for the Sub-Committee shall be served electronically (where possible) upon
the PCC and complainant who will have five working days in which to make
any representations in relation to the papers. If any additional material is
submitted by the complainant this will be passed on for any additional
comment from the PCC.

15.The finalised papers for the Sub-Committee shall be dispatched a minimum of

five clear working days in advance of its meeting. It will be for the Sub-
Committee to decide whether to accept documents submitted after the
dispatch.

The Regulations allow for complaints made against the PCC to be handled
anonymously by the Panel. A complainant, when submitting a complaint, will
have the opportunity to request that their identity be treated with anonymity.
Requests for anonymity or requests for suppression of complaint details will
be considered by the Clerk to the Panel, who will determine whether keeping
anonymous the identity of the complainant would adversely affect the Sub-
Committee’s ability to determine the complaint. The Clerk will write to the
complainant to confirm whether a request for anonymity is granted. When a
request for anonymity cannot be granted, the complainant will be offered the
opportunity to amend or withdraw their complaint before any notification is
made to the PCC. Any decision taken to not provide a copy of a complaint to
the PCC or to provide anonymity to the complainant or any other person, will
be reported to the Sub-Committee.

The Hearing

16.The Sub-Committee may decide to have an informal pre-meeting, to discuss

the arrangements for the hearing.

17.The hearing will take place formally. It will usually include confidential
personal information and, in such cases, will not be expected to be open to
the public or press unless the Sub-Committee deems the resolution would be
thereby improved and it is considered to be in the public interest. The Sub-

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Committee will be invited to consider at each meeting any exclusion of the

press and public, in accordance with Part 1 of Schedule 12A of the Local
Government Act 1972.

18.The hearing will normally be held within 25 working days from the date of
notification to the PCC (see 13 above). The PCC will be required to attend,
but the complainant will not be expected to attend unless the Sub-Committee
considers that such attendance is required to ensure an effective hearing of
the complaint. Should the complainant be required to attend by the Sub-
Committee, and has been anonymised for the purpose of the complaint, the
Sub-Committee shall have regard to any practical measures it can adopt to
preserve the complainant’s anonymity.

19.If the PCC wishes to use the services of an advocate or representative, this
should be notified in advance. The role of a representative will be to advise
and, at the Sub-Committee’s discretion, to address the Sub-Committee.
However, the Sub-Committee’s questions will be put to and be answered by
the PCC.

20.If the PCC considers that witnesses should be called to give evidence to the
Sub-Committee, it will be the responsibility of the PCC to arrange that. Where
possible third-party evidence should be submitted via written signed and
dated statements supplied in advance and dispatched with the hearing
papers. It is for the Sub-Committee and Clerk to determine whether other
witness evidence is required to substantiate the complaint. The attendance of
witnesses shall be exceptional. Conflicts of facts shall be resolved by the Sub-
Committee by reference to written material or other available records.

21.The Sub-Committee will consider the report on the complaint produced by

the Clerk and shall also consider any comment or additional material
submitted by the PCC or the complainant and shall have regard to the PCC’s
Code of Conduct, to the General Principles of Public Life (the ‘Nolan’
principles) and to such other reference documents the Sub-Committee
considers to be relevant.

22.It will be for the panel to decide whether to accept documents submitted late in the
process.

23.The PCC may be accompanied by an officer or other representative at the

hearing but legal representation is not expected to be necessary.

24.The report to the Sub-Committee will set out the detail of the procedure to be
followed.

25.The members of the Sub-Committee may question the PCC or any witnesses
called to attend. If any new information is presented by the PCC which has
not been provided to the complainant the Sub-Committee may consider
whether the hearing should be adjourned to allow the complainant to
comment on such new information.

26.The Sub-Committee may take advice from its Clerk or its appointed legal
adviser at any time during the hearing or while it is considering what action

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to take. The substance of any legal advice given will be shared with the PCC
and any representative if they are present.

27.If the Sub-Committee finds that there is no substance or merit in the

complaint, or that no findings against the PCC are to be made, the matter will
conclude at that point. The Sub-Committee will give reasons for its
conclusion. There is no right of appeal against such a conclusion by the Sub-
Committee.

28.If the complaint is upheld in part or in whole, the Sub-Committee will make
relevant findings of facts with reasons and shall determine a resolution,
taking the form of any action that it asks the PCC or any other person to
take, or any other form of resolution of the complaint. Any proposals or
requests from the complainant will be taken into account in formulating the
resolution.

29.The Sub-Committee will announce its decision and recommendation at the

conclusion of the hearing and provide a short written decision on that day to
the complainant and the PCC. It will also issue to the parties a full written
decision shortly after the end of the hearing.

30.The complainant and the PCC will then be provided a draft statement of the
outcome for publication. Both parties will be allowed five working days to
make representations on this draft, which will then be published on the PCP’s
web site and in such other way as the Sub-Committee may decide.

31.The PCC may, within five working days of the conclusion of the hearing,
appeal any findings which uphold the complaint in whole or in part or any
aspect of the resolution. This shall be referred to a full meeting of the PCP.
The members of the Sub-Committee shall not take part in any appeal hearing
other than to provide any explanation for their findings and decision in so far
as these are not evident from the record of their decision or at the request of
the PCP. In addition, the Sub-Committee may choose to remit the matter to
the full PCP at any time (whether or not requested to do so) if this would lead
to a more satisfactory resolution. Where the full PCP meets to resolve the
matter there is no right of appeal against its decision.

Retention of Papers

29. All papers relating to the hearing of a non-serious complaint under this
procedure shall be retained by the Clerk until the end of a period of six years
from the date of the hearing.

30. Written summaries of the proceedings of the Sub-Committee will be available

for inspection if this would not be in breach of any duty of confidence or data
protection principles.

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 Agenda Item 8

Sussex Police and Crime Panel

31 January 2025

Proposed Amendments to the Panel’s Constitution

Report by The Clerk to Sussex Police and Crime Panel

Focus for Scrutiny

The Panel is asked to consider and agree proposed amendments to its

Constitution

1. Background

1.1 The Panel’s Constitution was initially adopted in November 2012, and has been
amended from time to time.

2. Amendments

2.1 The amended paragraphs have been highlighted in bold text. The proposed
changes are in response to a number of drivers, and are judged to be internal to
the Panel’s functioning

a) References to the “Chairman” and “Vice Chairman” replaced with gender

neutral “Chair” and “Vice Chair” (numerous places).

b) “His/her” replaced with gender neutral “their” (numerous places).

c) Where, since Panels were established, Home Office guidance has sought to
clarify/amplify the powers, duties and expectations of Panels (indicated in bold,
paras 5 and 6)

The Constitution has been strengthened to make clear the Panel’s role should
the Police and Crime Commissioner suspend a Chief Constable, or call for a
Chief Constable to resign.

d) Where, since the Sussex Panel was established, practice has evolved over time
(indicated in bold, paras 38, 59, 77 and 78),

Previously under the Constitution, an Independent Member appointed to the

Panel to replace another Independent Member part way through their term
would only be able to serve the remainder of the replaced member’s five-year
term. Para 38 has been amended to say that any independent member so
appointed can serve a full five-year term. This is to acknowledge the officer
resource required to run the necessary recruitment process, and to also make
the role more attractive for potential applicants.

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Agenda Item 8

The Constitution retains the provision for members of the public to submit
written questions within the remit of the PCC or the Panel in advance of formal
Panel meetings, with the responses available for discussion at the meeting, and
questions and responses published as soon as possible. Para 59 has been
expanded to make the process clearer.

Earlier this year, and for the first time since its inception, the Panel undertook
the “informal resolution” of a non-serious complaint. Para 77 now clarifies that
it is the Clerk who determines whether informal resolution is appropriate (and
not the sub-committee) as part of their delegated statutory “initial handling”
duties. Para 78 adds a reference to the new Informal Resolution Procedure
(presented for approval elsewhere on this agenda), also that it will be a sub-
committee that undertakes the informal resolution, and not a working group.

e) Other changes to the law applying to local govt meetings (indicated in bold,
para 69).

3. Consultation

Panel members were consulted on the proposed changes, and sought guidance
from their local authority’s democratic services officers on the proposals where
necessary.

Tony Kershaw
Clerk to Sussex Police and Crime Panel

Contact:
Ninesh Edwards
(T) 0330 222 2542
(E) ninesh.edwards@westsussex.gov.uk

Appendices

Appendix 1 – Proposed amended Sussex Police and Crime Panel Constitution

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Appendix 1

Sussex Police and Crime Panel – Constitutional Documents

The Panel is a joint Committee under section 101 and 102 of the Local Government
Act 1972. Each of the 15 borough, county, district, and unitary authorities across
Sussex shall appoint one member as its representative on the Panel and may
nominate a single named substitute member. The term of office will be determined
by a member’s own local authority and membership of the Panel ceases if that
member ceases to be a member of the appointing local authority. Two independent
persons will also be co-opted to the Panel. Their term of office shall be one year,
renewable up to five years by the Panel. After this time the positions will be re-
advertised. There is no maximum term of office for any member or co-opted
member of the Panel. The Panel shall have the ability to appoint substitute
Independent Co-opted Members. Any substitute Independent Co-opted Member will
be subject to the same terms of recruitment, appointment and membership as
applies for full Independent Co-opted Members.

The 15 local authorities making up the Sussex Police and Crime Panel and adopting
these constitutional arrangements are:

Adur District Council

Arun District Council
Brighton and Hove City Council
Chichester District Council
Crawley Borough Council
Eastbourne Borough Council
East Sussex County Council
Hastings Borough Council
Horsham District Council
Lewes District Council
Mid Sussex District Council
Rother District Council
Wealden District Council
West Sussex County Council
Worthing Borough Council

In the event that an authority fails to appoint a member by the required deadline,
appointment of a member of that authority shall fall to the Secretary of State for
the Home Department.

Terms of Reference

The Panel will hold the elected Police and Crime Commissioner to account and will
seek to work in a constructive manner with the post holder with a view to
supporting the effective exercise of his/her functions within Sussex.

1. To review and make reports or recommendations on the draft police and

crime plan, or draft variation, given to the Panel by the Police and Crime
Commissioner which the Commissioner must take into account, and to
publish the reports or recommendations.

2. To review, put questions to the Police and Crime Commissioner at a public

meeting, and make reports or recommendations (as necessary) on the

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Commissioner’s annual report, and to publish the reports or

recommendations.

3. To hold a public confirmation hearing and review, make reports and

recommendations in respect of proposed senior appointments (Chief
Executive, Chief Finance Officer and Deputy Police and Crime Commissioner)
made by the Police and Crime Commissioner and to publish the reports or
recommendations.

4. To hold a public confirmation meeting to review and make reports on the

proposed appointment of the Chief Constable including, if necessary, the use
of the power of veto by a two thirds majority of the current membership of
the Panel and to publish the reports.

5. Upon receiving written notification from the Commissioner that they

have suspended the Chief Constable, to review the suspension at a
meeting of the Panel and make recommendations.

6. Having received a written explanation from the PCC, and the written
views of His Majesty’s Chief Inspector of Constabulary on the PCC’s
call for the Chief Constable to resign or retire, to hold a private
meeting of the Panel at which the Chief Constable and Commissioner
may attend to make representations about the requirement to resign
or retire, and to make recommendations to the Commissioner as to
whether they should call for the retirement or resignation of the
Chief Constable.

7. To review and make reports and recommendations on the proposed precept

including, if necessary, the use of the power of veto by a two thirds majority
of the current membership of the Panel and to publish the reports or
recommendations.

8. To review or scrutinise decisions or proposals made, or other action taken, by

the Police and Crime Commissioner in connection with the discharge of the
Commissioner’s functions, which may be in the form of reports or
recommendations to the Commissioner which must be published.

9. To fulfil functions in relation to complaints about the Commissioner on

conduct matters, in accordance with the responsibilities accorded to the
panel by the Police Reform and Social Responsibility Act 2011.

10. To appoint an Acting Police and Crime Commissioner if necessary, where the
Commissioner is incapacitated, resigns or is disqualified or suspended.

11. To suspend the Police and Crime Commissioner if it appears to the Panel that
the Commissioner has been charged in the United Kingdom, the Channel
Islands or Isle of Man with an offence that carries a maximum term of
imprisonment exceeding two years.

12. To delegate, to the extent that it wishes to do so and so far as permitted by

law, areas of work to a sub-committee or working group.

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13. To require the Commissioner and their staff to attend meetings to give
evidence in accordance with statute when deemed necessary for the Panel to
discharge its functions.

14. Following a requirement made by the Panel for the Commissioner to attend a
meeting, it may request the attendance of the Chief Constable at that
meeting to answer questions which the Panel feels are necessary for the
discharge of its functions.

15. To require the Commissioner to respond in writing within a specific timescale

to any report or recommendation made by the Panel to the Commissioner.

16. To undertake any other such functions as are conferred upon the Panel by
the Police Reform and Social Responsibility Act 2011 and any subsequent
regulations made under the Act.

Panel Arrangements

Resources

17. All Home Office funding for the Panel will be received and administered by
the Host Authority.

18. Any authority wishing to take on or relinquish the role of Host Authority must
give at least six months’ notice to the Panel, to expire on either 1 April or 1
October in any given year.

19. The total costs of running the Panel shall be contained within the Home Office
funding although any local authority may provide additional funding or other
resources to support the work of the Panel.

20. An annual budget report shall be submitted to the Panel by the host
authority.

21. Constitutional and other specialist support will be provided by the host
authority, together with creation and maintenance of a website, issuing press
releases (with the agreement of the Chair), and administration of the payroll
for member allowances. Additional services can be commissioned as needed,
subject to funding being available. All constituent local authorities will be
encouraged to provide a link from their websites to the Panel website.

22. The host authority will be responsible for the payment of travelling expenses
of members, either the price of a second class public transport ticket
(receipts must be provided) or a car mileage rate at the level paid by the
host authority to its own members for travel expenses. Additional expenses
and allowances may be payable by a member’s own authority. The Proper
Officer of the host authority may, with the agreement of the Panel Chair,
authorise any Panel member to attend relevant conferences or training
courses and for this to be paid for at the subsistence rates available from the
host authority, within available funding.

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23. The host authority will provide an attendance list at each meeting or informal
meeting of the Panel or any sub-committees or working groups. All members
should sign the register when attending and this will be used to evidence
travel expense claims.

24. The host authority will organise at least one training session on an
annual/two yearly basis, to coincide with appointments to the Panel and will
provide advice and guidance to any new member appointed.

25. Meetings may be held in any part of Sussex, but will usually be held at 10.30
a.m. at County Hall, Lewes. Meetings will be webcast when funding allows.

26. The host authority will be responsible for ensuring that agendas, summons
and papers are sent out that comply with the requirements of the Local
Government Act 1972. The notice of meeting and summons will be signed by
the Proper Officer of the host authority.

27. The presumption is that all formal items will be considered in public except
for those that meet the Part II confidentiality criteria of Schedule 101A of the
Local Government Act 1972. Part I reports, agendas and minutes will be
published on the dedicated webpage provided by the host authority, to which
other authorities are invited to provide a link.

28. The press and public may be excluded from any part of a meeting when the
Panel passes a resolution to that effect, when it considers that exempt
information may be given or discussed and that it considers the public
interest in keeping the information out of the public domain greater than the
public interest in disclosing it. A Part I summary of any such discussions shall
be included in the minutes.

29. Members are under an obligation not to disclose any confidential or exempt
information that they obtain as a member of the Panel when it has been
made clear to them that the information is not in the public domain.

30. Reports to the Panel must make reference to statutory or legal provisions to
which the Panel must have regard.

Additional Local Authority Members

31. Subject to the agreement of the Home Secretary, Brighton and Hove City
Council – as a unitary authority – shall be granted one additional co-opted
local authority seat on the Panel to address geographical imbalance. The
nomination of a member for this seat by Brighton and Hove City Council
shall, so far as possible, support the Panel in meeting the balanced
appointment objective. This member will have a one-year period of office.

32. Subject to the agreement of the Home Secretary, an additional local

authority member may be appointed from each of the county councils on the
agreement of the Panel, to address any perceived imbalance in political
proportionality. This will be considered at the annual meeting. Such members
will have a one-year period of office.

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33. Constituent authorities will strive to maintain political proportionality of the

Panel as far as is practicable and will review the proportionality of all
members of the 15 authorities on an annual basis, taking account of local
authority elections across Sussex.

34. An additional appointed local authority member can be removed from office
through a majority vote of the Panel present, provided the member has been
given no less than four weeks’ notice of the proposal and has the opportunity
to make representations to the Panel.

35. If an additional appointed member ceases to be a member of the Panel, the

Panel will seek a replacement member from the same local authority for the
remainder of the term.

Independent Co-opted members

36. Two independent co-opted persons will be co-opted for a one year term,
which can be renewed by the Panel annually for up to five years before the
position must be re-advertised. They will have full voting rights. They may
not be members of the constituent authorities of the Panel. They will be
appointed through public advert and interviews conducted by members of the
Panel within arrangements agreed by the Panel.

37. An independent co-opted member can be removed from office through a

majority vote of the Panel present, provided the member has been given no
less than four weeks’ notice of a proposal to remove and provided the
member has an opportunity to make representations about the proposal.

38. If an independent co-opted member ceases to be a member through

removal, resignation or some other means, the Panel will seek a
replacement member through the process as described in paragraph
36 above.

Standards

39. Members, including independent co-opted members, will be bound by the

code of conduct of the host authority.

Urgent Action

40. If, in the view of the host authority’s Proper Officer, a decision within the
Panel’s remit is sufficiently urgent that it cannot wait for the next meeting of
the Panel and it is not in the public interest that the matter should be
delayed, then the host authority’s Proper Officer may decide the matter in
consultation with Chairman of the Panel. The action taken will be reported to
the next meeting of the Panel. This paragraph does not empower the Proper
Officer to take any decision on a matter which is reserved by law to the
Panel.

41. A register shall be maintained by the host authority of every decision taken
under paragraph 40 above.

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Rules of Procedure

Chairship

42. A Chair and a Vice-Chair will be elected annually, at the annual meeting, in
late June or early July. Nominations will be made at the meeting and voting
will take place by a show of hands. A secret ballot can be requested by three
members.

43. A Chair can be removed from office through a majority vote of no confidence
called by any member of the Panel.

44. Any vacancy occurring in the Chair or Vice-Chairship through removal or

resignation can be filled at any meeting of the Panel and will be effective until
the next annual meeting of the Panel.

45. In the absence of both Chair and Vice-Chair, a Chair for a single meeting will
be appointed by a simple majority of votes.

Decision-making

46. All decisions will be made by a simple majority of votes of members present
unless otherwise specified by statute, the Panel Arrangements or these Rules
of Procedure. The Chair of the meeting will have a second or casting vote in
the event of a tied vote. All other Panel members will have one vote. Voting
will be by a show of hands.

47. Any member can ask for the way in which they voted to be recorded in the
minutes.

48. A recorded vote shall be undertaken if requested by any member.

49. Any member can make a proposition or propose an amendment to a

proposed resolution if backed by a seconder. Votes will be taken unless
consensus is reached.

50. A meeting or debate can be adjourned at the request of the Chair, including
an adjournment of the meeting if the required quorum is not present.

51. The validity of a decision will not be affected by any vacancy in the Panel
membership, provided that the quorum has been met.

52. The Panel will not usually review any decision it has taken during the six
months following such decision

Committee Procedures

53. The quorum for the meetings of the Panel is 10 members.

54. At the Annual Meeting, the first item of business will be appointment of the
Independent Members. The second item of business will be appointment of
the Chair, and of the Vice-Chair, then consideration of proportionality and

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membership. The Panel will also scrutinise the Commissioner’s annual report
and its own annual report.

55. Items will then follow the pattern for ordinary meetings set out below.

56. At ordinary meetings of the Panel, the first item of business will usually be
declaration of interests.

57. The second item of business at ordinary meetings of the Panel will be the
approval of minutes, to be signed by the Chair. No discussion will take place
about the minutes other than on their accuracy.

58. An item for urgent matters will appear on each agenda. Urgent matters will
be taken at the discretion of the Chair when it appears that a matter is so
urgent that it cannot wait until the next meeting of the Panel.

59. Public and Panel Questions to the Commissioner will follow approval
of the minutes at each ordinary meeting of the Panel. Members of the
public wishing to ask a question of the Commissioner or the Panel
will need to submit their question no later than two weeks prior to
the date of the meeting. The Commissioner or Panel Chair (as
appropriate) will be invited to provide a written response by noon on
the day before the meeting. The response will be circulated to
attendees and the questioner via email and tabled at the meeting.
Members will be allowed to pose supplementary questions at the
meeting, based on the response. Questions and responses will be
published on the Panel’s website.

60. A special meeting of the Panel can be convened at the request of the Chair or
on the request of one third of the members of the Panel, providing that
proper notice can then be given. One use of this provision may be a
confirmation hearing for a proposed appointment by the Commissioner.

61. Panel business will be indicated on the agenda, but the order of business can
be varied at the Chair’s discretion.

62. The host authority will work with the Chair in advance of meetings to identify
items for the agenda and in setting the order of the business, including
issues of confidentiality.

63. Any member may give notice of an item to be included on the agenda
provided it is relevant to the business of the Panel, is agreed by the Chair
and is no less than eight working days in advance of the meeting.

Conduct of Meetings

64. On each item, the Chair will invite members to speak in turn.

65. Any member speaking will be silent at the request of the Chair.

66. Following a warning from the Chair to a member about disruptive behaviour,
the Chair may ask the Panel to agree that the member no longer be heard if
the behaviour continues.

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67. The Chair may order the removal of disruptive members of the public from a
meeting, or clear the public gallery to enable Panel business to continue.

68. All mobile phones and other communication devices must not disrupt Panel
meetings.

69. Subject to the provisions allowing the exclusion of the press and
public, the filming or recording of all formal meetings of the Panel
held in public is permitted.

Sub-Committees and Working Groups

70. The Panel is empowered to establish sub-committees to fulfil any of its

functions except those that by law may not be delegated. Sub-committees
may not co-opt members.

71. The Panel is empowered to establish time-limited informal working groups

that can undertake proactive work on the initiative of the Panel or at the
request of the Commissioner, with the agreement of the Panel. The working
groups will be flexible and informal, but must report back to a formal, public
meeting of the Panel. A working group may co-opt additional members, who
will be able to claim travel expenses within available resources.

72. Any sub-committee or working group established will have the discretion to
appoint its own chair.

Relationship with Commissioner

73. The Panel will hold the elected Police and Crime Commissioner to account
and will seek to work in a constructive manner with the post-holder.

74. The Commissioner will have a standing invitation to attend all meetings of
the Panel which may be withdrawn on any occasion at the discretion of the
Chair. The Commissioner’s staff may also be invited by the Chair to attend
appropriate meetings of the Panel, at the discretion of the Commissioner.
The Panel may, however, require the Commissioner to attend for specific
items.

75. The Commissioner may invite the Panel to undertake scrutiny of any issue
within his or her remit, but it will be for the Panel to decide whether it will
accept any such request.

76. The Panel may require certain reports from the Commissioner in accordance
with statute, but may also request other reports from the Commissioner that
it considers necessary in order to effectively undertake its business. The
Commissioner usually will be given at least three weeks’ notice, but a report
may be requested at shorter notice in cases of urgency.

77. In the event of the Panel receiving a complaint about the conduct of
the Commissioner, or of a conduct issue otherwise coming to the
attention of the Panel, the initial handling is delegated to the Clerk to
assess whether it is a valid complaint and the appropriate way of

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dealing with it. The Clerk shall also determine whether or not the
complaint falls within the remit of the Panel, and whether it is
deemed to be serious, under the Police Reform and Social
Responsibility Act 2011.

78. Where a complaint falls to be dealt with by the Panel, the Panel will
establish a sub-committee to undertake informal resolution of the
complaint. The sub-committee, having a quorum of 3, will have up to
5 members. The membership will strive to be cross-party and include
at least one independent member. An informal resolution procedure
will be published on the Panel’s website.

79. The Panel shall receive a schedule of complaints at each quarterly meeting.

Other relationships

80. The Panel will seek to avoid duplication of the work of Crime and Disorder
Scrutiny Committees in its constituent authorities. The role of the Panel is to
scrutinise the Commissioner and not the Responsible Authorities as defined
by the Crime and Disorder Act 1998, including Sussex Police and local
authorities.

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 Agenda Item 10

Quarterly Report of Complaints

31 January 2025

Report by The Clerk to Sussex Police and Crime Panel

Focus for Scrutiny

That the Panel considers any complaints against the Commissioner, and any
action that the Panel might take in respect of these.

1. Background

1.1 In accordance with the Elected Local Policing Bodies (Complaints and
Misconduct) Regulations 2011, Sussex Police & Crime Panel (PCP) is responsible
for the initial handling of complaints against the Sussex Police and Crime
Commissioner (PCC).

1.2 At its meeting of 26 November 2012, the Panel decided to delegate its initial
handling duties to the Clerk to Sussex Police and Crime Panel, and to consider a
report of the complaints received, quarterly.

1.3 Complaints deemed to be serious (those alleging criminal conduct) are referred
to the Independent Office for Police Conduct (IOPC). However, IOPC guidance
recommends that a Panel makes an initial assessment of the complaint
(before making a referral to the IOPC) to decide whether or not it meets the
definition of a “serious complaint”.

1.4 Regarding non-serious complaints, a sub-committee can meet to consider any

of these which in the Panel’s view require informal resolution.

2 Correspondence Received from 27 September 2024 to 15 January 2025

2.1 The Panel takes the view that all correspondence raising issues with policing in
Sussex should be recorded, whether or not the issues fall within the Panel’s
statutory remit.

2.2 During the subject period, one person contacted the Panel to raise matters
(either directly, referred via the IOPC, or referred by the Office of the Sussex
Police and Crime Commissioner (OSPCC)). The matter did not fall within the
Panel’s remit.

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3 Complaints

Correspondence Recorded, but not Considered by the Clerk to be a

Complaint within the Panel’s Remit:

3.1.1 One person contacted the Panel and raised matters outside the Panel’s remit,
namely a complaint against Sussex Police officers. The complainant was
signposted to the correct provision for submitting such complaints.

Correspondence Recorded, and Considered by the Clerk to be a Non-

Serious Complaint within the Panel’s Remit:

3.1.2 None received.

Serious Complaints (allegations of criminal conduct)

3.1.3 None received.

Updates from Matters Previously Reported.

3.1.4 None

4 Resource Implications and Value for Money

4.1 The cost of handling complaints is met from the funds provided by the Home
Office for the operation and administration of Sussex Police and Crime Panel.

5 Risk Management Implications

5.1 It is important that residents can have confidence in the integrity of the system
for handling complaints against the Sussex Police and Crime Commissioner and
their Deputy (where one has been appointed).

6 Other Considerations – Equality – Crime Reduction – Human Rights

6.1 Not applicable

Tony Kershaw
Clerk to Sussex Police and Crime Panel

Contact: Ninesh Edwards

Telephone: 0330 222 2542
Email: ninesh.edwards@westsussex.gov.uk

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