024/2013 – Front Counter Service Provision in Whitby – 12 March 2013

Executive Summary and Recommendation:

The force continually explore opportunities for shaping future service provision with partners. Scarborough Borough Council (SBC) approached NYP regarding the possibility of NYP surrendering our current Whitby Harbour Office which is adjoined to the Tourist Information Centre (TIC) in Whitby. This would be on the basis of discussions that have been held with SBC regarding the Whitby Local Police Station/Office (LPSO) with a view to NYP surrendering their lease from April/Easter 2013. The local Commander is content to surrender the lease and SBC would be willing to provide services on behalf of NYP from the TIC.

It is recommended that:

• The PCC approve the surrender of the lease and endorse the range of services (Appendix A) to be provided by SBC as part of this collaborative work.

Subject to the above, engagement and communication plans are agreed with SBC

Signature: 
Date: 12 March 2013
Title: Police and Crime Commissioner

Part 1 – Unrestricted facts and advice to the PCC

1. Introduction and background
   1. The force continually explore opportunities for shaping future service provision with partners. Scarborough Borough Council (SBC) approached NYP regarding the possibility of NYP surrendering our current Whitby Harbour Office which is adjoined to the Tourist Information Centre (TIC) in Whitby. This would be on the basis of discussions that have been held with SBC regarding the Whitby LPSO, with a view to NYP surrendering their lease from April/Easter 2013. The local Commander is content to surrender the lease and SBC would be willing to provide services on behalf of NYP from the TIC.
   2. The current arrangements for the LPSO were implemented as part of the previous Estates Strategy designed to provide access to services at different locations across the geography of North Yorkshire and the City of York. The continued dialogue between NYP and it’s partners considers existing arrangements and the opportunities for innovative solutions to delivering services with partners. Any such considerations require careful consideration of the collaborative benefits to ensure there are mutual benefits for the communities and both parties.

   Opportunity

   3. The opportunity to revisit the Whitby Harbour LPSO emerged from the approach made by SBC as outlined above. This has enabled NYP to consider maintaining the delivery of certain services to the local community from the same site via SBC whilst enhancing capacity at the Springhill site by reprioritising existing resources.

   Service Provision

   4. The current economic climate and associated financial challenges faced by all public sector bodies provide a requirement to consider any initiatives that may provide additional benefits to local communities for the same or lower price (i.e. More for the same/less). The services listed at Appendix A outline those services to the local community that would be provided at the Tourist information Centre site in addition to those that are already provided at the Springhill site.
   5. The current Whitby LPSO provides services to the public as follows: –
      • Winter (Oct-Mar) – Monday to Saturday – 1.00pm to 4.30pm
      • Sunday – 10.00am – 4.30pm
      • Summer (Apr-Sep) – Monday to Saturday – 1.00pm to 6.00pm
      • Sunday 9.30am – 6.00pm

      The services to be provided by SBC, as set out in Appendix A, will have the added benefit in terms of opening hours of the TIC. The opening hours that SBC operate from this site are longer than the current Whitby LPSO and are listed on the following page.

      Season Dates	Opening Hours
      Wed 9 Jan 2013 – Tue 30 Apr 2013	Mon – Sun 10:00 to 16:30
      Wed 1 May 2013 – Sun 30 Jun 2013	Mon – Sun 09:30 to 18:00
      Mon 1 Jul 2013 – Mon 30 Sep 2013	Mon – Sun 09:30 to 19:00
      Tue 1 Oct 2013 – Wed 30 Apr 2014	Mon – Sun 10:00 to 16:30

      Cost and savings

      In summary, if the recommendations to this report are approved, this will provide additional capacity and capability for services to be provided to the public and will align services more closely to demand. The financial running costs that will be saved from this arrangement are £6,100 per annum with the potential for a limited amount of one off costs in terms of the cost of changes required to inform and communicate with the public in terms of access to services. This represents greater value for money providing more services for a lower price to local communities.

Matters for consideration

The key matters for consideration are the approval of the surrender of the lease in return for services to be provided by SBC for a greater duration of opening hours thus increasing capacity of service provision to the public for the same cost.

Other options considered, if any

The other options considered were as follows: –

• Remain “as is” – A lower value proposition not providing as much service to the public with more limited public access to services.
• Surrender lease only – From a technical perspective SBC as the landlord would be entitled to enforce the surrender of the lease with six months written notice to the tenant after the first anniversary of the lease which was 1 April 2012. However it has been recognised by both parties that this is not a collaborative approach to service provision nor does it represent the best overall community value from the arrangements.
• Surrender lease and re-provide services elsewhere – A higher cost option that would incur set-up costs and additional running costs. This option would also not provide the benefits of collaborative and seamless services to the public.

Contribution to Police and Crime Plan outcomes

This will support the Police and Crime Commissioners plan outcomes by ensuring that we put “People First” in terms of service provision. The arrangements will be as a minimum more for the same thus contributing to the “More for less” theme and the arrangements will contribute to ensuring local services are fit for the future.

Consultations carried out

The local Commander is content to surrender the lease and SBC would be willing to provide services on behalf of NYP from the TIC. The SBC approach to a “one door” policy for members of the public to access public services is drawn from previous consultation activity that they have undertaken with the public. The staff have previously provided feedback on arrangements at the Whitby LPSO that has also been taken into consideration and is supportive of these arrangements.

Financial Implications/Value for money

A financial summary of these arrangements are set out below: –

Legal Implications

Force Solicitor and Director of Legal Services has not seen the full text of this report but is aware one element turns upon the surrender of a lease. Advice would be available at the meeting of the Executive Board when this decision notice is considered and will of course be available to Property and Facilities in giving effect to any decision.

Equality Implications

These proposals are set out on the basis that NYP previously operated with service provision from Spring hill site without the Whitby LPSO and this is accessible for the public with meeting facilities in the main reception that are accessible. The services that would be provided at the TIC also meet the same standards in terms of accessibility for local communities.