Independent Consultant reviewing the organisation and governance of Derbyshire Rape Crisis

Nottinghamshire Police Authority and Police Force were subject to a critical assessment following a Government driven Capability Review. There was potential for further Government intervention unless both the Authority and Force could demonstrate and implement a credible change programme alongside improvements in performance. Stephen was seconded to a 3-person Change Management Team at the request of the Her Majesty's Inspectorate of Constabulary's (HMIC) sponsored Chief Executive, Alan Given. Stephen's role required him to establish credible governance, finance, performance management, strategic assessment and strategic planning processes within both the Authority and Force. Specifically he was responsible for developing the Authority Recovery Plan and for ensuring a new direction in policing as expressed in a new Policing Plan for Nottinghamshire. This necessarily included a robust performance management and financial framework. The Change Management Team's ability to work with key stakeholders including HMIC, Home Office, National Policing Improvement Agency, local councils, Nottinghamshire Police Command Team and Authority members was crucial in delivering change. Both the Authority and the Force were assessed at the end of 6 months, by HMIC, to have improved to the extent that they were removed from the special scrutiny measures. Crime in Nottinghamshire was falling faster than any other area in the country. The new arrangements and subsequent falls in crime have been sustained to date.

As the Director of Strategy & Commissioning, Steve was required on behalf of the partners (Nottingham City Council, Nottinghamshire Police, Nottinghamshire Police Authority, NHS Nottingham City, Nottinghamshire Fire & Rescue Service and Nottinghamshire Probation) to conduct an annual city wide strategic assessment in relation crime and substance misuse and to develop strategic responses to deal with the key themes highlighted through the Partnership Plan. The issue of drug misuse and the subsequent treatment of those affected is a major factor in addressing crime and Stephen had specific responsibility for developing a comprehensive drug and alcohol treatment plan. Stephen was accountable for the Partnership’s budget (circa £12million) and the commissioning of services. He had responsibility for the holding commissioned organisations (statutory and non statutory) to account for their performance against their agreed contracts and targets. The CDP achieved the following:All Crime in Nottingham reduced by 50% from its high point in 2003The number of people in drug treatment increased by 50% since 2004 meeting all annual targets Met the 2009 reward target for reducing re-offending of Prolific and Priority Offenders Met 2009 reward target for increasing numbers of domestic violence incidents reported.Established an 80 strong Adult Offending Team comprising probation, police, doctors, nurses, drug workers and family workers addressing drug related offenders and particularly those who had become prolific or priority.

Nottinghamshire Police were subject to a critical assessment of their performance in April 2005 with a specific reference to the failure of partnership working in Nottingham. Stephen was tasked to urgently merge the failing Crime & Disorder Reduction Partnership (CDRP) with the Drug & Alcohol Action Team. Stephen developed the governance arrangements including the Terms of Reference for the new partnership which were agreed by all the the Partners within 6 weeks. He also established the partnership infrastructure including new premises and a team of over 30 staff. Stephen led the first comprehensive assessment of crime across Nottingham leading to the first strategic plan for the partnership which was critical in reversing the rising levels of crime in Nottingham City.

Stephen was asked by the Government Office East Midlands to develop and lead a recovery plan for Nottingham Drug & Alcohol Action Team which was seriously failing and subject to direct ministerial intervention. He worked with the Board to resolve serious differences between the health and criminal justice agencies establishing a new common purpose providing a refocused strategic framework to address drug and alcohol issues. In addition Stephen established robust financial control over the DAAT commissioning budget and created a performance management system that provided a sound foundation for the CDP. This led to the Government assessment of the DAAT improving to green with the Drug Intervention Programme achieving this within 6 months.

Doubled the number of drug users in treatment by re-commissiong drug services in Derby.Established the Derbyshire Drug Market Mapping Project (HM Treasury Invest to Save Project) which included the mapping and tackling of 10 major drug markets in Derbyshire using multi-agency teams to create sustainable change.Chair of the Southern Derbyshire Joint Commissioning Group, Chair of the Derby City Centre Violent Crime Task Group and Member of the Southern Derbyshire New Deal Strategy Group

Lead manager for the Southern Derbyshire Health Improvement Programme leading a core team of Health, Local Authority and Voluntary Sector Managers.Project Manager for a King’s Fund PACE Project (Promoting Action on Clinical Effectiveness) that developed and implemented clinical guidelines on the management of acute back pain in primary care.Led the Derby Criminal Justice Project targeting substance misusers at all stages of the criminal justice system from arrest to sentence. The Home Office evaluation was key in the establishment of the Drug Intervention Programme and the introduction of Drug Testing & Treatment Orders.Seconded to NHS Executive Trent “Planning for Partnership: The New Agenda” Development Team which considered practical implementation of the new Labour Government’s NHS agenda.Policy lead for Housing, European funding, Joint Planning arrangements, Dementia, Infertility Services, Health and Crime.