The Public Health and Community Safety Panel met on Thursday 23 April 2026 to discuss a range of important issues, including the police and crime update, the multi-agency strategy for violence against women and girls, and updates on Hertfordshire Fire and Rescue Service's Community Risk Management Plan and HMI CFRS inspection report. The panel noted the Hertfordshire's Violence Against Women and Girls strategy 2026-29, the contents of the CRMP delivery plan, and the HMI CFRS inspection report.

Police and Crime Update

Councillor Matt Fisher provided an update on the Police and Crime Panel's recent activities. The panel discussed a proposed £15 increase to the police precept for 2026-27, which would raise the annual charge for a Band D property to £280. This increase, the maximum allowed without a referendum, is intended to address ongoing pressures such as pay and inflation, and to contribute to a £292 million policing budget while requiring nearly £7 million in savings. Public consultation showed strong support for the increase, with residents prioritising visible neighbourhood policing, road safety enforcement, and tackling burglary and antisocial behaviour.

Key themes emerging from the panel's scrutiny included modernisation and efficiency, with a £1.04 million investment in Palantir and associated data systems to support decision-making with human oversight. The panel also focused on workforce and leadership, particularly strengthening middle management and operational resilience, and on public confidence and communication, aiming to bridge the gap between perceived and actual crime. The use of e-bikes for neighbourhood policing and the electrification of police vehicles were also discussed, with ongoing considerations regarding charging infrastructure and associated costs. Concerns were raised about the use of Palantir, with a desire for more UK-based alternatives.

Discussions also touched upon the expansion of middle management, with the rationale being to provide mentorship and operational resilience for a younger police force in Hertfordshire. The panel noted the importance of increased neighbourhood and foot patrols, and the need for police officers to spend more time on the streets rather than on administrative tasks. The potential for e-bikes to enhance visibility and community policing was acknowledged, alongside environmental and cost-saving benefits. The role of AI in policing, particularly in identifying patterns, was discussed, with an emphasis on ensuring human oversight in decision-making. The panel also noted the importance of cross-force collaboration, with an example given of AI identifying a pattern of domestic abuse across neighbouring forces.

Hertfordshire's Multi-Agency Strategy for Violence Against Women and Girls

Katie Fulton and Helen Gledhill presented Hertfordshire's first multi-agency strategy for Violence Against Women and Girls (VAWG), which aims to address domestic abuse, sexual abuse, stalking, female genital mutilation, forced marriage, and honour-based abuse. The strategy has been developed over a year with input from over 3,000 residents, specialists, and frontline professionals. It includes a dedicated equalities impact assessment to tailor support for all survivors. The strategy will launch publicly in May, complementing Hertfordshire Constabulary's own VAWG strategy.

Key aspects of the strategy include the development of delivery plans with performance indicators and annual evaluations. A new advocacy service for all victims of VAWG will launch on 1 May. The strategy aims to streamline processes and pathways for individuals experiencing multiple disadvantages, including VAWG. Discussions highlighted the importance of statistics in understanding the scale of the issue, with an estimated one in four women experiencing domestic abuse in their lifetime. The strategy will use public surveys as a benchmark for measuring progress.

The panel discussed the pursuit of perpetrators, with a national VAWG strategy focusing on this area and introducing new powers. Concerns were raised about the lengthy court processes for such cases, with a request for information on dropout rates for victims awaiting trial. The importance of consistent branding and messaging across different councils and partners was also raised, with a commitment to developing a suite of materials for consistent communication. Member involvement was discussed, with a focus on expanding the domestic abuse champions network and providing training for public-facing professionals. The need for a two-way feedback mechanism to gather anecdotal data from councillors was acknowledged.

The strategy also includes plans for a network of male role models in educational settings, supported by the White Ribbon Accreditation programme. The communications plan will focus on behaviour change and myth-busting, with a new advocacy service acting as a gateway to support for holistic needs, including economic advice, legal advice, housing advice, and therapeutic support. The new advocacy service will support all victims, regardless of gender, with targeted communications for male and LGBTQ+ victims, and those in the traveller community. The importance of safe accommodation was also highlighted, with a commitment to working with the Estates Department to release suitable housing.

The panel noted the Hertfordshire's Violence Against Women and Girls strategy 2026-29.

Hertfordshire Fire and Rescue CRMP Delivery Plan Update

Mark Barber, Deputy Chief Fire Officer, and David Daw, Head of Service Improvement, presented an update on Hertfordshire Fire and Rescue Service's performance against the 2025-26 Community Risk Management Plan (CRMP) and outlined priorities for 2026-27. The report indicated strong delivery across the year, with significant improvements in operational equipment, digital systems, workforce development, and governance. Key achievements included investment in frontline operational capability, such as new fire appliances and breathing apparatus, and progress in people and culture initiatives, including a Staff Shadow Board and mental health and well-being programmes.

Looking ahead to 2026-27, the delivery plan focuses on responding to inspectorate actions, prevention improvement, organisational learning, and enhanced performance insight. Continued investment in people, digital systems, and capital infrastructure is planned. However, areas of concern were identified, particularly regarding station refurbishments and estate compliance, due to funding constraints and Equality Act considerations. Significant capital investment has been guaranteed for the next two financial years to address these issues. The panel was asked to note the report, which indicated a positive improvement trajectory for the service.

Discussions focused on the delays in station refurbishments and the Longfield training facilities development, with assurances that capital funding has been secured to begin works on station refurbishments. The Hertford fire station upgrade was discussed, with feasibility studies underway for demolition and rebuilding, with an expected completion date of late 2029. The impact of Local Government Reform (LGR) on these plans was considered, with a five-year strategy developed to maintain momentum. The role of the Staff Shadow Board in providing workforce representation and input on decisions was also clarified.

Concerns were raised about resilience and planning for major situations, with reassurance provided that the service maintains its own stores and stock, and adheres to national emergency service protocols. The availability of staff, both full-time and on-call, was discussed, with efforts to attract and retain on-call firefighters through targeted recruitment campaigns. The implementation of new requirements for high-rise and mid-rise buildings regarding fire safety and evacuation was also detailed, with annual inspections ensuring compliance. The panel noted the contents of the CRMP delivery plan.

HMI CFRS Inspection Report and Action Plan

Mark Barber and David Daw provided an update on Hertfordshire Fire and Rescue Service's progress in responding to the His Majesty's Inspectorate of Constabularies and Fire and Rescue Services (HMI CFRS) report, published in February 2025, which included an accelerated cause of concern. The service has made demonstrable progress against its action plan, with enhanced scrutiny through a strategic oversight group. A rigorous three lines of assurance approach has been introduced to ensure improvements are evaluated, embedded, systemic, and sustainable.

The inspection identified 19 recommendations for improvement, with multiple actions in place for each. The service is confident that the majority of actions will be substantially implemented before the next anticipated inspection in autumn. Progress has been made in strengthening prevention arrangements, improvements in protection, operational improvements, and workforce planning. Estates and inclusive facilities remain the most challenging area due to capital funding requirements, although an improvement plan is in place with secured funding.

The panel was informed that significant progress has been made on the accelerated cause of concern, with one recommendation closed following a revisit and all five recommendations now internally closed, awaiting external confirmation. A second revisit acknowledged further progress and the professionalism of staff. Key areas of progress include strengthening prevention, protection, operational improvements, and workforce planning. The panel was asked to note the report and the assurance it provides.

Discussions clarified the HMI's findings on staff productivity, explaining that it relates to how firefighters' time is spent minute-by-minute, ensuring effective operational training, prevention activity, and community engagement. The service has implemented more robust policies and procedures, including risk-based inspections and home fire safety visits. The inspectorate's comments on service culture and understanding of values were explained as relating to the core code of ethics, alignment with Hertfordshire County Council's values, and the positive bond between senior management and the workforce. The panel noted the contents of the report.