HUMBERSIDE POLICE FORCE MANAGEMENT STATEMENT SUMMARY - AUGUST
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
HUMBERSIDE POLICE
FORCE MANAGEMENT
STATEMENT SUMMARY
AUGUST 2019
FOREWORD FORCE MANAGEMENT STATEMENT SUMMARY FOREWORD FORCE MANAGEMENT STATEMENT SUMMARY
FOREWORD
With a focus on workforce planning, and effective Whilst emerging local, regional and national policing
short and medium term financial management, the challenges, along with the uncertainties surrounding
force has also been able to embark on the largest future funding, will continue to present challenges, I am
recruitment drive in its history. 492 new police confident that with a capable, proud and optimistic
FROM THE CHIEF CONSTABLE officers haven joined the force in less than two years
and these officers are now trained and providing a
significantly enhanced service to our communities.As
workforce that is displaying increased pride and
commitment, we will continue to improve the
confidence and trust of our communities in Humberside.
the nature of crime and the use of technology
continues to evolve, we have also invested in the use
When I took over as Chief Constable in 2017, I set This year, Humberside Police have achieved a of mobile devices and Body Worn Video for our staff.
out an ambitious plan to quickly improve the “GOOD” grading in the 2019 PEEL inspection. This These continue to assist our officers and PCSOs to
force and the quality of service provided to our is coupled with consistent feedback from local remain in their communities for longer and
local communities. communities, partners and other stakeholders undoubtedly provide current and future opportunities Lee Freeman
that they have started to feel these improvements as we continue to invest in our core systems to Chief Constable,
in the attitude of our staff and the services we provide digital options as to how the public can Humberside Police
are providing. engage with us. We have also invested in mobile
kiosks to enable staff to quickly triage mobile
However, I wish to make it clear that there is telephones and computers for evidence and this has
absolutely no complacency within the force and we significantly reduced the waiting times for the
The key enablers to achieve this were recognise that there remains much more that we forensic investigation for all offences.
identified as: can do.
With a view to the future, we continue to work with
• Re-connecting with our staff, I remain committed to ensuring that we continue to academia, partners and businesses to share data,
communities and partners develop a culture of continuous improvement and introduce new technologies such as artificial
provide our communities with a consistent track intelligence and improve our ways of working for the
• Providing leadership that is record of “GOOD” inspection gradings. benefit of our communities. We have also
engaged and trusted by our staff
successfully secured £1m of government funding to
• Ensure that our people feel valued To achieve this, we are constantly looking at our develop innovative solutions with our local partners
and genuinely supported to deal systems, processes and feedback from our communities in North East Lincolnshire in how we tackle child
with the pressures of their roles and victims, and to this end, we have commenced a criminal exploitation.
forcewide public consultation programme called
• Ensure that change will be
Humber Talking. This sees us visiting and speaking to
managed differently – described as
every household in our force area to identify what
bottom up in approach
their needs are and how our communities feel we are
• Provide clarity of purpose for the performing. This approach is at the heart of our local
force that is underpinned by an policing offer to all our local communities – being
agreed set of values and behaviours able to influence the local policing priorities that
their teams focus on and recognising that one size
does not fit all in relation to the socio, economic and
diverse nature of our region.
We have also been carefully listening to what our
staff say they need to perform to the standards that
we have been setting. Our shift pattern changes have
The vision and objectives, as developed with our staff already achieved a more accurate alignment to
and set out in our Plan on a Page, are now well demand, as well as offering a better work life balance
embedded and have been further supported by for our staff.
sergeant, inspector and police staff supervisor
leadership pledge days which I personally led. As part of our force wellbeing programme, we
have also introduced more effective support to
The significant improvements in both performance, those injured or traumatised by abnormal events
morale and public trust and confidence that and via a comprehensive wellbeing plan and local
the force have achieved over the last two years have wellbeing boards, I have personally invited our staff
been hard earned. They have been underpinned to hold us to account for providing them with the
by a sustained focus on supporting our staff to support they need. This delivery includes healthy
consistently identify, assess and manage eating options and the re-introduction of gyms,
vulnerability, improve the standards and quality with results from the annual Police Federation
of their investigations and provide more positive wellbeing survey highlighting Humberside Police as
criminal justice outcomes for victims. the most improved force for officer morale along
with significant and sustained improvements in our
sickness absence rates.
2 3
FOREWORD FORCE MANAGEMENT STATEMENT SUMMARY
FOREWORD
FROM THE POLICE AND CRIME
COMMISSIONER
I am pleased to receive this second Force as one of the best, if not the best, in the country,
Management Statement (FMS), which I will be and neighbourhood policing is now back at
using to help assess progress toward my Police and the core of policing delivery and morale is
Crime Plan outcomes. It continues to provide vital improving hugely.
context about Humberside Police, its demands in
the coming years and how it will cope with them, I’m proud of the journey the force has undertaken
how it will reduce the gap between those so far to improve its performance so substantially in
demands and future capability, and how it will use such a short period of time, but I will never be
the money provided by Government and, satisfied it is as good as it can be and my ambition
increasingly, local people. for this area remains high. This FMS outlines what
the force intends to focus on in the coming years to
In last year’s FMS I stated that the force were ensure it meets the demands and complex
grasping the challenge to improve and were clearly challenges of modern policing. On behalf of the
on a journey. At that time, I was witnessing a new communities in this area that deserve the best, I will
and growing confidence and belief within the force work with the Chief Constable to ensure the
and in those that interacted with it. I said that it improvements made are sustainable and that we
was important for the force to build a momentum move forward together towards excellence.
of improvement that was sustainable.
What I have witnessed in the last 12 months is a Keith Hunter
huge amount of effort by staff and officers into Police & Crime Commissioner,
transforming the performance of the force. The Humberside Police
recent HMICFRS inspection (May 2019) highlighted
a landmark accomplishment, with the force
receiving a grading of “GOOD” in every area and
sub-area in which they were inspected.
This turnaround over a relatively short time frame
highlights the leadership shown by the Chief
Constable Lee Freeman and his team.
This FMS therefore provides a turning point for the
force and I believe it is worth reflecting where they
were three years ago when I was elected.
Community policing decimated, a failing 101
system, the lowest staff morale in the country and
communities feeling abandoned by a shrinking
force failing to utilise its resources efficiently or
effectively. A lot of tough decisions were needed
and have been taken.
The force now has a completely new leadership
team and over 400 more officers. They have bucked
the national trend by getting officers back into
unused police stations and not one existing
operational base has closed since 2016 without
being replaced. The 101 service is now recognised
4
FINANCIAL SUMMARY FORCE MANAGEMENT STATEMENT SUMMARY HUMAN RESOURCES FORCE MANAGEMENT STATEMENT SUMMARY
FINANCIAL SUMMARY HUMAN RESOURCES
Our financial planning has two key elements – a We have a capital investment programme of £70m Our people need to be competent, confident and confidently report, record and own the direct
Medium Term Resourcing Strategy and a savings plan. for the next six years and includes our new custody committed in order to deliver a policing service that linkages to business demand, financial management
suite and station in Grimsby, and a new building at achieves our vision and operates in line with our and future planning with senior leaders across the
The Medium Term Resourcing Strategy is formulated Melton to accommodate our Force Control Room values to sustain performance and prepare us for the force. This contributes to a positive culture in which
by the Chief Constable and the Police and Crime with better technology and space for our Specialist challenges ahead. people are engaged, developed and supported to
Commissioner and is reviewed regularly to ensure any Crime teams. Both of which should deliver better deliver better services to the public. This workforce
significant changes to income from grants or services and efficiencies. We continue to build our Human Resource (HR) is integral to the delivery of data and intelligence in turn drives the development
significant spending is taken into account. It provides relationships with Humberside Fire and Rescue and policing in Humberside and has a clearer of the workforce plan and HR functional activity.
chief officers with a clear understanding of our have a joint venture company for fleet maintenance understanding of force priorities. Our five year
projected income and expenditure so that they can and a joint service for estates management. Strategic Workforce Plan covers all aspects of HR and The HR function works closely with senior managers
make financial decisions about investments in people, our key priorities are taken from the national to ensure the force has strategic oversight of all
buildings, technology and equipment. Some of the Our savings plan has been revised and identifies a workforce transformation plan to deliver the Policing workforce issues so that demand and capacity can be
recent funding allocation include an accelerated realistic and deliverable programme to deliver £15m Vision 2025. It is supported with data and aligned to predict and plan HR activity more
recruitment of police officers, investments in of savings over the next five years. This takes into intelligence which provides clarity around our effectively. It is co-located at headquarters to provide
CONNECT, mobile devices, mobile kiosks to enable account our predictions of precept and pay awards. resourcing position, skills and capabilities and our access and strategic links to finance to ensure
speedy assessment of mobile telephone and future pipeline. This information allows us to planning and vacancy management is optimised.
computer evidence, and Body Worn Video for front
line staff. We are also investing £400k in training our
staff to deliver even better services to the public.
We are pleased to have been
given a £1m grant this year
to enable us to innovatively
investigate and support child
exploitation alongside
statutory and other partner
agencies.
6 7
CORPORATE DEVELOPMENT FORCE MANAGEMENT STATEMENT SUMMARY CORPORATE COMMUNICATIONS FORCE MANAGEMENT STATEMENT SUMMARY
CORPORATE DEVELOPMENT CORPORATE
Our Corporate Development Department drives the
organisational development of the force, focussing
In line with our ethos of continuous improvement,
over the last 12 months, the department has been
COMMUNICATIONS
on the role that the key functions of organisational going through a period of formal transition to ensure
change and continuous improvement; demand it becomes fit for purpose to provide the necessary
Through the development of the force-wide and respond to the needs of the organisation at both
management; performance management and support to the journey of continuous improvement.
communications and engagement strategy and by a daily operational level, as well as longer term level.
information compliance. A key element of this transition has been a refocus on
working with all commanders and heads of In 2018 we launched Humber Talking. This is a force
the department to improve the effectiveness and
departments we have distilled four key priority wide initiative to actively listen to the people in our
The focus of the departments own review has been efficiency of key processes and systems such as the
messages from our Plan on a Page to form our key communities in order to influence our priorities so that
on improving the capacity and capability of our Corporate Efficiency and Continuous Improvement
communications programmes. These programmes we can help to create safer and stronger communities.
current assets to ensure the department can provide Programme. Another strand is supporting the
are long-term, multi-channel and are delivered
the quality and breadth of professional services alignment of resources to demand with work such as
across the whole force. They are focussed on the Officers and PCSOs are knocking on every door in the
required to meet the needs and demands of the the Response Profiler, Wards Based Needs Analysis,
messages we most want the public to feel, think, force area to ask residents what is good about where
force and this is due for implementation over the and Operation Insight, as well as improving our
know and say about Humberside Police in order to they live and what issues they would like to be
coming months and years. monitoring of performance through a Corporate
help us achieve our operational outcomes and build addressed. This information is used by neighbourhood
Assessment Framework.
public trust and confidence. teams to influence their priorities. It is also shared
with partners for holistic problem solving, and
Recognising that colleagues across the organisation corporately for demand and business planning. Our
need to share other information with each other, we communications plan has focussed on supporting
facilitate easy to use, self-service communications awareness of the survey as well as feeding back to the
channels such as HumberNET and Weekly News. We public what we’ve done as a result of the feedback.
also provide support to those needing to
communicate more widely across the organisation, When asked to score the force out of five against the
through the provision of template communications statement ‘I feel confident that Humberside Police
plans and expert advice. would be there if I needed them’ 62% scored four or
five. This provides us with a useful and statistically
As well as these overarching long-term plans, our day valid starting point for measuring public trust and
to day priorities are also influenced through a range confidence and will underpin the communications
of meetings. This helps the department understand and engagement strategy.
8
6 9
FINANCE & BUSINESS SUPPORT SERVICES FORCE MANAGEMENT STATEMENT SUMMARY PROFESSIONAL STANDARDS DEPARTMENT FORCE MANAGEMENT STATEMENT SUMMARY
FINANCE & BUSINESS PROFESSIONAL STANDARDS
SUPPORT SERVICES DEPARTMENT
Finance and Business Support (F&BS) delivers Business Since the last FMS report our four separate business Our role is to prevent staff from breaching the reducing the time taken to conduct investigations. In
Services, Financial Services, and Management Accounting. centres and the finance unit were amalgamated. This Standards of Professional Behaviour through advance of the new legislation for the management
We aim to provide efficient and effective finance was following the recommendations of a review education, reduce the number of complaints and of public complaints and misconduct, we have
systems to support operational policing. We support undertaken using Ernst & Young’s Strategic allegations from the public, proportionately embraced the spirit and ethos of the legislation by
management of change to ensure the budget, and Partnering Review methodology including priority investigate complaints and allegations of misconduct, moving to a more learning based service.
medium term resource plan, responds to changing based budgeting. The recommendations of the assess and identify the corruption threats facing the
demands in policing, which encourages best practice review resulted in finance and business support force, and maintain a fully vetted workforce We have recently increased our establishment of
in financial management. We also aim to do this with being divided into three teams. These teams have officers in the Anti-Corruption Unit and invested in
lowest cost quartile of all forces. also moved to our headquarters which helps This year the Joint Ethics Panel and Business Integrity technology to enable us to more effectively and
strategic working with key areas of business such as Panel became embedded as part of the force’s proactively monitor the behaviour of our workforce.
HR and Corporate Development and access to legitimacy work. We also have key messages around We also conduct random drug tests, integrity testing
chief officers. culture, values and behaviours by embedding a and encourage officers and staff to report concerns
preventative approach to professional standards. We about colleagues.
continue to do this and to support a learning culture
with the greater use of Unsatisfactory Performance The Vetting Unit continues to be extremely busy and
Procedures (UPP), rather than misconduct in productive. The recruitment of student officers
appropriate cases. continues at a significant pace which has increased
the demand on this function. The unit is still one of
In the last year we have targeted our activity to the best performing in the country and the force is
reduce the time taken to record and manage public fully vetted to national standards.
complaints. In addition there was improved oversight
of misconduct investigations with a focus on
10
6 11
LEGAL SERVICES FORCE MANAGEMENT STATEMENT SUMMARY INFORMATION SERVICES FORCE MANAGEMENT STATEMENT SUMMARY
LEGAL SERVICES INFORMATION SERVICES
Humberside and South Yorkshire Police have a case management system, IKEN, continues to be Information Services (IS) provide Information and We are working on a new structure aligned to the
collaborative Legal Service with staff located in both deployed allowing the team to monitor workloads, Communications Technology (ICT) services jointly to new strategy; this will address the recent
forces. We collectively cater for the full range of legal demand and output and allowing staff to work Humberside Police and South Yorkshire Police. We introduction of some significant systems to support
services to be provided to the Chief Officer Group and flexibly and efficiently. Agreement has also been strive to use and manage our resources effectively criminal justice, public contact management,
all police officer and staff as well as The Office of the reached with West Yorkshire Legal Services to and develop our capability within our discipline, ongoing developments for mobile systems and
Police and Crime Commissioner (OPCC). The variety recruit a collaborative commercial lawyer into their which can be challenging in respect of staff retention continue our journey to the cloud for systems such as
of expertise allows specialist advice to be given Commercial Hub who will provide legal advice to and capacity to meet our demand. our Enterprise Resource Planning (ERP) platform.
regardless of where the officer or member of the all three forces, thereby increasing our capacity
legal team is based or where the client instruction is and capability. Having completed the previous five-year strategy, we To cater for the increased level of activity and
received from. are transitioning to a new four-year strategy designed complexity we have introduced a major incident
We are acutely aware of the need to provide an to maximise the investment made in our new core resolution process and significantly fine-tuned our
The team is working towards accreditation for the efficient and effective service. With strong active systems. A key element to this is the ability for true approach to change; both of which are improving
Law Society’s gold standard for excellence in legal management of all our fees and claims settlements agile working to provide an enhanced service to the confidence in our ability to manage the
practice management and client care in 2019. This we have saved a significant amount of money. public and to maximise the value from the large infrastructure. There is presently a review of IS to
will enhance a flexible and supportive framework, volumes of data we collect in order to provide real ensure the best structure, culture and focus is in
effectively manages risk and enhance client care. This Humberside demand during 2018 has increased by time reporting and predictive analytics using place to deliver the ambitious improvements the
directly links to our Plan on a Page. 33%. This extra work puts pressure on the staff artificial intelligence. We have increased our focus on force wants to undertake.
however this is being monitored and managed with improving the customer experience by better
Since the last FMS, new staff have been appointed to plans to use external providers in times of peak consultation, engagement and the use of technology
fulfil vacancies including legal officers, an demand. Internal efficiencies and management will to provide self-service or automation for tasks that
employment lawyer and a practice manager. The mitigate some of this risk. currently require customers to wait for assistance.
INFORMATION COMPLIANCE
Information Compliance service is provided in force.
It is anticipated that the overall demand in requests
for information under both Data Protection and
Freedom of Information will continue to increase.
Whether the rate of increase will continue at the
same rate is difficult to predict though we anticipate
the increase is indicative of a ‘spike’ immediately
after the introduction of GDPR and will be
manageable. A significant pressure for preparation of
evidential Body Worn Video footage will reduce
significantly once the technical solution DEMS 360 is
fully introduced in 2019.
The Disclosure Barring Service have forecast we will
receive an increase in cases by 5,000 over 2019/20.
DBS have indicated that central funding will be
provided to increase staff once the forecast is verified.
12
6 13
ESTATES FORCE MANAGEMENT STATEMENT SUMMARY VEHICLE FLEET FORCE MANAGEMENT STATEMENT SUMMARY
ESTATES VEHICLE FLEET
Estates services are managed and delivered through A Joint Estates Strategy and Asset Management Plan Fleet services continue to be delivered by our joint Performance of the ESFM fleet support services
a Joint Estates Service (JES) with Humberside Fire & is under consultation for adoption by April 2020. The venture company; Emergency Services Fleet remains good with vehicle availability being
Rescue Service (HFRS), as part of our collaboration Joint Estates Service is delivering a comprehensive Management Limited (ESFM), which we operate with maintained above target. Fleet services are being
agenda. The JES is responsible for strategic estate range of services across 62 Police and 34 Humberside Humberside Fire & Rescue Service. Our aim is to delivered within budget with productivity gains
and property management, and includes most Fire and Rescue Service properties. There is an ensure that the right vehicles are available when being provided.
Facilities Management services (FM), including ongoing focus on rationalisation of the estate and needed, at the right place, cost effectively, and in the
building security access, grounds and landscaping, environmental improvements to support policing required numbers. Collaborative fleet support arrangements with
cleaning, waste and recycling, driver handypersons, services delivery. Collaborative use of the estate is partner organisations are being maintained by ESFM
and catering and furniture. We also ensure we have well advanced, with more to do. Estate data and Our fleet strategy uses technology and systems to which support the use of the most effective, flexible
‘fit for purpose’ accommodation to meet current and management processes will be improved through make better, evidence based decisions that will and efficient means of service delivery available.
future operational demands. the full use of the new asset management system. improve the effectiveness and efficiency of the fleet
and how it is deployed. ESFM remain committed The potential for supply chain disruption arising from
to being accessible to fleet users, engaging with Brexit has been anticipated and this is being
them to understand and prioritise their needs managed by ESFM as a business risk and coordinated
to support them effectively to meet the demands of with our Brexit Impact Working Group.
our communities.
Operational efficiencies in the ESFM fleet support
service will save both services £56.8k per annum from
2019 by bringing the two services together.
Fleet and capital investment requirements have been
reconfigured in consultation with vehicle users to
increase armed response vehicles and dog cars that
will be funded from within the existing capital
budget. The evaluation of cell-cars has commenced
with two vehicles having been purchased and
deployed to gather officer feedback.
The collaborative procurement of a vehicle
telematics solution with South Yorkshire Police has
been completed. This provides utilisation data and
driver feedback.
A replacement fuel management system that is
compatible with that operated by Humberside Fire &
Rescue Service has been procured and installed. This
will save £8.7k in police revenue cost each year and
make it possible to share fuel sites with the fire
service, commencing with them accessing our petrol
storage facilities and then vice versa.
Current demand has increased on that experienced
in 2017 although it remains within the demand
profile expected on average. ESFM remains
appropriately resourced to meet demand in terms of
both staff and equipment. Any unanticipated
demand will be met by using the collaborative
support arrangements that are in place.
14
6 15
RESPONDING TO THE PUBLIC FORCE MANAGEMENT STATEMENT SUMMARY RESPONDING TO THE PUBLIC FORCE MANAGEMENT STATEMENT SUMMARY
RESPONDING TO THE PUBLIC
We communicate with the public in a number of Our uplift in police officer numbers, and a more
ways. Much of this is handled in our Force Control demand led shift pattern means we have better
Room who continue to handle around half a million capacity to respond and attend those calls for service
calls each year. We also communicate via traditional needing a police presence which we monitor
face to face interaction, through social media through attendance time data. As our new recruits
conversations and emerging digital services such as become able to independently patrol and become
the My Community Alert messaging scheme. more effective alongside digitally enabled devices
we predict this will further improve. We undertake
Emergency and 101 calls have increased slightly in routine checks on productivity and continually look
the past two years in line with national demand to improve our processes to be able to deal more
trends. The proportion of calls involving vulnerable efficiently with calls for service.
people and complex needs has increased too and
this often means the call takes a little longer. Despite We constantly review our officer resourcing based on
the increases in volume and call complexity we have our ever evolving demand modelling where we have
improved our performance, abandoning fewer 101 categorised our ward areas in terms of demand. Our
calls than previous years, and we have increased the early intervention teams are placed within the five
service levels of our 999 calls. wards of the highest demand, with a view to long
term outcomes. We have balanced our numbers of
We have implemented Queue Buster technology – officers and PCSOs depending on demand
which means we can level peak demand periods by maintaining a presence in more rural areas to ensure
having a call back facility for non-emergency calls. we reassure the public there. We have re-opened a
This helps us manage workloads and provides a police station at Hedon based on demand data and
better service for the public. It also means our public feedback.
demand is a true demand and not represented calls,
helping us understand our service demands better
and plan for the future. Our Force Control Room is
now a data rich environment enabling managers to
respond quickly to fluctuations and resolve issues.
Many of our calls for service are domestic abuse and
mental health related. To provide the best and timely
service to officers and victims we have redesigned
our service and have specialist officers and mental
health counsellors and Independent Domestic
Violence Advisors (IDVA) in the Force Control Room.
16
6 17
WELLBEING FORCE MANAGEMENT STATEMENT SUMMARY PREVENTION AND DETERRENCE FORCE MANAGEMENT STATEMENT SUMMARY
WELLBEING PREVENTION AND
We recognise that our workforce is our most valuable
asset, and our people are crucial to our ability to be
The key area identified for continued development is
the way individuals are supported to take personal
DETERRENCE
able to realise our vision. A People Strategy is being responsibility for their own wellbeing. We recognised
developed to coincide with the delivery of HR there are two areas affecting wellbeing and
Prevention and deterrence cuts across all areas of the Crime, like other areas of the country, has increased
Services as part of the separation of our collaborative effectiveness; the work demands placed on
force and remains a key function of policing. Local overall by 12% in the last year. Much of this increase
HR arrangement with South Yorkshire Police. individuals and the impact of personal demands. We
commanders have responsibility for delivery and are is in violent crime and is largely explained by changes
are adopting a number of initiatives to encourage
supported by teams in operational policing, early to recording rules. Demand peaks at weekends and
In 2018, the Chief Constable instigated a review of staff to take personal responsibility such as Back up
intervention and community safety, as well as evenings, which also coincides with our high
wellbeing and invested in a temporary team to Buddy, wellbeing rooms, a financial advice hub, gyms
proactive, crime reduction and alcohol and firearms demand times, remains a challenge, particularly in
undertake this piece of work. Many of the reviews and healthy eating options. Forums where staff raise
licensing teams. Teams are also supported by summer. Whilst we limit leave during high demand
recommendations are being managed by the Well issues such as at Staff Voice, through The Forum and
well-established partnership groups including periods we will continue to explore creative
Together Board chaired by the Chief Constable. The surveys and at Chief Constable Pledge Days, show a
Multi-Agency Public Protection Arrangements resourcing and efficiency solutions if demand
proposals regarding changing the wellbeing positive response.
(MAPPA), Multi-Agency Risk Assessment Conferences continues to rise as predicted. We remain concerned
resources to deliver the new service model will be
(MARAC) and Community Safety Partnership boards that reductions in commissioned services/third
identified as part of the HR Service collaboration
(CSP). We also work in partnership with statutory sector provision may limit our ability to sign-post
separation plans. The team involved in the wellbeing
agencies across the four local authority areas. people to the help they need. We have seen a
review were recognised with a highly commended
Each CSP produces an intelligence led community reduction in traditional crime types of burglary and
certificate at the inaugural national Police Wellbeing
safety plan focussed on delivering the key objectives theft from motor vehicles, with new and emerging
Service Oscar Kilo Awards in March 2019.
of the Police and Crime Plan, our Plan on a Page modern day crimes increasing. Antisocial behaviour
and partner operational delivery plans. Our Local trends have stabilised in the last year.
Following the review, in early 2019, we initiated a
Policing Blueprint details our approach and
piece of work to update our understanding of
ethos within the traditional policing pillars, of We are also exploring predictive policing methods
wellbeing. The refreshed Blue Light Framework
neighbourhood policing, patrol and CID. In support with help from academics locally, and are renewing
self-assessment showed that improvements have
of our blueprint there are a number of plans our focus even more on crime prevention activities.
been made in areas such as absence management
such as early intervention, engagement and patrol We have two place based pilots – one is looking at
and creating the right environment. It also showed
operating procedures. improving our response to children in care settings
significant work has been undertaken to support
with support and early intervention.
mental health in the workplace, and strong
Our territorial policing is now split into Northbank
leadership relating to wellbeing.
(Hull and East Riding of Yorkshire) and Southbank
(North and North East Lincolnshire). Since our last
FMS we have invested heavily in increasing the police
officer establishment within patrol and CID
functions. Neighbourhood policing is currently
undergoing transformation to a place based model
in collaboration with key strategic partners and
community groups.
18
6 19INVESTIGATION FORCE MANAGEMENT STATEMENT SUMMARY MANAGING OFFENDERS MANAGING OFFENDERS
INVESTIGATION MANAGING OFFENDERS
Tackling and investigating crime is a key strand of our is currently going through a period of significant The management of Registered Sex Offenders three years, with safeguards to ensure adequate
work and investigation demand is increasing and is transformational change in particular digitalisation (RSOs), and those offenders that fall under the monitoring is in place to identify any change that
likely to increase a further 9% in the next three to of processes, codes for crown prosecutors, and MAPPA process, are managed centrally through the could potentially increase the offender’s risk.
four years. Presently around half of all crimes potential changes to low level sentencing which may Management of Sexual Offenders and Violent
recorded are allocated for further investigation. There affect police demand. Offenders Unit (MOSOVO) within the Protecting The demand around managing offenders has
are challenges in detective and investigative capacity Vulnerable People Unit (PVP). significantly increased over the last five years and is
which is a national issue. In response to this we have The Criminal Justice Unit workload is shared predicted to continue to increase. In particular the
developed a detective resilience plan and we have a between a centralised disclosure function based in In keeping with our place based philosophy, the predicted increase in offences and offenders
continuous improvement approach to investigation. Hull and Grimsby. Dedicated disclosure officers are MOSOVO Unit has recently realigned the relating to sexual crime and risk, coupled with our
The establishment of divisional Crime Management experts in their field and are encouraged to study allocation of offenders to staff to manage on a proactive approach to addressing these crimes, will
Units (CMU) since our last FMS, has created and attain the Chartered Institute of Legal Executives geographical basis. generate an outcome of more offenders that are high
significant efficiencies in the initial investigation, qualification to professionalise this important harm in nature.
screening and allocation of crime. We currently evidential standard. Historically, a static risk assessment process was used
allocate 45% of all crimes for further investigation. to categorise the risk posed by an RSO called Risk Historically Humberside has always had a
Forensic services for Humberside are supplied by the Matrix 2000 (RM2K). This is now combined with a disproportionately high number of RSOs. This is
Custody demand is predicted to remain fairly Regional Scientific Support Services (RSSS). All staff dynamic Active Risk Management System (ARMS) thought to be due to a combination of reasons which
consistent in the longer term, maintaining the are employed by the lead force; West Yorkshire assessment to produce a more comprehensive are linked to a higher number of sex offences
reductions of children in custody and S136 Mental Police. The RSSS delivers the fingerprint bureau, DNA assessment of risk level. Whilst this increases the including having areas of high deprivation and also
Health Act detainees, and an increase in the use of recovery laboratory, imaging, CCTV, exhibit handling, quality of the risk assessment process it has created a coastal resorts within the force area that have tourist
voluntary attendance. The reduction in the use of bail forensic intelligence and the control room (which capacity issue as ARMS is a lengthy process. We are links to the wider Yorkshire region. The continuing
is creating increased risk as increasingly more manages requests from police control rooms for making constant progress in the completion of our success of our PVP, Internet Sex Offenders Team
detainees have significant health concerns, drug and Crime Scene Investigation (CSI)). CSIs are locally ARMS assessments, prioritising those offenders who (ISOT) and MOSOVO teams in gaining convictions for
alcohol dependencies, complex mental health issues based, in Hull and Brigg. pose the most risk. offenders and the subsequent long term monitoring
and learning disabilities. The Criminal Justice System of offenders, also adds to the high number of
In September 2018, a peer review of our MOSOVO offenders being managed. We have recently
Unit was undertaken by Lincolnshire Police. The increased the number of staff in the MOSOVO teams
review was initiated to increase the capacity of to enable us to manage high demand to prevent
Offenders Managers, by reviewing structures, systems further offending and protect the public from harm,
and working processes. Reactive Management whilst looking to advance our processes and
provides opportunity to remove offenders from technologies to provide efficiencies that enable us to
registration obligations who, are low risk and have keep abreast of ever growing demand.
had no profile with law enforcement in the past
20
6 21INTEGRATED OFFENDER MANAGEMENT FORCE MANAGEMENT STATEMENT SUMMARY PROTECTING VULNERABLE PEOPLE (PVP) FORCE MANAGEMENT STATEMENT SUMMARY
INTEGRATED OFFENDER PROTECTING VULNERABLE
MANAGEMENT PEOPLE (PVP)
Integrated Offender Management (IOM) brings a Recently we implemented Business Intelligence Since the last FMS, we have introduced early The recruitment of staff into PVP Units continues to
multi-agency response to the crime and reoffending software solutions, enabling us to improve data intervention and problem solving processes into present challenges. A detective career pathway is
threats faced by local communities. The most extraction and better serve our revised risk based missing persons investigations. We have also invested being developed to help address this and provides
persistent problematic offenders are identified and scoring processes. We continue to monitor offenders in a Detective Inspector leading on rape and serious opportunities to recruit and retain staff that
managed jointly by partner agencies. Our approach using improved GPS smart tags. We are exploring sexual offences, providing a valuable conduit have been identified or have elected a posting in
is to engage in intensive supervision for offenders use of Body Worn Video and IOM court sessions, and between the investigator and the Crown Prosecution PVP at very early stages in their policing career,
sharing information about individuals under deterrent powers to improve processes to allow Service. The business benefits include improved which is particularly prudent given our recent
supervision, and co-ordination of resources, all in us to retain capacity to deal with more offenders. outcomes for victims, and our workforce receiving recruitment uplift.
accordance with Home Office strategy. We anticipate a growth in demand depending the expertise required in support of complex, high
on the changes to sentencing guidelines for lower harm investigations. In 2019, we introduced PVP demand has increased and is likely to rise in the
IOM is part of our drive to ‘get upstream’ of crime to level offending. Victim/Witness Officers (VWO) into the PVP Unit to future due to confidence in reporting and better
reduce the negative impact of reoffending, reduce provide resilience in relation to Section 47 joint visits understanding of partners working together
victims of crime, and provides opportunities for and Achieving Best Evidence (ABE) interviews of including new and emerging crimes such as Child
offenders to rehabilitate. victims and witnesses. Criminal Exploitation (CCE). Technological advances
to detect offences associated with indecent images
PVP and Specialist wellbeing meetings address of children, provides a significant contribution to
organisational needs associated with increased investigations and registered sex offenders.
MANAGING SERIOUS AND
demand, trauma from the work type, required
efficiencies and the general welfare needs of our people.
ORGANISED CRIME
Prosperity (cyber-crime and economic crime), We now have a Serious and Organised Crime Unit
Commodity (drugs and firearms) and Vulnerability and Specialist Crime Department. Our response is
(child sexual exploitation, human trafficking and structured and tested using plans adopting the 4P
immigration crime) are our key areas of serious and approach. Tackling serious and organised crime is
organised criminality. the responsibility of all commands and the plan
reflects this.
We are continually improving our understanding of
serious and organised crime and our processes to Much of our local serious and organised crime
gain intelligence that enables the best prioritisation targeting is managed by the local divisions. More
and management. We have a strategic assessment serious criminals are managed by the central units in
to address the issues associated with serious the Specialist Crime Command, with links to regional
and organised crime which focusses upon Organised and national assets to assist as necessary.
Crime Groups (OCGs) drugs, firearms and cyber-crime.
A main area of our focus at this time is to further
We have a developing capability commensurate with enhance our intelligence submissions and analysis to
the size of the force and threat level. We are currently improve our understanding of local OCGs. Owing to
developing local profiles, in consultation with local this better intelligence picture we have managed to
authorities. We have good partnership support and a increase the target criminal groups from 25 to 39 in
structured process through local forums. Lifetime last year; an increase of 56%.
Offender Management (LOM) processes are also
being reviewed to take account of national
developments, and prevent and deter crime.
22
6 23MAJOR EVENTS FORCE MANAGEMENT STATEMENT SUMMARY REGIONAL COLLABORATION MANAGING OFFENDERS
MAJOR EVENTS REGIONAL COLLABORATION
Major events describes our risks, demand and There is potential for increased future demand in this We share some operational services and development The North East Transformation Innovation and
mitigation in being able to manage the following area and an associated gap in current capability are with other forces in the local and North East Region. Collaboration (NETIC) Programme is scoping a
events and functions: EU Exit, and any prolonged deployment of Strategic These services are supported with staff or by other number of collaboration opportunities to ensure that
Armed Policing Reserve (SAPR) or Operation funding streams. For some functions it is more cost our services meet the new and emerging demands
Temperer resources in response to a major national, effective to provide the services in collaboration. in policing.
regional or indeed local event. A further pressure
Public Civil Armed would be any significant increase in protest activity Key collaborations include; Disaster victim identification
Order Emergencies Policing with regard to shale gas and oil exploitation. services, Regional Information Co-ordination Centre
for Mobilisation, Regional Organised Crime Unit,
Armed policing demand is assessed as increasing Chemical Biological Radioactive Nuclear services,
based upon the number of armed deployments, Counter Terrorism North East, Regional Scientific
increased armed reassurance patrols, predicted Support, Underwater Search and Marine and
organised crime group activity and capability Regional Procurement.
Counter Roads requirements for Category A detainee escorts from
Terrorism Policing HMP Full Sutton. Roads policing demand is assessed West Yorkshire is the lead force for the National Police
as stable but could rise if increased policing is Air Service (NPAS), Counter Terrorism Policing North
needed on the road network to support EU Exit East (CTPNE), Regional Organised Crime Unit (ROCU)
planning around the ports. and Regional Scientific Support Services (RSSS).
We manage and respond to major events in line with Humberside Police is the lead force for Marine Support
the Strategic Policing Requirement (SPR) and have We have invested in staff in the armed and roads Services which are based at Melton Police station.
well developed processes to assess demand, and policing departments to ensure we have consistent
manage and respond to threats. capacity to meet these needs.
24
6 25VOLUNTEERS AND SPECIAL CONSTABULARY FORCE MANAGEMENT STATEMENT SUMMARY CONCLUSION MANAGING OFFENDERS
VOLUNTEERS AND SPECIAL CONCLUSION
CONSTABULARY We have worked very hard to attain this last year’s
progress and are grateful for the support from our
We will continue to listen carefully to our
communities to shape our force and put our staff and
communities, officers and staff in realising our officers where they can make the best impact. With
achievements. As always, there is more work to do our stable operating model we can now turn our
Our Volunteers and the Special Constabulary are Our volunteers enhance policing capacity and
and our aim is to continue to deliver the best services attention even more towards preventing and
integral to supporting our work to create safer and capability, and contribute across all the work streams
possible to the public and equip our teams to do so. working with partners to get upstream of crime and
stronger communities. We draw volunteers from all helping to build public confidence and protect those
solve complex issues.
sections of our local communities enabling most vulnerable in our communities. We are looking
We hope that our new influx of officers are making
connection to the community. We follow the new to continue to recruit specialist experience in new
an impact for the public and we will seek ways We are optimistic that our culture of relentless
‘National Strategy for Citizens in Policing’ to increase and emerging crimes. Being a special or volunteer is
to ensure we deliver value for money services to continuous improvement will ensure we rise to the
the impact of police volunteers, recognise their a good grounding in police experience and is often a
our communities. challenges and ensure that our service is as efficient
contribution, and achieve excellence across our rich pool for officer recruiting. This means that we are
and effective as possible.
volunteer programme. We have a category in our continually trying to recruit and train new people too
Future challenges remain and we are seeing a
Excellence in Policing Awards to recognise the keep apace of recruitment campaigns.
changing crime trend towards fraud and online
valuable contribution volunteers make to our service.
criminality. It is important that we talk about this
openly with the community to both help prevent
them from becoming a victim but also to let them
know that we are protecting them even if they don’t
see us in the same traditional ways on the streets.
26
6 27HUMBERSIDE POLICE - OUR PLAN ON A PAGE
Keeping people safe and Tackling and investigating
protecting vulnerable people crime and ASB
COMMUNITIESWe serve our communities
to make them safer and stronger by:
Understand and prioritise
Developing place-based Building trust and the needs and demands in our communities
teams who work with confidence so people
CONNECTED
partners in their local areas feel safe
To deliver the right services, we will:
Collaborate in effective Be accessible
partnerships and engaging
Improve the effectiveness Use technology and
and efficiency of our processes data effectively
RESOURCES
To enable us to perform well, we will:
Improve our planning Make evidence-based
and decision-making decisions
Ensure Humberside Police Develop our people
is a great place to work
PEOPLE
The key to our success is our people. We will:
THE FOUNDATION
Attract, recruit and Manage our resources
retain the right people effectively
OF EVERYTHING IS OUR
CULTURE, VALUES AND
BEHAVIOURS www.mycommunityalert.co.uk
www.humbersidepolice.co.uk
We will create a working environment
@humberbeat
where our people are empowered,
valued, trusted and optimistic.
Serving our communities to
make them safer and strongerYou can also read
