HUMBERSIDE POLICE FORCE MANAGEMENT STATEMENT SUMMARY - AUGUST 2018
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HUMBERSIDE POLICE FORCE MANAGEMENT STATEMENT SUMMARY AUGUST 2018
FOREWORD FROM THE CHIEF CONSTABLE
Looking forward, the changing nature of policing, We are also looking at how we can improve the
including the rises in cybercrime, child sexual efficiency of our processes and systems and we
exploitation and human trafficking, as well as have developed a corporate change programme
the increasing impact of mental health issues to drive the identification of opportunities to
I’m incredibly proud to be the Chief Constable Through our Plan on a Page, we have agreed a and continuing financial constraints, requires us improve our working practices and optimise our
of Humberside and along with my chief officer clear future direction for the force and this is now to continuously improve the way we work and use of resources. We are also looking at how we
colleagues, to be leading a force of extremely becoming the DNA of our organisation – it drives ensure we have the right staff with the right skills can deliver these improvements with the support
committed, motivated and professional police our people, our processes and systems, our services in the right places to meet the demands placed of our academic colleagues from Hull University to
officers and police staff. and our cultural evolution. Our determination to upon us. optimise opportunities to innovate and transform.
improve, innovate and transform is now starting
Since my appointment in June 2017, we have been to deliver a number of benefits, evidenced However, we have already started to plan for and We have developed a proactive, engaging and
focussing on a number of key enablers that have led most recently in Her Majesty’s Inspectorate address these challenges within Humberside supportive working relationship with the Office
to our staff reporting that the force has begun to of Constabulary and Fire & Rescue Services Police. We have started the process of of the Police and Crime Commissioner (OPCC)
feel like a different organisation. We have also been (HMICFRS) recognising these improvements and recalibrating our skills and capabilities, with a and his team, ensuring a collaborative approach
working hard to build confidence in our communities moving us out of ‘engagement status’. This was clear focus on problem-solving, identifying our is taken to the development of Humberside
and returning the force operating model to a place widely seen as an endorsement of our ambition early intervention opportunities to reduce crime Police and how we deliver the Police and Crime
based approach has been universally welcomed by and the hard work that has taken place and is a and criminality and making the best use of the Plan. This approach does not compromise or
communities and partners. clear indication that this force is moving in the technology available to us. detract from the PCC’s requirement to hold the
right direction. force to account, which is proactively reflected in
Our key enablers are to: This is demonstrated in our development of a the Corporate Governance Processes of the force.
Our staff survey, independently conducted by Strategic Workforce Plan, that clearly articulates It has also ensured that our Plan on a Page is
Durham University, provided extremely positive our plan for the future including our Target aligned to the aims of the Police and Crime Plan.
results and confirmed that our people are with Operating Model (TOM), resourcing report, skills
• Ensure that we continue to connect us on our journey. We have seen a significant analysis, and key resourcing information including Humberside Police has a clear and achievable
with our staff, communities and increase in our staff survey response rates from a force pipeline (solutions to future resourcing ambition to be viewed as consistently good by
partners 29% for our 2016 staff survey to 52% in 2018. Our issues). the people we serve and by those that have a
• Provide a leadership that is trusted own ‘Staff Voice’ forum have indicated that this is duty to inspect us. Being outstanding overall,
and engaged with our people attributable to our people feeling more confident I have personally led a series of 16 Sergeants’ with a reputation for protecting the vulnerable
• Ensure that our people feel valued, that they will be heard and that they have high Pledge Days, where I have spent a day with every effectively, delivering neighbourhood policing and
listened to and feel genuinely levels of trust in the leadership of the force. sergeant in the force, listening to their experiences being seen as legitimate by our communities, is a
supported and agreeing with them how they are going to goal that is shared by the whole organisation. We
• Ensure that change is managed Our results also indicate that our staff have very lead their teams as well as what they can expect have more work to do to achieve our ambition, but
effectively with our staff, partners high levels of public service motivation and that from me in return. The Pledge Days concluded our people have a shared commitment to achieve
and communities this is coupled with higher reported levels of job with each sergeant and myself personally signing these aims and to be part of an organisation that
• Provide a clarity of purpose with satisfaction in comparison to the results recorded a Sergeants Pledge agreeing how we are going to they are proud of and the service it provides.
clear values and behaviours in many other forces. Staff reported that they feel deliver this together. Our Inspectors’ Pledge Days
valued and that their emotional energy levels are commence in September, following the same
high and reassuringly, the survey results showed approach, with the feedback from our sergeants
that our leaders are seen as supportive and highly indicating that this style has been universally
ethical. welcomed by our leaders.
Setting out a clear vision and sense of direction,
through the simplistic clarity provided by our While the chances of becoming a victim remains It is crucial that we deliver a flexible, appropriately
Plan on a Page, was achieved following extensive low, we remain determined to put even more effort resourced and professional police service to the
engagement with the extended leadership teams into preventing crimes that cause the most fear communities of Humberside whilst providing
across the force. and present the greatest threat, risk and harm to victims with the very best outcome. Through the
the most vulnerable in our communities. However, application of Response Modeller, and our Wards
The Humberside Police Force Management we also recognise there is more for us do to. Based Needs Analysis (WBNA) methodologies,
Statement (FMS) covers a very busy, yet extremely we are looking at how we can more effectively
productive period, since both I and my new chief These remain challenging times for Humberside align our resources to demand through the
officer team took over the leadership of the force Police and the wider police service but by application of evidence based resource allocation
last year. With our police officer and police staff continuing to work together as a team, optimising processes. As a result of early feedback from both
colleagues, we have been working extremely hard our opportunities to innovate and transform by officers and staff on their current shift pattern,
to improve the quality, efficiency and effectiveness working with leading academics and partners, we a new pattern for patrol, custody and Hub staff
of the services we deliver to our communities and will make even greater strides in protecting the commences in September 2018. The force is now
this is evidenced throughout our FMS. most vulnerable in our communities. following a similar process for other parts of the
organisation, ensuring that our shift patterns
match our resources to their demands and Lee Freeman
optimise the wellbeing of our staff. Chief Constable, Humberside Police
2 3
FOREWORD FROM THE OVERVIEW OF
POLICE AND CRIME COMMISSIONER HUMBERSIDE POLICE
I am pleased to receive this first FMS which I In relation to the effectiveness of the force, the Humberside Police covers an area of 1,356 square It focuses on the four key themes:
will be using to help assess progress toward my many improvements taking place and planned miles around the Humber Estuary, including
Police and Crime Plan outcomes. It provides vital for the future are creating a positive effect already the city of Kingston upon Hull and the towns
context about Humberside Police, its demands in within our communities. The new force leadership of Grimsby and Scunthorpe. The force area also
the coming years and how it will cope with those team under Chief Constable Lee Freeman are includes the large rural areas of both the East PEOPLE – the key to our success
demands, how it will reduce the gap between getting to grips with the issues. Riding of Yorkshire and North Lincolnshire. is our people
those demands and future capability, and how it
will use the money provided by Government and HMICFRS has highlighted some recent good Hull, Grimsby and Scunthorpe contain wards
local people. examples showing the progress underway, with some of the highest levels of deprivation in
including the positive work we do with our partner England and Wales, with two of our top tier local RESOURCES – will enable us to
The work undertaken in Humberside Police organisations. There are some areas where the authorities being in the bottom quartile of the perform well
during the past eighteen months to get a real force needs to improve, all of which are highlighted most deprived areas in the country.
grip on the use of resources has allowed the force in the FMS. I will be using the information to work
to recruit additional officers at a rate beyond that with the Chief Constable to address these, but as The force currently has 3,441 staff, comprising
of any other part of the country. Forces generally a whole the public should be reassured that the 1,782 police officers, 1,114 police staff and 254 CONNECTED – to deliver the right
are struggling to cope with increased demands force is on the road to sustained improvement. PCSOs. Supporting these are 177 members of
and complex challenges of modern policing. the Special Constabulary and 114 volunteers. services we need to be connected
Any additional money I raise will not fill any The force is currently in the middle of the largest
financial holes, it will translate directly into further recruitment of police officers in its history and by
additional officers or staff, which is what every December 2018, police officer numbers will have
community I speak to asks for and which will help risen to 1,900. COMMUNITIES – our ultimate aim
to meet these complex challenges. HMICFRS is to serve our communities to
recognises the good use of resources which are Between April 2017 and March 2018, Humberside make them safer and stronger
allowing the force to grow the number of officers. Police dealt with 548,425 calls for service, which
is an increase of almost 60,000 on the previous
In terms of the efficiency of the force, they have year. As with other forces, we are responding
We are clear that continuous improvement for
grasped the challenge to improve and are clearly to changes in both the nature and complexity
Humberside Police must have a foundation
on that journey. I have witnessed a new and of demand. Incidents relating to mental health,
rooted in organisational culture, values and
growing confidence and belief in the force and missing persons and concern for welfare, coupled
behaviours. These determine the type of
those that interact with it, and this will assist the with the increased demand from emerging
organisation Humberside Police wants to be
force as it progresses. What is vital is that the offences of cybercrime, modern slavery and the
and have been developed and agreed with our
force builds a momentum of improvement that need to identify, assess and manage vulnerability
people. The Chief Constable and his chief officer
is sustainable and that takes time. There is clearly effectively, continue to contribute to the rise and
team have personally led over 100 engagement
still much to be done, as can be seen in this Force Keith Hunter complexity in calls for service.
meetings with staff across the whole organisation
Management Statement, but that is understood Police & Crime Commissioner,
to discuss our plan and how everyone can
and being addressed. Humberside Police We have recently published our Plan on a Page
contribute to its delivery.
that outlines our strategic vision for the coming
years and defines the key priorities in support of
All five operational commands, and our
our vision of ‘Serving our communities to make
organisational departments, are developing
them safer and stronger’. The Plan was put
their local delivery plans in support of our
together following extensive engagement and
Plan on a Page, with the effectiveness of these
consultation with our senior leaders.
contributions being robustly monitored through
our new Corporate Assessment Framework.
Alongside this, our Performance Development
Review (PDR) has been adapted and improved to
ensure individual performance and continuous
personal development is also fully aligned to our
Plan on a Page.
4 5
FORCE FINANCIAL SUMMARY
Our financial planning has two key elements – a medium term financial plan and
a savings plan.
The medium term financial plan is formulated by the Chief Constable and the OPCC and
is reviewed and updated twice a year. It provides chief officers with a clear understanding
of our projected income and expenditure so that they can make financial decisions about
investments in people, buildings, technology and equipment.
Some of the recent funding allocations have included the uplift in police officer numbers,
a new custody suite on the South Bank, investments in CONNECT, smart contact, mobility
and body worn video.
The uplift in police officer numbers by 300 will increase our long term expenditure costs,
so in order to make sure that these numbers are affordable we have developed a savings
plan, which has various options within it.
Option A delivers savings to meet the savings requirement of £8.5m as set out in the
HUMAN RESOURCES
Medium Term Resourcing Strategy (MTRS). Savings plan option C delivers savings to almost
close the budget gap of £17.7m and savings plan option B is mid-way between the MTRS Our people are our most valuable asset and are The Equality, Diversity & Human Rights Board is
savings requirement and the budget gap. We will be working toward savings plan option crucial to our ability to be able to realise our vision led by the DCC and we have proactive policies,
B which would deliver savings in the region of £13.4m, with savings plan option A being the as set out in Plan on a Page. Our people need plans, peer support networks and Learning &
minimum acceptable level of savings. to be competent, confident and committed in Development (L&D) in place to support the delivery
order to deliver a policing service that achieves of the strategy.
The savings plan is monitored by the Strategic Change Board and a new business benefits our vision and operates in line with our values
realisation strategy will ensure that benefits identification and management is a part of to sustain performance and prepare us for the A new staff survey was undertaken in
all reviews and projects. All cashable and non-cashable benefits will be recorded, with challenges ahead. partnership with Durham University in 2017.
cashable savings feeding through to the savings plan. We achieved a 52% completion rate and the results
of the main survey were shared in April 2018.
Senior leaders are working with their teams and
To achieve this, a five year strategic implementing action plans.
2018/19 2019/20 2020/21 2021/22 2022/23
workforce plan has been developed
Savings Plan 1,343 3,774 2,000 865 560 and is derived from four fundamental
building blocks of:
Budget Gap 2,146 4,257 3,564 3,330 4,439 Learning & Development
• Target Operating Models for police
Support from officers, PCSOs and police staff
803 483 1,564 2,465 3,879 The team delivers a programme of
Reserves • Force resourcing report
training across all areas of the force. The
• Skills matrix and skills audit
key areas of focus for 2018/2019 will be:
• Workforce pipeline
• Initial Police Learning and
Development Programme (IPLDP)
– ongoing uplift in student officer
The Human Resources department (HR) has recruitment and then a move to
been run as a collaborative function with the national Policing Education
South Yorkshire Police. This arrangement has Qualifications Framework (PEQF)
been reviewed and a decision taken to move • Crime & Investigation Personal
away from a collaborative function with a HR Development Plan (PDP) days
department in each force. • Domestic abuse
• Body worn video
We have a joint Wellbeing & Engagement • Leadership development
Strategy (2015-2018) with South Yorkshire Police,
which is currently being refreshed and reviewed
by each force to ensure it continues to meet
workforce needs. The strategy is based on the key
principle of wellbeing being viewed as a shared
endeavour between the individual and the
organisation, with a clear emphasis on developing
the mental and physical resilience of our people.
6 7
CORPORATE CORPORATE
COMMUNICATIONS DEVELOPMENT
DEPARTMENT DEPARTMENT
The Corporate Communications Department The Corporate Development Department We are also making more effective use of our Audit
is responsible for the delivery of internal and plays an important role in organisational Team to assess progress towards the delivery
external communications. The areas covered development, through driving organisational of effective and efficient policing services and
by the team include proactive and reactive change and improvement, corporate planning improvement programmes and also our regional
media management, digital and social media, and governance, performance management district audit team to support us in our internal
internal communications/engagement, and information governance. The department is audit programmes.
campaigns and public information and made up of the Business Change Team, Demand
corporate brand publishing. Team, Assurance and Performance Team, We are promoting innovation, by pursuing
HMICFRS Liaison, Audit & Inspection Team and collaborative working opportunities with
Information Compliance Unit. academia and the public and private sector.
FINANCE AND A review is underway to ensure the skills,
We are currently working with Hull University, CD4i,
Innaxys and Centrex across a range of activities
BUSINESS SUPPORT The overall aims of the team are to: services, functions and structures are able to
provide a pivotal role in delivering our Plan on
focussed on the continuous improvement of
our working practices in key areas including
SERVICES • Maintain and improve public
trust and confidence in
a Page priorities. This includes understanding
and managing demand (identifying, analysing
intelligence, call handling, mispers and digital
policing.
Humberside Police in order to and predicting demand), aligning resources to
support our officers in making demand (resource modelling such as Response
The finance & business team is comprised of safer and stronger communities Profiler, WBNA, local resource profiles), and
three teams: improving the effectiveness of our processes and
• Support the delivery of systems (the application of lean and continuous
Business centres: provide administrative operational outcomes through improvement methodologies to deliver business
and facilities management/support services appropriate communications process re-engineering reviews as part of the
for operational commands, mail room and interventions and support corporate change programme and information
evidential property. where relevant. management). The department will also play a
key role in supporting local policing commands,
Sales, payments, purchasing, insurance & specialist commands and departments in
payroll: deal with payments to all suppliers, implementing and monitoring their local delivery
income collection, debtor management, salary plans and improving performance.
and expense payments to staff and manages
the iProc procurement system. We provide a 24/7 media response on behalf of
the force dealing with over 400 contacts from A corporate change programme has been
the media every month as well as supporting developed which has been assessed against
Budget monitoring & financial planning: a range of organisational priorities that will
provides strategic financial support to the the force with appeals for missing/wanted
people, witnesses and proactive information drive future change and improvement activity.
force, OPCC and budget managers, undertakes We have developed a Corporate Assessment
budget setting, financial reporting and planning. and campaigns via social media channels,
events, campaigns, online and publications. Framework for local delivery plans which will be
The work of this team has contributed to the monitored through a programme of monthly
workforce plan and the Medium Term Financial and quarterly local and corporate accountability
Plan (MTFP). We have supported the rollout of the Plan on
a Page internally, as well as managing some meetings. This process is driven and supported
of the key messages from the plan externally. by the performance function through automated
Annual budget setting is concluded in February performance management and analytical
and a mid-year review takes place in September Our external messaging is focussed on
ensuring that our communities are confident products.
so that we can adjust our projected spend and
ensure budgets are balanced at the end of the in how we protect vulnerable people and
financial year. keep people safe, are aware that we tackle
and investigate crime and Anti-Social
In the financial year 2018/2019 we have plans Behaviour (ASB) and that we are providing a
in place to develop more self-service processes local policing service that is responsive to our
and systems, including an i-expenses system for communities’ needs.
other receipted expenses.
8 9
ESTATES AND RESPONDING
FLEET SERVICES TO THE PUBLIC
The estates service has responsibility for all property We communicate with the public in a number of Nearly all of the calls that result in an incident
management, building maintenance, environmental ways. Much of this is through calls to 101 and 999 log are covered by the four main prioritisation
management and facilities management. Since April 2018 (to which we receive over half a million calls each grades; Emergency (7%), High (23%), Hub (36%)
estates has been a collaborative service with Humberside Fire year) but we also communicate via traditional and Prompt (30%). The three incident types
& Rescue. face to face interaction, through social media (accounting for 25.6% of logs) which are routinely
conversations and emerging digital services such created the most are:
The estates strategy sets out the plans for how we will develop as the My Community Alert messaging scheme.
our estate to meet the needs of a modern police force, and • Concern for safety
includes exploring opportunities for co-location with partner • Suspicious circumstances
organisations as well as new buildings and prioritising capital • Abandoned 999 calls (including ‘silent’ 999
projects and initiatives. calls and incomplete calls)
The majority of public calls for service
are routed through the Command The next most commonly created log types which
Hub. The Hub sits at the heart of the account for around 30% are domestic incidents,
organisation and acts as first point duplicate calls, messages, ASB – nuisance,
EMERGENCY SERVICES of contact for many members of the
public, directing resources to resolve
violence and road related offences.
FLEET MANAGEMENT incoming demand. The command is
also responsible for:
The remaining 45% is made up of various incidents
including missing people, criminal damage and
LIMITED • The Police National Computer
public order offences.
(PNC) and Automatic Number Plate
Fleet services has been run as a collaborative service with Recognition (ANPR) function
Humberside Fire & Rescue since April 2015 and is known as • The centralised force logistics and
Emergency Services Fleet Management Limited (ESFM). The operational planning department
fleet strategy is focussed on supporting frontline operations in • All force public contact points
the most cost effective way. Availability of police vehicles for use (enquiry offices)
has increased from an average of 90% in 2014 to an average of
95% consistently over the three years of operating the business
to date with the improvement trend continuing into 2018.
The 2016 review of the Hub resulted in a new
leadership team, an operational restructure,
significant programme of recruitment, training
and Continued Professional Development
INFORMATION SERVICES (CPD), new technologies such as Netcall and
Queuebuster and the introduction of mental
health counsellors in the control room.
Since 2011 Information Services has been a joint service with We also created the Crime Resolution Team
South Yorkshire Police and is the team is split between the two (CRT) responsible for the management of crime,
locations. crime data integrity, crime recording, screening,
initial investigation and allocation. The Demand
The focus of the current IT strategy is to bring our IT systems up Resolution Team (DRT) is responsible for the initial
to date with fully integrated officer focussed capability. The aim is taking of calls, resolving what they can, routing
to enable officers to access systems whilst out in the community incidents to dispatchers, and a fast time and slow
and reduce the need to come back to their station. We have time log service.
invested in a number of key IT programmes including Mobile,
CONNECT, Enterprise Resource Planning (ERP), Infrastructure
and Smart Contact, which we estimate will create savings of
£6m every year. The strategy is entering its final phase and will
be completed in the 2018/2019 financial year.
10 11
MENTAL HEALTH
We aim to answer 999 calls within 10 seconds.
In 2017/2018 this was achieved 89.0% of the time.
This slight reduction on the previous year is
attributed to the unprecedented 999 demand
which UK policing faced during the summer of Data illustrates that mental health related
2017 which affected all forces. incident calls per month are increasing. In
2016/2017 we recorded 760 calls per month
We aim to answer 101 calls within 30 seconds. compared with 824 per month in 2017/2018,
For incidents we achieved 64.8% and for crime with 40% being related to suicide or self-
61.8%. This was lower than the previous year due harm.
to vacancies within the crime recording function,
which was compounded by the implementation In order to help us address this increasing
of our new CONNECT crime recording system. issue, we have created mental health
operations manager and coordinator posts,
Over the next few years we expect demand to enabling us to develop force-wide policies,
continue to grow at 8% year on year for 999 calls. plans, training and partner relationships to
For 101 incident calls we expect a reduction of help us keep people safe, use our resources
0.4% and for 101 crime calls a reduction of 9.9% appropriately and reduce unnecessary
due to the public increasingly using other ways
of accessing, such as online reporting.
demand. We have also developed a ‘Your
Guide to Vulnerability’ booklet for all staff and PREVENTION AND DETERRENCE
a script for call handlers to use when dealing
Smart Contact will replace the current command with mental health related calls. Prevention and deterrence cuts across all areas of the force. Local commanders have responsibility for
and control system to provide a multi-channel delivery and are supported by teams in operational policing, early intervention and community safety,
contact and dispatch system that will help us To improve our response to mental health as well as proactive, crime reduction and licensing teams. Teams are also supported by well-established
to deal with increasing demand. The system incidents we have partnered with the charity partnership groups including Multi Agency Public Protection Arrangements (MAPPA), Multi-Agency
will be integrated with CONNECT and mobile MIND. This pilot involves trained staff from Risk Assessment Conference (MARAC) and Community Safety Partnership boards (CSP).
data programmes so that officers can view and MIND being stationed in the Hub to provide
update incidents via mobile phones. We are also real time operational support to staff dealing The local policing command is comprised of two local policing areas, each covering two of our four local
developing a customer facing web portal which with mental health and concern for welfare/ authority areas. We are organised into the three traditional ‘pillars’ of policing, which are patrol, CID and
will offer a webchat function and an online desk safety. The pilot began in January 2017 and neighbourhood policing and these are supported by the Community Safety Unit (CSU). Our key partners
will help to drive more contacts from our website funding is in place until at least 2021. include the National Probation Service community rehabilitation companies, Crown Prosecution Service
and social media channels. (CPS), Her Majesty’s Courts and Tribunal Service (HMCTS), Humberside Fire & Rescue, health services,
The pilot is expected to reduce demand from local authorities, voluntary organisations and the prison service.
We are looking at a number of ways to increase mental health related calls for service in the
efficiency in the Hub so that we can handle the long term as mental health sufferers can be
increasing numbers of calls we’re receiving. For directed to appropriate mental health support
example, we are looking at our call handling and interventions. The overall impact of the
practices and how long we take to handle calls Patrol Teams Neighbourhood Policing
scheme has been difficult to measure but
and record the details, we are aligning our shift some qualitative evidence demonstrates the
patterns to better match demand and we’re Our patrol teams deployed to 84,155 incidents Our neighbourhood policing strategy is focussed
most significant benefit has been the expert in 2017 and attended approximately 35,000
making significant investments into training. on meeting the needs of the vulnerable in
support given to members of the public, appointments– an average of 95 per day. Domestic our communities, whilst understanding and
additional guidance for police call takers abuse accounts for a high proportion of our work responding to new and emerging threats. We
and the provision of a more professional and is showing an upward trend as victims are do this through engagement and helping
service. There is also evidence to suggest becoming more confident to report incidents. communities to build their own resilience, through
the scheme has resulted in a reduction in We expect that our future demand will continue taking a problem solving approach and where we
officers attending calls for service and has to rise across all areas of protecting vulnerable can, through early intervention methods.
also delivered benefits to partner agencies people, including Child Criminal Exploitation
– reducing partner attendance by over (CCE) and modern day slavery, as well as mental By using a place based model and working in
10% to incidents that MIND staff had some health related issues. collaboration with partners, the voluntary sector
involvement in. These factors supported
and communities to share data and understand
the decision to expand the scheme going
demand, we are provided with a much fuller
forward.
picture for all agencies involved. This helps us
to understand what resources and skills each
agency needs to support the specific needs
of those residents. As this information and
understanding develops we will ensure that our
staff are working a shift pattern modelled against
their areas demand. We will then consider how
other functions such as CID and patrol can
support this early intervention ethos.
12 13
Hate Crime and Community Cohesion Engagement Early Intervention Engaging with young people
Hate crime represents 1% of all reported crime Local neighbourhood teams have their own The College of Policing has recognised our Launched in 1989 the lifestyle project has enabled
in Humberside but the impact on victims and local accounts on Facebook and Twitter which approach to early intervention as good practice. over 160,000 young people to give something back
communities is often far reaching and profound. are managed by the neighbourhood inspectors, Our early intervention teams identify families to their communities by carrying out community
We run four Independent Advisory Groups (IAGs) sergeants, community beat managers and PCSOs. where the children in those families are potential projects and raising over £44,000 for national and
which are aligned with the four local authority Accounts are used to share information with local future offenders. They work with the whole local causes. The project also helps young people
areas. These groups monitor the data, identify residents about local issues, crime prevention, family to address the issues that are causing the to develop new skills to help with future college,
good practice and where development is needed. events and appeals. We have also recently behaviour through a multi-agency approach university or job applications.
We expect levels of reported hate crime to rise launched the My Community Alerts system and including Child Sexual Exploitation (CSE)
as the national crime survey suggests that only have over 10,000 people signed up to it. professionals, youth outreach, schools and the Rock Challenge and Night Challenge also provide
around 25% of hate crime is currently recorded. youth offending team. We also highlight repeat young people with the opportunity to develop
We have more training planned to help us address We regularly meet with MPs and produce a demand from frequent callers with mental health their life skills by taking part in new experiences.
this emerging trend and are seeing positive quarterly round up of activity on their patch. This needs along with our partners to help us problem Rock Challenge aims to divert young people
results from our third party reporting process. highlights good results, ongoing issues that we’re solve together to reduce crime and improve away from alcohol or drugs by offering them a
dealing with and also provides a link to the most local services. chance to take part in this event where they can
We proactively maintain relationships with up to date crime statistics. perform on stage alongside other young people.
community groups which helps to encourage Night Challenge participants experience eight
reporting and provides a visible presence to We do face to face engagement through day to challenges during an overnight orienteering
identify emerging issues locally. We also access day beat patrol, attendance at local events and event. This is aimed at young people who have a
regional and national intelligence from the through our public contact points based in police negative impression of police and other authorities
national community tension team and Op stations, shared accommodation with other and aims to challenge those preconceptions.
Element. services and out at community locations such as
village halls, schools and supermarkets.
14 15
Rural crime Partnerships
CRIMINAL
Whilst crime rates are lower than in urban areas,
rural areas tend to experience acquisitive and
We have embedded CSPs within our four
local authority areas. We work with those local INVESTIGATION
violent crime, such as offences against animals.
Other issues such as speeding on rural roads
authorities, fire and rescue, national probation
service, community rehabilitation companies and
DEPARTMENT
continue to be an issue with a relatively high health authorities to protect communities from
number of serious and fatal road traffic collisions. crime and ASB, keep people safe, and tackle local
The Criminal Investigation Department (CID)
The use of criminal behaviour orders has been issues together. Each CSP has an annual plan
within the local policing command is responsible
useful in targeting persistent offenders. We have which aligns with the Police and Crime Plan. Each
for the investigation of all serious and complex
trained local policing officers and PCSO’s to operates differently but within a shared operating
crime and the management of detainees
support our rural communities and key partners. framework.
arrested from live incidents (prisoner processing).
In addition we have a proactive capability
The Safer Schools Partnership aims to work with
for the investigative lead on organised crime
Police Now schools to make them more resilient, reduce
investigations (supporting the local responsible
calls for service and reduce crime and ASB. The
officer) which supports the Integrated Offender
We have successfully embedded one cohort (10 schools involved all receive presentations on key
Management (IOM) process by targeting
officers) of Police Now recruits, who are located issues such as stranger danger, social media,
designated gold IOM nominals and other high
around the force area with a second cohort drink, sexual offenses and staying safe and have
harm causing offenders.
in 2018. The journey starts with the summer raised awareness and knowledge of CSE, knife
academy, which is an intensive six-week training crime and substance misuse in young people.
Some volume crime investigations are allocated to
programme and upon completion, officers move policing and patrol teams within the local policing
into the force and are assigned a ward of high- Our Alcohol Licensing Teams work with key
command. However, leadership and governance
demand where they will work for two years. They partners to understand local demands and address
of standards of volume crime investigation are
then work through a series of 100 days-worth of concerns. The team supports other departments
the responsibility of the CID. We have recently
challenges to develop their problem solving skills within the force, such as local policing with visits
reviewed CID and improved structures, processes
and evidence-based practices. to premises and in implementing a stepped
policies, skills and training.
approach to enforcement, as well as supporting
the planning teams with events such as football,
musical events and large gatherings such as
Armed Forces Day.
We have reviewed our crime outcomes and
found that outcomes 1-4 and 6-8 (charges, TICs
Changes in process include: and out-of-court disposals) have been reducing,
as has outcome 15 (victim supports action) whilst
• Splitting the previously joint CID outcome 16 (victim does not support action) has
and patrol workbook to provide increased. Outcome 21 (further investigations not
a distinction between the two in public interest – police decision) has also been
functions increasing. We have identified that much of this
• A revised allocation policy to ensure was due to incorrect selection and usage of this
decisions are made based on threat, outcome has since decreased. In order to ensure
risk and harm. our reporting is accurate this is tracked at local
• Introduction of a crime performance accountability meetings as well as force wide
framework meetings.
• Review of suspect management and
application of a consistent approach The Improving Investigations and Offender
applied across the force Management Working Group will continue to
• Implemented standards, training oversee our work in this area and are building
and guidance on investigation plans plans to improve our approach to missing
• A training needs analysis carried persons, online harassment and how we use
out and a 12-18 month training plan digital intelligence.
agreed
16 17
INTEGRATED CRIMINAL JUSTICE
We use the gold, silver, bronze and blue
categorisation for IOM nominals to help prioritise FORENSIC SERVICES
OFFENDER the support that is needed and this is managed
in consultation with key partners. The system UNIT – FILE TEAM
MANAGEMENT is designed to ensure that we identify those
offenders who are currently causing the highest
The Regional Scientific Support Services (RSSS)
provides forensic services for Humberside and
level of harm and posing the greatest risk to our North, South and West Yorkshire police forces, The work of the Criminal Justice File Team (CJU)
communities. with West Yorkshire Police being the lead force for includes typing, casework, disclosure and witness
IOM teams are based within the local policing delivering forensic services. We provide a range care, supporting officers in preparing case files
commands and are aligned to the four local We use ‘buddi’ GPS tags on a voluntary basis and of services including the fingerprint bureau, for court. The casework team works closely with
authority areas. We have some officers this has helped us to reduce reoffending, as well footwear identification service, DNA lab, forensic the CPS to prepare files for court. The Disclosure
co-located with key probation and community as provided efficiencies within the team. submission, photographic imaging and CCTV. Team is responsible for checking the quality of
rehabilitation company partners and we hold files and the Witness Care Team acts as a point of
regular meetings to share information and As well as partner services, we also work with Crime Scene Investigators (CSI), based locally contact between victims, witnesses and relevant
to agree strategies for prevention and a long list of organisations to reduce reoffending. carry out three roles: senior CSIs who can attend agencies. The Typing Support Team transcribes
enforcement. Some of these include banks, job centres, training all crime types; CSIs who attend volume crime recorded interviews. The team has supported
providers, rehabilitation centres, prisons, job types; and vehicle examiners who attend only the rollout of CONNECT by providing training and
agencies and mental health teams. vehicle crime. guidance to front end users.
18 19CUSTODY CRIME SERVICES
Custody is responsible for the safe detention and Protecting Vulnerable People Unit
management of all those subject to arrest and detention.
We also provide accommodation for detainees for other Crime Services comprises the Day to day operational responsibility for this
organisations, including Immigration Service, National Protecting Vulnerable People Unit specific areas of business is managed by a cohort
Crime Agency (NCA), British Transport Police, HMRC and (PVPU) and specialist crime of detective inspectors. The North and South
other forces following arrest in the Humberside area. investigation, including: Bank core teams have responsibility for the
majority of PVP crime investigations, including
We currently have five custody suites; three live sites at • PVPU sexual offences which ensures consistency
Clough Road, Scunthorpe and Grimsby. A further suite • Major crime team - serious and and high standards of investigation. They are
at Bridlington is used for peak demand periods and organised crime, economic crime supported by a detective superintendent on the
there is a fall back suite at Priory Road. This provides and asset recovery. North and South Banks’ who manage operations
a daily capacity of 77 cells which can be increased by • Intelligence and digital crime – force and partnerships and take the strategic lead for
24 when needed. We have a programme in place to and local policing intelligence support, specific thematic areas.
replace our aging estate to meet modern standards dedicated source unit, special branch,
and a new suite is currently being built on the South cybercrime, internet sex offenders The PVPU is responsible for the investigation of
Bank to replace Scunthorpe and Grimsby which will be team, digital forensic recovery. offences committed against a vulnerable adult
operational in early 2019. by a person in a position of trust/responsibility
such as a carer or a family member with
Over the past 10 years, demand has been steadily recognised caring role. A similar responsibility
increasing but over the past three years we have seen sits with the team for vulnerable children but
a change in how we deal with children and those with extends to include teachers and community
mental health conditions, diverting them wherever group members. The PVPU also leads on all
possible to more appropriate accommodation and sexual offence investigations involving a child or
care. We process an average of 43 detainees every day. vulnerable adult as the victim.
Within the PVPU we also have a number of small
teams that lead on and support thematic areas
of business e.g. CSE, Management of Serious
FIREARMS LICENSING Offenders and Violent Offenders (MOSOVO),
missing persons and the Multi-Agency
Safeguarding Hub (MASH).
Our Firearms Licensing Team works within the CJU
The recently developed vulnerability dashboard
to deal with the licensing of all firearm/shotgun and
helps us to identify risks associated with
explosives certificates within the force area, including
victims, suspects and locations and enables the
the registering of licensed firearms dealers and Home
appropriate intervention.
Office approved target clubs.
The unit also deals with all firearms and explosives
seized or brought into our possession, ensuring that
all items have been assessed for National Ballistic
Intelligence Service (NABIS) submission. We provide an
input into the force strategic threat risk assessment.
Currently there are over 13,230 firearm/shotgun
certificate holders within the force area, holding over
36,553 firearms of various kinds. Compared to the four
forces with the Yorkshire and Humberside area we have
the third largest amount of certificate holders. This is
due to the rural nature of large parts of our area.
Plans are underway to digitise the licencing
files in advance of the national online application
system going live.
20 21Investigations of Serious Sexual Adult and Child Safeguarding Domestic Abuse
Offences
All offences of this nature are investigated within MASH are in place to ensure all relevant agencies Domestic Abuse (DA) is a force priority and we
PVPU by the specialist trained Sexual Offences work together to agree strategy and responses have been embedding it into everyone’s ways of
Investigation Team (SOIT). Our core investigation to safeguarding issues. Our PVPU investigates working, values and behaviours. All commands
teams investigate all of these offences to ensure offences committed against children by people and departments have their own unique role to
consistency and high standards of investigation. in a position of trust/responsibility such as a carer play – from the Command Hub, who take and
The investigative teams are located at Clough or a family member with recognised caring role, assess calls, to attending officers who make
Road police station in Hull and Brigg police station. a teacher or a community group leader. We also an initial assessment and safeguard victims,
Each investigation team is headed by a dedicated undertake any sexual offence investigation with and the detectives who are responsible for the
PVPU detective chief inspector. All serious sexual a child victim. investigation. Early intervention teams have a role
offences and rapes that are reported dynamically to play in supporting those who are not engaging
via the Hub are included within the vulnerability Staff from the local policing investigation teams with police or other services. Teams in support
section of the Chief Constable’s Daily Log and manage other crimes and incidents involving services also play a role, such as the media and
reported into the local/force pacesetters as children, such as child on child assaults and marketing team who help to raise awareness and
appropriate. acquisitive crime such as theft or robbery. They encourage reporting.
make referrals to the MASH where further multi-
We have experienced an increase of 19% year agency intervention or safeguarding support Our partners are also crucial in tackling DA.
on year on all sexual offences which indicates is required. Neighbourhood policing staff are All four local authorities run a MARAC and these
increased confidence in reporting. However, actively involved in the long-term management have been subject of ‘Safe Lives’ accreditation. The
where a victim does not wish to pursue a criminal of regular missing persons, children at risk of CSE/ MARAC meetings are well attended by partners
investigation, we can store forensic evidence for CCE and those engaged in crime and ASB. in each area and we often chair or co-chair each
seven years so that the victim has the option of month.
pursuing a criminal investigation at a later date. Priority domestic abuse cases where children are
Disposal of evidence in year eight is managed by present within the families are managed by local We expect reports of DA to continue as victims
the Yorkshire and the Humber Regional Scientific policing investigation teams. Early intervention become more confident in our ability to bring
Support Service led by West Yorkshire Police. teams link in with children and families at the perpetrators to justice through the use of
earliest opportunity to engage, take action and domestic violence protection orders and an
tackle problems before they escalate and become increase in arrests, charges and cautions.
embedded. This is a multi-agency approach to
problem solving which involves locally based Our victim satisfaction survey demonstrates that
officers working closely with partners from social 81.4% of those surveyed are satisfied with the
care, education, housing, health (including drug overall service. Each element of the survey has
and alcohol services), employers and a range of shown a steady improvement with the exception
other agencies to address the issues affecting of ‘follow up’ which is shown as 61.8%. We expect
young people and families through a collaborative that an increased focus by CID will have a positive
approach. impact on this as it will provide more trained
investigators focussing on this area of work.
22 23Missing persons The four local authorities have strategic oversight Child Sexual Exploitation
through the local safeguarding children board,
geographic tactical groups and multiagency Much of the work of the CSE teams is driven via The CSE team works with partners to identify,
practitioner working arrangements. Secondary the MACE meetings which are held every six disrupt and remove the opportunity for potential
The Missing Person Co-ordination Team independent debriefs of children who have been weeks in each of the four local authorities. These CSE perpetrators to offend and to take all
(MPC) has the overall co-ordinating reported as missing are undertaken by the local meetings assess all multi-agency information opportunities to investigate and prosecute CSE
role, with responsibilities including: authorities and shared within the force to inform held about potential victims and perpetrators of perpetrators. The CSE team is helping to develop
risk assessments and future plans for those CSE. The victims and perpetrators are assessed the way forward for partnership working for
• Maintaining operational effectiveness children. We record a full history of each missing as to their risk of involvement in CSE and given a other types of child exploitation such as county
and policy compliance person, allowing information from previous grading of low, medium or high. Action plans are lines and other criminal activity. Historically
• Prevention, problem solving and incidents to be automatically brought to the agreed to protect victims and reduce their risk of these children have been found taking part in
safeguarding attention of investigating officers. We also link CSE, and to prosecute or disrupt perpetrators to criminal activity and treated as criminals. There
• Quality assurance with the PNC Bureau and local authority systems reduce their risk of offending. is now a shift in thinking to recognise that these
• Staff development to ensure that relevant information is promptly individuals, particularly the children, are victims
and efficiently transferred. Children’s Social Care leads on the assessment of exploitation and that they need safeguarding.
of victims, while the police lead the perpetrator MACE arrangements in all four local authority
Child Abduction Notices (CANs) are recorded response. A social work manager and police areas are now developing to cater for this issue.
along with warning markers for issues such as CSE detective sergeant jointly chair each meeting. The
or self-harm which are all issues that can affect action plans agreed for perpetrator disruption The CSE teams employs proactive tactics in order
risk levels. Within each of the local authority areas, or investigation follow the Integrated Offender to prevent CSE offences and disrupt offenders.
arrangements are in place for the management of Management (IOM) structure. These include working with other agencies
CSE through the Multi Agency Child Exploitation such as Trading Standards, Fire Service and
(MACE) process. Management of missing persons Immigration to tackle other types of criminality
and those that are at risk of other forms of child in order to disrupt CSE. The teams also use court
exploitation are being integrated into these orders such as the Sexual Risk Order or the Sexual
processes. Harm Prevention Order to mitigate the threat
from particular individuals. As with missing
persons, child abduction notices can also be an
effective tool in this business area.
24 25Female Genital Mutilation & Honour Human Trafficking and Forced Labour Major Crime
Based Abuse (including forced
marriage) We are part of the Humber Modern Slavery The Major Crime Team leads on investigations into homicide and suspicious death but also manages
Partnership, a multi-agency forum with over and advises on a wide range of other issues such as:
60 members working towards combatting
Preventing and tackling Female Genital modern slavery. Investigations in the main are • Kidnap, extortion and crimes in action
Mutilation (FGM) and honour based abuse is the conducted by PVPU, unless the potential victim • Investigation and management of counter terrorism offences
responsibility of all staff but the investigation has been identified as a result of committing • Homicide and cold case reviews including sexual offences
of potential offences is led by PVPU. Each local criminality, when responsibility sits within local • 24/7 SIO cover for the force
authority has FGM, honour based abuse and policing CID. All National Referral Mechanism • Control of Child Rescue Alert
forced marriage embedded in their safeguarding (NRM) submissions are managed within the force • Involvement in anti-corruption unit investigations
strategy and partner agencies in social care and intelligence unit who work with MASH to ensure • Sextortion and cyber enabled blackmail
health have trained their staff on how to identify the potential victim safeguarding needs are met. • Tier five interview guidance
potential cases. Although suspected cases are • Extradition and the management of European Arrest Warrants
low, they are growing slightly and some cases can Modern day slavery is a force priority and by its very • SIO support for incidents where primacy sits with other departments e.g. cyber-attack, honour based
take a significant amount of work to determine nature is usually linked to Organised Crime Groups violence, FGM, forced marriage
whether a crime is taking place. To date we have (OCG) and labour exploitation is one of the most • Digital media support
taken out two forced marriage protection orders. common forms. The true scale of modern slavery is • Management and support of Home Office Large Major Enquiry System (HOLMES) and and the CLIO
not yet known nationally. We use media and social incident management system
media to raise awareness of the issue among the • Complex enquiries requiring indexing and action management
public and to encourage reporting. • Armed robbery with use of a firearm
• Supporting IPCC fatal investigations and critical incident investigation
• Dynamic resource support to other investigation teams
Stalking, Harassment and Cyber
Bullying There were 257 investigations and 18 European arrest warrants in 2017/2018. Although we are not seeing
a year on year increase in homicide, we did see a spike in 2017/2018, when the number of reported cases
Patrol teams provide the initial response to increased from 9 in 2016/2017 to 17.
calls that require immediate attention and the
attending officers are responsible for the relevant Digital media investigation is becoming an ever increasing aspect of the work of major crime and we
safeguarding of victims until the OIC is appointed. are investing significantly in technology to extract digital evidence over the coming years, utilising for
Our Stalking and Harassment Action Plan was example facial recognition, geographic tagging and analytical systems.
developed in response to the recommendations
from the thematic HMICFRS report. The guide
to vulnerability includes key information for
officers, including legislation, types of behaviour,
investigation requirements, search powers, risk
considerations and support for victims.
26 27You can also read
