HUMBERSIDE POLICE FORCE MANAGEMENT STATEMENT SUMMARY - AUGUST 2018

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HUMBERSIDE POLICE FORCE MANAGEMENT STATEMENT SUMMARY - AUGUST 2018
HUMBERSIDE POLICE
FORCE MANAGEMENT
STATEMENT SUMMARY
AUGUST 2018
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

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HUMBERSIDE POLICE FORCE MANAGEMENT STATEMENT SUMMARY - AUGUST 2018
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.

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HUMBERSIDE POLICE FORCE MANAGEMENT STATEMENT SUMMARY - AUGUST 2018
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.
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HUMBERSIDE POLICE FORCE MANAGEMENT STATEMENT SUMMARY - AUGUST 2018
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.

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HUMBERSIDE POLICE FORCE MANAGEMENT STATEMENT SUMMARY - AUGUST 2018
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.

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HUMBERSIDE POLICE FORCE MANAGEMENT STATEMENT SUMMARY - AUGUST 2018
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
HUMBERSIDE POLICE FORCE MANAGEMENT STATEMENT SUMMARY - AUGUST 2018
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.

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HUMBERSIDE POLICE FORCE MANAGEMENT STATEMENT SUMMARY - AUGUST 2018
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
HUMBERSIDE POLICE FORCE MANAGEMENT STATEMENT SUMMARY - AUGUST 2018
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                                                                                                                                                                                                                19
CUSTODY                                                 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                                                                                                                                                                 21
Investigations 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                                                                                                                                                                          23
Missing 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                                                                                                                                                                                                               25
Female 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.

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