HUMBERSIDE POLICE FORCE MANAGEMENT STATEMENT SUMMARY AUGUST 2018

Transcription

1 HUMBERSIDE POLICE FORCE MANAGEMENT STATEMENT SUMMARY AUGUST 2018

2 FOREWORD FROM THE CHIEF CONSTABLE I m incredibly proud to be the Chief Constable of Humberside and along with my chief officer colleagues, to be leading a force of extremely committed, motivated and professional police officers and police staff. Since my appointment in June 2017, we have been focussing on a number of key enablers that have led to our staff reporting that the force has begun to feel like a different organisation. We have also been working hard to build confidence in our communities and returning the force operating model to a place based approach has been universally welcomed by communities and partners. Our key enablers are to: Ensure that we continue to connect with our staff, communities and partners Provide a leadership that is trusted and engaged with our people Ensure that our people feel valued, listened to and feel genuinely supported Ensure that change is managed effectively with our staff, partners and communities Provide a clarity of purpose with clear values and behaviours Setting out a clear vision and sense of direction, through the simplistic clarity provided by our Plan on a Page, was achieved following extensive engagement with the extended leadership teams across the force. The Humberside Police Force Management Statement (FMS) covers a very busy, yet extremely productive period, since both I and my new chief officer team took over the leadership of the force last year. With our police officer and police staff colleagues, we have been working extremely hard to improve the quality, efficiency and effectiveness of the services we deliver to our communities and this is evidenced throughout our FMS. Through our Plan on a Page, we have agreed a clear future direction for the force and this is now becoming the DNA of our organisation it drives our people, our processes and systems, our services and our cultural evolution. Our determination to improve, innovate and transform is now starting to deliver a number of benefits, evidenced most recently in Her Majesty s Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS) recognising these improvements and moving us out of engagement status. This was widely seen as an endorsement of our ambition and the hard work that has taken place and is a clear indication that this force is moving in the right direction. Our staff survey, independently conducted by Durham University, provided extremely positive results and confirmed that our people are with us on our journey. We have seen a significant increase in our staff survey response rates from 29% for our 2016 staff survey to 52% in Our own Staff Voice forum have indicated that this is attributable to our people feeling more confident that they will be heard and that they have high levels of trust in the leadership of the force. Our results also indicate that our staff have very high levels of public service motivation and that this is coupled with higher reported levels of job satisfaction in comparison to the results recorded in many other forces. Staff reported that they feel valued and that their emotional energy levels are high and reassuringly, the survey results showed that our leaders are seen as supportive and highly ethical. While the chances of becoming a victim remains low, we remain determined to put even more effort into preventing crimes that cause the most fear and present the greatest threat, risk and harm to the most vulnerable in our communities. However, we also recognise there is more for us do to. These remain challenging times for Humberside Police and the wider police service but by continuing to work together as a team, optimising our opportunities to innovate and transform by working with leading academics and partners, we will make even greater strides in protecting the most vulnerable in our communities. Looking forward, the changing nature of policing, including the rises in cybercrime, child sexual exploitation and human trafficking, as well as the increasing impact of mental health issues and continuing financial constraints, requires us to continuously improve the way we work and ensure we have the right staff with the right skills in the right places to meet the demands placed upon us. However, we have already started to plan for and address these challenges within Humberside Police. We have started the process of recalibrating our skills and capabilities, with a clear focus on problem-solving, identifying our early intervention opportunities to reduce crime and criminality and making the best use of the technology available to us. This is demonstrated in our development of a Strategic Workforce Plan, that clearly articulates our plan for the future including our Target Operating Model (TOM), resourcing report, skills analysis, and key resourcing information including a force pipeline (solutions to future resourcing issues). I have personally led a series of 16 Sergeants Pledge Days, where I have spent a day with every sergeant in the force, listening to their experiences and agreeing with them how they are going to lead their teams as well as what they can expect from me in return. The Pledge Days concluded with each sergeant and myself personally signing a Sergeants Pledge agreeing how we are going to deliver this together. Our Inspectors Pledge Days commence in September, following the same approach, with the feedback from our sergeants indicating that this style has been universally welcomed by our leaders. It is crucial that we deliver a flexible, appropriately resourced and professional police service to the communities of Humberside whilst providing victims with the very best outcome. Through the application of Response Modeller, and our Wards Based Needs Analysis (WBNA) methodologies, we are looking at how we can more effectively align our resources to demand through the application of evidence based resource allocation processes. As a result of early feedback from both officers and staff on their current shift pattern, a new pattern for patrol, custody and Hub staff commences in September The force is now following a similar process for other parts of the organisation, ensuring that our shift patterns match our resources to their demands and optimise the wellbeing of our staff. We are also looking at how we can improve the efficiency of our processes and systems and we have developed a corporate change programme to drive the identification of opportunities to improve our working practices and optimise our use of resources. We are also looking at how we can deliver these improvements with the support of our academic colleagues from Hull University to optimise opportunities to innovate and transform. We have developed a proactive, engaging and supportive working relationship with the Office of the Police and Crime Commissioner (OPCC) and his team, ensuring a collaborative approach is taken to the development of Humberside Police and how we deliver the Police and Crime Plan. This approach does not compromise or detract from the PCC s requirement to hold the force to account, which is proactively reflected in the Corporate Governance Processes of the force. It has also ensured that our Plan on a Page is aligned to the aims of the Police and Crime Plan. Humberside Police has a clear and achievable ambition to be viewed as consistently good by the people we serve and by those that have a duty to inspect us. Being outstanding overall, with a reputation for protecting the vulnerable effectively, delivering neighbourhood policing and being seen as legitimate by our communities, is a goal that is shared by the whole organisation. We have more work to do to achieve our ambition, but our people have a shared commitment to achieve these aims and to be part of an organisation that they are proud of and the service it provides. Lee Freeman Chief Constable, Humberside Police 2 3

3 FOREWORD FROM THE POLICE AND CRIME COMMISSIONER OVERVIEW OF HUMBERSIDE POLICE I am pleased to receive this first FMS which I will be using to help assess progress toward my Police and Crime Plan outcomes. It provides vital context about Humberside Police, its demands in the coming years and how it will cope with those demands, how it will reduce the gap between those demands and future capability, and how it will use the money provided by Government and local people. The work undertaken in Humberside Police during the past eighteen months to get a real grip on the use of resources has allowed the force to recruit additional officers at a rate beyond that of any other part of the country. Forces generally are struggling to cope with increased demands and complex challenges of modern policing. Any additional money I raise will not fill any financial holes, it will translate directly into further additional officers or staff, which is what every community I speak to asks for and which will help to meet these complex challenges. HMICFRS recognises the good use of resources which are allowing the force to grow the number of officers. In terms of the efficiency of the force, they have grasped the challenge to improve and are clearly on that journey. I have witnessed a new and growing confidence and belief in the force and those that interact with it, and this will assist the force as it progresses. What is vital is that the force builds a momentum of improvement that is sustainable and that takes time. There is clearly still much to be done, as can be seen in this Force Management Statement, but that is understood and being addressed. In relation to the effectiveness of the force, the many improvements taking place and planned for the future are creating a positive effect already within our communities. The new force leadership team under Chief Constable Lee Freeman are getting to grips with the issues. HMICFRS has highlighted some recent good examples showing the progress underway, including the positive work we do with our partner organisations. There are some areas where the force needs to improve, all of which are highlighted in the FMS. I will be using the information to work with the Chief Constable to address these, but as a whole the public should be reassured that the force is on the road to sustained improvement. Keith Hunter Police & Crime Commissioner, Humberside Police Humberside Police covers an area of 1,356 square miles around the Humber Estuary, including the city of Kingston upon Hull and the towns of Grimsby and Scunthorpe. The force area also includes the large rural areas of both the East Riding of Yorkshire and North Lincolnshire. Hull, Grimsby and Scunthorpe contain wards with some of the highest levels of deprivation in England and Wales, with two of our top tier local authorities being in the bottom quartile of the most deprived areas in the country. The force currently has 3,441 staff, comprising 1,782 police officers, 1,114 police staff and 254 PCSOs. Supporting these are 177 members of the Special Constabulary and 114 volunteers. The force is currently in the middle of the largest recruitment of police officers in its history and by December 2018, police officer numbers will have risen to 1,900. Between April 2017 and March 2018, Humberside Police dealt with 548,425 calls for service, which is an increase of almost 60,000 on the previous year. As with other forces, we are responding to changes in both the nature and complexity of demand. Incidents relating to mental health, missing persons and concern for welfare, coupled with the increased demand from emerging offences of cybercrime, modern slavery and the need to identify, assess and manage vulnerability effectively, continue to contribute to the rise and complexity in calls for service. We have recently published our Plan on a Page that outlines our strategic vision for the coming years and defines the key priorities in support of our vision of Serving our communities to make them safer and stronger. The Plan was put together following extensive engagement and consultation with our senior leaders. It focuses on the four key themes: PEOPLE the key to our success is our people RESOURCES will enable us to perform well CONNECTED to deliver the right services we need to be connected COMMUNITIES our ultimate aim is to serve our communities to make them safer and stronger We are clear that continuous improvement for Humberside Police must have a foundation rooted in organisational culture, values and behaviours. These determine the type of organisation Humberside Police wants to be and have been developed and agreed with our people. The Chief Constable and his chief officer team have personally led over 100 engagement meetings with staff across the whole organisation to discuss our plan and how everyone can contribute to its delivery. All five operational commands, and our organisational departments, are developing their local delivery plans in support of our Plan on a Page, with the effectiveness of these contributions being robustly monitored through our new Corporate Assessment Framework. Alongside this, our Performance Development Review (PDR) has been adapted and improved to ensure individual performance and continuous personal development is also fully aligned to our Plan on a Page. 4 5

4 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 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 savings requirement and the budget gap. We will be working toward savings plan option B which would deliver savings in the region of 13.4m, with savings plan option A being the minimum acceptable level of savings. The savings plan is monitored by the Strategic Change Board and a new business benefits realisation strategy will ensure that benefits identification and management is a part of all reviews and projects. All cashable and non-cashable benefits will be recorded, with cashable savings feeding through to the savings plan. 2018/ / / / /23 Savings Plan 1,343 3,774 2, Budget Gap 2,146 4,257 3,564 3,330 4,439 Support from Reserves ,564 2,465 3,879 HUMAN RESOURCES Our people are our most valuable asset and are crucial to our ability to be able to realise our vision as set out in Plan on a Page. Our people need to be competent, confident and committed in order to deliver a policing service that achieves our vision and operates in line with our values to sustain performance and prepare us for the challenges ahead. To achieve this, a five year strategic workforce plan has been developed and is derived from four fundamental building blocks of: Target Operating Models for police officers, PCSOs and police staff Force resourcing report Skills matrix and skills audit Workforce pipeline The Human Resources department (HR) has been run as a collaborative function with South Yorkshire Police. This arrangement has been reviewed and a decision taken to move away from a collaborative function with a HR department in each force. The Equality, Diversity & Human Rights Board is led by the DCC and we have proactive policies, plans, peer support networks and Learning & Development (L&D) in place to support the delivery of the strategy. A new staff survey was undertaken in partnership with Durham University in We achieved a 52% completion rate and the results of the main survey were shared in April Senior leaders are working with their teams and implementing action plans. Learning & Development The team delivers a programme of training across all areas of the force. The key areas of focus for 2018/2019 will be: Initial Police Learning and Development Programme (IPLDP) ongoing uplift in student officer recruitment and then a move to the national Policing Education Qualifications Framework (PEQF) Crime & Investigation Personal Development Plan (PDP) days Domestic abuse Body worn video Leadership development We have a joint Wellbeing & Engagement Strategy ( ) with South Yorkshire Police, which is currently being refreshed and reviewed by each force to ensure it continues to meet workforce needs. The strategy is based on the key principle of wellbeing being viewed as a shared endeavour between the individual and the organisation, with a clear emphasis on developing the mental and physical resilience of our people. 6 7

5 CORPORATE COMMUNICATIONS DEPARTMENT CORPORATE DEVELOPMENT DEPARTMENT FINANCE AND BUSINESS SUPPORT SERVICES The finance & business team is comprised of three teams: Business centres: provide administrative and facilities management/support services for operational commands, mail room and evidential property. Sales, payments, purchasing, insurance & payroll: deal with payments to all suppliers, income collection, debtor management, salary and expense payments to staff and manages the iproc procurement system. Budget monitoring & financial planning: provides strategic financial support to the force, OPCC and budget managers, undertakes budget setting, financial reporting and planning. The work of this team has contributed to the workforce plan and the Medium Term Financial Plan (MTFP). Annual budget setting is concluded in February and a mid-year review takes place in September so that we can adjust our projected spend and ensure budgets are balanced at the end of the financial year. In the financial year 2018/2019 we have plans in place to develop more self-service processes and systems, including an i-expenses system for other receipted expenses. The Corporate Communications Department is responsible for the delivery of internal and external communications. The areas covered by the team include proactive and reactive media management, digital and social media, internal communications/engagement, campaigns and public information and corporate brand publishing. The overall aims of the team are to: Maintain and improve public trust and confidence in Humberside Police in order to support our officers in making safer and stronger communities Support the delivery of operational outcomes through appropriate communications interventions and support where relevant. We provide a 24/7 media response on behalf of the force dealing with over 400 contacts from the media every month as well as supporting the force with appeals for missing/wanted people, witnesses and proactive information and campaigns via social media channels, events, campaigns, online and publications. We have supported the rollout of the Plan on a Page internally, as well as managing some of the key messages from the plan externally. Our external messaging is focussed on ensuring that our communities are confident in how we protect vulnerable people and keep people safe, are aware that we tackle and investigate crime and Anti-Social Behaviour (ASB) and that we are providing a local policing service that is responsive to our communities needs. The Corporate Development Department plays an important role in organisational development, through driving organisational change and improvement, corporate planning and governance, performance management and information governance. The department is made up of the Business Change Team, Demand Team, Assurance and Performance Team, HMICFRS Liaison, Audit & Inspection Team and Information Compliance Unit. A review is underway to ensure the skills, services, functions and structures are able to provide a pivotal role in delivering our Plan on a Page priorities. This includes understanding and managing demand (identifying, analysing and predicting demand), aligning resources to demand (resource modelling such as Response Profiler, WBNA, local resource profiles), and improving the effectiveness of our processes and systems (the application of lean and continuous improvement methodologies to deliver business process re-engineering reviews as part of the corporate change programme and information management). The department will also play a key role in supporting local policing commands, specialist commands and departments in implementing and monitoring their local delivery plans and improving performance. A corporate change programme has been developed which has been assessed against a range of organisational priorities that will drive future change and improvement activity. We have developed a Corporate Assessment Framework for local delivery plans which will be monitored through a programme of monthly and quarterly local and corporate accountability meetings. This process is driven and supported by the performance function through automated performance management and analytical products. We are also making more effective use of our Audit Team to assess progress towards the delivery of effective and efficient policing services and improvement programmes and also our regional district audit team to support us in our internal audit programmes. We are promoting innovation, by pursuing collaborative working opportunities with academia and the public and private sector. We are currently working with Hull University, CD4i, Innaxys and Centrex across a range of activities focussed on the continuous improvement of our working practices in key areas including intelligence, call handling, mispers and digital policing. 8 9

6 ESTATES AND FLEET SERVICES RESPONDING TO THE PUBLIC The estates service has responsibility for all property management, building maintenance, environmental management and facilities management. Since April 2018 estates has been a collaborative service with Humberside Fire & Rescue. The estates strategy sets out the plans for how we will develop our estate to meet the needs of a modern police force, and includes exploring opportunities for co-location with partner organisations as well as new buildings and prioritising capital projects and initiatives. EMERGENCY SERVICES FLEET MANAGEMENT LIMITED Fleet services has been run as a collaborative service with Humberside Fire & Rescue since April 2015 and is known as Emergency Services Fleet Management Limited (ESFM). The fleet strategy is focussed on supporting frontline operations in the most cost effective way. Availability of police vehicles for use 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 INFORMATION SERVICES Since 2011 Information Services has been a joint service with South Yorkshire Police and is the team is split between the two locations. The focus of the current IT strategy is to bring our IT systems up to date with fully integrated officer focussed capability. The aim is to enable officers to access systems whilst out in the community and reduce the need to come back to their station. We have 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. We communicate with the public in a number of ways. Much of this is through calls to 101 and 999 (to which we receive over half a million calls each year) but we also communicate via traditional face to face interaction, through social media conversations and emerging digital services such as the My Community Alert messaging scheme. The majority of public calls for service are routed through the Command Hub. The Hub sits at the heart of the organisation and acts as first point of contact for many members of the public, directing resources to resolve incoming demand. The command is also responsible for: The Police National Computer (PNC) and Automatic Number Plate Recognition (ANPR) function The centralised force logistics and operational planning department All force public contact points (enquiry offices) The 2016 review of the Hub resulted in a new leadership team, an operational restructure, significant programme of recruitment, training and Continued Professional Development (CPD), new technologies such as Netcall and Queuebuster and the introduction of mental health counsellors in the control room. We also created the Crime Resolution Team (CRT) responsible for the management of crime, crime data integrity, crime recording, screening, initial investigation and allocation. The Demand Resolution Team (DRT) is responsible for the initial taking of calls, resolving what they can, routing incidents to dispatchers, and a fast time and slow time log service. Nearly all of the calls that result in an incident log are covered by the four main prioritisation grades; Emergency (7%), High (23%), Hub (36%) and Prompt (30%). The three incident types (accounting for 25.6% of logs) which are routinely created the most are: Concern for safety Suspicious circumstances Abandoned 999 calls (including silent 999 calls and incomplete calls) The next most commonly created log types which account for around 30% are domestic incidents, duplicate calls, messages, ASB nuisance, violence and road related offences. The remaining 45% is made up of various incidents including missing people, criminal damage and public order offences

7 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 2017 which affected all forces. We aim to answer 101 calls within 30 seconds. For incidents we achieved 64.8% and for crime 61.8%. This was lower than the previous year due to vacancies within the crime recording function, which was compounded by the implementation of our new CONNECT crime recording system. Over the next few years we expect demand to continue to grow at 8% year on year for 999 calls. For 101 incident calls we expect a reduction of 0.4% and for 101 crime calls a reduction of 9.9% due to the public increasingly using other ways of accessing, such as online reporting. Smart Contact will replace the current command and control system to provide a multi-channel contact and dispatch system that will help us to deal with increasing demand. The system will be integrated with CONNECT and mobile data programmes so that officers can view and update incidents via mobile phones. We are also developing a customer facing web portal which will offer a webchat function and an online desk will help to drive more contacts from our website and social media channels. We are looking at a number of ways to increase efficiency in the Hub so that we can handle the increasing numbers of calls we re receiving. For example, we are looking at our call handling practices and how long we take to handle calls and record the details, we are aligning our shift patterns to better match demand and we re making significant investments into training. MENTAL HEALTH Data illustrates that mental health related incident calls per month are increasing. In 2016/2017 we recorded 760 calls per month compared with 824 per month in 2017/2018, with 40% being related to suicide or selfharm. In order to help us address this increasing issue, we have created mental health operations manager and coordinator posts, enabling us to develop force-wide policies, plans, training and partner relationships to help us keep people safe, use our resources appropriately and reduce unnecessary demand. We have also developed a Your Guide to Vulnerability booklet for all staff and a script for call handlers to use when dealing with mental health related calls. To improve our response to mental health incidents we have partnered with the charity MIND. This pilot involves trained staff from MIND being stationed in the Hub to provide real time operational support to staff dealing with mental health and concern for welfare/ safety. The pilot began in January 2017 and funding is in place until at least The pilot is expected to reduce demand from mental health related calls for service in the long term as mental health sufferers can be directed to appropriate mental health support and interventions. The overall impact of the scheme has been difficult to measure but some qualitative evidence demonstrates the most significant benefit has been the expert support given to members of the public, additional guidance for police call takers and the provision of a more professional service. There is also evidence to suggest the scheme has resulted in a reduction in officers attending calls for service and has also delivered benefits to partner agencies reducing partner attendance by over 10% to incidents that MIND staff had some involvement in. These factors supported the decision to expand the scheme going forward. PREVENTION AND DETERRENCE Prevention and deterrence cuts across all areas of the force. Local commanders have responsibility for delivery and are supported by teams in operational policing, early intervention and community safety, as well as proactive, crime reduction and licensing teams. Teams are also supported by well-established partnership groups including Multi Agency Public Protection Arrangements (MAPPA), Multi-Agency Risk Assessment Conference (MARAC) and Community Safety Partnership boards (CSP). The local policing command is comprised of two local policing areas, each covering two of our four local authority areas. We are organised into the three traditional pillars of policing, which are patrol, CID and neighbourhood policing and these are supported by the Community Safety Unit (CSU). Our key partners include the National Probation Service community rehabilitation companies, Crown Prosecution Service (CPS), Her Majesty s Courts and Tribunal Service (HMCTS), Humberside Fire & Rescue, health services, local authorities, voluntary organisations and the prison service. Patrol Teams Our patrol teams deployed to 84,155 incidents in 2017 and attended approximately 35,000 appointments an average of 95 per day. Domestic abuse accounts for a high proportion of our work and is showing an upward trend as victims are becoming more confident to report incidents. We expect that our future demand will continue to rise across all areas of protecting vulnerable people, including Child Criminal Exploitation (CCE) and modern day slavery, as well as mental health related issues. Neighbourhood Policing Our neighbourhood policing strategy is focussed on meeting the needs of the vulnerable in our communities, whilst understanding and responding to new and emerging threats. We do this through engagement and helping communities to build their own resilience, through taking a problem solving approach and where we can, through early intervention methods. By using a place based model and working in collaboration with partners, the voluntary sector and communities to share data and understand demand, we are provided with a much fuller 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

8 Hate Crime and Community Cohesion Engagement Early Intervention Engaging with young people Hate crime represents 1% of all reported crime in Humberside but the impact on victims and communities is often far reaching and profound. We run four Independent Advisory Groups (IAGs) which are aligned with the four local authority areas. These groups monitor the data, identify good practice and where development is needed. We expect levels of reported hate crime to rise as the national crime survey suggests that only around 25% of hate crime is currently recorded. We have more training planned to help us address this emerging trend and are seeing positive results from our third party reporting process. We proactively maintain relationships with community groups which helps to encourage reporting and provides a visible presence to identify emerging issues locally. We also access regional and national intelligence from the national community tension team and Op Element. Local neighbourhood teams have their own local accounts on Facebook and Twitter which are managed by the neighbourhood inspectors, sergeants, community beat managers and PCSOs. Accounts are used to share information with local residents about local issues, crime prevention, events and appeals. We have also recently launched the My Community Alerts system and have over 10,000 people signed up to it. We regularly meet with MPs and produce a quarterly round up of activity on their patch. This highlights good results, ongoing issues that we re dealing with and also provides a link to the most up to date crime statistics. We do face to face engagement through day to day beat patrol, attendance at local events and through our public contact points based in police stations, shared accommodation with other services and out at community locations such as village halls, schools and supermarkets. The College of Policing has recognised our approach to early intervention as good practice. Our early intervention teams identify families where the children in those families are potential future offenders. They work with the whole family to address the issues that are causing the behaviour through a multi-agency approach including Child Sexual Exploitation (CSE) professionals, youth outreach, schools and the youth offending team. We also highlight repeat demand from frequent callers with mental health needs along with our partners to help us problem solve together to reduce crime and improve local services. Launched in 1989 the lifestyle project has enabled over 160,000 young people to give something back to their communities by carrying out community projects and raising over 44,000 for national and local causes. The project also helps young people to develop new skills to help with future college, university or job applications. Rock Challenge and Night Challenge also provide young people with the opportunity to develop their life skills by taking part in new experiences. Rock Challenge aims to divert young people away from alcohol or drugs by offering them a chance to take part in this event where they can perform on stage alongside other young people. Night Challenge participants experience eight challenges during an overnight orienteering event. This is aimed at young people who have a negative impression of police and other authorities and aims to challenge those preconceptions

9 Rural crime Whilst crime rates are lower than in urban areas, rural areas tend to experience acquisitive and violent crime, such as offences against animals. Other issues such as speeding on rural roads continue to be an issue with a relatively high number of serious and fatal road traffic collisions. The use of criminal behaviour orders has been useful in targeting persistent offenders. We have trained local policing officers and PCSO s to support our rural communities and key partners. Police Now We have successfully embedded one cohort (10 officers) of Police Now recruits, who are located around the force area with a second cohort in The journey starts with the summer academy, which is an intensive six-week training programme and upon completion, officers move into the force and are assigned a ward of highdemand where they will work for two years. They then work through a series of 100 days-worth of challenges to develop their problem solving skills and evidence-based practices. Partnerships We have embedded CSPs within our four local authority areas. We work with those local authorities, fire and rescue, national probation service, community rehabilitation companies and health authorities to protect communities from crime and ASB, keep people safe, and tackle local issues together. Each CSP has an annual plan which aligns with the Police and Crime Plan. Each operates differently but within a shared operating framework. The Safer Schools Partnership aims to work with schools to make them more resilient, reduce calls for service and reduce crime and ASB. The schools involved all receive presentations on key issues such as stranger danger, social media, drink, sexual offenses and staying safe and have raised awareness and knowledge of CSE, knife crime and substance misuse in young people. Our Alcohol Licensing Teams work with key partners to understand local demands and address concerns. The team supports other departments within the force, such as local policing with visits to premises and in implementing a stepped 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. CRIMINAL INVESTIGATION DEPARTMENT The Criminal Investigation Department (CID) within the local policing command is responsible for the investigation of all serious and complex crime and the management of detainees arrested from live incidents (prisoner processing). In addition we have a proactive capability for the investigative lead on organised crime investigations (supporting the local responsible officer) which supports the Integrated Offender Management (IOM) process by targeting designated gold IOM nominals and other high harm causing offenders. Some volume crime investigations are allocated to policing and patrol teams within the local policing command. However, leadership and governance of standards of volume crime investigation are the responsibility of the CID. We have recently reviewed CID and improved structures, processes policies, skills and training. Changes in process include: Splitting the previously joint CID and patrol workbook to provide a distinction between the two functions A revised allocation policy to ensure decisions are made based on threat, risk and harm. Introduction of a crime performance framework Review of suspect management and application of a consistent approach applied across the force Implemented standards, training and guidance on investigation plans A training needs analysis carried out and a month training plan agreed We have reviewed our crime outcomes and found that outcomes 1-4 and 6-8 (charges, TICs and out-of-court disposals) have been reducing, as has outcome 15 (victim supports action) whilst outcome 16 (victim does not support action) has increased. Outcome 21 (further investigations not in public interest police decision) has also been increasing. We have identified that much of this was due to incorrect selection and usage of this outcome has since decreased. In order to ensure our reporting is accurate this is tracked at local accountability meetings as well as force wide meetings. The Improving Investigations and Offender Management Working Group will continue to oversee our work in this area and are building plans to improve our approach to missing persons, online harassment and how we use digital intelligence

10 INTEGRATED OFFENDER MANAGEMENT IOM teams are based within the local policing commands and are aligned to the four local authority areas. We have some officers co-located with key probation and community rehabilitation company partners and we hold regular meetings to share information and to agree strategies for prevention and enforcement. We use the gold, silver, bronze and blue categorisation for IOM nominals to help prioritise the support that is needed and this is managed in consultation with key partners. The system is designed to ensure that we identify those offenders who are currently causing the highest level of harm and posing the greatest risk to our communities. We use buddi GPS tags on a voluntary basis and this has helped us to reduce reoffending, as well as provided efficiencies within the team. As well as partner services, we also work with a long list of organisations to reduce reoffending. Some of these include banks, job centres, training providers, rehabilitation centres, prisons, job agencies and mental health teams. FORENSIC SERVICES The Regional Scientific Support Services (RSSS) provides forensic services for Humberside and North, South and West Yorkshire police forces, with West Yorkshire Police being the lead force for delivering forensic services. We provide a range of services including the fingerprint bureau, footwear identification service, DNA lab, forensic submission, photographic imaging and CCTV. Crime Scene Investigators (CSI), based locally carry out three roles: senior CSIs who can attend all crime types; CSIs who attend volume crime types; and vehicle examiners who attend only vehicle crime. CRIMINAL JUSTICE UNIT FILE TEAM The work of the Criminal Justice File Team (CJU) includes typing, casework, disclosure and witness care, supporting officers in preparing case files for court. The casework team works closely with the CPS to prepare files for court. The Disclosure Team is responsible for checking the quality of files and the Witness Care Team acts as a point of contact between victims, witnesses and relevant agencies. The Typing Support Team transcribes recorded interviews. The team has supported the rollout of CONNECT by providing training and guidance to front end users

11 CUSTODY CRIME SERVICES Custody is responsible for the safe detention and management of all those subject to arrest and detention. We also provide accommodation for detainees for other organisations, including Immigration Service, National Crime Agency (NCA), British Transport Police, HMRC and other forces following arrest in the Humberside area. We currently have five custody suites; three live sites at Clough Road, Scunthorpe and Grimsby. A further suite at Bridlington is used for peak demand periods and there is a fall back suite at Priory Road. This provides a daily capacity of 77 cells which can be increased by 24 when needed. We have a programme in place to replace our aging estate to meet modern standards and a new suite is currently being built on the South Bank to replace Scunthorpe and Grimsby which will be operational in early Over the past 10 years, demand has been steadily increasing but over the past three years we have seen a change in how we deal with children and those with mental health conditions, diverting them wherever possible to more appropriate accommodation and care. We process an average of 43 detainees every day. FIREARMS LICENSING Our Firearms Licensing Team works within the CJU to deal with the licensing of all firearm/shotgun and explosives certificates within the force area, including the registering of licensed firearms dealers and Home 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. Crime Services comprises the Protecting Vulnerable People Unit (PVPU) and specialist crime investigation, including: PVPU Major crime team - serious and organised crime, economic crime and asset recovery. Intelligence and digital crime force and local policing intelligence support, dedicated source unit, special branch, cybercrime, internet sex offenders team, digital forensic recovery. Protecting Vulnerable People Unit Day to day operational responsibility for this specific areas of business is managed by a cohort of detective inspectors. The North and South Bank core teams have responsibility for the majority of PVP crime investigations, including sexual offences which ensures consistency and high standards of investigation. They are supported by a detective superintendent on the North and South Banks who manage operations and partnerships and take the strategic lead for specific thematic areas. The PVPU is responsible for the investigation of offences committed against a vulnerable adult by a person in a position of trust/responsibility such as a carer or a family member with recognised caring role. A similar responsibility sits with the team for vulnerable children but extends to include teachers and community group members. The PVPU also leads on all sexual offence investigations involving a child or 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 Offenders and Violent Offenders (MOSOVO), missing persons and the Multi-Agency Safeguarding Hub (MASH). The recently developed vulnerability dashboard helps us to identify risks associated with victims, suspects and locations and enables the appropriate intervention

12 Investigations of Serious Sexual Offences All offences of this nature are investigated within PVPU by the specialist trained Sexual Offences Investigation Team (SOIT). Our core investigation teams investigate all of these offences to ensure consistency and high standards of investigation. The investigative teams are located at Clough Road police station in Hull and Brigg police station. Each investigation team is headed by a dedicated PVPU detective chief inspector. All serious sexual offences and rapes that are reported dynamically via the Hub are included within the vulnerability section of the Chief Constable s Daily Log and reported into the local/force pacesetters as appropriate. We have experienced an increase of 19% year on year on all sexual offences which indicates increased confidence in reporting. However, where a victim does not wish to pursue a criminal investigation, we can store forensic evidence for seven years so that the victim has the option of pursuing a criminal investigation at a later date. Disposal of evidence in year eight is managed by the Yorkshire and the Humber Regional Scientific Support Service led by West Yorkshire Police. Adult and Child Safeguarding MASH are in place to ensure all relevant agencies work together to agree strategy and responses to safeguarding issues. Our PVPU investigates offences committed against children by people in a position of trust/responsibility such as a carer or a family member with recognised caring role, a teacher or a community group leader. We also undertake any sexual offence investigation with a child victim. Staff from the local policing investigation teams manage other crimes and incidents involving children, such as child on child assaults and acquisitive crime such as theft or robbery. They make referrals to the MASH where further multiagency intervention or safeguarding support is required. Neighbourhood policing staff are actively involved in the long-term management of regular missing persons, children at risk of CSE/ CCE and those engaged in crime and ASB. Priority domestic abuse cases where children are present within the families are managed by local policing investigation teams. Early intervention teams link in with children and families at the earliest opportunity to engage, take action and tackle problems before they escalate and become embedded. This is a multi-agency approach to problem solving which involves locally based officers working closely with partners from social care, education, housing, health (including drug and alcohol services), employers and a range of other agencies to address the issues affecting young people and families through a collaborative approach. Domestic Abuse Domestic Abuse (DA) is a force priority and we have been embedding it into everyone s ways of working, values and behaviours. All commands and departments have their own unique role to play from the Command Hub, who take and assess calls, to attending officers who make an initial assessment and safeguard victims, and the detectives who are responsible for the investigation. Early intervention teams have a role to play in supporting those who are not engaging with police or other services. Teams in support services also play a role, such as the media and marketing team who help to raise awareness and encourage reporting. Our partners are also crucial in tackling DA. All four local authorities run a MARAC and these have been subject of Safe Lives accreditation. The MARAC meetings are well attended by partners in each area and we often chair or co-chair each month. We expect reports of DA to continue as victims become more confident in our ability to bring perpetrators to justice through the use of domestic violence protection orders and an increase in arrests, charges and cautions. Our victim satisfaction survey demonstrates that 81.4% of those surveyed are satisfied with the overall service. Each element of the survey has shown a steady improvement with the exception of follow up which is shown as 61.8%. We expect that an increased focus by CID will have a positive impact on this as it will provide more trained investigators focussing on this area of work

13 Missing persons The Missing Person Co-ordination Team (MPC) has the overall co-ordinating role, with responsibilities including: Maintaining operational effectiveness and policy compliance Prevention, problem solving and safeguarding Quality assurance Staff development The four local authorities have strategic oversight through the local safeguarding children board, geographic tactical groups and multiagency practitioner working arrangements. Secondary independent debriefs of children who have been reported as missing are undertaken by the local authorities and shared within the force to inform risk assessments and future plans for those children. We record a full history of each missing person, allowing information from previous incidents to be automatically brought to the attention of investigating officers. We also link with the PNC Bureau and local authority systems to ensure that relevant information is promptly and efficiently transferred. Child Abduction Notices (CANs) are recorded along with warning markers for issues such as CSE or self-harm which are all issues that can affect risk levels. Within each of the local authority areas, arrangements are in place for the management of CSE through the Multi Agency Child Exploitation (MACE) process. Management of missing persons and those that are at risk of other forms of child exploitation are being integrated into these processes. Child Sexual Exploitation Much of the work of the CSE teams is driven via the MACE meetings which are held every six weeks in each of the four local authorities. These meetings assess all multi-agency information held about potential victims and perpetrators of CSE. The victims and perpetrators are assessed as to their risk of involvement in CSE and given a grading of low, medium or high. Action plans are agreed to protect victims and reduce their risk of CSE, and to prosecute or disrupt perpetrators to reduce their risk of offending. Children s Social Care leads on the assessment of victims, while the police lead the perpetrator response. A social work manager and police detective sergeant jointly chair each meeting. The action plans agreed for perpetrator disruption or investigation follow the Integrated Offender Management (IOM) structure. The CSE team works with partners to identify, disrupt and remove the opportunity for potential CSE perpetrators to offend and to take all opportunities to investigate and prosecute CSE perpetrators. The CSE team is helping to develop the way forward for partnership working for other types of child exploitation such as county lines and other criminal activity. Historically these children have been found taking part in criminal activity and treated as criminals. There is now a shift in thinking to recognise that these individuals, particularly the children, are victims of exploitation and that they need safeguarding. MACE arrangements in all four local authority areas are now developing to cater for this issue. The CSE teams employs proactive tactics in order to prevent CSE offences and disrupt offenders. These include working with other agencies such as Trading Standards, Fire Service and Immigration to tackle other types of criminality in order to disrupt CSE. The teams also use court orders such as the Sexual Risk Order or the Sexual 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

14 Female Genital Mutilation & Honour Based Abuse (including forced marriage) Preventing and tackling Female Genital Mutilation (FGM) and honour based abuse is the responsibility of all staff but the investigation of potential offences is led by PVPU. Each local authority has FGM, honour based abuse and forced marriage embedded in their safeguarding strategy and partner agencies in social care and health have trained their staff on how to identify potential cases. Although suspected cases are low, they are growing slightly and some cases can take a significant amount of work to determine whether a crime is taking place. To date we have taken out two forced marriage protection orders. Human Trafficking and Forced Labour We are part of the Humber Modern Slavery Partnership, a multi-agency forum with over 60 members working towards combatting modern slavery. Investigations in the main are conducted by PVPU, unless the potential victim has been identified as a result of committing criminality, when responsibility sits within local policing CID. All National Referral Mechanism (NRM) submissions are managed within the force intelligence unit who work with MASH to ensure the potential victim safeguarding needs are met. Modern day slavery is a force priority and by its very nature is usually linked to Organised Crime Groups (OCG) and labour exploitation is one of the most common forms. The true scale of modern slavery is not yet known nationally. We use media and social media to raise awareness of the issue among the public and to encourage reporting. Stalking, Harassment and Cyber Bullying Patrol teams provide the initial response to calls that require immediate attention and the attending officers are responsible for the relevant safeguarding of victims until the OIC is appointed. Our Stalking and Harassment Action Plan was 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. Major Crime The Major Crime Team leads on investigations into homicide and suspicious death but also manages and advises on a wide range of other issues such as: Kidnap, extortion and crimes in action Investigation and management of counter terrorism offences Homicide and cold case reviews including sexual offences 24/7 SIO cover for the force Control of Child Rescue Alert Involvement in anti-corruption unit investigations Sextortion and cyber enabled blackmail Tier five interview guidance Extradition and the management of European Arrest Warrants SIO support for incidents where primacy sits with other departments e.g. cyber-attack, honour based violence, FGM, forced marriage Digital media support Management and support of Home Office Large Major Enquiry System (HOLMES) and and the CLIO incident management system Complex enquiries requiring indexing and action management Armed robbery with use of a firearm Supporting IPCC fatal investigations and critical incident investigation Dynamic resource support to other investigation teams 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 increased from 9 in 2016/2017 to 17. Digital media investigation is becoming an ever increasing aspect of the work of major crime and we are investing significantly in technology to extract digital evidence over the coming years, utilising for example facial recognition, geographic tagging and analytical systems

15 Serious Organised Crime Unit Force Intelligence Unit Digital Forensics Unit The unit is responsible for SOCU Investigation and surveillance and the 4P Plan approach (Prevent, Protect, Prepare and Pursue) is used and is led by a dedicated DCI. Prevent is delivered with the use of early engagement with troubled families, gang and youth violence, IOM framework and lifetime management Protect centres around our borders, airports and sea ports through joint working with Border Force, NCA, Her Majesty s Revenue and Customs and Special Branch Prepare looks at current intelligence, OCG mapping and collaboration of resources to manage criminality Pursue whilst aimed ultimately at prosecution also includes disruption opportunities, including use of partner powers The majority of investigations are linked to the supply of class A drugs and firearms. However, we take an active approach to asset recovery and use the Proceeds of Crime Act to recover significant amounts of money from criminals. We either return this to the victim or re-invest into crime prevention activities. Our covert assets are also used to support investigations within other parts of the force, for example, into registered sex offenders, CSE, threats to life, missing persons, kidnap and extortion crimes in action and murder enquiries. It is expected that demand will increase as the national, regional and local serious and organised crime landscape changes, as predicted in the serious and organised local profile. We are also committed to improving the intelligence picture around OCGs and actively increasing the number of OCGs we can work on. Vulnerability is a cross cutting theme across many crime themes particularly in relation to modern day slavery and human trafficking, CSE and abuse, cybercrime, firearms and drug trafficking (including county lines). There is an increase in OCG mapping for these areas which will increase demand for services. The Force Intelligence Unit (FIU) is responsible for the receipt, assessment, action and dissemination of intelligence coming into the force. The department works closely with partner organisations locally and regionally and is intrinsically linked to the regional intelligence response controlled by the Yorkshire and Humber Regional Organised Crime Unit. Nationally the department works with Action Fraud, Crimestoppers and the NCA. The unit also provides staff to support other teams at their locations when needed, for example intelligence officers, analysts and researchers will temporarily base at the Major Crime Team locations if support is needed for a major incident. The work of the FIU is distributed across several different teams which are inter-dependant and work together to triage information, provide local intelligence reports for operational commands, provide analysis and research and handle sensitive intelligence. We receive around 200 reports each day and although our demand is below the national average, it is increasing. The recent introduction of mobile phone kiosks will enable us to access communication data in quicker time and improve the timescales for more complex investigation results from the Digital Forensic Unit (DFU). The unit is responsible for the recovery, analysis and reporting of digital evidence from mobile devices, computers and other digital devices. We have oversight of the use and maintenance of kiosk technology deployed by frontline nonpractitioners across the force that includes software updates and retention of generated data. We also provide technical, evidential and submission advice/support to all commands and we attend scenes to assist with the seizure of these devices where it is appropriate to do so. We are responsible for the Child Abuse Images Database (CAID) which includes the uploading of indecent images of children case data to the database and the updating of local databases using data extracted from CAID. We also have responsibility for victim identification work working closely with the NCA

16 Cybercrime Investigation Team The Cybercrime Team was established as a response to an increase in cyber-attacks and the classification of cybercrime as a tier one risk to UK interests alongside terrorism, war and natural disaster. Many of our referrals come from Action Fraud and we work closely with the regional cybercrime unit and the regional organised crime unit. We work proactively with local businesses to help them to be more resilient to cybercrime and have introduced a cyber specials and volunteers scheme to draw in expertise from the local community, private sector and academia to support our work. We also use the force social media channels to provide awareness and advice. Internet Sex Offender Team The Internet Sex Offender Team (ISOT) provides both a reactive and proactive service in the protection and safeguarding of children. The team investigates all intelligence reports and crime allegations regarding internet image offences that come into force. They are involved in multi-agency joint investigation and information sharing processes to address all safeguarding and investigative matters. Incidents can come to our attention via numerous routes including referrals from the NCA, national or international sources, partner agencies or our own officers. We also work closely with the MOSOVO team on repeat offenders and with local authorities on ongoing case management. There has been a year on year growth in referrals and this is expected to continue. There is a changing demographic of offender and victim as a large number of host sites are found in countries that either do not believe indecent images of children are an offence or are sited in areas that are hard for law enforcement to reach. Special Branch and Dedicated Source Unit Special Branch is responsible for dealing with intelligence relating to domestic and international terrorism, in line with the national security requirements. Special Branch works closely with other organisations locally and nationally including Counter Terrorism Policing. The work revolves around the UK Counter Terrorism Strategy (CONTEST) which is divided into PREVENT, PURSUE, PROTECT and PREPARE. Economic Crime Unit and Asset Recovery Investigation Unit The Economic Crime Unit works to reduce the impact of financial crime, investigate offences and prosecute offenders. The team works in partnership with other agencies and regulatory bodies including local authorities, social services, trading standards, electoral commission, NCA, victim support, and Hull University. The team investigates types of fraud, money laundering, corruption and electioneering offences. It works closely with the national fraud intelligence bureau and action fraud to ensure the ethical reporting and recording of all fraud crimes and to ensure that these matters are properly allocated for investigation. The Asset Recovery Investigation Unit (ARIU) operates under the framework of the Proceeds of Crime Act 2002 to disrupt criminal networks, deprive people of their proceeds of crime through confiscation and cash forfeiture, compensate victims of financial crime from the recovered proceeds, remove criminal role models in society and deter people from becoming involved in crime. The ARIU confiscated 12.9m over the last 10 years, collecting 7.9m so far. The ARIU also received 3.1m in cash forfeitures, with 1.6m (50%) retained by the force

17 SPECIALIST OPERATIONS UNIT The role of the Specialist Operations Unit (SOU) is to support the force in reducing threat, risk and harm to our communities through the deployment of specialist skills. The SOU supports frontline policing through specialist policing areas with a focus on making communities safer, protecting the vulnerable and tackling offending. SOU has highly specialised teams with a variety of skills which also supports the force delivery of the National Strategic Policing Requirement. Operational priorities include gun crime, OCG activity, providing a safe road network and supporting local policing. The SOU includes roads policing including the Serious Collision Unit (SCU), armed response and the dog section. It also provides specialist operations support and training including search, Chemical Biological Radiological Nuclear (CBRN), Hazardous Environment Operations Team (HEOT) and public order. In April 2016, a Joint Specialist Operations Unit (JSOU) was established which created a collaborative partnership with South Yorkshire Police. In August 2017, a decision was made by both forces to manage and operate these functions independently, effective from September A self-sufficient model of delivery within Humberside SOU has been developed based upon demand for our services

18 Roads Policing Specialist Operations Team HUMBERSIDE POLICE - OUR PLAN ON A PAGE The main responsibilities of the team include the management of road traffic collisions, enforcing traffic legislation, denying criminals the use of the road, tactical pursuit and containment, road safety campaigning, abnormal loads and supporting other commands at high priority incidents. It is expected that the numbers of drivers on the road will increase in line with population and life expectancy. It is therefore likely that the numbers of incidents on the roads will also increase. Figures of those killed or seriously injured on our roads has increased between 17% and 24% over the past two years. Similarly, the levels of pursuits has been steadily rising from 109 in 2015 to 262 in Armed Policing The main responsibilities of the team include providing an armed response for spontaneous and pre-planned incidents, providing high visibility policing, proactive policing of sites of special interest, targeting of OCG and making safe weapons across the force area. We are increasingly using armed officers to support visible policing in response to the terrorism threat and this is being increasingly accepted and supported by the public. Dog Section The team is responsible for public order training and runs 16 level 2 courses each year. The average number of deployments is 98 per year. The majority of public order deployments are for the policing of football fixtures at Hull City, Grimsby Town, Scunthorpe Town and North Ferriby. Other spontaneous or pre-planned events include the policing of community tensions, animal rights, industrial disputes, environmental, far right, extreme right wing, extreme left wing or public safety events. Search Our ability to conduct searches is a vital part of how we protect vulnerable members of the community from harm, whether that be searches in relation to persons missing from home, defensive searches in respect of the CT threat or assisting in the detection of crime. We have seen significant rises in high risk missing from home (MFH) in the last five years, rising from 104 cases in 2012 to 1062 in Keeping people safe and protecting vulnerable people COMMUNITIES We serve our communities to make them safer and stronger by: Developing place-based teams who work with partners in their local areas Tackling and investigating crime and ASB Building trust and confidence so people feel safe Improve the effectiveness and efficiency of our processes Use technology and data effectively RESOURCES To enable us to perform well, we will: Understand and prioritise the needs and demands in our communities CONNECTED To deliver the right services, we will: Collaborate in effective partnerships Be accessible and engaging The main responsibilities of the team include providing support in searching for suspects and missing people, supporting firearms operations, tracking or chasing people, and supporting public order events and incidents. In 2017, dog handlers were deployed to 2,884 incidents and supported 30 events. They also undertake community work attending schools and community groups to teach people about the dogs and provide a positive message from Humberside Police. They also work closely with firearms teams involving containments, searches and provision of a less lethal contingency. Improve our planning and decision-making Make evidence-based decisions THE FOUNDATION OF EVERYTHING IS OUR CULTURE, VALUES AND BEHAVIOURS Ensure Humberside Police is a great place to work PEOPLE The key to our success is our people. We will: Attract, recruit and retain the right people Develop our people Manage our resources effectively We will create a working environment where our people are empowered, valued, trusted and optimistic. Serving our communities to make them safer and stronger 34 35

19 FIND US