END OF YEAR ASSESSMENT2018 - 2019

SUMMARY OF OUR KEY ACHIEVEMENTS

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PEOPLE

CONNECTED

• Plan on a Page launched and awareness levels are very high with staff• Health & Wellbeing and Learning & Development board established• Guide to Promotion booklet launched and Sergeants and Inspectors leadership days hosted

by the Chief Constable• Wellbeing rooms being rolled out with the pilot at Beverley• Gyms being rolled out with the pilot at Melton• New shift patterns introduced to align resources to demand and improve wellbeing – as voted by

our officers and staff• 7 point promise launched in partnership with Unison outlining how we will continue to support

officers and staff injured on duty• Staff Voice members contribute to a variety of projects • More officers trained in driving, taser and officer safety• First ever force leadership conference – inspiring current and future leaders• Cybercrime pathways and programme introduced• Increased officer numbers by 91.31 fte• Opening of 36 cell Birchin Way Custody suite • Re-introduced CID into neighbourhood policing teams• Resource Management Group established to support the delivery of workforce strategy

• Queue Buster system enhanced• Installing MIND workers in the Force Control Room • Established a partnership with Hull University to continuously improve, innovate and shape the

services we provide to the public• Working with Sheffield Hallam University, Centric and Durham Police to develop algorithms to

improve our intelligence processes • Introduced Domestic Violence Support Workers into CID to support victim focussed

investigations

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COMMUNITIES

RESOURCES

• Launched Op Ignition, aimed at tackling antisocial behaviour and drug use in Hull City Centre• Launched Humber Talking, knocking on thousands of doors to discuss and take action on the

issues most affecting our communities• Walk in my Shoes events to help us directly engage with our most diverse communities • £1m funding from the Home Office to tackle Child Criminal Exploitation in partnership with

NEL Council• Launched Beverley Road pilot aimed at tackling deprivation through early intervention and

multi-agency problem solving• Humberside Fire and Rescue Service joined My Community Alert• Series of 24 hours on patrol Tweetathons to give communities first-hand insight into the work

of our teams• Supported Hull Pride 2018 and raised the flag at eight main stations• Improved Domestic Abuse performance

• Improved understanding of demand and better alignment of resources through Response Calculator, the Wards Based Needs Analysis.

• Implemented reactive management of low risk offenders to focus Management Of Sexual Offenders and Violent Offenders (MOSOVO) staff on high risk offenders

• Increased the number of dog handlers to 16• Introduced mobile phone kiosks • New PDR system went live• Body worn cameras being rolled out to all frontline officers• Implementation of the Verint Impact 360 work force planning system • Launched HumberNET • Investment in ANPR capacity to read three lanes at once to target Organised Crime Group (OCG)

and cross border criminality

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CONTENTS

Foreword – Chief Constable 6

Introducing the Annual Assessment – Deputy Chief Constable 8

Section 1 – Corporate Governance and Performance Framework 10

Section 2 – Financial Management End of Year Statement 12

Section 3 – People Management End of Year Statement 14

Section 4 – Plan on a Page Delivery: Key Achievements 17

Section 5 – Performance and Demand Summary 32

Section 6 – Future Plans 34

Appendix A - Corporate Governance Framework 37

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FOREWORD – CHIEF CONSTABLE

I am incredibly proud to be the Chief Constable of Humberside and, along with my Chief Officer Colleagues, to be leading a force of such extremely committed, motivated and professional police officers and police staff.

My pride in this force continues to grow and I am pleased to report in my first End of Year Assessment the significant improvements in the efficiency and effectiveness that have been achieved in the last 12 months. These achievements have not only been formally recognised by HMICFRS at the start of the year in the cessation of our formal engagement with HMICFRS, but most importantly in the recent outcome of our PEEL Inspection where we received an overall grading of ‘GOOD’ – the first time in the force’s history that we have achieved ‘GOODs’ across all areas.

I was also asked to support Cleveland as temporary Chief Constable earlier this year and I think that this is a further endorsement of how our reputation and profile has significantly improved over the last 12 months.

A further indication of our continued improvement is how other forces are now visiting Humberside to see how we have achieved change within such a short period of time. This is testament to the commitment, hard work and drive of our police officers and police staff.

Importantly, not only have these improvements been reflected in our inspection and performance outcomes, but they are also reflected in the growing feeling of pride, satisfaction and support from both our staff and our communities – with 59.8% of our communities who have taken part in our Humber Talking survey being confident we would be there if they need us.

These improvements have been achieved whilst also facing significant financial and operational challenges, with ever-increasing and changing demands for our policing services at a local, regional and national level.

Between April 2018 and March 2019, we dealt with 550,618 calls for service, which is an increase of almost 2,193 on the previous year. The number of calls for service requiring police attendance showed an overall increase of 8% compared to 2017 / 2018. We are constantly 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 increasing demand from emerging offences of cybercrime, modern slavery and the need to identify, assess and manage vulnerability effectively, all continue to contribute to the rise and complexity in calls for service.

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Despite these challenges, over the last 12 months we have increased the number of officers by 91.31 fte (an increase overall since 1 April 2017 of 248 police officers, in addition to the replacement of normal turnover) which is now starting to make a significant impact on the resources available to support our communities and has contributed to a range of performance improvements including reduced response times to incidents. This has also supported the ongoing evolution of our place-based Neighbourhood Policing Strategy, which is the foundation of our policing service in Humberside – ensuring every ward across the force is supported by a PCSO and/or police officer working alongside our partners and our communities.

During the last 12 months we have successfully implemented our Plan on a Page, which provides a clear vision for the force and the delivery of our services. This is now embedded at all levels of the organisation and is the focus for all our activity – support and operational. We are clear that the foundation of everything is our culture, values and behaviours, which determines the type of organisation we aim to be. My Chief Officer team and I personally led over 100 engagement meetings with staff across the whole organisation to discuss our plan and how everyone can contribute to its delivery.

We continue to proactively pursue collaborative working opportunities with our partners whether at a strategic level as a leading partner in new multi-agency Place Boards or at an operational level, through our Early Intervention Teams and the new Beverley Road Project being delivered in collaboration with our Health, Local Authority and Fire Service colleagues. The academic and professional partnerships we have made such as our joint programmes of work with The University of Hull continue to drive innovation and transformation in the delivery of our services.

We now have a fully integrated Fleet and Estates Management functions with our Fire Service colleagues, which not only optimises opportunities for efficiency and effectiveness in the delivery of our services but also opportunities for joint working. We are now looking to extend this into the provision of Health and Safety and Occupational Health services.

I was extremely proud to host our first Annual Excellence in Policing Awards in March and the nominees and winners reflected the very best of our police officers and police staff, and the bravery, commitment and pride with which they serve our communities across Humberside on a daily basis.

We also continue to make enhancements to supporting the health and wellbeing of our staff, with the introduction of a Health and Wellbeing Board to drive the activities required to support our officers and staff. Our achievements over the last year have included the introduction of gym facilities (in partnership with the Fire Service) and wellbeing advocates established in each command to provide local support. In terms of respecting and embracing diversity, I am particularly proud that we received accreditation from Disability Confident Employer scheme and we are on our way to becoming a Stonewall Ally as well as continuing to be a staunch supporter of Hull Pride.

Lee FreemanChief Constable

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INTRODUCING THE ANNUAL ASSESSMENTDEPUTY CHIEF CONSTABLE

Welcome to our first Annual End of Year Assessment for Humberside Police. This document will outline our key achievements over the last 12 months and highlight our aspirations for the forthcoming year.

Our achievements started with us being moved out of HMICFRS ‘engagement’ status. It ended with us being able to report that, for the first time since the HMICFRS PEEL Inspection Process was introduced in 2015, we were graded as ‘GOOD’ across all key areas. This reflects substantial improvement for us in that three years previously, we were graded as Inadequate in 2 out of the 3 areas and assessed as inadequate / requires improvement in 5 out of the 9 areas 12 months later.

QUESTIONS Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10

YEAR EFFECTIVENESS EFFICIENCY LEGITIMACY

2015 - - RI - - I I - - -

2016 G RI I G - RI RI G G RI

2017 G RI RI G - RI G G G G

2018 G G G G - G G G G G

G = Good RI = Requires Improvement I = Inadequate

Humberside’s overall grade of ‘GOOD’ reflects HMICFRS’s assessment of each individual area of policing, with a common thread of how forces are keeping people safe and reducing crime – key priorities for us.

By receiving a rating of ‘GOOD’ for Efficiency in our PEEL Inspection, it clearly indicates that Humberside has risen to the challenge of addressing increased demand with reduced budgets. Only by continuing to optimise our efficiency and our effectiveness can we hope to meet the increasing volume and complexity of the demands now being placed on us. We continue to rise to this challenge and we are pleased that this has been recognised by HMICFRS, particularly in the way we understand our demand, use our resources and plan for the future.

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We are pleased with our grading of ‘GOOD’ in its Effectiveness by the Inspectorate in the way we deal with the most vulnerable members of our community, and the quality of our crime investigations. Similarly, we were graded as ‘GOOD’ in respect of Legitimacy and it was identified that we could demonstrate how we actively and consistently treat the public and our staff with fairness and respect.

This report provides an update on our achievements in line with our Plan on a Page which clearly outlines our strategic vision for the coming year and defines the key priorities in support of our commitment to ‘Serving our communities to make them safer and stronger’. It therefore also outlines how we are directly supporting the delivery of the PCC’s Police and Crime Plan. Our Plan on a Page contains the 4 key themes of:

PEOPLE – the key to our success is our peopleRESOURCES – will enable us to perform wellCONNECTED – to deliver the right services we need to be connectedCOMMUNITIES – our ultimate aim is to serve our communities to make them safer and stronger

This document provides a summary report on our people and finances for the last financial year, followed by an outline of our key achievements delivered against each of our Plan on a Page themes. There is also a summary of our key demand and performance outcomes over the last 12 months.

Our Chief Officers play a pivotal role in driving delivery across all areas of the force – operational and organisational. This involvement in setting and monitoring our strategic direction is clearly outlined in our Corporate Governance Process where each Board is personally chaired by a Chief Officer.

This not only provides clarity on corporate requirements and expectations, but provides a clear assurance process that activities are being driven, monitored and delivered at a corporate and local level. It also provides Chief Officers with oversight to identify strategic interdependencies across the Boards and manage their impact.

Due to the Government’s austerity programme, which has required reductions in public service spending, the police service, including Humberside Police, has had to make significant cashable savings each year since 2010.

Over the next 5 years, we will be required to make further savings of £13.4m in order to protect frontline resources to effectively police our communities, including the investigation of increasingly complex crimes such as child sexual exploitation and human trafficking, thereby ensuring the most vulnerable people in our communities are protected.

Continuing to identify and achieve cost savings is becoming increasingly more challenging and we have welcomed the support of our PCC and the public in increasing our precept which will help us balance the scale of reductions required and maintain the police officer numbers that we have worked so hard to increase over the last 12 months.

However, since demand on the police continues to adapt and evolve, it is clear that to keep up with these changes we must continue to transform and reform our police service. We will focus on this requirement through continuously improving the delivery of our operational and support services to ensure we optimise their efficiency and effectiveness and align our resources to demands.

Chris RowleyDeputy Chief Constable

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Key Achievements

Our Corporate Governance Process is aligned to the key elements of our Plan on a Page which drives ownership and accountability across our operational and organisational business. A summary outline of the current structure is attached at Appendix A.

1.1 Corporate Governance Framework

This framework clearly articulates the decision-making processes now in place across the force, aligned to the PCC, to manage and coordinate our key areas of business. The framework is regularly revisited and refreshed to reflect any changes required and has recently been amended to reflect the enhancements to the PCC’s accountability processes with the introduction of the bi-monthly Accountability Board (formerly the Corporate Governance Group).

This Board is further supported by corporate meetings such as the Joint Independent Audit Committee (JIAC), External Ethics Committee and one-to-one Assurance meetings between the PCC and Chief Officers / Senior Leaders. The framework will be adapted to reflect the outcomes of the PCC’s ongoing review of their wider governance processes.

1.2 Corporate Assessment Framework

In the summer of 2018, a new Corporate Assessment Framework was implemented facilitating the introduction of a robust performance management and review framework to monitor our progress in the delivery of our Plan on a Page and the PCC’s Police and Crime Plan. The approach is focussed on the development of local Delivery Plans within Operational Commands and support departments outlining their activities over the coming year to support the delivery of our Plan on a Page and the Police and Crime Plan. The Plans are supported by measures to monitor progress.

A formal performance review process to support the delivery of these plans was also introduced comprising monthly Local Accountability Meetings (LAMs) chaired by the relevant ACC /ACO and quarterly Corporate Accountability Meetings (CAMs) chaired by the DCC. To support this process, a set of strategic measures, aligned to our Plan on a Page and Police and Crime Plan were developed in partnership with the PCC to ensure progress could be assessed and monitored.

1.CORPORATE GOVERNANCE AND

PERFORMANCE FRAMEWORK

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The process is now fully embedded and, in line with our culture of continuous improvement, has further been refined for the 2019 / 2020 planning year with a revision of the strategic measures (again in liaison with PCC colleagues) and the further development of our Delivery Plans.

The process is further supported through local Team Accountability Meetings (TAMs) and Individual Accountability Meetings (IAMs) across every level of the organisation to not only assess contribution to our Plan on Page and PCC’s Police and Crime Plan, but to also consider continuous personal development and health and wellbeing requirements and opportunities for individuals.

1.3 CorporateEfficiencyandContinuousImprovementReviewProgramme – 2018 to 2022

To ensure the delivery of required cashable and non-cashable savings across the force and to maximise our opportunities to improve efficiency and effectiveness through a programme of continuous improvement, we have developed a robust Efficiency and Continuous Improvement Review Programme. The Programme has been prioritised through an assessment of performance, demands, threat, risk and harm and financial planning requirements and will be a key vehicle in the delivery of our Force Savings Plan.

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2.1 Summary of Budget Performance

On the 7th February 2018, the PCC approved the Medium Term Resource Strategy (MTRS) for 2018 – 2023, including an annual budget of £185.423m for 2018/19. This budget was amended by the PCC to reflect carry forwards of underspends in 2017/18 and specific additional allocations approved during the year, principally for accrued rest days in lieu payments and Operation Lingfield. The level of partnership funding used during the year was also revised resulting in a final approved budget of £185.382m. A mid-year financial review was undertaken involving detailed analysis by Commanders/Heads of Department in conjunction with the management accounting team of expenditure to date and future commitments. This identified savings and offsetting pressures totalling £2.9m. The budget was realigned in November to reflect these changes and monitoring against this revised budget was undertaken during the second half of the year. Actual expenditure for the year was £185.159m achieving a year end underspend of £223k. This was in line with the period 10 projected underspend of £162k. The main areas of overspend were additional student officers and transferees (£700k), capital financing due to additional borrowing (£177k), shortfall on financial investigation income (£200k) offset by savings on IS contracts and delay in Smart Contact implementation (£1,031k), officer and staff overtime (£163k) and additional PCC income (176k). The performance on overtime represents a significant improvement from 2017/18 levels of spend. Total police officer overtime spent dropped to £3.8m, a reduction of 40% from 2017/18. Police staff and PCSO overtime dropped by 45% to £692k. Reserves at the start of 2018/19 totalled £29.2m and the original budget assumed use of £9.1m on a range of activities including the accelerated officer recruitment (£3.3m) and support for partners on crime reduction (£3.0m). The total level of reserves at 31 March 2019 stands at £20.0m. The 2019/20 budget assumes further use of £6.7m including £1.2m on the full year impact of the accelerated recruitment, £1.6m for partnership support, and a potential legal settlement of £1m in relation to CHIS handlers.

2.FINANCIAL MANAGEMENT

– END OF YEAR STATEMENT

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2.2 Savings Plan The original savings target within the MTRS for 2018/19 was £1.343m. This formed part of a 5 year savings plan totalling £8.5m which would result in the level of reserves reducing to the minimum level permitted under the reserves strategy i.e. retain general reserves at 3% but utilise all of the PPC’s earmarked reserves. This was savings Option A. The force reviewed the programme in order to develop options that would maintain reserves at the current levels with no use of earmarked reserves to balance the budget (Option C totalling £17.6m savings over 5 years) and a savings programme that would use some but not all earmarked reserves (Option B totalling £13.4m). The force delivered actual in year savings of £1.679m with a further full year impact in 2019/20 of an additional £81,000. The main areas of savings were achieved through contract savings following the implementation of Connect (£623k), improved management of overtime (£422k), savings identified as part of the mid-year financial review from additional income (£318k) and non-pay (£191k). The total savings exceeded the original savings target by £336k. As part of the MTRS update for 2019/20 the force has reviewed its savings programme and currently identified areas of activity, linked to the key programmes such as the Efficiency Review and Continuous Improvement Programme, from which savings can be made over the period to 2023/24.

2.3 Capital Programme

A summary of capital performance compared to budget is shown in the table below:-

CAPITAL PROGRAMME

BUDGET£000

2018/19 ACTUAL £000

VARIANCE £000

Estates Programme 15,824 11,259 4,565

ICT Programme 4,091 1,185 2,906

Vehicles & Equipment 3,017 2,074 943

Grand Total 22,932 14,518 8,414

The main areas of expenditure during 2018/19 were on the completion of the Birchin Way Custody Suite (£9m), Refurbishment of Priory HQ (£400k), Courtland Road Training Centre (including a new Hydra Suite) (£361k), replacement vehicles (£763k) and continuing rollout of body worn video equipment (£482k).

The main areas of underspend were due to delays in finalising plans for Beverley Police station (£1.6m) and Scunthorpe station and custody redevelopment (£1.4m), delays in Smart Contact implementation (£649k) and finalising broadband requirements for body worn video (£550k).

The refreshed capital programme 2018/19 - 2023/24 is £70m and includes provision for a new building at Melton (£23.6m), vehicle replacement (£5.3m), further investment in mobile technology (£3m) and an upgrade to ORACLE ERP system (£534k).

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3.1 People Management

The five year workforce plan which commenced in 2018 continues to drive resourcing activity and is aligned to the financial MTRS and aims to deliver the priorities in the Plan on a Page and Police and Crime Plan. As outlined in Section 1, this plan will be delivered alongside our Corporate Efficiency and Continuous Improvement Review Programme to deliver sustainable change and to support and refine resourcing levels within the Force Target Operating Model. 3.1.1 PoliceOfficers The term Total Workforce describes the FTE of all staff including those on career break and external secondment at a point in time. The force has an agreed target operating model for 2019 of 1900 police officers. Turnover has remained broadly stable during 2018/19 with a very slight increase during the year. As a result of the significant increase in police officer recruitment, there has naturally been an increase in the number of student officers leaving early in their employment. This has been reviewed and has occurred for a number of reasons ranging from simply realising it was a wrong career choice to misconduct. PoliceOfficerTotalWorkforce• As at 1 April 2019 the total workforce is 1896.25 fte. • This is an increase 91.31 fte on the 1 April 2018 position which was 1804.94 fte.

PoliceOfficerTurnover• Police Officer 2018/2019 Turnover Rate: 6.74%• Historical Average Turnover Rate 2006/2018: 6.13%

Police officers are also reported in terms of their capacity and capability to fully undertake any duties of an operationally deployable police officer. The majority of police officers who have formal adjustments (over 12 months) or recoups (up to 12 months) continue to undertake the full range of duties and shifts for their role, however some are unable to undertake the entire duties of a 24/7 police officer.

3.PEOPLE MANAGEMENT

- END OF YEAR STATEMENT

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3.1.2 PCSOs As anticipated the 2019 PCSO TOM shows a reduced number of PCSOs from the temporarily inflated position of 258 fte to support the Hull UK City of Culture year and early intervention, to the normal baseline of 228 fte. The temporary funding for the uplift of 30 fte has now ceased.

The intention is that the force will reduce the PCSO TOM for 2020 to 178 fte. This reduction is considered achievable as a result of having a number of PCSOs in the pipeline to join as police officers which will occur in either the July 2019 or October 2019 police officer intakes. Natural turnover continues to be stable. The slightly increased turnover can be attributed to those PCSOs who have become police officers.

PCSO Total Workforce • Total Workforce currently stands at 223.51 fte.• This is a decrease of 32.59 fte on the 1 April 2018 position which was 256.10 fte

PCSO Turnover Rates• PCSO 2018/2019 Turnover Rate: 10.44%• Historical Average Turnover Rate 2006/2018: 8.70% 3.1.3 Police Staff

In November 2017 the Police Staff Target Operating Model was 1181 fte, set against established posts in force. The force had plans to reduce the number of police staff posts in force down to 1150 by the end of 2018/19 and further to 1100 by the end of 2019/2020. The force achieved the police staff total workforce target for 2018/2019.

Police Staff Total Workforce • Total Workforce currently stands at 1151.63 fte.

A number of known recruitment activities were planned in 2017/2018 which took effect in 2018/2019, meaning the police staff strength against posts increased in year. These included contact officers in the Force Control Room (16.5 fte) and investigative officers force wide (7.00 fte). In addition to expected recruitment, the force has employed police staff in posts previously undertaken by police officers which has allowed the release of police officers for reallocation elsewhere in force, for example casualty reduction.

The force has also received various additional/external in year funding for fixed term posts, such as Op Lingfield.

Police Staff Turnover• Police Staff 2018/2019 Turnover Rate: 10.60%• Historical Average Turnover Rate 2006/2018: 11.28%

The robust governance of recruitment activity through the Resource Management Group will continue during 2019/2020 in order to achieve the required police staff post reductions.

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3.2 Health and Wellbeing

Our current health indicators tell us that the health and wellbeing of our workforce continues to improve. These include: • Sickness absence data• Grievance data• Staff survey results• Staff voice feedback• National Police Federation survey The health indicators are not considered in isolation. We have been through a significant period of instability and change but now the workforce advise us that they are feeling in a period of stable leadership with a clear strategic plan in the form of our Plan on a Page. This clarity of purpose and reconnection with the forces vision cannot be underestimated when considering the workforce health and wellbeing.

Our internal research with staff and officers, and discussions with Occupational Health (OH) indicate the workforce are getting better at identifying and self-referring to OH prior to taking time off work sick and this has contributed to the ongoing reduction in absence rates. 3.3 Absence Management

The overall sickness absence rate for the financial year ending 31 March 2019 is 4.0%. Compared to the last financial year (2017/2018) which was 4.4% this is a reduction of 0.4%.

Breaking this down, sickness rates for 1 April 2018 to 31 March 2019 for police officers was 3.8% and 4.2% for police staff. Police officers and police staff are both reporting below the current 2017/2018 national average which is 4.6% for both. The percentage is calculated based on the total hours lost to sickness against the total working hours available. 3.4 Grievance

This overview provides a summary of all grievances and workplace conflict issues raised during the financial year 1 April 2018 to 31 March 2019.

We record all grievance or workplace conflict contact centrally by the HR Team. This is unusual but was commented on by the HMICFRS as good practice and has subsequently been recommended to a number of forces who have contacted the team to discuss this practice further. In June 2018 a further HMICFRS inspection of grievance found that issues raised were dealt with fairly and proportionately and that the contact with the parties involved was supportive and professional. They also found that some minor areas for improvement and we have used this feedback to inform our ongoing development of grievance handling.

Our approach is outcome resolution driven, and allows us to review the health of the workplace holistically. Often individuals who raise workplace concerns or a grievance are also linked to other processes such as absence management, support from occupational health due to wellbeing concerns, capability and performance processes or misconduct issues.

Of the 51 contacts for 2018 / 2019 only 30 were grievances, the remaining were dealt with as advice only. For 2017 / 2018 it was 31.

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4.PLAN ON A PAGE DELIVERY

– KEY ACHIEVEMENTS

PEOPLE – OUR KEY ACHIEVEMENTS

Attract recruit and retain the right people

• Last year, we implemented our five year Strategic Workforce Plan which has been complimented by HMICFRS. The plan clearly details our key priorities and is aligned to the national direction of travel including the Workforce Transformation Plan and 2025 Policing Vision. As a result of the priorities in this plan, we have further enhanced our approach to Learning and Development to ensure all staff have the required skills, competencies and knowledge to deliver their role effectively and achieve improved and increased personal and organisational performance.

• Targeted transferee recruitment and promotion opportunities have been extremely successful over the last 12 months with significantly higher numbers of officers from other forces applying to transfer. This has included appointments at a senior (Chief Supt and Supt Level) as well as federated ranks (including constables and sergeants). This has introduced new ways of working and different skill sets into the organisation, supporting our culture of continuous improvement. We have also embraced the concept of direct entry officers, with two candidates joining us at Inspector level, thereby continuing to widen the skills, experience and knowledge in the organisation to support improvements to policing services across a number of key areas including Serious and Organised Crime.

• Our Positive Action Team undertook a tour of sites across the force area to target attraction activity for recruitment of underrepresented groups, which resulted in increased levels of interest for vacancies, for example a 3.8% increase (female) and 1.7% (BAME). To further support this initiative, in May 2018 we launched our first mock SEARCH assessment centre for underrepresented groups to provide additional support and guidance for those wishing to join the service.

• We have also invested our positive action efforts to include progression and retention of the internal workforce with interview preparation workshops and presentation skills masterclasses. We have also introduced positive action champions to continue and promote positive action and have as a force signed the armed forces covenant with our positive action team involved in seeking ways to develop this alongside the operational police inspector lead.

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Ensure Humberside Police is a Great Place to Work

• Our Plan on a Page, personally delivered to each member of staff by our Chief Officers / Senior Leaders, states that the foundation of everything is our culture, values and behaviours. This mantra has been consistently reinforced by the Chief Constable and Chief Officers through our Sergeant and Inspector Pledge Days, discussing how they will lead the force together, signing a pledge outlining how we empower our people to give the best service possible to our communities. This is also being rolled out to first and second line police staff supervisors during summer 2019. Events have also been held with Superintendents regarding accountability and responsibility and further discussions are planned to take place with Chief Superintendents and Chief Inspectors. We launched our ‘Guide to Promotion’ booklets, to help officers and staff understand the expectations of future leaders and how they can focus their CPD to meet these expectations.

• We have introduced Staff Voice providing a forum to ensure colleagues are listened to and problems discussed and solved. Any issues raised in the meetings are recorded and if further research is required and the issue is of general concern for the majority of the Staff Voice meeting attendees, the issue will be brought to the attention of Chief Officers or addressed as appropriate with feedback provided.

• Our Health and Wellbeing Board has been established, chaired by the Chief Constable, and great strides have been made over the last year to improve the support provided to our staff. Recent examples of the improvements made in direct response to the feedback and suggestions from our staff include the roll-out of gyms in partnership with Humberside Fire and Rescue. The intention is to provide at least one gym in each local authority area providing local access to all our staff.

• Wellbeing leads have been established with each command having an SLT SPOC supporting the wellbeing and mental health champions in their areas and we are working with support agencies such as Fideliti who are providing localised advice and support to staff. Work is also currently underway to develop ‘wellbeing rooms’ across the force in partnership with the Welfare and Benevolent fund with a pilot site being developed at Beverley.

• As a result of our work over the last year, we were recognised at the National Police Wellbeing Service inaugural Oscar Kilo Awards in March 2019. A ‘Highly Commended’ certificate was presented to Humberside recognising the investment made to undertake a six months wellbeing review, and the subsequent report and proposals made to improve the force.

• Our 7 Point Promise was launched in partnership with Unison which outlined how we will continue to support police officers and police staff injured on duty. A key part of the promise is that all assaults on police officers and police staff will be investigated with the same care, compassion and commitment as an assault on a member of the public and that the correct welfare and support will be given to help people recover more quickly. The promise has been in place for some time now but the Chief Officers relaunched the initiative to ensure it had the profile required and to ensure staff know exactly the level of support they could expect if they were assaulted.

• Following feedback internally from the workforce and externally form HMICFRS, we refreshed our approach to attendance management early last year. The overall sickness absence rate for the financial year ending 31 March 2019 is 4.0%. Compared to the last financial year (2017/2018) which was 4.4% this is a reduction of 0.4%.

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• We have refocused our strategic direction in respect of Equality, Diversity and Human Rights (EDHR) with a wider approach to both internal and external developments in this area. A Board, chaired by the Deputy Chief Constable, has been pivotal in the delivery and a number of initiatives and outcomes have already been achieved including:-

• In February 2019, we were awarded Level 2 Disability Confident Employer within the Disability Confident scheme. The scheme supports employers like ourselves who are making the most of the talents disabled people can bring to our workplace ensuring we are challenging attitudes towards disability; increasing understanding of disability; removing barriers to disabled people and those with long-term health conditions and ensuring that disabled people have the opportunities to fulfil their potential and realise their aspirations. This means we are now starting to play a leading role in changing attitudes for the better, changing behaviours and cultures in our own organisation and wider networks and communities.

• Full support for the LGBT Allies Programme whereby non LGBTI+ staff are able to support LGBTI+ colleagues. If colleagues hear of something inappropriate, or a conversation that they feel needs clarification, the programme facilitates them in being able to provide support within their work environment to their LGBT+ colleagues.

• We have signed up as Stonewall Champion and in December 2018, we held our first Stonewall Allies event, further evidencing how our achievements in embracing and supporting diversity are being recognised at a national level.

• Tola Munro, the national Black Police Association (BPA) Lead, was invited to Humberside to support and encourage the revitalisation of our BPA network, demonstrating our commitment to our BPA.

• The development of the He-for-She action plan following our commitment to the agenda launched at an extremely successful Force Conference last year.

Develop our People

• In response to feedback from our people, over the last year we have improved the way that we manage our PDR and CPD process so we are better at supporting the development of our staff. To do this, we have created an online interactive portal for all personal development related activity including PDR, development plans and learning resources. We have also created a 9 box Talent Grid which directly helps staff in identifying their own personal development plan.

• We have actively promoted and continue to support the ‘fast track’ constable to inspector programme. In order to reinforce our aim of creating safer communities and promote officer safety, increased numbers of officers have been trained in key areas such as Taser and Body Worn Video. Between September 2018 and March 2019, there have been 41,189 video uploads, of which 3,154 (7.7%) have been evidential.

• We have created a technical skills frame work which articulates levels of skills required for each role, ranging from technical operational police skills to professional police staff skills. Alongside this a skills matrix has been developed to report on all skills in force, searchable by name, skill and location. In support of continuing to develop our workforce, bespoke upskilling courses have been delivered for sergeants and inspectors to ensure they have the range of skills required. We have also expanded our existing force masterclasses to inspire current and future leaders covering a range of topics from leading with empathy and emotional intelligence to improving statement quality, all focussed on supporting the continued personal development of police officers and staff at all levels.

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• To deal with increases in cybercrime and ensure we have the staff with the requisite skills to respond, specific pathways and programmes have been developed and introduced for police officers and staff which integrates cybercrime as a core policing activity rather than a specialist function.

• Our switchboard operators have been fully trained in THRIVE and apply as part of their triage process for calls. This has improved our routing of 999 calls at the first point of contact, mitigating any risk associated with incorrectly dialled emergency calls and operating the principle of resolving them at the earliest opportunity.

• We held a Mental Health Champion Training day for staff aimed at increasing and re-training mental health champions to provide them with the knowledge and skills not only to support and signpost those most vulnerable in our communities, but to also support colleagues who may be struggling with mental health issues.

• Upskilling was undertaken in relation to Unconscious Bias with every member of the workforce exposed to either a personal briefing or short video to raise awareness and heighten consciousness.

• An innovative and unique PREVENT Training Plan has been introduced which has been commended by HMICFRS

• A bespoke training programme designed for Neighbourhood Policing Teams includes representatives of local minority and diverse community members providing inputs on key issues. This allows our officers and staff to listen, understand and build trust and confidence to help break down barriers. This increases the feeling of safety in our communities with an exchange of honest and open views with groups including Syrian Refugees, Gypsy & Traveller communities, LGBT+ and members of the Refugee Council.

• The Human Library is a collaboration to produce engaging video interviews with diverse members of our local communities to understand their personal experiences and interactions with police. They aim to support our understanding of the issues facing members of our communities. Issues addressed to date have included Homelessness, Transgender, Autism, Unemployment, Dyslexia, Post-Traumatic Stress Disorder (PTSD), Romany Gypsy Traveller, Blindness, Refugees, LGBT and the Muslim Community. The videos are featured on the front page of HumberNET and are also available for new police officers to watch as part of their initial training to enhance their understanding of the issues and needs of different local communities to continuously improve the quality of service we provide.

• In the last 12 months, 24 Specials recruitment sessions have been held. We received 200 new applications and have successfully recruited 34 Specials up to the end of March 2019. We have introduced a Specials Recruitment workshop to support future applicants in their preparation for the national assessment centre and improve the success rate. Over the last 12 months, our Specials have delivered 35,823 hours of policing which makes a significant contribution in the effective policing of our communities. To reflect their contribution we are enhancing the Keith Binks Special Constabulary Awards Scheme including certificates of long service. We have also introduced Employer Supported Policing (ESP) whereby employers support the provision of time off for their employees to carry out their Specials Policing duties. We currently have 29 Specials on this scheme and are in negotiation with local businesses to extend ESP to a further 15 of our Specials.

• Hate Crime training continues with inputs from partner agencies including Fire Service, NHS, Deaf Society, Sight Support (formerly HERIB) and North Bank Social Housing Associations. The training enables more resources to safeguard vulnerable people and reducing the harm caused by hate crime and ASB on minority communities.

• We now have a formal process for attachments to the Early Intervention Team for PCSOs to ensure we embed these principles across all teams and provide them with the knowledge and experience to optimise the support they provide within their local communities to identify and address local issues.

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Manage our resources effectively

• Bucking the trend of many other forces, supported by funding from the PCC and the additional precept, we have been able to appoint an additional 91.31 fte PCs in 2018 / 2019 taking our total officers to 1896.25. This increase in officer numbers has not only improved staffing levels on the frontline but has directly contributed to our improved response times. We achieved faster response times in all areas to March 2019 compared to March 2018 with responses to emergency calls an average of just over one minute faster and an average of nearly 2.5 minutes faster for DA related emergency calls.

• It has also facilitated increases in local CID and PVP Unit resources which has supported improvements in the quality and timeliness of our investigations, recognised by HMICFRS in their recent PEEL Inspection.

• In the last year, we have introduced new 12 hour shift patterns, as voted for by our police officers and staff, within our patrol function and Force Control Room to more effectively align resources to demand and improve the health and wellbeing of our staff. The pattern has also been developed to ensure that staff continue to receive current training to support skills development. New shift patterns are now being developed for other key operational functions including CID and PVP to further ensure the most effective alignment of resources to demands.

• In March 2019, we officially opened our new Birchin Way Custody Suite, a 36 cell facility, property store and ancillary offices. This is a significant step in supporting our improvements to custody processes and supporting facilities and reductions have already been realised in prisoner handling times. Over time, the introduction of this facility, and the supporting rationalisation of our estate and maintenance plans, will reduce our maintenance budget from £23m to £12m therefore not only improving our custody services and facilities but also delivering some significant efficiency savings.

• We have revisited our Force Savings Plan and now have a clear outline of the cashable savings that need to be made year on year to achieve the £13.4m required. We have also revisited our Efficiency and Continuous Improvement Programme to produce a clear framework of organisational change and improvement that will support the delivery of this savings plan. In 2018 / 2019, we have made over £1.679m of savings, which is £336k more than initially projected.

• We have introduced local Crime Management Units in the North and South Bank which has provided additional crime investigation capability and capacity, improving our outcomes and ensuring a proportionate and considered approach to crime recording and management.

• We have also established local Prisoner Processing Teams, reducing the abstractions from, and demands on, our patrol resources through creating a dedicated prisoner handling capability, further enhancing the professionalisation of our crime teams and ensuring the continuous improvement of our investigation standards.

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RESOURCES – OUR KEY ACHIEVEMENTS

Improvetheeffectivenessandefficiencyofourprocesses

• We have continued to improve our approach to understanding demand and the effective alignment of resources through its application of approaches. These include Response Profiler and the innovative Wards Based Needs Analysis which has informed the allocation of frontline resources, based on robust demand profiles, in our Patrol and Neighbourhood functions.

• We have developed a robust Efficiency and Continuous Improvement (CI) Review Programme to support the delivery of our Force Savings Plan supported by a CI and Lean approach to organisational change. This new approach provides a mechanism for the workforce to be involved in, and influence, organisational improvement. The force demonstrated this by the introduction of the Domestic Abuse Coordination Team (DACT) now working in the Force Control Room whereby frontline officers and staff influenced the design and implementation of this facility in order to provide a better structure and assessment for the management of domestic abuse incidents.

• In October 2018, the ‘Reactive Management’ of low risk offenders was implemented, in order to effectively focus MOSOVO staff on those offenders causing most risk within our communities and to proportionately address future increases in demand. This process now provides clear safeguards to ensure we have adequate monitoring in place to identify any change that could potentially increase the offender’s risk.

• Tackling and investigating crime and anti-social behaviour is a key feature of our Plan on a Page and features within the ‘Three Key Aims’ of the Police and Crime Plan in relation to creating safer communities. We have developed a Force Strategic Assessment to address the key issues associated with serious and organised crime which focusses upon Organised Crime Groups (OCGs), drugs, Child Criminal Exploitation (CCE), Child Sexual Exploitation (CSE), human trafficking, firearms and cyber-crime. These areas now provide a focus for the allocation of specialist crime resources in terms of prevention, detection and investigation and we also work collaboratively with our Regional Organised Crime colleagues to disrupt criminality in these areas which are often cross-border.

Use technology and data effectively

• Our digital strategy has been developed and is being delivered through a programme of work including the introduction of the MSAB Mobile Device Examination Kiosk across the force which is a forensic tool designed for front line personnel where mobile data recovery becomes an integral part of their day-to-day investigative responsibilities. Officers can themselves extract the data within minutes and see the results on screen immediately therefore reducing investigation times, the return of the phone to the owner and improving the overall quality of service to victims. We are also the first force in the Yorkshire and Humber region to introduce Treadfinder which is now installed in our Birchin Way Custody Suite. Suspects are required to walk over an electronic pressure pad to take a footwear impression which enables analysis of a footprint match as an intelligence product within 30 minutes. The previous process would have taken 14-21 days to receive an analysis and potential match, thereby significantly improving the timeliness and quality of investigations and identification of offenders.

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• We are rolling out handheld devices to support operational frontline policing. We have continued to remain at the forefront of mobile technology through the adoption of Pronto which provides apps and online forms for immediate ‘at scene’ completion of key documentation by officers. We are further progressing mobile technology improvements through the introduction of improved hand held devices for front line officers and staff. This will further increase the efficiency and effectiveness of their interactions with the public, reduce the requirement for staff to return to police stations to complete necessary paper work and therefore facilitate more effective deployment. Officers can remain on patrol within communities and further increase visibility. Staff are actively involved in advising on our future mobile device solutions so that the end user influences the actual products that will be procured.

• To further improve the feeling of safety within our communities and reduce criminality, we have enhanced our model of predictive policing to address the issue of repeat domestic burglary. This approach, through the detailed analysis of data and focussed crime prevention activities within our communities, will inform a more effective approach to the focussed deployment of local police officers / PSCOs to high volume areas to undertake preventative patrols and provide local crime prevention advice and support.

• During the last year we have supported the consolidation of the CONNECT Criminal Justice platform and delivered a major upgrade to the system in March 2019, supporting greater stabilisation and functionality of the system and therefore improving the user experience for officers.

• Body Worn Video cameras are now being rolled out to all frontline officers and this has facilitated improved evidence gathering and helped us to protect the safety of our staff and vulnerable victims. We are also now starting to see a reduction in the number of complaints and allegations made against police officers due to the evidence of interactions recorded by the cameras. Over time, we would also expect to see a reduction in assaults on officers, as has been the case in other forces. The video technology also supports operations in areas where CCTV, for evidential purposes, may not be in place and is contributing to the reduction in anti-social behaviour and reduces officer time spent on paperwork therefore increasing capacity for frontline policing. Longer term, it is anticipated that this will support reduced criminal justice costs due to an increase in early guilty pleas.

• We have further enhanced our Force Control Room through the introduction of our Queue Buster system which supported our improved response to unprecedented levels of calls through the summer of 2018. This system enables callers to request a call-back instead of waiting on hold thereby reducing cancellations and repeat calls and smoothing out demand and providing an improved quality of service to our callers. Non-emergency performance has also improved since our introduction of Queue Buster and we have worked closely with our Force Control Room staff to help them improve the quality of their call whilst reducing the overall length of time required to process the interaction, again improving the service we provide to our callers. Previously callers unable to contact us quickly would terminate their call and instead make contact using the 999 system, often inappropriately. Throughout 2018 the call back process was used on average 4,368 times every month and therefore reducing the demand on our 999 system ensuring those who need our immediate support can quickly access our services.

• Again, to improve our timeliness and quality of our response to callers to the Force Control Room, we have fully implemented the Verint Impact Workforce Planning System (i360). This system provides a range of functions to support demand forecasting, automated allocation of resource to meet forecasted demand and a comprehensive suite of performance measures. This not only ensures ‘real time’ alignment of resources to demand but provides the evidence required to support wider decisions such as overtime allocation, thereby ensuring the provision of value for money services whilst not compromising on quality.

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• We continue to invest in ANPR technology to reduce criminality including the installation of equipment in vehicles that can read up to three lanes of traffic at once. This has supported improvements in our targeting of Organised Crime Groups (OCGs) and addressing cross-border criminality, therefore focussing on improving preventative policing techniques to further ensure the safety of our communities.

• We are investing in Telematics technology in all our vehicles which will allow us to ensure we maximise the deployment and visibility of our frontline officers.

• We are also investing in digital developments which will allow members of the public to directly upload Dashcam footage that will assist us in the investigation of incidents.

CONNECTED – OUR KEY ACHIEVEMENTS

Be accessible and engaging

• My Community Alert helps to engage with our communities by providing local information about their area. The launch of My Community Alerts was supported by a full communications plan and we have now achieved over 21,146 sign ups; the sign-ups in the first 4 weeks being one of the highest rates according to the supplier VISAV. We produced a promotional video, leaflets, business cards, used social media channels and neighbourhood teams to promote the tool, as well as a media launch on both sides of the Humber to promote the new service as widely as possible. In July 2018 Fire and Rescue Service also joined My Community Alert.

• Humber Talking, launched as part of the Neighbourhood Policing Engagement Programme, is our initiative to speak with everyone in the force area to find out what matters to them. The initiative is getting some great results. So far, we have knocked on 28,518 doors with over 9,051 members of the public taking part in the survey. We are using the information gathered to support improvements in community safety, identify vulnerabilities and help local people feel proud of their communities. At the touch of a button, we can use the data on a daily basis to pinpoint exactly what and where issues are - whether that be a street, a school, a shop, or a park – and help us address those concerns along with the council and our other partner agencies. Once the survey is taken, we can respond and interact with the public directly about their own individual concerns in their own specific geographical area. For instance, some issues that have been repeatedly raised are fly-tipping, street drinking, and problems caused by alcohol.

• An ‘online desk’ is to be implemented in the Force Control Room to help manage the channel shift of contact from the traditional telephone method to online. This will include the implementation of social media capabilities to help us keep the public more informed about incidents and contact volumes coming into the command in real time. This is intended to improve engagement with the public along with efficiency to the command.

• From August – October 2018 we carried out a programme of “Tweetathons” to give communities first-hand insight into the work of our teams. Teams took part from across the force giving the public an insight into their work hour by hour. Patrol teams from Beverley, Bridlington, Driffield, Hornsea, Scunthorpe, Grimsby and Rural Lincolnshire took part, as well as specialist teams including the dogs unit and roads policing. Members of the public interacted with the teams, praising their openness and thanking us for a real insight into the work we do, helping to build public trust and confidence.

• We continue to provide full support to Hull Pride and in 2018, actively took part in the parade and supporting activities, flying the Pride Flag at eight of our main stations.

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• To further support our engagement with our diverse communities, our Chief Officers and the PCC took part in a ‘Walk in My Shoes’ event. They met with various BME communities in local Mosques and attended The Warren to meet with local young people to experience first-hand some of the issues which affect people from all walks of life. This event received extremely favourable feedback and as a result, a ‘reverse’ walk in my shoes event was held in May whereby key members of diverse communities came to and took part in a mock ‘Pacesetter’ meeting and a custody and court role play experience.

• As part of our Citizens Academy, we have invited community groups to come into our buildings to experience the day-to-day activities of operational policing. The 10 week programme, consisting of lectures and demonstrations, has allowed us to showcase how our different operational functions work together to protect our communities from harm and improve the quality of life for the residents. From October to December 2018, 15 members completed the 10 week programme on the South Bank. Our next phase commenced on 8 May with 25 members of the public taking part in the programme.

• We continue to receive excellent support from our volunteers. Over the last year, we have successfully worked with 124 volunteers who have given 13,141 hours of their time in supporting recruitment events, Knife Crime Awareness conferences, Lifestyle, Rock Challenge, assisting work experience, Humber Talking surveys, Night Challenge engagement, delivering crime reduction, Wise Up youth engagement workshops, role play for trainee officers as well as a raft of other invaluable support to help us improve engagement and support within our communities. Plans are being developed to further enhance this programme including a review of our processes and the development of a skills database to further optimise the skills and experience of our volunteers

• In addition, 78 Cadets aged 15-19 years have attended a large number of community events including Cottingham Carnival, Hull Pride, Lord Mayors Parade, Armed Forces Day and Remembrance Sunday to represent the force. Cadets continue to be a key asset in effectively engaging younger members of our local communities with whom they can relate, helping to build their trust and confidence in policing. Longer term plans are being developed to create a government funded BTEC level 2 qualification to support a pathway of progression from Mini Police to permanent roles in policing and the wider police family. One of our Cadets received a Commendation at this years Chief Officers Commendation Awards for his key role in supporting his officer colleagues in dealing with a serious operational incident.

• As part of our ‘Ride Along Scheme’, 53 members of the public have successfully carried out dual patrolling with officers allowing them to directly observe operational police work. The scheme enables engagement on a one to one basis for officers to listen, talk and explain how we operate and the difficulties we face due to the increasing and complex demands, thereby building understanding, trust and confidence of community members in policing.

• Night Challenge saw 150 young people aged 13-18 years from difficult backgrounds engaging in various work stations along a 13 mile trek. The interactive stations / scenarios included education around the effects of alcohol, completing an assault course, personal safety around being driven dangerously, knife crime, searching for missing persons, administering first aid to stab victim’s and a court case with young people taking on roles of judge and jury members. Teams were supported by partners including police, fire service, volunteers and the High Sheriff amongst others. The event fosters trust and understanding of vulnerable young people as well as interactive learning enabling them to keep safe and be self-resilient, reducing becoming victims of crime and being drawn into ASB.

• Rock Challenge saw nearly 30,000 students from 42 schools aged 7- 18 years at the Bridlington Spa to showcase their own performances. Over 35,000 people attending the performances of dance and drama covering a key message such as racism, telling their stories and delivering key messages to the audience and promoting understanding and awareness of the issues facing younger members of our community.

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• Lifestyle 2018 involved over 2,000 young people in 518 teams working on local community projects, from local environmental ‘clean up’ work, to tackling isolation of vulnerable people through ‘sending parcel hugs with gifts and notes’ through the mail. This not only supports our engagement with local youths, but supports improved trust and understanding of policing and the importance of their role in supporting safer communities in areas where they live.

Collaborate in effective partnerships

• We have developed a close working relationship with Humberside Fire and Rescue Service (HFRS). Following the creation of a joint venture company for the maintenance of fleet (ESFM), a joint service has been established under our management for estates provision. This has provided opportunities to rationalise management over the two services and secure procurement savings. The capital investment to deliver the fleet strategy seeks to smooth out the programme to maintain a modern fleet with reduced costs for ongoing maintenance. The investment in telematics funded by ESFM will improve management information available with an anticipated reduction in fuel usage.

• Integrating MIND workers in the Force Control Room as a pilot has proved extremely beneficial in providing support to those with mental health issues / concerns. This not only provides direct support and professional guidance for those most vulnerable but supports effective demand management by ensuring incidents are not recorded where professional or medical support is required rather than police assistance. In 2018 / 2019, MIND supported 1,854 incident reports compared to 1,683 in 2017 / 2018.

• This initiative has been so successful that we are now extending the provision to provide a two year police and partner funded 12 hour a day, 7 day a week service provided by a non-clinician provider. Evidence from the MIND scheme indicated a wider service could be provided related to general vulnerability as well as mental health when non clinicians are supporting callers. The evidence collated as a result of the initiative has demonstrated that many calls for mental health support are generated by social and vulnerability issues, such as homelessness, drugs and alcohol rather than acute mental illness and this initiative allows us to signpost providers who can assist.

• We continue to work in operational regional collaborations across the Yorkshire and the Humber (Regional Organised Crime Unit, Regional Scientific Support Unit, and Regional Underwater Search Unit) where the brigading of specialist support and investigative resources provides a significant input into Humberside’s Policing Services. We also continue to work with colleagues across the wider North East Region to consider how we could effectively provide policing services through a Seven Force Collaboration, including areas of ‘borderless’ criminality such as cyber and CSE. We also continue to receive valuable support from our colleagues in the North East Counter Terrorism Unit.

• Over the last year we have developed a formal working partnership with The University of Hull to continuously improve, innovate and shape the services we provide to the public. A joint strategic workshop was held with senior leaders from the University in September 2018, including attendance by the Vice Chancellor and our Chief Officers, to consider those areas which would benefit from collaborative working to innovate and improve our approach to policing. The outcomes of this workshop have informed the development of a joint programme of work to maximise collaborative working opportunities. Examples of joint initiatives being progressed include County Lines and the use of Artificial Intelligence in the Learning and Development function.

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• In addition, we also actively participate in the N8 University collaboration, taking advantage of any developments that will further support us in continuously improving and innovating our approaches to policing and we are working alongside leading academics from Sheffield Hallam University and Centric (in partnership with Durham Police) to develop algorithms to improve our intelligence processes that will help us in predicting if a vulnerable person may go missing or may be the subject of CSE.

• We have introduced dedicated Missing Persons Coordinators with a local prevent and problem solving responsibility, supported by Community Beat Managers and PCSOs who support local intelligence gathering and communication. The coordinators undertake proactive work with individuals, families and have regular meetings with care home staff to identify and address problems before escalation, to understand the triggers for why they go missing. Coordinators also work with partners and families to identify therapeutic placements for those children deemed most vulnerable and diversionary schemes have also been established. In addition, our new ‘Edge of Care Scheme’ has allocated a dedicated police constable to a children’s home with significant MISPER issues to provide direct engagement, support and to build trust. This has not only led to reductions in the incidents of children going missing and local criminality but, importantly, has ensured trusted relationships have been established both with the children and the staff. In the 12 weeks to 16 September 2018 before the introduction of dedicated MISPER coordinators, there were 192 incidents of missing children in Hull and 115 in the East Riding. In the 12 weeks up to 5 January after their introduction, there were 85 incidents in Hull and 58 in East Riding, an overall reduction of 164.

• The Community Speed Watch Scheme has now been rolled out following a successful pilot earlier this year at a village, in North Lincolnshire. The scheme will now allow residents, particularly those in rural communities, to become police-trained volunteers monitoring vehicle speeds in their communities, with the aim of changing the behaviour of some road users who drive above the speed limit through small towns and villages and support reductions in road traffic incidents.

• We have provided a co-ordinated approach with key partner agencies in planning for a potential No Deal EU Exit including strategic plans to mitigate threats to the ports and local road network infrastructure and force business continuity.

Understand and prioritise the needs and demands in our communities

• The outcomes from our Humber Talking consultation programme will be used to inform local priorities at a community level so our services reflect, and respond to, the needs of our communities.

• DA teams and IDVA are working in the Force Control Room which have helped us identify and respond to vulnerable victims more effectively. The revised process provides an enhanced service to victims through early assessment and intervention. The Force Control Room will be fully implemented to provide a 24 hour service to victims from spring 2019, and provide some reductions in demand to our front line staff.

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• The provision of Domestic Violence Support Workers into the CID environment to support victim focussed investigations is a real opportunity, however the funding is currently limited to 12 months. The effectiveness of this provision needs evaluation and it is anticipated may need to be extended to ensure more front end support to the investigative process and potentially a reinvestment from other elements of the Domestic Abuse Pathway. As the DA provision within PVP is reviewed, more focus is placed within the Force Control Room on ensuring that secondary risk assessment are undertaken as early as possible, ensuring better investigative decision making and will also need monitoring as that develops. (The Whole Systems Approach Project has introduced DA Liaison Officers to work with local investigation teams, MATAC to deal with serial perpetrators, IDVA provision in the Force Control Room for live time advice and is establishing other functions such as family court training. It has also been the driving force behind DA Matters training.

• We are, along with other forces across the country, supporting Op Sceptre, the national knife crime campaign which aims to reduce the number of people, especially young people carrying a weapon. As a result 505 knives and weapons were handed into the knife bins during the initiative, removing these weapons from our streets. The count for our station collections were Hull (Clough / Hessle / Osborne) 145, Grimsby 160, Scunthorpe 90, Goole 90, Beverley 20. This is a significant increase on the 2018 initiative where only 200 knives were surrendered.

• We have now obtained peer support from the Home Office to support the delivery of our Ending Youth and Gang Violence Strategy to work in partnership to reduce crime and criminality amongst vulnerable younger members of our community.

COMMUNITIES – OUR KEY ACHIEVEMENTS

Keeping people safe and protecting the vulnerable

• We have transitioned from one force command back to two operational divisions - North Bank and South Bank – ensuring we have local commands focussed on delivering place based policing services.

• We have adopted the utilisation of Adverse Childhood Experiences (ACE) factors to further improve our identification and response to vulnerability through our Early Intervention Teams.

• Our response to Domestic Abuse continues to improve which is reflected in our performance over the last 12 months. As a result of our DA Process Review last summer, we have introduced a bespoke Domestic Abuse Co-ordination Team (DACT) within the Force Control Room. The role of the DACT is to ensure a high quality of initial investigation through directly supporting response officers when attending incidents to immediately signpost partner referrals, improving victim engagement and satisfaction. This facility allows us to safeguard domestic abuse victims at point of first contact and, as a result, we can share information with partners, such as Blue Door, almost immediately. This provides support and interventions for vulnerable victims that are far more effective, resulting in the achievement of improved outcomes. Between April 2018 and March 2019, 3,525 DACT Risk Assessments have been completed and a total of 41,762 referrals have been made (for example, to education, health, social care etc.) to provide the support required to those most vulnerable in our communities.

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• In the South Bank, a Multi-Agency Town Centre Group has been introduced which brings together partners and community groups and, together, they are both identifying and addressing local problems and issues to ensure locally sustainable solutions are jointly developed.

• We are a key partner in the North Lincolnshire Pilot Scheme whose aim is to become a national lead area for the new safeguarding arrangements. This is a joint partnership approach which was launched at a Conference in October 2018 and arrangements are now in place. A joint hub has been developed including police, CCG and LA Staff and an ‘outstanding’ grading has been achieved in the NE Local Authority area. This achievement is directly supported by the work of police officers and staff in the South Bank. The Divisional Commander chairs SCB and has been a key note speaker at national events promoting the NEL initiative.

• South Bank, in collaboration with NEL and NL councils, are placing themselves at the cutting-edge of tackling the County Lines issue (the use of young children by Organised Crime Groups) and have now established multi-agency protocols for sharing intelligence. NEL have been awarded £1m central government funding to facilitate innovative responses to the County Lines issue and, in partnership with us and NL council, are developing a regional Centre of Excellence to address the criminal exploitation of children and influence the development of local and regional policy and practice in addressing this issue.

• Our Crime Reduction and Designing Out Crime (DOC) Teams have been working over the last year to further develop activities delivered in collaboration with our partners. DOC have worked with developers of the Bonus Concert and Conference Arena in Hull, the Bridlington seafront development and the award winning development of the Preston Road Women’s Centre to ensure crime prevention was a key consideration. The team also delivered inputs and briefings to patrol and neighbourhood policing colleagues around the force to educate and upskill them in crime prevention activities to further support their work in achieving safer communities.

• We are 1 of only 3 forces who have secured Department of Transport funding of up to £130k to work on a national project to assist in developing and improving local and national level data sources relating to road collisions and to identify and gather evidence relevant to the causal factors behind severe road crashes. The role will involve piloting a new analytical framework as part of a Government funded project to improve road safety and reduce casualties.

• Our Operational Support Unit (SOU) has driven a roll out of Taser including retraining all Taser Officers in the new X2 device to improve officer and public safety.

• We have also recently secured Home Office Funding for £233k for a Community Coordinator and to support local interventions associated with Organised Crime Groups. The programme and funding is a 12 month Pilot, Humberside has been selected due to the coastal location and community deprivation. The Community Coordinator was recruited in May 2019 and will be based on the South Bank servicing Grimsby and Scunthorpe.

Tackling and investigating crime and ASB

• Through working with our partners and taking a proactive and preventative approach to hare coursing, there has been a 35% reduction in reports over the last year. Our approach of using preventative dispersal powers and other ASB legislation along with the proactive use of social media to raise awareness and working with other partners to obtain and implement good practice, has directly contributed to this reduction. We now have 44 wildlife and rural crime trained officers and staff who predominantly work in rural areas and a further 20 staff will be undertaking the national course later this year, increasing the resources available and evidencing our focus on supporting our rural communities and the issues they face. Overall, rural crime has shown a reduction of 11% from 1,119 incidents in 2017 / 2018 to 998 incidents in 2018 / 2019.

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• A huge number of arrests and dispersal orders were issued as part of Op Ignition, our continuing operation to tackle criminal and antisocial behaviour in Hull city centre. We have so far made 107 arrests, issued 249 dispersal orders, and carried out 229 searches.

• Over the last year, we have increased the number of Dog Handlers to 16, ensuring 24/7 cover across the force providing additional support to frontline officers attending operational incidents.

• Our ASB Officers are working closely with the local authorities, the CPS and local courts to streamline the processes between the different areas of business, developing pathways and improving efficiency and productivity. Our ASB officers have also worked closely with PVP staff during the last 12 months to expand the use of CBOs with the first successful CBO given to a DA offender in 2018. Our Licensing Team were successful in obtaining a Cumulative Impact Zone for Spring Bank, Princes Avenue, and Beverley Road to reduce ASB linked to alcohol. Their work was informed by over 500 residents and businesses engaging with our local PCSOs and volunteers to share their experiences and concerns regarding alcohol related ASB in the locality, thereby supporting us in our successful application. Further to this, the work of this team has resulted in licences being revoked from problem premises across the force area thereby reducing the harm caused by alcohol related crime and ASB, as well as improvements in health and wellbeing.

• Over the last 12 months the Licensing Team have also led successful raids in partnership with our colleagues in Trading Standards seizing illegal cigarettes from businesses in Grimsby, Scunthorpe, Goole and Hull with a street value of over £500,000.

• We have also driven the successful role out of the “No More Knives” school project to include East Riding, North Lincolnshire and North East Lincolnshire areas. The feedback we have received from partner agencies and schools shows a significant increase in the engagement of troubled young people, thereby reducing associated crime and ASB in the local area and providing better personal outcomes for troubled individuals.

• As a result of the investigations undertaken as part of Operation Gold, on 29 April 2019 3 Serious Crime Prevention Orders were secured against the most significant offenders. The orders will be effective after release from prison for 5 years, and will provide opportunities to effectively manage the offenders in the community.

• Our work to address the sale and use of drugs has successfully continued over the last year. In 2018/19, we seized over 13kgs of illegal drugs, along with a further 2,500 wraps / bags (no weight available), almost 6,000 tablets and over 3,300 cannabis plants

• We have also continued to seize monies from those involved in crime and criminality. Individual examples include £14,065 from Operation Gold; £35,595.10 arising from a report of Domestic Abuse where the attending officers, through the initial scene investigation, seized an unlocked firearm and a large quantity of cash and £46,910 from a money laundering investigation.

• We have also had some significant success in our Serious Crime Initiatives. In January 2019 we held a ‘County Lines National Intensification week’ through which we achieved the most significant outcomes of all forces within the Yorkshire & Humber Region with 19 arrests, significant controlled drugs seizures, £5k cash and a number of bladed weapons recovered. A further Intensification week took place in May 2019, with significant activity planned.

• We have purchased a new vessel with Government Dedicated Specialist Patrol funding to provide an improved marine capability (RHIB boat) which will support protection of the Humber Estuary, River Ouse and Trent. This includes the training of armed officers to deploy in armed mode from the river.

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Developing place based teams who work with partners in their local areas

• We have enhanced our Neighbourhood Policing Strategy, ensuring police officer / PCSO representation in each ward supporting the delivery of ‘Place Based’ services, working with our partners to better understand and support the safety of our communities.

• Our Neighbourhood Teams are involved in the ongoing safeguarding of vulnerable victims and are well sighted on anyone who may be vulnerable to exploitation within their area. They work effectively with early intervention teams to solve local problems and, in respect of those most vulnerable in our communities, this is reducing the demand created by repeat callers as well as providing them with the guidance and support from key agencies. Our increased use of sexual harm prevention orders and child abduction notices resulting in prosecutions that protect vulnerable youths alongside our proactive management of sex offenders is directly addressing community concerns. This is also resulting in positive feedback from community and resident groups meetings.

• New Patrol Teams have been established in rural locations, including Barton and Epworth. This has supported integrated working with NPT to tackle local issues, reduced response times to rural locations, increased visibility and re-assurance along with proactivity and intelligence submissions. This move of resources back to rural locations has been very well received and supported by local communities.

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• Our Early Intervention Teams based within the five wards of greatest demand have delivered a number of improvements within their communities. The project, which started 18 months ago, saw the creation of five early intervention teams across the force area with the intention of keeping people safe, protecting vulnerable people and actually getting ahead of the game to prevent crime and the harm it can cause our local communities. We have seen crime and anti-social behaviour reduce over the last six months by over 27%.

• Beverley Road in Hull has been a pilot area for our ground breaking, place-based integrated public sector project aimed at tackling deprivation through early intervention and multi-agency problem solving. We are now progressing the co-location of partnership resources including the Police, Health Service, Fire Service and Local Authority within premises in the area to work together with the community to address local issues and problems and reduce the demands being placed on a wide range of public services. We have already submitted an application to the licencing committee which will restrict the number of new off-licences being opened in the area in the future and the council are already tackling fly-tipping through their street cleaning teams.

• The recruitment of additional officers over the last 12 months has enabled us to increase officer numbers within our local CID function and specialist areas such as Firearms and PVP, increasing the resources available to address increasing demands including CSE and Human Trafficking.

• We continue to support Night Challenge – an initiative involving young people from our communities spending time with officers and staff where we highlight how they could become victims of crime and provide them with the tools, knowledge and information to stay safe. This initiative builds confidence, self-esteem and respect for themselves and their surroundings and improves their perception of the police and policing.

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There were 102,346 crimes reported across Humberside during the period April 2018 to March 2019, an increase in overall crime levels of 18.5% compared to 2017 / 2018 levels. Based on the latest available figures, this compares to a national increase of 8.5%.

The latest published figures from the Office for National Statistics (ONS) show an increase to the relatively rare, but “high-harm” violent offences such as homicide, knife crime and gun crime, a trend that has been emerging over the previous two years.

Within this Force, between April 2018 and March 2019:• Violent crime increased by 37.4% from 25,146 offences to 34,544 offences. • Domestic Abuse crimes have increased by 47.8% from 10,869 offences to 16,064 offences.• Burglary decreased by 8.5% from 9,130 offences to 8,352 offences. • Acquisitive Crime increased by 0.5% from 37,366 offences to 37,566 offences.• Rape increased by 22.2% from 913 offences to 1,116 offences (90 of the offences in 2018/19 relate to

one specific historic operation).• Murder and manslaughter decreased from 16 offences to 10 offences (1 of these may still be

reclassified/cancelled).• Knife Crime increased by 14.2% from 585 offences to 668 offences.• Rural crime down by 11% from 1,119 incidents in 2017 / 2018 to 998 incidents in 2018 / 2019.• Incidents of ASB reduced by 13%.• Crime Outcomes 1-4 & 6-8 increased by 4.3% from 14,307 outcomes to 14,920 outcomes.• Hate Crime increased by 25.6% from 1,060 offences to 1,331 offences.• Vehicle Crime decreased by 5.8% from 6,374 offences to 6,006 offences.• The number of calls for service (999 and 101) increased by 2,193 - an increase of 0.4% compared to

2017 / 2018.• The number of calls for service (Incident Logs) decreased by 4% compared to 2017 / 2018.• However, the number of calls for service (Incident Logs) which required police attendance saw an

overall increase of 8% compared to 2017 / 2018.

5.PERFORMANCE AND DEMAND SUMMARY

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In 2018 / 2019 the force:• Answered 149,369 emergency (999) calls, answering 87.1% of 999 calls within 10 seconds. • Answered 345,758 non-emergency (101) calls, answering 52.0% of 101 calls within 10 seconds.• Reduced the number of abandoned calls by 34% (40,660 calls). • Achieved faster response times in all areas to March 2019 compared to March 2018 with responses

to emergency calls an average of just over 1 minute faster and an average of nearly 2.5 minutes faster for DA related emergency calls.

• Made 17,310 arrests, from which 6,377 charges were made (based on custody disposal).• Caught 697 drivers using mobile phones, 574 drink drivers, and 127 drivers under the influence of

drugs.• Received over 505 knives and weapons during the force amnesty. • Led 420 mentally ill people to a place of safety.• Investigated 5,670 missing persons - a 3% increase on 2017/18.• Has seen an average 54% reduction since September 2018 in missing persons from Children’s

Homes due to the introduction of bespoke local initiatives and Missing from Home Co-ordinators. • Had £257,648.43 forfeited of cash seized and over £854,141.35 in compensation being returned to

victims of financial crime.• Stopped and searched 1,475 people (plus a further 109 searches for vehicle only)• Policed 62 events, of which 42 were football matches.

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The changing face of crime means we will continue to see an unprecedented increase in demand in some of the most complex and challenging areas of policing. Rising reports and cases of hidden crimes such as domestic abuse, child abuse, modern slavery, sexual offences, serious violence and exploitation have all increased the pressure on limited police resources.

The rise in crime and expectations from our communities have led to an unprecedented increase in call volumes, with calls for service requiring police attendance rising by 8% over the last year.

In addition to the rise in crimes against the vulnerable such as human trafficking and CSE, we have seen an unwelcomed increase in the more traditional crimes of acquisitive crime and violence, as well as the increased threat from terrorism, fraud and cyber-crime. However, we are pleased to note that burglary rates are now going down in many of our police areas as is anti-social behaviour – a testament to the place based policing services we now have in place supported by our NPT and Early Intervention Teams.

In order to respond effectively to the increasingly complex and changing demands we face within our constrained financial position, we must continue to transform our policing services and ensure our resources are aligned to and focused on priority areas. This focus is evidenced in the design and delivery of our enhanced Neighbourhood Policing Strategy with place-based teams working together with our partners and our communities to identify and solve local problems.

We will use the feedback we have received from our communities via Humber Talking to both inform our local priorities and further develop our services.

The government’s financial settlement for the police service in 2019 / 2020 has required the PCC to raise additional monies from the precept which has reduced the budget gap and allowed us to retain increased officer levels, but there are still significant savings to be made.

Therefore, the identification and application of new technologies will be a major factor in how we can identify potential efficiencies and further improvements in policing performance.

As Chief Officers, we are committed to a culture of continuous improvement and we will continue to ensure our processes, systems and working practices are effective and efficient and support the alignment of our resources to demands.

We are also looking to improve our operational estate footprint through the development of ‘Melton 2’ which will support the co-location of a number of key specialist operational functions, including the development of a ‘state of the art’ Force Control Room to maximise the efficiency of our processes, extend our opportunities for partnership working and optimise our use of digital technology.

Our future plans are intended to deliver against the requirements of our Plan on a Page but also the Police and Crime Plans aims of which key examples are outlined over the following pages.

6.FUTURE PLANS

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To deliver increasingly self-sustaining and safe communities in the Humber area

We will continue to enhance our approach to local place-based policing through the implementation of our revised Neighbourhood Policing Model which will focus on resources aligned to each of our 81 wards, supported by early intervention teams and the application of effective problem solving approaches working with our communities and our partners.

Delivery of Neighbourhood Policing over the next 12 months will focus on providing our communities with:

• Access to local Neighbourhood Policing Teams and their key partners – social care, health, housing, fire and rescue, probation and third sector colleagues.

• A channel for local people to become involved in how community safety services are delivered in their area and what the local priorities should be.

• Interventions by community safety partners and the community working together to tackle those priorities.

• Identification of sustainable solutions to local issues through a collaborative problem solving approach and feedback on the outcomes.

Through maximising our application of mobile technology, we will increase the visibility of our officers and staff through improvements to mobile data and equipment and we will optimise the deployment of our resources through the application of technologies such as telematics.

We will progress key partnership initiatives including the Beverley Road Project where we will work together in the community with the health service, fire service, local authority, ambulance service and third sector colleagues to develop joint working practices to improve the quality of service provided to residents and understand how we can reduce and better manage demands.

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As part of our Neighbourhood Policing Strategy, we will progress our engagement and collaborative working with partners and our communities local problem solving and early intervention activities. We will ensure our Neighbourhood Policing Teams are focussed on the delivery of a Problem Orientated Policing (POP) approach, supporting proactive and preventative activities and increasing the flow of vital community intelligence on a range of issues, from neighbourhood to national security.

We will further develop increased opportunities for contacting, listening and engaging with communities in order to improve confidence and foster good working relationships at a local level, including Humber Talking and ‘Community Alert’, ensuring the outcomes of our Community Surveys inform the identification of local issues. This will help us understand and respond to the priorities of our communities and ensure these inform the delivery of our community policing approaches through our place based NPT’s to develop sustainable solutions.

We will extend our use of predictive policing techniques to drive reductions in repeat offending within our communities and ensure the most effective use of resources, for example, residential burglary

We will look to improve data sharing and integration with our partners to establish joint technological solutions and enable the transfer of learning between agencies and forces so we can work more effectively together to embed evidence based practice, including those identified with partners such as academia and the College of Policing.

We will continue to work with our partners to foster a culture shift around the delivery of public protection, away from a single organisation mentality towards budgeting and service provision based on a whole-system approach, pooling funds where appropriate to achieve common aims for the benefit of the public, continuing to build on the innovative collaborative work being undertaken at Beverley Road and our approach to dealing with Domestic Abuse.

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We will pursue transformation and innovation in the delivery of our services including digital policing opportunities such as Artificial Intelligence (e.g. process automation of manual data input tasks). We will continue to support National IT Programmes which provide us with opportunities to improve our local effectiveness and efficiency. As an example, we are awaiting the rollout of the National Cyber Tools App being developed by the Police ICT Company which will improve our response to, and investigation of, cybercrime.

Our ongoing ability to meet increasing and complex demands with diminishing funding will require significant analytical and forecasting capabilities and the development of specialist skills in areas such as cyber-crime and digital investigations and we will continue, through our Strategic Workforce Plan, to ensure these skills are available within our workforce.

To provide services to victims and the most vulnerable that meet their needs

Victims and those most vulnerable in our communities will remain our priority in our approach to investigations.

We will continue to enhance improvements already delivered such as the Domestic Abuse Co-ordination Team (DACT) identified by HMICFRS as good practice, further evidencing our commitment to supporting those most vulnerable affected by crime and will work continuously to improve the services available for victims, as well as their experience of the criminal justice system.

Within our Specialist Crime Function, we are looking at the development of specialist teams to address growing demands in areas such as human trafficking and the management of our most serious and violent offenders which can have a significant impact on the safety and security of our communities, thereby ensuring those most vulnerable are safeguarded and protected from future harm.

We will make the most effective use of legislation available to us to safeguard the vulnerable in our communities, for example Domestic Violence Protection Orders (DVPO’s) and Child Abduction Risk Notices.

We will continue to build effective and productive relationships with schools and young people through the Safer Schools programme and initiatives such as our annual Night Challenge to support young people to make safe, positive choices, lead education delivery and directly contribute to mentoring programmes.

We will understand, recognise and support diversity in our communities, taking the opportunities available to further build community cohesion and providing positive opportunities to impact on service delivery through the Diversity Panel, Independent Advisory Groups and initiatives such as Walk In My Shoes, local diversity training and positive action recruitment of officers and staff.

The next financial year will see the launch of a number of programmes designed to further enhance police effectiveness and efficiency, and help ensure that we are making the best use of our finite resources, whilst dealing with a rapidly changing policing landscape. This will include IS developments within our Force Control Room with the introduction of a new call and incident handling system (Smart Contact), a prime example of how embracing technological development will improve the way, and ease in which, the public can make contact with us. We are also looking to implement the ‘One Consultation’ video contact system. This is a device agnostic system which can deal with appointments via video link (rather than a visit) and provide immediate and direct advice to callers in appropriate situations. This will not only improve the quality and timeliness of services to callers but also reduce demands in terms of appointments.

As Chief Officers, we look forward to working with our colleagues, staff, partners, professional bodies and the public over the coming 12 months to carry on our hard work to improve policing services and ensure we continue serving our communities to make them safer and stronger.

ACCOUNTABILITY BOARD

Chair: PCC and held bi-monthly

Meeting with Chief Officers to ensure proper governance through

open, constructive debate of their respective statutory

duties and the efficiency and effectiveness of the force.

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APPENDIX A - CORPORATE GOVERNANCE FRAMEWORK

CHIEF OFFICER GROUPChair: Chief Constable

Bi-weekly meeting of Chief Officers to drive the operational and strategic

management of the Force

PCC

• Ethics Committee• Joint Independent

Audit Committee

COLLABORATIVE GOVERNANCE

• Joint Governance Group (SYP)

• Joint Collaboration Board (SYP)

NE REGIONAL GOVERNANCE

• Regional Collaboration Board

• DCC’s Regional Board• ACC’s Regional Board• ROCU Governance

Board

Daily Pacesetter

Chief Officer Briefing held Monday to Friday

(supported by local Daily Pacesetters) focussed on

operational issues, resourcing and any strategic issues

to be addressed including Performance, PSD, Communications

and HMIC.

Corporate Accountability Meetings

Local Accountability Meetings (LAM’s) Chaired by ACC’s Monthly

Review of performance in each Operational / Specialist Command

Corporate Accountability Meetings (CAM’s) Chaired by DCC Quarterly Review of performance and wider corporate issues such

as resourcing, finance and improvement activities.

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APPENDIX A -CORPORATE GOVERNANCE FRAMEWORK

PEOPLE RESOURCES CONNECTED COMMUNITIES

Talent and Leadership Board

Chair: DCCFrequency: Quarterly

HMIC Governance Board

Chair: DCCFrequency: Monthly

Digital Policing Board

Chair: DCCFrequency:

Monthly

Communications and Engagement

Board

Chair: T/ACC YoungFrequency:

Monthly

EDHR Board

Chair: DCCFrequency: Quarterly

Efficiency

Chair: ACO Shackleton

Effectiveness

Chair: ACC Noble

Legitimacy

Chair: ACC Young

Neighbourhood Policing Board

Resource Management Chair: ACO ShackletonFrequency: Bi-weekly

Strategic Change Board

Chair: Chief ConstableFrequency: 8 Weekly

Vulnerability Board

Chair: Det Supt Dave WoodFrequency: Bi-monthly

Health and Wellbeing Board

Chair: Chief ConstableFrequency: Bi-monthly

Strategic Leads Board

Chair: DCCFrequency: 6 Weekly

Mental Health Board

Chair: T/ACC YoungFrequency: Bi-monthly

Learning and Development Board

Chair: DCCFrequency: 6 Weekly

CULTURE, VALUES AND BEHAVIOURS

Force Leadership Team (FLT)Chair: Chief ConstableFrequency: Monthly

Quarterly Leadership Team (QLT)Chair: Chief Constable

Frequency: Monthly