One Team - One Plan
Strategic Policing Plan 2008 - 2011
Introduction and Foreword
It
is
our
pleasure
to
welcome
you
to
our
three-year
strategic plan. The plan sets out our objectives over the
next 3 years and explains what we will do to achieve them.
Protecting
essence
our
of
recognises
communities
our
the
business
important
and
targeting
and,
criminals
consequently,
contribution
that
these
are
this
the
plan
activities
make. It is an approach that has yielded positive results in
recent times. Crime in the Humberside Police Area continues
to fall and with the continued support of our partners and local
communities, we will endeavour to reduce it still further.
But important as reducing crime continues to be, it does not
reflect the entirety of our ambition or the challenges confronting
policing
in
the
years
ahead.
Staying
alert
to
the
threat
Chief Constable
Chair of the Police Authority
Tim S Hollis, QPM
of
terrorism and organised criminality are key priorities which will
Alene Branton MBE
increasingly demand an unprecedented level of collaboration
with
our
neighbouring
forces
and
national
crime-fighting
agencies. Much of this work necessarily goes on behind the
scenes, but you can be assured that we are working dilgently
and skilfully to deliver the strongest possible service.
Our
overall
vision
for
the
future
has
at
its
heart
delivering
outstanding policing for all our communities. We are aiming to
make
this
vision
a
reality
by
ensuring
our
service
is
more
connected to local communities than ever before, and making
certain
that
Humberside
tailored
to
every
Police
them.
person
receives
We
want
who
a
comes
into
high-quality
people
to
feel
contact
service
reassured
confident in and satisfied with the service we provide.
This year (2008/09) the focus locally will be on:
w Improving public confidence in Humberside Police
with
that
is
by,
w Working with partners to reduce and detect priority
crimes (with a particular focus on domestic violence and
drug related crime)
w
Working
with
partners
to
reduce
the
incidence
of
anti-social behaviour (with a particular focus on alcohol
related issues)
w Serious crime and protection
One Team - One Plan 1
Our Area
The
Humberside
Police
area
covers
1,356
square
miles
housing a population in the region of 900,000. The County
centres on the Humber Estuary with its maritime history built
up around the ports of Immingham, Grimsby, Goole and Hull.
The Humberside Police area includes the unitary authorities of
North-East Lincolnshire, North Lincolnshire, and the East Riding
of Yorkshire and Kingston-upon-Hull.
The four Crime and Disorder Reduction Partnerships (CDRPs)
and
Policing
coterminous
Divisions
with
the
that
mirror
unitary
each
other
authorities
of
are
almost
North
East
Lincolnshire, North Lincolnshire, Hull and the East Riding of
Yorkshire.
www.safercommunities.org (North East Lincolnshire)
www.saferneighbourhoods.net (North Lincolnshire)
www.safecommunities.eastriding.gov.uk (East Riding)
www.hullcc.gov.uk (Kingston upon Hull)
The Divisions consist of dedicated teams of community officers
based
at
Neighbourhood
Policing
Team
buildings
situated
throughout each area and response teams and investigation teams.
www.humberside.police.uk/myneighbourhood
One Team - One Plan
2
Resources
Humberside
police
Police
staff,
320
employs
Police
2,287
police
Community
officers,
Support
1,621
Officers,
344
special constables and 112 volunteers (as of 28 March 2008).
Humberside Police faces the challenges in policing over the next
three years in an increasingly restricted financial environment.
The pattern of police funding has changed in recent years from
well above inflation Grant uplifts and high Council Tax precept
increases nationally at the start of the decade to the flat-real Grant
increase and a precept cap of 5% announced in the multi-year
Grant settlement for 2008/09 to 2010/11.
Prudent financial management in recent years has resulted in
the Authority and Force achieving a relatively strong financial
position. However, as the resources available become more
constrained, it is incumbent on the Authority and the Force to
develop more efficient and more productive working practices
in order to continue to deliver the improvements in performance
that have benefited Humberside in recent years.
Additional
pressures on the service, including the need to modernise and
the
Home
emphasise
efficiencies.
Office
the
Efficiency
continued
and
need
to
Productivity
deliver
Strategy,
savings
and
The budget set by the Authority for 2008-09 is £178.773 million.
This budget is fixed in the context of a five-year Medium Term
Financial
Strategy,
which
governs
the
Authority’s
and
the
Force’s approach to managing financial resources over that
timescale, identifying the expected funding and cost pressures.
The Strategy identifies indicative budgets of £180.71 million in
2009/10
and
£185.608
million
in
2010/11
and
the
planned use of resources is based on these budgets.
Force’s
One Team - One Plan 3
At the same time as the level of resources available to the
Authority
and
Force
is
becoming
more
restricted,
there
are
significant new and increasing cost pressures on the Police
Service. These include the need to contribute to the regional
capability
for
providing
“protective
services”
including
counter-terrorism and combating serious and organised crime.
Humberside
Police
providing
new
has
invested
significantly
in
the
development of its corporate estate over the last four years,
27
neighbourhoods
progress.
This
or
refurbished
policing
now
to
across
work
the
Force,
needs
with
be
a
bases
further
in
local
four
consolidated
in
and
complemented by commensurate investment in the corporate
estate, and the costs of this work have been taken into account
by the Authority and Force when planning the budget for the
next three years.
Delivery of the estate strategy is expected to
cost £27.76 million until 2010/11.
The Authority and Force are working together to improve the
management of resources, including financial resources, and
have introduced a new framework that integrates financial and
resource
management
within
the
core
management framework of the organisation.
performance
The framework
involves reporting on and challenging resource management
performance
in
the
same
way
as
operational
while setting each in the context of the other.
performance,
This will enable
resources to be targeted at those areas and activities where
they are most needed and will have the greatest impact, as well
as providing a more robust methodology for understanding our
resource
provision
and
use
so
that
we
can
improvements in our efficiency and productivity.
drive
out
One Team - One Plan 4
It is anticipated that the principles of Business and Workforce
Modernisation will drive the move towards a more efficient Police
Force in Humberside that is fully fit for purpose, while driving out
savings. This will mean developing and streamlining our business
processes so that individual roles can be identified and we can
ensure that we have the right people in the right place at the right
time. This project has the potential to deliver upto £5 million of
base budget savings within the next three years.
Humberside
efficiency
Police
savings,
has
and
an
this
excellent
record
experience
will
of
be
achieving
utilised
in
delivering the target of 9.3% cashable efficiency gains by 2011
set in the Efficiency and Productivity Strategy for the Police
Service 2008-11. Areas in which efficiency improvements will
be made include:
w Investing in mobile data technology so that officers can spend
more time on the streets and less time dealing with bureaucracy
w
Providing
a
Sexual
Assault
Referral
professional care for victims of assault
Centre
to
provide
w Re-locating the crime team in Hull so that they are in the
same
building
as
the
custody
travelling to deal with prisoners
suite
and
spend
less
time
w Disposing of confidential waste through recycling, which is
more cost effective and environmentally friendly
w Using our buying power as a large organisation to reduce the
costs of computer hardware
w Reducing the costs of training police volunteers and using their
skills and abilities more widely, for example to ring back victims of
crime and anti-social behaviour to provide help and reassurance
www.humberside-pa.org.uk/html/finance-audit/
One Team - One Plan 5
Outline of Performance
Future Performance
The Home Office introduced a new set of Performance Measures
Past Performance
under the heading of APACS (Assessments of Policing and
Community Safety) in April 2008. These new measures are being
delivered under five main headings, these are:
Promoting
Safety
will
deal
with
issues
such
Behaviour, Local Priorities and Road Safety
as Anti-Social
Tackling Crime will focus on Burglary, Robbery and Violent crime
Serious Crime and Protection will look at serious Violent and
Sexual offences, as well as organised criminality and terrorism.
Confidence and Satisfaction will gauge Public Confidence
and Satisfaction with services
Organisational Management will examine Value for Money,
Efficiency, and Financial Management.
These headings represent an addition to the quantitative figures
traditionally used to measure police performance, e.g. How much
has crime reduced? How many offenders have been brought to
justice? There is now a greater emphasis on those crimes that
Performance data to be updated June 2008
cause the greatest harm, those issues identified by local people
as being of particular concern, the way in which Humberside
Assessment, review and inspection
Police both organised and managed to ensure that it provides the
Internal and external assessments, reviews and inspections are used to
people
Her Majesty’s Inspectorate of Constabulary (HMIC) Inspections
best possible service to the public with the intention to make
feel
safer
and
improve
Humberside Police and its Partners.
Humberside
Police
has
made
the
overall
significant
confidence
improvements
in
to
crime reduction and service delivery in recent years and this
will
continue
within
the
new
performance
arrangements.
Deliberately challenging crime reduction targets have been set
in relation to Burglary (20.2%), Robbery (27.8%) and Vehicle
Crime (22%), so that by 2011, there will be about 4,000 fewer
victims of these types of offences.
continually improve our processes and performance. These include:
Audit Commission reviews
Internal inspections and assessments
Further
details
of
external
inspections
undertaken
can
be
found
www.humberside-pa.org.uk/html/performance-efficiency/inspections/
at
Further details of audits undertaken can be found at www.humbersidepa.org.uk/html/finance-audit/audit-reports/
One Team - One Plan 6
Crime and Anti-Social Behaviour
Goal 1: In partnership, to prevent and reduce crime and
anti-social behaviour and to bring offenders to justice.
Tackling
crime
and
anti-social
behaviour
through
reducing
levels and arresting and bringing offenders to justice remains
at the heart of what the public expect from their police force.
That is why, for 2008 and beyond, it will remain a strategic goal
for Humberside Police and the Police Authority. The Force has
listened to the concerns of their communities and has worked
closely with partners such Local Authorities and Crime and
Disorder
Reduction
Partnerships
(CDRPs)
significantly in the way that it deals with crime.
and
invested
Over the next three years the Force and Authority has set the
target of achieving levels of crime reduction and detection that
are
in
line
with
the
Local Area Agreements
(LAAs)
and
will
position its performance at least at the mid point of its Most
Similar Forces (a group of forces with similar socio-demographic
characteristics to a particular force. Making comparisons with this
set of forces, rather than with all forces, puts performance in
context
and
allows
like-with-like
www.homeoffice.gov.uk for further details.
Through
business
and
workforce
comparison).
Visit
modernisation,
and
collaboration with our partners, the Force will increase capacity
through improving efficiency and customer satisfaction.
The force believes that improved neighbourhood policing and
partnership working are two of the key factors that will help in
reducing crime.
www.homeoffice.gov.uk/crime-victims/
One Team - One Plan 7
Anti-social behaviour is undoubtedly one of the key reasons
why communities enter a spiral of decline.
With our partners
the Force will tackle drug and alcohol abuse, vandalism and
yobbish behaviour which all take their toll on a community.
Humberside Police is committed to targeting those who are
intent on destroying communities and, in so doing, support the
law abiding majority. Neighbourhood Policing Teams will tackle
anti-social
most
at
behaviour
risk
of
through
offending
or
early
engagement
through
with
enforcement.
those
This
will
include educating young people and the parents of those at
risk and letting them know what the consequences of their
actions
are.
Active
partnerships
already
exist
with
all
four
Unitary Authorities with whom we share information and often
act
in
concert
enforcement.
in
delivering
both
interventions
and
However, we recognise we do not hold all the solutions and we
are therefore committed to working with our partners in the
Local Criminal Justice Board. This will enable us to deliver a
more effective, transparent and responsive Criminal Justice
System for victims and the public in line with Public Service
Agreements.
http://lcjb.cjsonline.gov.uk/Humberside/home.html
One Team - One Plan 8
Public Satisfaction and Confidence
Goal 2: To improve the level of public satisfaction and
confidence
in
Humberside
Police
needs of our citizens.
by
focusing
on
the
It is vitally important that our communities, and the citizens
who
reside
in
or
comprise
them,
have
capabilities of their local police force.
confidence
in
the
Building stronger and
more effective communities and building confidence is a key
Public Service Agreement target, ensuring our communities
are safer and our people feel safe.
Humberside
communities
important
Because
Police
and
role
we
in
exists
citizens
helping
police
diverse
to
and
to
serve
the
therefore
build
needs
plays
confidence
communities
we
a
and
of
its
vitally
trust.
recognise
the
needs of the citizens we serve will be different; we therefore
aim to provide a service that is unique and recognises those
differences but provides a common standard.
During 2008 and beyond the Force is committed to further
improving the way it meets the needs of citizens through its
‘Citizen Focus’ project to deliver customer satisfaction.
h t t p : / / p o l i c e . h o m e o f f i c e . g o v. u k / p o l i c e - r e f o r m / r e f o r m programme/citizen-focus/
One Team - One Plan 9
Neighbourhoods
Goal
3:
policing
To
improve
services
public
reassurance
through
and
dedicated,
responsive neighbourhood policing teams.
access
visible
to
and
The provision of dedicated, visible, accessible and responsive
Neighbourhood Policing in every area of England and Wales is
a key policing priority nationally for all forces. In partnership,
Neighbourhood Policing Teams (NPT) are led by police officers
but
involve
Special
Constables,
Police
Community
Support
Officers, Police Staff, Volunteers and Neighbourhood Wardens
working together as an integrated team to tackle the issues
that
concern
local
residents.
Because
of
the
significant
investment made by the Police Authority in the last five years,
Humberside Police now has a network of new purpose built or
upgraded
NPT bases
at
the
heart
of
the
communities
they
serve. The Force is therefore much better positioned to deliver
Neighbourhood Policing than many other forces.
Neighbourhood Policing sits at the very heart of increasing trust
and
confidence
and
the
Police
Authority
and
Force
see
the
delivery of the national NPT plan as being the central pillar of
service delivery and therefore one of the most important projects it
will ever deliver.
For that reason the Force and Police Authority
gave a public commitment to recruit 332 PCSO by April 2008, who
together with their police constable colleagues will form the core of
the permanent staff of these teams.
Neighbourhood Policing will be the bedrock upon which this Force
delivers the Chief Constable’s vision of ‘outstanding policing for all
communities’.
determined
For
to
this
set,
reason
and
the
achieve,
Authority
and
challenging
neighbourhood policing in 2008 and beyond.
www.humberside.police.uk/myneighbourhood
Force
targets
has
for
One Team - One Plan 10
Serious Crime and Protection
Goal
4:
terrorism,
To
protect
the
organised
public
and
from
serious
threats
crime,
incidents and criminal use of the roads.
of
major
A key priority for the police service is to ensure that it deals
effectively
with
terrorism,
serious
crime
and
other
major
challenges to public safety. These services are often described
as
"Protective
Services"
and
includes
counter-terrorism;
serious, organised and cross-border crime; civil contingencies
and emergency planning; critical incident management; major
crime
(requiring
the
appointment
of
a
senior
investigating
officer); public order; strategic roads policing; and protecting
vulnerable people.
We
are
committed
risk/threat
Yorkshire
level
and
to
locally
Humber
assessing
within
Region
and
understanding
Humberside
for
each
of
and
the
within
the
the
Protective
Services. This will enable the Force to consider and prioritise
the level of resources committed to these areas of policing.
Successfully
delivering
protective
services
will
enable
both
Humberside and the Yorkshire and Humber Region to increase
the capability and capacity within the specialist and strategic
areas of policing to the benefit of the region as a whole in a
more
cost
effective
nationally
(visit
reform/protective
Programme)
-
and
way.
The
Force
is
already
working
http://police.homeoffice.gov.uk/police-
services1/
regionally
for
details
with
on
tried
the
and
National
tested
collaborations, such as the Police National Mobilisation Plan,
Regional
Intelligence
Immigration
(CEOP)
Crime,
Serious
Unit,
Child
Organised
(RIU)
Regional
Exploitation
Crime
Online
Agency,
Organised
Protection,
(SOCA)
Police
National Information and Coordination Centre, (PNICC).
The
key principles of this joint working will ensure we add value to
One Team - One Plan 11
the policing of the region; support and sustain Neighbourhood
Policing;
improve
initiatives
and
opportunities
for
will
wider
public
national
funding
complement
confidence;
through
the
maximise
joint
modernisation
working
of
the
workforce to become more diverse to meet the challenges of
the 21st Century.
In order to deliver this strategic goal, Humberside Police is
progressing a Protective Services project locally, but has also
engaged
with
Workforce
NPIA
as
a
Modernisation
Regional
of
Demonstration
Strategic
Roads
Site
Policing
for
and
Serious and Organised Crime in the Yorkshire and Humber
Region. Additionally the Region has Demonstration Site status
for two projects - developing an Employment Framework using
one of the recommendations from the Serious, Organised and
Cross Border Crime Project and developing a regional tasking
and
co-ordinating
major incidents.
process
to
quickly
deal
with
all
types
of
One Team - One Plan 12
Partnerships
Humberside Police alone cannot tackle all of societies ills. We
want and need the help and support of our Partners, extended
Police Family and wider public. To help achieve this the Force
have
created
co-ordinate
a
Community
partners
Safety
contributions,
Unit
identify
practice and improve community cohesion.
who
and
will
share
help
best
Local Area Agreements are currently under development by
the Local Strategic Partnerships and will be published once
finalised.
www.safercommunities.org (North East Lincolnshire)
www.saferneighbourhoods.net (North Lincolnshire)
www.safecommunities.eastriding.gov.uk (East Riding)
www.hullcc.gov.uk (Kingston upon Hull)
Other Humberside Police Corporate Documents are available
at www.humberside.police.uk/about-us/corporate-documents/
One Team - One Plan 13