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Humberside Police Force Management Statement Summary

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Humberside Police Force Management Statement Summary HUMBERSIDE POLICE FORCE MANAGEMENT STATEMENT SUMMARY AUGUST FOREWORD FORCE MANAGEMENT STATEMENT SUMMARY FOREWORD FORCE MANAGEMENT STATEMENT SUMMARY With a focus on workforce planning, and effective Whilst emerging local, regional and national policing short and medium term financial management, the challenges, along with the uncertainties surrounding FOREWORD force has also been able to embark on the largest future funding, will continue to present challenges, I am recruitment drive in its history. 492 new police confident that with a capable, proud and optimistic ocers haven joined the force in less than two years workforce that is displaying increased pride and FROM THE CHIEF CONSTABLE and these ocers are now trained and providing a commitment, we will continue to improve the significantly enhanced service to our communities.As confidence and trust of our communities in Humberside. the nature of crime and the use of technology continues to evolve, we have also invested in the use When I took over as Chief Constable in 2017, I set This year, Humberside Police have achieved a of mobile devices and Body Worn Video for our staff. out an ambitious plan to quickly improve the “GOOD” grading in the 2019 PEEL inspection. This These continue to assist our ocers and PCSOs to force and the quality of service provided to our is coupled with consistent feedback from local remain in their communities for longer and local communities. communities, partners and other stakeholders undoubtedly provide current and future opportunities Lee Freeman that they have started to feel these improvements as we continue to invest in our core systems to Chief Constable, in the attitude of our staff and the services we provide digital options as to how the public can Humberside Police are providing. engage with us. We have also invested in mobile kiosks to enable staff to quickly triage mobile However, I wish to make it clear that there is telephones and computers for evidence and this has absolutely no complacency within the force and we significantly reduced the waiting times for the The key enablers to achieve this were recognise that there remains much more that we forensic investigation for all offences. identified as: can do. With a view to the future, we continue to work with • Re-connecting with our staff, I remain committed to ensuring that we continue to academia, partners and businesses to share data, communities and partners develop a culture of continuous improvement and introduce new technologies such as artificial provide our communities with a consistent track intelligence and improve our ways of working for the • Providing leadership that is record of “GOOD” inspection gradings. benefit of our communities. We have also engaged and trusted by our staff successfully secured £1m of government funding to • Ensure that our people feel valued To achieve this, we are constantly looking at our develop innovative solutions with our local partners and genuinely supported to deal systems, processes and feedback from our communities in North East Lincolnshire in how we tackle child with the pressures of their roles and victims, and to this end, we have commenced a criminal exploitation. forcewide public consultation programme called • Ensure that change will be Humber Talking. This sees us visiting and speaking to managed differently – described as every household in our force area to identify what bottom up in approach their needs are and how our communities feel we are • Provide clarity of purpose for the performing. This approach is at the heart of our local force that is underpinned by an policing offer to all our local communities – being agreed set of values and behaviours able to influence the local policing priorities that their teams focus on and recognising that one size does not fit all in relation to the socio, economic and diverse nature of our region. We have also been carefully listening to what our staff say they need to perform to the standards that we have been setting. Our shift pattern changes have The vision and objectives, as developed with our staff already achieved a more accurate alignment to and set out in our Plan on a Page, are now well demand, as well as offering a better work life balance embedded and have been further supported by for our staff. sergeant, inspector and police staff supervisor leadership pledge days which I personally led. As part of our force wellbeing programme, we have also introduced more effective support to The significant improvements in both performance, those injured or traumatised by abnormal events morale and public trust and confidence that and via a comprehensive wellbeing plan and local the force have achieved over the last two years have wellbeing boards, I have personally invited our staff been hard earned. They have been underpinned to hold us to account for providing them with the by a sustained focus on supporting our staff to support they need. This delivery includes healthy consistently identify, assess and manage eating options and the re-introduction of gyms, vulnerability, improve the standards and quality with results from the annual Police Federation of their investigations and provide more positive wellbeing survey highlighting Humberside Police as criminal justice outcomes for victims. the most improved force for ocer morale along with significant and sustained improvements in our sickness absence rates. 2 3 FOREWORD FORCE MANAGEMENT STATEMENT SUMMARY FOREWORD FROM THE POLICE AND CRIME COMMISSIONER I am pleased to receive this second Force as one of the best, if not the best, in the country, Management Statement (FMS), which I will be and neighbourhood policing is now back at using to help assess progress toward my Police and the core of policing delivery and morale is Crime Plan outcomes. It continues to provide vital improving hugely. context about Humberside Police, its demands in the coming years and how it will cope with them, I’m proud of the journey the force has undertaken how it will reduce the gap between those so far to improve its performance so substantially in demands and future capability, and how it will use such a short period of time, but I will never be the money provided by Government and, satisfied it is as good as it can be and my ambition increasingly, local people. for this area remains high. This FMS outlines what the force intends to focus on in the coming years to In last year’s FMS I stated that the force were ensure it meets the demands and complex grasping the challenge to improve and were clearly challenges of modern policing. On behalf of the on a journey. At that time, I was witnessing a new communities in this area that deserve the best, I will and growing confidence and belief within the force work with the Chief Constable to ensure the and in those that interacted with it. I said that it improvements made are sustainable and that we was important for the force to build a momentum move forward together towards excellence. of improvement that was sustainable. What I have witnessed in the last 12 months is a Keith Hunter huge amount of effort by staff and ocers into Police & Crime Commissioner, transforming the performance of the force. The Humberside Police recent HMICFRS inspection (May 2019) highlighted a landmark accomplishment, with the force receiving a grading of “GOOD” in every area and sub-area in which they were inspected. This turnaround over a relatively short time frame highlights the leadership shown by the Chief Constable Lee Freeman and his team. This FMS therefore provides a turning point for the force and I believe it is worth reflecting where they were three years ago when I was elected. Community policing decimated, a failing 101 system, the lowest staff morale in the country and communities feeling abandoned by a shrinking force failing to utilise its resources eciently or effectively. A lot of tough decisions were needed and have been taken. The force now has a completely new leadership team and over 400 more ocers. They have bucked the national trend by getting ocers back into unused police stations and not one existing operational base has closed since 2016 without being replaced. The 101 service is now recognised 4 FINANCIAL SUMMARY FORCE MANAGEMENT STATEMENT SUMMARY HUMAN RESOURCES FORCE MANAGEMENT STATEMENT SUMMARY FINANCIAL SUMMARY HUMAN RESOURCES Our financial planning has two key elements – a We have a capital investment programme of £70m Our people need to be competent, confident and confidently report, record and own the direct Medium Term Resourcing Strategy and a savings plan. for the next six years and includes our new custody committed in order to deliver a policing service that linkages to business demand, financial management suite and station in Grimsby, and a new building at achieves our vision and operates in line with our and future planning with senior leaders across the The Medium Term Resourcing Strategy is formulated Melton to accommodate our Force Control Room values to sustain performance and prepare us for the force. This contributes to a positive culture in which by the Chief Constable and the Police and Crime with better technology and space for our Specialist challenges ahead. people are engaged, developed and supported to Commissioner and is reviewed regularly to ensure any Crime teams. Both of which should deliver better deliver better services to the public. This workforce significant changes to income from grants or services and eciencies. We continue to build our Human Resource (HR) is integral to the delivery of data and intelligence in turn drives the development significant spending is taken into account. It provides relationships with Humberside Fire and Rescue and policing in Humberside and has a clearer of the workforce plan and HR functional activity.
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