STRATEGIC POLICING PLAN2011-2015

This Policing Plan sets out the

achievements of the Force

during the last twelve months

and outlines for you how we

propose to meet the challenges

that lie ahead.

In recent months, Humberside

Police and the Police Authority

have been working closely

together in order to identify

options on how to respond to

the Government imposed cuts

whilst at the same time

preserving what local people

really value about the service

we provide. Helpfully, we are

building on solid foundations. In

recent years, the Force has

developed a clear focus on

delivering high levels of

performance in areas that

matter to local people – our

commitment to well developed

Neighbourhood Policing Teams

working with local communities

to solve problems continues.

They are supported by Incident

Response Teams ready to

attend to emergency calls for

assistance from the public and

local investigating officers to

investigate crimes when they

occur. We have

sharpened up

our ability

to keep people informed of our

actions and we are working

closely with partner agencies

such as Local Authorities in

order to effect long term

solutions rather than simply

dealing with the initial problem

and then moving on.

Looking to the future, and in

anticipation of the budget cuts

from 2011 onwards, last autumn

the Police Authority undertook

wide ranging consultation with

the public across the

Humberside Policing Area in

order better to understand what

was important to you and how

we might focus the services

delivered by the Police more

closely to meet those needs.

As Chief Constable and Chair of

the Police Authority whilst we

are not complacent, we are

confident that by building on the

success of recent years we can

slim down Humberside Police

and refocus our efforts in order

to meet the necessary cuts in

budget whilst at the same time

preserving those aspects of the

Force that you value and wish

to see maintained. It will not be

easy but we are determined

to succeed.

In addition to delivering

locally, the Force is also

working actively with the

other three forces in the

Yorkshire & Humber

Region to identify

opportunities for

joint working

which will enable

us to protect our

communities from

higher level threats

such as Terrorism

and Serious and

Organised Crime

as effectively as

possible.

Additionally, we are also

working hard to identify

opportunities to share ‘back

office’ services in the most cost

effective manner. We also

recognise that changes are

occurring to the national

policing landscape which will

have impact locally. With local

Chief Officers contributing to the

national work of the Association

of Chief Police Officers and the

Police Authority’s involvement

with the Association of Police

Authorities. We are well sighted

on these developments and in a

position to influence some of

the thinking. Whilst we remain a

modest sized police force,

Humberside Police seeks to

‘punch above its weight’ at the

local, regional and national

level.

We do hope that you find this

Plan to be informative and

interesting. We have no doubt

as to the scale of the challenges

confronting the police service

nationally and Humberside

Police locally at this time but we

are determined to take them in

our stride and to continue

providing a service in which you

can have confidence and pride.

Introduction and Foreword

In 2011/12 the Force will focus on:

Improving responsivenessand answering your callseffectively; raising thesatisfaction of victims andmaintaining the focus onhate crime and domesticviolence.

Putting our neighbourhoodresources where they areneeded, reducing criminaldamage and targetingthose who cause mostharm locally.

Focusing on violent crime hot-spots, reducing seriousacquisitive crime andreducing householdburglaries as well asensuring offenders aredealt with in the mostappropriate way.

Ensuring that our staff arethere when needed, withthe optimum level of publicfacing staff available.Improved working onregional and localcollaboration.

Making sure that we policepublic order situationsappropriately workingclosely with our partnerforces where necessaryand continuing to deal withcounter terrorism locally inan effective way.

Tim HollisChief ConstableCBE, QPM

Cllr Chris MatthewsChairman, Humberside Police Authority

Over the next four years, Humberside Police are facing the mostchallenging cuts to the Force budget since it was formed in 1974.

Cllr Chris MatthewsChairman, Humberside Police Authority

Tim Hollis,Chief ConstableCBE, QPM

Over the years aheadHumberside Police will work tocut crime by protectingcommunities and targeting thecriminal. Victims and witnesseswill continue to be at the heart ofour service development. Werecognise that the coming yearswill be challenging for all publicservices. Humberside Police willcontribute along with otherpublic services to the reductionin public spending, but managedin a manner which makes thesavings required and deliverspolicing services which arevalued by local people.

March 2010 saw Her Majesty’sInspectorate (HMI) launch thePolice Report Card (PRC) insupport of its mission to inspectpolicing in the public interest.This report provided members ofthe public with information onthe risks where they live, howwell the police perform intackling these risks and theircost. In line with recent changesto the performance managementlandscape under the newcoalition Government, this yearHMI will introduce the successorto PRC. The new report will provide the public with a

comparison of all forces inEngland and Wales under the following areas:

Cost

Size of Workforce

Officer Availability

Level of Crime

Cutting Crime

Level of Reported Anti-social

Behaviour

Level of Victim Satisfaction

Serious Criminality

As part of the changes to theperformance managementlandscape, information to thepublic at the more local level isnow provided by street-levelcrime mapping. This is overseenby the National PolicingImprovement Agency (NPIA)and the website was launched inFebruary 2011. Find more aboutcrime in your area by clickingthis link: www.police.uk

The changes to the performancemanagement landscape havealso seen the end of the national

confidence target. Over theduration of this target,Humberside Police have made asignificant improvement in thepublic’s confidence in how thepolice and local councils weredealing with anti-social behaviourand crime issues that matter inthis area. The British CrimeSurvey findings to September2010 showed that 49.1% ofresidents have confidence in us;an improvement of 9.9percentage points since thetarget introduction, the 6th largestimprovement of all the policeforces and the largestimprovement of those forcesclassed as most similar to us.The Police Authority and theForce will continue to utilise localconfidence survey data to furtherunderstand what improvesconfidence in us and to monitorprogress.

The level of victim satisfactionhas continued to improve year-on-year since monitoring beganin 2004/05, when 70.9% ofvictims of crimes and road trafficcollisions were satisfied withHumberside Police’s service

delivery. This level has sincerisen to 85.0% and the Force willcontinue to strive for furtherimprovements, aspiring towardsthe Police Authority’s target of 9out of 10 victims being satisfiedwith the overall service provided.

The level of crime in theHumberside Police area hascontinued to reduce. In the pastyear there has been a reductionof 5.7% for all crime whencompared to last year, areduction of 4,594 victims ofcrime. Within this there has beena reduction of 11.5% for vehiclecrime, 8.2% for robbery and15.3% for criminal damage;issues that our communities haveidentified as being important tothem. The Police Authority hasset challenging targets for2011/12 to ensure crimereduction, particularly arounddomestic burglary, violent crimeand criminal damage, ismaintained as a priority forHumberside Police.

For more information see the Strategic Aims and Targets 2011.

Performance

Performance Forcewide1 April 2010 - 31 March 2011

All crime

Domestic burglary

Vehicle crime

Assaultswith less serious injury (ABH)

Convicted offenders

Domestic violence Offenders charged

Robberies

Criminal damage

Crimes detected

of all offenders charged or cautioned

Reduced by

4594Offences

5.7%

Increased by

136Offences

3.0%

Reduced by

754Offences

11.5%

Reduced by

50Offences

8.2%

Reduced by

986Offences

12.4%

Reduced by

2718Offences

15.3%

21421 28.2%

50.8%

Satisfaction Forcewide12 months ending March 2011

Ease of contact

Actions

Follow up

Whole experience

Treatment

Compared with March 2010

Satisfied95.3%

Satisfied80.0%

Satisfied72.5%

Satisfied92.7%

Satisfied85.0%

1.4%

0.4%

1.0%

0.3%

2.0%

2

The Home Secretary has now replaced all policingtargets by providing a single objective – to cut crime.The Force is moving into a period of change. Indeedthe planning has been ongoing for some time inresponse to the Government’s ComprehensiveSpending Review (CSR) to ensure that whilst savingswill be made, continuing to improve trust, localconfidence, overall satisfaction, cutting levels of localcrime and reducing levels of anti-social behaviour aswell as responding to regional and national needsremains our focus. We will continue to use ourresources to the best of our ability to underpinsuccesses and continue to improve performance.

www.humberside.police.uk/assets/files/575

In 2009 we commenced planningin preparation for budgetrychanges. When the Governmentchanged in May 2010 the Forceextended this work with the aim ofputting those plans through theIntegrated Business Managementmodel (IBM). There is now onebusiness change process for theForce - decisions are not made inisolation.

Within IBM we look at all businessareas split into 5 categories;Incident Response, Investigation,Neighbourhood Policing,Protective Services and BusinessManagement. We reviewed eachof these areas with a view tomaking our predicted budgetsavings.

Once we received theGovernment’s funding

announcement in December weknew how much we had to saveand have fine tuned our plans.Lead reviewers were initiallyappointed for each area and theirwork has fed into a four year planwhich will go through the IBMprocess over the first few weeksand months of 2011.

Savings that the force will makethrough the CSR 2015 Plan which take into account previousBusiness and WorkforceModernisation and Choicessavings requirements are:

2011/12 - £10.57M

2012/13 - £11.1M

2013/14 - £1.93M

2014/15 - £4.62M

The four year plan is goingthrough IBM and each areahighlighted as being able to makesavings will be reassessed andreviewed. A lead reviewer will beappointed, similar to the ChoicesProgramme, but with a differentmethodology and timetable. Theaim of these reviews is to workwith the management teams ineach of the areas to provide asolution to the funding gaps.

The plans have been madeavailable to everyone to ensure theyare aware of areas where we arelooking at the possibility of makingsavings. All officers and staff arebeing encouraged to engage withthe process throughout.

For year one of CSR 2015 whichcovers 2011/12, the followingareas will be subject to a businesschange plan:

Within the Investigation area, the force will review the MajorInvestigation Team and ScientificInvestigation (which is part ofongoing regional work to makesavings). The investigativestructure at divisions will bereviewed alongside the change of shifts in that area.

In the business area of IncidentResponse, we are looking atservices provided by front officestaff and combining this role withproperty officer responsibilities.Improving the force’s ability tohave the right staff on duty at the right time to respondaccordingly to the needs of ourcommunity is being addressed by a shift review and changes

are being proposed in theIncident Handling arena.

Protective Services, which coversthe force response to the threat ofterrorism, serious crime and othermajor challenges both regionallyand nationally to public safety, willalso be subject to reviews. Shiftpatterns for the Dog Section will be subject to review and Choicesresearch continues relating to howthe force uses its Mounted Section,and Public Order response. In sofar as roads policing is concernedthe IBM process will also review the Roads Crime Section, CollisionInvestigation who investigate themost serious of road trafficcollisions, Vehicle InvestigationBranch and Roads Policingthroughout the force.

The Business Support function ofthe force will see several reviewsincluding a potential for one divisionto cover North and North EastLincolnshire and changes in theshift patterns in Custody Suites aspart of the ongoing shift review.There will be wide ranging changesin the way we handle our vehiclefleet and savings will be madethrough our buildings programme.Human Resources Developmentwill continue to undergo review.

Corporate Development will make budget reductions andan IBM review will take placefollowing the announcement of the independent review of pay and conditions of service for policeofficers and staff undertaken byTom Winsor. Finally, the PoliceAuthority has also earmarkedsavings in the first year of the plan.

CSR 2015 We are taking our work with regards Business and Workforce Modernisation (B&WFM),Choices (See page 14) and the Comprehensive Spending Review (CSR) savingsneeded, and including everything in one plan that we are calling CSR 2015. Follow anInspection by HMIC into the force’s preparedness for the next four years, the ChiefConstable and Chair of the Police Authority received favourable feedback on the plans.

Strategic Policing Plan 2011-15

The Police Authority

• Consults with local communitiesto find out what you want from Humberside Police;

• Makes sure that the Chief Constable delivers a police service which balances your concerns with national requirements;

• Appoints the chief constable and senior police officers – and also checks on local complaints against police;

• Publishes this Strategic PolicingPlan based on consultation with local people, setting out the

services that Humberside Policeshould deliver in the year ahead, and the targets it should achieve;

• Has a legal duty to promote equalities and good relations between different groups of people;

• Holds the local police budget and consults with local people before it sets police council tax to ensure you get value for money;

• Sets the strategic direction for Humberside Police to ensure that everyone benefits from a better police service;

• Makes sure that Humberside Police does everything it can to keep improving policing for your community.

The Authority is buying in servicesfor its Legal Support from SouthYorkshire Police Authority and itsaudit function from West YorkshirePolice Authority as well ascontinuing to invest in the Forceestate which helps to rationalise itmaking best use of the estate andimproving efficiency andsustainability.

Local partnerships are animportant part of providing greaterbenefits to communities locally andthe Authority are looking to work

with local authorities on issuessuch as Community Budgets, TotalAssets/Total capital to exploreways of maximising those benefitsof combining public sectorspending.

The Police Authority recognisesthat the new role of the Police andCrime Commissioner will bringabout substantial change in howthe Police are called to account. Tothat end, the Authority is workinghard to ensure that the transitionfrom the current tripartitearrangements to the new system ofaccountability will be as smooth aspossible.

Your Police Authority…The Police Authority, a group of 17 local people, has an important role in holding HumbersidePolice to account on behalf of communities. These are just some of the roles the Authorityundertakes with the support of its Secretariat:

4

There are 89 Neighbourhood PolicingTeams in the Humberside Police areaand 267 local priorities identified haveremained unchanged.

Listening to the public locally is still an importantfunction of Neighbourhood Policing and monthlypublic meetings are held with the local policingteams and partner agency representatives whichprovide us with the opportunity to understand whatconcerns people in their area. From this meetinglocal priorities are agreed and we report back tothose meetings on our performance, making the

process transparent and open to scrutiny by thepublic who hold us to account for what we do totackle local concerns.

Our modern call handling system, CustomerRelations Management, identifies whether a callfrom a member of the public is a priority in their areawhich ensures that we give it the most appropriateresponse we can as soon as possible.

You can learn about your local priorities andinformation about your local Neighbourhood PolicingTeam at:

www.humberside.police.uk/my-neighbourhood

As well as policing the eventsand providing a reassuring highvisibility presence,Neighbourhood Officers andPolice Community SupportOfficers have been workingalongside their Marketing teamin attending a variety of festivals,carnivals and local shows,engaging with the public anddiscussing their local crimeissues. Events includedCleethorpes Carnival in NorthEast Lincolnshire, WintertonShow and Barton’s Picnic in thePark in North Lincolnshire,Beverley Races Family Fun Dayand Driffield Show in EastYorkshire and the Veteran’s Dayand Freedom Festival in Hull.

A themed gazebo provided thefocal point where officers spokewith visitors and residents whileproviding bespoke information

leaflets and crime preventionmaterial. Promotional items wereavailable, for example, policebranded sweets, balloons andchildren’s police helmets all toprovide a friendly approach andsupport positive interaction inhelping deliver information aboutneighbourhood policing andcrime prevention.

Results from an independentPolice Authority survey aboutlevels of satisfaction andconfidence in the police inHumberside revealed that thepublic’s confidence in the forceis continuing to grow. A sampleof 6,000 independent peopleacross the force area wasrecently asked by the PoliceAuthority how confident they arein Humberside Police and 86 percent said they were confident inthe force.

Chief Constable Tim Hollis, said:“Whilst the previous Governmenttarget for confidence has beenremoved; having the confidenceof local people in our team willalways be important to me asthe Chief Constable. So, I amparticularly pleased that whenthe Police Authority recentlyasked local people as part oftheir public engagement:

“How confident are you inHumberside Police?” 86 per centsaid they were confident in theforce. This is testament to theoutstanding service that is beingdelivered day in day out.”

According to the Police Authoritysurvey, the top three reasonsgiven for this level of confidencein Humberside Police were thehelpful nature of officers, theincrease in visibility and the

speed of response.

All the events attended as partof the ‘We Are Where You Are’campaign were well received bythe public and more than 1.000people agreed to take part infurther surveys at the eventshelping to provide a snapshot ofpublic opinion on policing. Publicresponse was very positive, withan average of 79.3% agreeingthat the police and local councilwere dealing with anti-socialbehaviour and crime issues intheir area, whilst 96.6% felt thatpolice presence at the eventswas a valuable use of resources.

To find out more about ourcommunity engagement activityand where we are going to benext in the local area visitwww.wearewhereyouare.co.uk

STRATEGIC AIM 1: Improve local trust, confidence and overall satisfaction.Focus for 2011-2012:

Improving responsiveness – being there when needed and continuing to answer calls effectivelyRaising satisfaction of victims of crimeMaintaining focus on hate crime and domestic violence

Local Priority Setting

WE ARE WHERE YOU ARE – INCREASING CONFIDENCE ACROSS THE FORCENeighbourhood Policing Officersfrom across the force area havebeen raising their profiles andimproving relations with thecommunities they serve at a stringof events held around the region.

Students from Headlands School,the Community Science College inBridlington and more than 50young people from across theHumber Region had theopportunity to work with musiciansand media experts to create andrecord a musical performance thatwas performed on the main stageas part of the festival.

PCSOs from the BridlingtonNeighbourhood Policing Teamvisited Headlands School andspoke with students from yearseight and nine as part of theschools programme. While at theevent, there was a police stand for

further engagement activity to helpraise the profile of local officersand of the project. Bespokeleaflets about the localNeighbourhood Team and howthey are tackling anti-socialbehaviour (ASB) was distributed tothe festival audience, while theMusic4U team helped explain therole of the police in the project andhow these projects can impact ontackling anti-social behaviour inthe local community.

MusicPort has been a greatinitiative in raising the profile ofHumberside Police within ademanding school environment,

reaching thestudents, parents,teachers andultimately anaudience of thousandsvia the festival and the socialmedia channels to spread thevideo content. Images and videosfrom the event were loaded ontothe ‘Not Just Noise’ website,where those young peopleinvolved and throughout theschool were encouraged to visitand view the contents.

Inspector Colin Waddington said:“Our ‘Not Just Noise’ programmeactively encourages young people

to engage in positive activitiesacross the Humber Region and isone of a number of successfulinitiatives run in conjunction withHumberside Police aimed atreducing antisocial behaviour inthe community. Music4U’spartnership with the MusicportFestival was an ideal and fun wayfor young musicians to make apositive contribution to the socialand cultural activities in our regionand we were delighted to supportthem.”

Strategic Policing Plan 2011-15

COMMUNITY SAFETYPARTNERSHIPSIt is a legal requirement to establishCommunity Safety Partnerships (CSPs) towork together to reduce crime, disorder and substance misuse.

Six organisations-known asResponsible Authorities-arerequired to form the core ofeach partnership. Theycomprise the local authority,police, police authority, fireservice and health andprobation service. CSP salso contain representationfrom other organisations inthe public, private andvoluntary sectors.

There is a CSP coveringeach of the four HumbersidePolice divisions. They set thestrategy for the police andthe partners in tackling thepriority problems of concernto the public. These are justfour of the 376 partnershipsacross England & Wales.

When the priorities aredecided by the CSPs,Humberside Police take theminto consideration whensetting their local priorities.This priority setting allowsthe CSPs to effectively usedjoint resources to tacklecrime, disorder and

substance misuse in theirareas.

In North East Lincolnshire,for example, the partners areHumberside Police,Humberside Police Authority,North East LincolnshireCouncil, Humberside Fireand Rescue Service,Humberside ProbationService and the North EastLincolnshire Care Trust Plus,Her Majesty's CourtsService, Voluntary ActionNorth East Lincolnshire(VANEL) and Shoreline thelocal social housing provider.This format is replicatedthroughout the force areaand is called SaferNeighbourhoods in NorthLincolnshire, the SafeCommunities Partnership inEast Yorkshire, and the HullOne Citysafe in Kingstonupon Hull.

More information can befound at the below websiteaddresses:

Safer Communities(North East Lincolnshire)

Safer Neighbourhoods(North Lincolnshire)

Safer Communities(East Riding of Yorkshire)

Safe in the City(Kingston upon Hull)

CSPs for the Humberside Police area can be found at:

MUSICPORT 2010Music4U – the Humber Region Youth Music Action Zone – took part in Musicport 2010at the Bridlington Spa for the 3rd year running, with the support of Humberside Police.

STRATEGIC AIM 2: Tackling of anti-social behaviour

Police were made more visiblethroughout Hull City Centre between21st November and 2nd January, tohelp keep both shoppers and retailers safe.

In total, police attended 110 incidents,arrested 79 people and issued 28penalty notices for disorder. Officersin plain clothes also helped with theinitiative, intervening in over 50attempted shop thefts by identifyingthemselves to offenders.

Retailers from major shopping areassuch as Princes Quay, St Stephen’sand Whitefriargate were visited andoffered advice on helping them tosecure their shops and understandhow to report known offenders.

To support the initiative, the forcemarketing team provided bespokeposters based on the ‘we are whereyou are’ public confidence campaign,which helped keep people informedof the extra police presence in thecity.

Operation Yuletide helped to keep thecity centre safe at a time when thestreets are busier and the queueslonger, perfect conditions for thepotential thief.

Hull Business Improvement District(BID) part funded the Operation, and

werepleasedwith theresults.

Kathryn Shillito, City CentreManager, Hull BID said: “We aredelighted the operation was such asuccess and that the statisticsdemonstrate this. Hull BID considerssafety and security in the city a toppriority and Operation Yuletidesupported the retail sector at such acrucial time in their trading calendar.”

Ivan Crosby (Boots, Prospect Centre)

“Regular shoplifters were definitelyput off and the response times to anyincident were fantastic.”

Ben Wilson (Waterstones)

“This has been the quietestChristmas period in terms of retailcrime that I can recall. I hope thisoperation goes ahead each year.”

Wayne Scrowston (House of Fraser)

“I was aware of the increase inuniforms on the streets but also sawthe effect that non-uniformed patrolswithin the store had in reducingthefts.”

OFFICERS KEEPCITY CENTRE SAFERetailers in Hull hail the success ofOperation Yuletide over the festiveseason.

Focus for 2011-2012:Targeting neighbourhood resources where most needed (hot-spots)Significantly reducing criminal damageDealing effectively with those who cause the most harm in our local areas (persistent offenders)

TACKLING ANTISOCIAL BEHAVIOURThe force recognises that nuisance and anti socialbehaviour (ASB) is an issue for our communities and is a significant factor in the response we have had from thepublic about how we can achieve our vision of providingoutstanding policing. This focus will continue.

The community need to believe we are tackling this

unacceptable form of behaviour along with reducing

criminal damage in an effective way. One of the tools

we will use is targeting those who cause the most harm

to the local communities.

Being a victim of such behaviour can be distressing,

but for it to happen more than once could cause lasting

damage to families and communities. The force, along

with its partners both statutory and voluntary, is committed

to targeting those who are intent on causing this distress.

The force has recorded a 40.3% drop in the number

of repeat ASB victim incidents compared to the

previous year.

Vulnerable victims will be protected and the force aims

to get it right the first time we receive the call for our

assistance. The number of people in our community who

perceive high levels of anti social behaviour in their area

has dropped in the last five years by 4% to a recorded low

of 13.2%, the best performance in our most similar group

of forces.

Alcohol ReductionIn North Lincolnshire as part of the Respect programme actioncontinues to be taken on under age drinking, delivered by jointschool lessons and the Respect patrols. Working closely with ourpartners in Trading Standards we conduct regular testpurchasing in off licences and pubs to check necessaryprocedures are in place to avoid under age selling of alcohol withfines issued to those sales assistants responsible.

The number of cases is low as the majority of licensees are veryresponsible. Working together partners and residents can fightagainst anti social behaviour and by working closely together wecan make a real difference. Over the last 12 months we haveworked closely with local residents, councillors and NorthLincolnshire Homes to tackle an off licence that was the catalystof anti social problems within the area of Albert Marson Court.The result was the premises closed down and the licencehanded in.

Over the past four years andwith the implementation of theRESPECT agenda in NorthLincolnshire, the project hasgiven local residents a dedicatedpatrol, staffed by officers fromlocal Neighbourhood Teams whoknow the areas and problems, tocall upon and attend reports ofincidents of anti socialbehaviour. In conjunction withthis a great deal of work hasbeen conducted to put in place

diversionary projects, especiallyon a Friday night.

An 'On target' event is held ineach of the five localities givingyoungsters aged between 8 and17 a chance to take part in sport,free of charge every Fridayevening. This has been jointlyfunded by many agencies, ledby North Lincolnshire Counciland in partnership withScunthorpe Football Club.

The uptake of these groups hasbeen excellent and the twourban groups see numbers of upto 50 young people attendingmost weeks. These aresupported by the NeighbourhoodPolicing Teams.

Sgt James Main said “This is anexcellent example of a multiagency approach that offers theuse of facilities to youngsters.The approach provides a wide

age range with an alternative ofactivities on the nights whenthey are needed most. Wecontinue to support the councilproject Street Sports which seesstaff attend locations to deliversporting activities in areas whereyoung people are and can varyin the type of sports delivered.”

7

Strategic Policing Plan 2011-15

Humber Night Challenge is foryoung people aged 13 to 17 inteams of 5 who would undernormal circumstances not getthe opportunity to take part insuch activity. Teams are drawnfrom throughout theHumberside Police area butparticularly from youth &community projects which havebeen supported in some wayover the years by the TribuneTrust. This year’s competitionwill include sections of wellknown long distance footpathsall during the hours of darkness.Having originated as ‘Nite Pilot’in the 1980’s the Tribune Trustreintroduced the event in 2007.

Whilst remaining the principalsponsors the event has nowbeen included in the highlysuccessful Lifestyle (communityproject) and Rock Challenge(performing arts) programmeadding the 3rd dimension ofadventure and respect for thecountryside. The Tribune Trustconsiders that its strength is notonly the value that youngpeople gain from it but also thestrong partnerships with theemergency services,orienteering club and dozens ofvolunteers.

Over recent years fewerchildren and young people from

urban areas have experiencedthe skills real adventure canbring them. The natural worldhas become alien to manyyoung people for a variety ofreasons. Lifestyle Humber NightChallenge which is developingrapidly aims to improve that andat the same time buildconfidence and self esteem inyoung people while affording

them the potential to identifypositive lifestyle choices. Alongthe 12 and a half mile route,there will be six tasks at varyingpoints along the route andteams will be required tonavigate after being given a setof map references. Basic mapreading and navigation trainingwill be provided prior to thecompetition by members.

Humber NightChallenge

Diversionary Activities inNorth Lincolnshire:

8

Humberside Police andHull City Council workingtogether with CommunityWardens, OneHull,Crimestoppers and theProbation Servicelaunched the ‘HullAgainst Graffiti’ website.

The website is an onlinegraffiti database which allowsauthorised personnel toupload photographs of graffiti(Tags) from across the cityhelping to identify offendersand areas that needcleaning.

Once uploaded members ofthe public can then viewwhere offences are beingcommitted in Hull atwww.hullagainstgraffiti.co.uk

At the site the public can alsoreport informationconfidentially about thoseresponsible for offences inthe area, which in turn helpsidentify offenders andultimately bring them tojustice.

The site also has detailsabout activity beingundertaken to clean up

graffiti across Hull, includingoffenders who have beenbrought to justice, as well asdetails of the impact thatgraffiti has on victims.

The site was developed totackle the city wide graffitiissue where thoseresponsible commit offencesin various parts of the cityand even travel from out oftown to offend.

The system will also be usedby Hull City Councilenvironmental crime teamand Humberside ProbationService to identify areas tobe cleaned as part of theCommunity Paybackscheme, which getsoffenders with communityorders to do work thatbenefits the local community.It is also being used to helppartner agencies deal withlocal community priorities setin Myton and Longhill, toreduce graffiti across Hull.

Inspector Bill Grieve, fromEast and ParkNeighbourhood PolicingTeam said: “Graffiti is a citywide problem that has anegative effect oncommunities and oftenmakes the areas look rundown as well as costing taxpayers money to clean up.The Hull Against Graffitiwebsite is a multiagencyapproach to tackling theproblem in a proactive andcoordinated way. It will helppolice to link offenders to alltheir tags regardless if theyare committed in the citycentre or on the outskirts ofthe city, therefore buildingstronger cases against thoseresponsible which in turn willhelp increase prosecutions. Ihope the public gets behindthe police and council intackling graffiti by visiting theuser friendly website andreporting any informationabout those committinggraffiti offencesconfidentially.”

HULL AGAINSTGRAFFITI WEBSITE

SAFER SCHOOLSPARTNERSHIPNorth Lincolnshire saw a first for HumbersidePolice with the introduction of a Safer SchoolsPartnership Officer into Frederick Gough Schoollast April. The aim of the partnership was to see areduction in crime, anti social behaviour and togenerally help support the learning environment.

A year later the project is blossoming.

PCSO Trudi Robinson works between six and ten hours perweek from a base within the school and has establishedherself as an important part of the school team, addressingmany issues from staff, young people and parents. The schoolhas 1,200 students predominantly from two areas ofScunthorpe and by being based within the school enables herto access the sometimes perceived hard to reach group andbuild firm working relationships with many of the young peoplein and out of the school. Since the introduction of this projectAnti Social Behaviour within the area of the school hasreduced by 16.2%.

Chief Inspector Simon Walker, said:

“This project has proved very successful and is something Iwould like to see extended to other schools. It is an excellentway to engage with our community and young people. I amvery impressed with the work Trudi has done and therelationship that has been built up within the school.”

Sgt James Main is the project manager for the scheme, he said:

“The feedback and interaction we have with these youngpeople is brilliant and extends into the community after school.It fits perfectly into our RESPECT agenda and helps with thepartnership work we are doing in the wider community with ourpartners.”

Since the introduction of the Safer Schools initiative in NorthLincolnshire and the success this has seen in FrederickGough School, a further four schools have now signed up tothe project namely: Melior College, Brumby EngineeringCollege, Foxhills Technology College and 7 KS all the schoolsof which have said they have benefited from the scheme,which has built on the already excellent relationship we hadwith these schools.

The PCSOs allocated to each of these schools now spend aregular number of hours each week in school and assist with awide variety of interactions with the young people, school staffand parents and build further on the community partnershipapproach. Officers have commented that through thepartnership it has helped them outside the school as wellwhen on patrol, especially on a Friday evening and over theweekends.

Project Manager Sgt James Main stated:

“The uptake on this project has been excellent and we haveseen some really positive work done in the schools, eachschool has its own unique issues which are addressedthrough the project. We have other schools already waiting inthe wings to take up the project and as a whole it is an idealopportunity to build on relationships with young people.”

9

LIFESTYLEThe Humberside Police Lifestyleproject is now entering its 23rdyear; launched back in 1989 as aproactive method of crimeprevention aimed at youngpeople, encouraging them to getinvolved in community projectsduring the summer holidays. Each year, the project attracts4,200 young people agedbetween ten and 16 years old,throughout the HumbersidePolicing Area. Over the pastfifteen years the Lifestyle teamhave also raised awareness ofthe dangers of drugs and alcoholthrough the highly successfulRock Challenge performing artscompetition, engaging 42schools who have committed toparticipate in events throughoutour area in 2011.

A specific objective is to involveeveryone - from police tobusinesses, local authorities,statutory and voluntaryorganisations, together withfamilies and individuals - to worktowards improving communityspirit. Lifestyle provides youngpeople in the area with a positive

way of spending their longsummer break and in doing so,helps to stem the flow of minorcrime and reduces the fear ofcrime, by encouraging youngpeople to take an active role inimproving the communitieswhere they live.

The Humberside Police Lifestyleproject fosters active citizenship,social responsibility andcommunity spirit in the youngpeople that take part every year.The project also acts as asuccessful vehicle to createpositive contact between policeand young people and since itsinception, over 143,400 youngpeople have taken part.Collectively they have worked anamazing 2 ½ million man-hoursto improve the quality of life oflocal residents. Areas of

renovated scrubland, villageponds and pockets of wildlifehavens across the whole of theHumberside Policing Area are alasting legacy of the hard workand perseverance of youngpeople, police teams and adultadvisors working together overthe last 22 years.

Lifestyle is supported bybusinesses, local authorities andother public sector organisationsthrough financial contributions,donations and benefits in kind.Our stakeholders are keen tosupport the Project as they see itas a valuable contributiontowards encouraging moreyoung people to take part everyyear, in projects that benefit theirlocal community. Their generouscontributions go towards fundingthe holidays, trips and prizes,

including Silverstone, adventureexperiences to Wales andFrance, and a holiday of alifetime to Florida, that rewardthe young people for theirexcellent community work.

Every year, Lifestyle achievessubstantial positive publicity forthe scheme, and for HumbersidePolice, and we are keen tocontinue to develop Lifestyle andencourage more young peopleto take part every year. We haveattracted new supporters for2011 to build future success.

Last year Lifestyle wasprincipally supported by localbusinessman Peter Shipp,Chairman and Chief Executiveof East Yorkshire Coaches andis continuing his support for 2011.

Strategic Policing Plan 2011-15

STRATEGIC AIM 3: Reduce levels of local crime

During the World Cupthe Force launched adrinking awarenesscampaign: ‘Make it anight of two halves’. It was aboutencouraging people todrink in moderationand to keep hydratedby alternatingalcoholic drinks andsoft drinks or waterduring matches ratherthan staying onalcohol all night long.The campaign was supportedthrough a mobile billboardadvan located in the highfootfall areas on the days of thethree England group games,bus shelter advertising, andregular messages being airedas part of KCFM’s “Summer ofFootball” programme.

The campaign message wasalso taken in to the heart of thefootball audience, supportingthe frontline via posters andbeer mats in licensed premisesacross the city.

The public were encouraged tovisit www.onetoomany.org.uk tosee if they recognise any of thecharacters and to find out moreabout responsible drinking.

Sergeant Andy Parsons said:“The ‘two halves’ campaign wasgeared towards supporting ourfrontline policing activity byraising awareness and askingpeople to drink responsibly andin moderation whilst they wereout socially enjoying the footballover the summer. People’ssafety is paramount and thiscampaign helped raise safetyawareness whilst keeping thepublic informed about what wasbeing done to keep them safe.”

Post campaign analysisshowed a significant drop in thenumber of violent crimescommitted when compared withthe previous two internationalfootball tournaments. OnPrincess Avenue, one of themajor hotspots for football-related crime, three incidents ofviolent crime were reported atthis year’s tournament,compared to six in 2008, andten in 2006. The campaignfocused a huge amount of itsenergy on this area of the city,and it undoubtedly helped toraise an awareness of thecauses of violent crime at suchevents. There was also a dropin violent crime across theregion. 2,113 incidents occurredduring the 2006 World Cup,compared to 1,596 this year.These figures would suggestthat its presence has helped tolimit the number of alcoholrelated violent crimes byensuring that people in the area

are much more aware of theirdrinking habits.

Furthermore, when you bringtogether people from a numberof different backgrounds at anemotional occasion like aninternational footballtournament, conflict and frictionis unfortunately inevitable. Thismeans that instances of violentbehaviour are much more likelyto occur impulsively, and theyare therefore much harder topre-emptively stop. However, itwould appear that the presenceof this campaign created anawareness of the potentialcauses of this behaviour, andshowed people that byreassessing their drinkinghabits, they could help toprevent themselves frombecoming a part of it.

Focus for 2011-2012:

Focus on hot-spots for violence

Prevent rises in serious acquisitive crime and reduce household burglary offences

Ensure individuals causing most harm in local areas are dealt with via Integrated Offender Management, restorative justiceand any other means

FARMERS HAIL

CESARAgricultural crime in the EastRiding is to be tackled via anew marking schemeintroduced into the region byPC Julie Turrell.

Farmers across the EastRiding have been sufferingfrom an increase in agriculturalcrime with some reportingthefts of up to £100,000. Tohelp combat this, CESAR, anational marking andregistration scheme specificallydesigned for the constructionand agricultural industry, wasrecently launched across theEast Riding.

The scheme works byregistering each item onto theCESAR database and thenmarking them discreetly withthe code. It is hoped that thiswill act as a deterrent, anddrive down thefts.

New technology is beingintroduced to mark themachinery, including therevolutionary Datatag ‘DNA’, aforensic solution which meansthat criminals may never knowif they have completelyremoved the tag

Each unit costs £120 toregister, although funding fromthe East Riding of Yorkshire’s‘Safer Communities’ projecthas allowed two pieces ofmachinery to be marked as apart of the scheme’s launch.Two farmers who havebenefited from this have paidfor another four pieces ofequipment to be tagged.

PC Julie Turrell wasinstrumental in bringing thescheme to Humberside Police,She said: “This is a valuableopportunity to work with thelocal rural community in anattempt to reduce rural crime.When a piece of farmingequipment is stolen it not onlycosts the farmer thousands ofpounds to replace, but in somecases can also bring abusiness to a close.”

For further information on howto register a piece of plant, ordiscuss farming andagricultural crime prevention,please contact your localNeighbourhood Policing Teamor PC Julie Turrell on 0845 6060 222, alternatively pleasevisit the CESAR official websitewww.cesarscheme.org

Make it a Nightof Two Halves

11

Strategic Policing Plan 2011-15

Glassings are a thing of the past

Hull has recorded a reductionof more than 52 per centglassing incidents, while healthfigures from the opthalmicdepartment who specialise ineye wound injuries at HullRoyal Infirmary showed a near100% reduction in the twoyears since the polycarbonateglasses were launched in Hull.Initially 32,000 pint and 16,000half pint super safe high qualitypolycarbonate glasses wereordered for pubs and clubs inthe Hull City Centre and thesurrounding area and paid forwith One Hull funding, with afurther £20,000 worth of theglasses funded by NHS Hull.

Licensing Officer PC GordonUnderwood said:“Polycarbonate glasses arevery similar to real glasses andyou may not even know you’redrinking from one. Onoccasions when people areassaulted with a polycarbonateglass, experience shows theyend up with bruising ratherthan lacerations or the loss ofsight both of which last for life.Assaults with glasses canresult in a massive cost to theHealth Service, often runninginto the hundreds of thousandsof pounds. These costs havebeen significantly reduced butmost importantly people whowould now have impairedvision do not. Thepolycarbonate project has

been partnership working at itsbest and provided excellentvalue for money to the peopleof Hull”.

The cost of the glasses hasalso been recouped throughreal savings to all the agenciesinvolved and the people ofHull. The incidents oftenresulted in a substantial costto the public purse sometimesin excess of £500,000 perincident. Therefore the moneyinvested in the schemecompared to the savings madeby health services and thecriminal justice system arevery small.

Mr Craig Burnett, ConsultantOphthalmic Surgeon at HullRoyal infirmary said: “In 2007,in Hull, we had a recordnumber of glassing cases withsevere eye injuries. Ipersonally had one case everyweek on call for that year - Ithink that’s a national record! Iwas worried that this type ofattack was becoming atrademark of Hull. Howeversince the polycarbonatesglasses were introduced wehave had no further problems.This dramatic reduction inincidence is very similar to thedrop in windshield injuriesfollowing the seat belt law.”

As well as the obvious safetyadvantages, poly glasses are

also more durable thantraditional glasses, due tobeing virtually unbreakablewhich will mean lessbreakages, fewer replacementcosts and less time cleaningup smashed glass.

Paul Laing, Public Health Leadfrom NHS Hull said: ‘’Thisproject has had a massiveimpact on reducing alcoholrelated harm in Hull and hasresulted in savings to the NHSof approximately £9,000,000over the two years this hasbeen in operation through thereduction in ophthalmicoperations’. Glasses havebeen funded by NHS Hull for afixed period, in the hope thatpubs and clubs will then step

up and demonstrate their ownsocial responsibilities bycontinuing this initiative.Although Polycarbonates areslightly more expensive thanglass they are hard wearing,reducing replacement costswith a longer lifespan thanglass. AdditionallyPolycarbonates are moreenvironmentally friendly, usingone-ninth of the energy inproduction compared withstandard glasses and are100% recyclable’’.

PC Gordon Underwood added“Whilst keen to promote thesuccess of the original schemewe also want to encouragewider use of plastic bottles.”

POLYCARBONATE glasses have had a massive impact in reducing the number ofglassing incidents being reported in Hull and have been hailed a success by all involved.

Working Together For A SaferAnd Stronger North East LincolnshireWe know that resources aregoing to get tighter over the nextfew years and "the thin blue lineis going to get thinner". In thatsense "the job" is going to getharder. What we can say thoughis that the successes achievedover recent years by the police,partner agencies and ourresidents working together hasput us in a far better position togo into this period of austeritythan we otherwise would have been.

Although not without incidents2010 was a very good year forus in North East Lincolnshire aswe saw the lowest levels ofcrime since computerisedrecords began in 1996 and hascontinued to fall over the last 3

years from 21,309 in 2008 to just16,734 in 2010. We've achievedthis in large part by working withpartners to keep young peopleout of trouble in the first placeand to really bear downeffectively on the offenders whodo most harm by repeatoffending.

One of our officers, Pc PaulCaswell was awarded an MBE inthe New Years Honours for hiscommitment to youth diversionactivities. Paul would be the firstto acknowledge that this honourreflects on the whole teamapproach to working with andsupporting young people. Wehave already won a prestigious"Tilley Award" for this work whichamounts to national recognition

of the good work that is beingdone locally in our area. Theenergy and commitment fromeveryone involved is impressive.

For those young people who doget into trouble for the first timewe do our best with the YouthOffending Service to deal withthem in a "restorative" way andavoid them going into thecriminal justice system. Thereductions compared to previousyears have been dramatic. Thereal measure of the success ofthis approach is how manyyoung people dealt with in thisway come to notice again, orrather don't come to notice again- and it is proving to be verysuccessful.

The work with partner agenciesto tackle those persistentoffenders who do the most harmto communities is called"Integrated OffenderManagement". The aim is to getthe offenders to stop offendingby whatever means isnecessary. This may mean helpwith accommodation, drugproblems, alcohol problems,mental health and even gettinginto employment for those thatare willing to change. Equally itmeans prosecution and mostoften a return to prison for thosethat or not. This carrot and stickapproach is really working.Again there is enormous energyand commitment from police andpartners - with a strong sense ofownership of individual cases.

12

Integrated OffenderManagement – Better Together

This uses police intelligence todetermine a list of the most activecriminals in the area, in priorityorder.

A huge amount of focus andresource is then placed on theseselect offenders across a range ofkey partners in the Police, ProbationService, Local Authority and drugand alcohol treatment services.

The process targets the criminal,not the crime, putting offendersunder scrutiny, using a range ofenforcement options coupled withintervention and support into whatare often their chaotic lives.

The aim is simply to stop offending.If the criminal takes the offer ofsupport, they are guided away fromcriminality. If they don't, the fullweight of the law is brought against

them, which usually means a prisonsentence.

Integrated Offender Managementtargets criminals committing houseburglary, vehicle crime and robbery.In the last year, North EastLincolnshire saw reductions in thesetypes of crime that places them inthe top 5% of the country (ranked16th out of 334 regions for crimereductions).

House burglary is down 34% since2008 (539 fewer victims) and Theftof motor vehicles is half what it wasin 2008 (296 fewer victims). 370fewer people had their car brokeninto and 65 fewer people wererobbed.

These are significant numbers whenconsidering the impact theseoffences have on our communities.

Working in partnership with our localauthority counterparts is provingmore successful with each passingday highlighting the importance ofworking together.

This is not something that isreserved for agencies however asyou, our public, also have a vitalpart to play by getting involved inproblem solving through localneighbourhood watch groups,residents associations and the raftof other opportunities which formpart of neighbourhoodmanagement.

To find out more about the latest inyour area you can visit eitherwww.police.uk or

or simply stop and talk to your localPCSO.

The Integrated Offender Management programme has been one of thecornerstones of the crime reduction strategy over the last 18 months.

North Lincolnshire's ground breakingRespect Court process, which isdesigned to prevent young peopleentering the criminal justice system,deliver restorative justice and preventre-offending, has been a resoundingsuccess.

Since it began it has deliveredsubstantial reductions in re-offendingrates amongst young people.

Respect Courts Cutting Re-Offending

In 2009, North Lincolnshirereprimanded 131 first timeoffenders, of those 29 re-offended within 12 months,committing a further 50crimes. This equates to a27% re-offending rate.

At the time of writing, 78young offenders have

attended the Respect Courtas an alternative toreprimand and a criminalrecord, of which five havere-offended committing fivecrimes. This equates to a6.4% re-offending rate, asignificant reduction from2009.

The reduction in re-offending has alsoresulted in 45 fewer victimsof crime. 124 young peoplehave been referred torestorative justice and therespect courts as analternative to reprimand todate.

The Respect Courts arenow booked until April 2011and have managed to meetand match demand byincreased sittings of theCourt.

www.humberside.police.uk/my-neighbourhood

13

Strategic Policing Plan 2011-15

The process for a youngfirst time offender

A suspect is arrested for a minorcrime and taken home to be streetbailed back to the Police.

The victim of crime is consulted toascertain their views as to theappropriate sanction.

37 victims, whose crime hadbeen finalised by a Respectoutcome, were surveyed.Results indicate that 100% were supportive of the process.

The young offender is then referred tothe Youth Offending Service (YOS)that carries out a home visit with thesuspect to assess the young personand their family.

Prior to the respect Court the youngperson attends a victim awarenesslesson at the YOS and complete a 2hour community payback project.

The young person then attendsScunthorpe Police Station with aparent or guardian and is booked inthrough the charge room, appears inthe dock at the Magistrates court andanswers to three Magistrates as in a‘real’ court.

The final part of the process involvesthe issue of an acceptable behaviourcontract.

Chief Inspector Simon Walker, projectlead, said: “We would not achievesuch great results without support ofour partners in this project. It hasreally helped young people turn acorner and stay out of crime. Theproject has been recognisednationally and commended as goodpractice.

“We will continue the good work tobring the number of re-offenders downeven further.”

"It is our aspiration to share thisprocess with other divisions inHumberside Police, so that they toocan reap the rewards of this initiative.

Humberside Criminal Justice BoardHumberside Criminal Justice Board continue to operate during 2011 -12 and thepurpose of the Board is to ‘deliver effective, efficient and fair justice for thecommunities of Humberside’The Board will achieve this by:

Building and maintaining strong relationships across CJS Agencies, the wider Public Sector and the Voluntary and Community Sector;

Providing strong and clear leadership for reducing reoffending;

Exploiting opportunities to secure CJS efficiencies ata local and regional level;

Keeping victims and witnesses supported, informed and engaged;

Improving ourunderstanding of localneeds and developing theCriminal Justice Systeminto a ‘Service’;

Influencing change at a local, regional and national level.

As part of maintaining strongrelationships, the Boardrecognises the need to workwith the Humberside PoliceAuthority. The Board have setout three priorities for the2011-12 delivery period;Efficiency and Effectiveness,Supporting Victims andWitnesses and Reducing

Reoffending. The Board’sDelivery Plan was agreed inMay 2011 and the Board seeksto ensure that its Delivery Plancomplements those of our keypartners, includingHumberside Police Authority.

The Board’s ReducingReoffending priority seeks toreduce crime and in particularbreak the cycle of crime thatcharacterises many offenders.The Board believe that actionson Reducing Reoffending willsupport the Strategic Aims ofthe Police Authority in thattrust and satisfaction willimprove, ASB levels will

reduce and overall crime will reduce.

The Board’s work on Efficiencyand Effectiveness, whichincludes increasedcollaboration at a regionallevel, supports the StrategicAims of the Police Authority in that improved performanceand best use of resources will be achieved.

Finally, the Board’s work on Supporting Victims andWitnesses, which includesspecific work on DomesticViolence, also supports theAuthorities Strategic Aims.

14

STRATEGIC AIM 4:Deliver improved performance through the best use of resourcesFocus for 2011-2012:

Linking availability to demand

Ensuring optimal level of public-facing officers/staff

Regional and local collaboration

The Force began a structuredapproach of reviewing eachfunctional area of theorganisation in order to makerecommendations on wheresaving could be made. It wasaccepted that a reduction inPolice Officers and Police Staffposts would be necessary inorder to achieve the requiredsavings and that in the future,the Force would have adopt

leaner and smarter ways ofworking in order to maintain agood standard of servicedelivery. To date, theProgramme has completedreviews on 13 functional areas.A total of 190 recommendationshave been approved by theChief Constable and up to theend of February 2011, 45% ofthese recommendations hadbeen completed. To ensure the

Force delivers against therecommendations, a projectteam was put in place tooversee the implementation andprovide support to the functionalareas undergoing change. Inorder to reach the £15msavings, the Force, through theChoices Programme had atarget of £5.12m to meet by theend of the financial year(2010/11) which it has

successfully achieved.Although, the implementation ofthe completed reviews willcontinue, 2011/12 will see theForce commence the CSR2015Programme which will replacethe current Choices Programmeand will incorporate all thebusiness change required tomake the savings that arenecessary to perform within thereducing budgets.

CHOICES The Choices Programme began in January 2009 following a requirement by thePolice Authority to balance the budget by 2013/14. By 2010 this meant £15m ofpermanent savings had to be identified over 5 years.

ResourcesHumberside Police employs 1920 Police Officers,1356 Police Staff, 315 Police Community SupportOfficers 351 Special Constables and 137 Volunteers.The Force and the Authority hasworked hard to fully understandthe wide ranging implications ofthe Government’s ComprehensiveSpending Review (CSR). Thosechallenges will span over the life ofthis Parliament and the force has arobust and flexible plan in place -CSR2015.

The Authority has not increased itsprecept/council tax for the financialyear 2011/12 and has recieved aspecific grant of £1.2m as a result.In doing so the Police Authorityagreed, if required, to use up to£6m of its revenue to assist theChief Constable in being able tomanage the scale of the budgetcuts in the next two years.

The budget set by the PoliceAuthority for 2011/12 is £180.223m(NET). The force has a five yearmedium term financial strategywhich governs the approach tomanaging resources over thesame time scale, a process whichis dynamic enough to identifyexpected funding and costpressures at an early stage.

The strategy indicates that theexpected funding for the followingtwo years will be £172.139m for2012/13 and £173.189m for2013/14. The force’s planned useof resources during this time isbased on these budgetexpectations.

Integrated BusinessManagementThe Integrated Business Management model(IBM) is the process that the force uses to makedecisions on how best to achieve businesschange whilst fully understanding the implicationson the organisation as a whole.

In the face of the significantfinancial challenges createdby the ComprehensiveSpending Review (CSR) inboth the present and mediumterm we will be operatingwithin a reduced budget andwith fewer resources.

The IBM process identifiessignificant matters that willaffect the force in the 4 to 48month timescale. It forecaststhe likely demand on the force

and where appropriatedistributes resources to re-shape the organisation tomeet those demands.

The force will meet thechallenge by ensuringimplications are assessedagainst the force priorities,strategic goals and agreedlocal priorities. This is acontinuous managementprocess which helps the forceto remain ahead of the curve.

Her Majesty’s Inspectorate Of Constabulary (HMIC)Her Majesty's Inspectorate of Constabulary (HMIC) independently assesses police forces and policing activity inthe public interest. HMIC provide information to allow the public to compare the performance of their forceagainst others. The evidence they find is used to drive improvements in the service to the public.HMIC will carry out a number ofinspections of HumbersidePolice and Humberside PoliceAuthority in 2011/12 including;

1. Value for MoneyThis is the main focus for HMIC over the next 12-18 months. They will be ensuring that police forces are well positioned and have robust plans in place to meet the forthcoming budget reductions; that

maximum productivity is achieved and that forces operate as effectively and efficiently as possible in order to deliver a quality service to the public.

2. Protection from Serious HarmThis inspection will look at the areas of Serious and Organised Crime, Major Crime, Child Protection, Domestic Violence and the management of sex

offenders. HMIC will be looking to ensure that the Force is providing the most appropriate protection to the most vulnerable members of our society.

3. Data QualityThis review will assess the quality of crime and incident data provided by police forces including a focus on the quality of investigations and contact with victims. The aim of the review is to

ensure that police forces are providing accurate data to members of the public and providing them with a quality service when they are a victim of crime.

HMIC also have a role to play inassessing how police forcesrespond to anti-social behaviour,police performance in key areasof crime, collaboration with otherpolice forces and reducingbureaucracy.

Strategic Policing Plan 2011-15

Value for MoneyValue for Money will need to be a keyconsideration in the delivery of police businessgiven the year on year reductions in policebudgets announced in the government’srecent Comprehensive Spending Review.

It is therefore vital that Valuefor Money is at the heart ofeverything that the Force doesto ensure that we cancontinue to deliver what isimportant to the public ofHumberside. This includeseffective budget and resourcemanagement, ensuringefficiency in all processes andprocedures and working incollaboration wherever itwould be cost effective to do so.

Humberside Police andHumberside Police Authorityhave a Joint Value for Moneystrategy which states

‘The aim of the HumbersidePolice and Humberside PoliceAuthority is to continuallystrive for improved efficiencyand value for moneythroughout the economiccycle. Using the skills of ourpeople and resources in themost effective way, we willdeliver the priorities thatmatter to local people whilesustaining performance.Success in delivering thisstrategy will be measured bylocal levels of publicconfidence in HumbersidePolice along with the ability tomaintain effective budgetarycontrol’.

The regional team provide aseries of key performanceindicators that measure andevaluates the outcomes.

The Joint Police AuthoritiesCommittee (JPAC) and theRegional Collaboration Boardroutinely assesses each elementof regional collaboration.

JPAC commissioned andapproved projects for i) ScientificSupport and ii) Procurement.The remit of each project is thedevelopment of animplementation plan for a single

regional function with a minimum25% cashable efficiency over thenext four years.

We are currently consideringcollaboration on Fleet, HumanResources and InformationTechnology.

A further eight projects havebeen commissioned.

Improving public confidence,identifying and making sensiblesavings and disrupting criminalityare just some of the benefits ofregional working.

Regional WorkingThe forces and police authorities of Yorkshire and the Humber are at theleading edge of joint working, building a resilient regional capability,supporting neighbourhood policing teams and delivering value formoney. This does not replace local policing but enhances it.

In order to improve capability in specialist

policing services and make efficiency

savings, the momentum for regional

collaboration has increased.

Collaborative projects that started in 2010

were provision of Scientific Support and

Procurement – this has now moved to

implementation and the introduction of

change managers has been agreed. The

regional Roads Policing Team celebrated

its second anniversary having achieved

over 1000 arrests and the seizure of over

£10 millions of assets.

Collaborative opportunities will continue to

be explored in 2011/12 with our partners at

the Crown Prosecution Service (CPS) and

HM Courts Service for example. Significant

savings are being planned for the next four

years without reducing capacity through

building on achievements so far, driving

efficiencies through savings plans,

progressing areas of specialist crime on a

four force basis and continuing to identify

and implement regional working practices

across all areas of policing to reduce costs

while retaining capability.

Further regional work streams have been

identified which are currently under

consideration are: Fleet, Specialist

Operations, Information Technology,

Finance, Human Resources, Learning and

Development and Estates

Human Resources are going through a

harmonisation of policies and processes to

streamline common processes across the

four forces. South Yorkshire Police

Authority is taking the role of lead employer

for the regional workforce and will use an

employment model to enable them to

manage regional staff effectively.

In a pioneering and innovative move to

deliver financial and practical efficiencies,

Humberside and South Yorkshire Police

Authorities have announced that they will

have a shared Assistant Chief Officer for

Human Resources. Ian Watson, Assistant

Chief Officer for Human Resources with

Humberside Police who is also the regional

Executive Lead Officer for Human

Resources and Learning and Development

has taken that role and will divide his time

equally between the forces initially on an

interim basis of up to 18 months.

The strategic focus for joint working in the

Yorkshire and Humber region is:

Building the capacity and capability of

the region to tackle major incidents;

Supporting local policing in tackling

serious and organised crime and cross

border criminality;

Improving the service we provide to

the public;

Delivering value for money.

Set against the current financial climate it isimportant that the benefits of collaborationare checked against the financialcommitment of the force.

Ensuring benefits forHumberside Police

16

STRATEGIC AIM 5: Maximise the capability to respond to regional and national threats

Focus for 2011-2012:

Mutual aid and inter-operability

Ensure that local capability to deal with Counter Terrorism remains effective

ProtectiveServicesA priority for the Force and theAuthority is to ensure that, withits partners, it responds anddeals effectively with the threatof terrorism, serious crime andother major challenges bothregionally and nationally topublic safety. These are oftencalled ‘Protective Services.’

Protective Services include counterterrorism and domestic extremism,serious organised and cross bordercrime, civil contingences andemergency planning, managing criticalincidents, firearms, major crime, publicorder, strategic road policing andprotecting vulnerable people.

The high profile Strategic RoadsPolicing Team is an excellent exampleof sharing a team across the forceswhich builds confidence in communitiesby disrupting organised crime andreducing road casualties. This isachieved through intelligence ledpolicing and tasking as well as usingAutomatic Number Plate Recognitiontechnology.

Contingency Planning is looking toimprove the response to major incidentsas well as identifying cost savingsthrough improving procedures andreliable resources.

The Regional Intelligence Unit ismapping criminal activity and sharingintelligence with forces in the region totackle serious crime and cross bordercriminality and to disrupt crime groupswho work across the region.

In the arena of Public Order Policing,there are opportunities for cross-forceprocurement on equipment to makesavings, standardise equipment andhave mutual aid agreements in place.

The Yorkshire and Humber region hassubmitted a bid for support to developan E Crime centre. Of 5.1millionresidents, 3.2 have access to theinternet, the area is the second biggestUK based financial centre outside ofLondon and there are key governmentagencies established in the area. The ECrime centre is a proposal to build aunit supported by other regionalresource that tackles threats to thepublic, to infrastructure andGovernment and to businesses in linewith the national threat assessment.

Prevent Through effective Neighbourhood Policing, we reduce crime anddisorder; reduce the fear of crime and increase trust and publicconfidence. As a result, we can better understand our communitiesand what they need through community engagement.

The Governments ‘Contest’strategy i.e., reducing risk to theUnited Kingdom and itsinterests oversees from allforms of terrorism is done inpart from reducing the threat viathe ‘Prevent’ strategy. Achallenge for the police andtheir partners is to identify and

stop those at most risk ofbecoming involved in suchactivity. It is important tobalance the measures we taketo ensure the safety andsecurity of the public with theother rights we value in oursociety.

What ‘Prevent’ seeks toachieve is to undermineextremist ideology, disruptthose who promote violentextremism, and give support tothose who are vulnerable tobeing recruited and importantly,to increase the resilience of ourcommunities.

OPERATION YANKEE – Jail time for cross border car crime gang

Members of the gang admitted totheir role in a sophisticatedenterprise of stealing and sellingon high value vehicles. They weresentenced for a combination ofcharges including conspiring toburgle, conspiring to handlestolen goods and conspiring todefraud.

The sentences were the result ofOperation Yankee, a jointinvestigation involving the fourpolice forces of Yorkshire and theHumber and supported by officersfrom Lancashire. The operationbegan in December 2009 as aregional ‘car key’ burglaryinvestigation, after a team wereidentified as committing ‘cross-border’ residential burglaries andhigh value vehicle theft across theYorkshire and Humber region.

Once the investigation hadbegun, it became clear that thescale of the thefts were notisolated to Yorkshire and theHumber, but that the gang wereoperating as far as the Midlands,Lincolnshire, Lancashire, and theNorth West.

In April a three-day strike wasmounted by five police forces,including Humberside Policewhich saw 24 arrests and 13warrants executed across 6 forceareas. Rounds of ammunitionwere recovered, together withblank vehicle documents and over£100,000 of cash.

Operation Yankee establishedthat Bradford based MatthewHolmes was the burglary teamleader, he would then sell on thestolen vehicles to middle-manNevada Smith from the travellingcommunity.

The facilitators were GarySwinden and his partner, VictoriaLaws, who supplied high quality

cloned licence plates anddocumentation through theirbusiness Zebra Studios whichwould enable Smith to sell on thevehicles under false plates withforged vehicle documents.

Between July and November,high value vehicle thefts occurredacross a number of addresses inNorth and West Yorkshire.

South Yorkshire Police executeda warrant at their lock up inRotterdam in September. Onentering the building severalvehicles stolen in burglaries wererecovered including a VWPassatt, an Audi Q7, Mini Cooperand Nissan Navarra.

Detective Chief Inspector LisaAtkinson, of West YorkshirePolice, was the SeniorInvestigative Officer for OperationYankee and she said:

“The sentences reflect the truescale of this highly organised andhighly sophisticated criminalgang. £4 million worth of vehicleshave been stolen and later soldas a result of the actions of thisgang.

The Humberside Operation waslead by Detective Sergeant GavinOrsborne from the Serious andAcquisitive Crime Team.

He said, “Humberside Police wasinvolved in the regionalinvestigation, having recognised

that members of the communityacross the force have also fallenvictim to this criminality.

This has included variousoperations; local intelligencegathering, high visibility policing,road policing, neighbourhoodpolicing and the crimeinvestigation team. Officers fromHumberside have travelledthroughout the country, resultingin the arrests and recovery ofmany vehicles that were believedto have been in the possession ofthese individuals.

Several victims from the EastRiding have had their vehiclesrecovered and returned to them inthe Pocklington, Wilberfoss andHolme-on-Spalding Moor area.”

“In effect, they were running anextremely lucrative business,selling on stolen vehicles tounsuspecting purchasers, wholost their money once the trueidentity of the cars was revealed. Iam delighted by the resultachieved through the jointworking of the four forces ofYorkshire and the Humber.”

Without this combined effortsupplying staff, resources, jointfunding and shared knowledge,an investigation of this complexitywould not have had such asuccessful outcome in such ashort space of time.

Fourteen members of an organised crime gang received acombined sentence of over 50 years on 22 December atLeeds Crown Court following a joint investigation by the fourpolice forces of Yorkshire and the Humber and the RegionalPolicing Team.