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Force Management Statement 2020 summary

Foreword from the Chief Constable

It has been without question one of the most challenging times for policing over the past 12 months, not least due to the global pandemic, events such as Black Lives Matters leading to the inevitable focus on disproportionality and police legitimacy, not forgetting the complexity and opportunity afforded to policing through a significant national recruitment campaign. All of which adds to the demand and scrutiny placed upon policing, nationally and locally. The rising expectation from both government and the public to ‘deliver’ has never been so evident; resilience is and will be at the forefront of policing and that is why this Force Management Statement is a vital component in ensuring Cambridgeshire Constabulary is fit for the future.  

This year we have begun to make significant strides in understanding the services we offer, the demands we will face and the resources we have, to ensure we have both the capacity and capability to provide the highest quality of service to the communities of Cambridgeshire. We have also developed a far better understanding of our financial modelling and importantly incorporated our financial planning within our overall planning cycle. The innovative Strategic Threat and Risk Assessment (STRA) process is a central part of our planning process and equally as important is that it allows us to transform the Constabulary to best meet future challenges and be ahead of the game in many aspects of policing. We have already seen several innovative concepts implemented within the last 12 months and the development of our new Operating Model is an exciting opportunity to future proof policing across the county.

Our Corporate Plan is front and centre of my vision in committing to creating a Safer Cambridgeshire. Its three pillars set out our Operational and Organisational Priorities, together with our Values. As we take full advantage of the Police Uplift Programme together with the ability to create additional police staff posts through the precept increase, the opportunity to reflect the communities we serve is a fundamental part of building their trust and confidence. Race, Diversity and Inclusion have become quite rightly a national focus and they will be high on the Constabulary’s agenda over the next 12 months and beyond. Within our new operating model, the newly created People and Professionalism Department will have the golden thread of race, inclusion and diversity of thought at its heart as well as new generational thinking surrounding innovation, enterprise and continuous professional development.          

In the latter part of 2020 the Constabulary announced changes to its local policing model. This was driven by the need to make financial savings but equally the Policing Settlement Announcement provided an opportunity for the Constabulary to transform and mitigate some of the risks not only highlighted through the STRA and Force Management Statement processes, but equally the demographic and economic challenges the county faces.  

As one of the fastest growing counties, Cambridgeshire anticipates population growth of around 25 percent by 2031. The diversity of the county, from the cities of Peterborough and Cambridge through to the rural Fens, the major infrastructure projects of the county’s road network, and significant growth in construction of houses and businesses, bring additional policing challenges, which cannot be underestimated.

We have also seen an increase in demand from non-crime related calls, which add to the challenges faced: mental health, concern for safety and missing from home incidents are a few examples of where policing has had to respond to fill gaps. Growing threats such as cybercrime, modern day slavery, County Lines and human trafficking, as well as terrorism, continue to challenge and require us to prioritise our resources effectively to keep people safe and protect the most vulnerable. They can no longer be regarded as ‘emerging’ crimes; they are present within our communities now. The Constabulary has also worked closely with the Office of the Police and Crime Commissioner and with the wider partnership to enhance the prevention agenda. Preventing a crime occurring has to be the true measure of success. 

Against all these pressures, what cannot be forgotten when striving for improved effectiveness and efficiency, is the toll policing can take on staff wellbeing; you will see within this Force Management Statement a strong narrative and real commitment to improve well-being. The last 12 months has brought a spotlight on this important issue; an issue which has affected staff both in their personal and professional capacity. 

I have been consistently impressed with the dedication, commitment, passion and resilience of officers, staff and volunteers in responding to this ever-increasing, complex environment.

My vision is to continue to Create a Safer Cambridgeshire by building an inclusive and professional policing service, working in partnership and supporting all communities who continue to reside, work or visit the county.

I am therefore pleased to present Cambridgeshire Constabulary’s third Force Management Statement (FMS) for 2020/21, which highlights some of the great work the Constabulary and its partners are doing to protect the communities.

Chief Constable Nick Dean

 

Understanding Policing Demand in Cambridgeshire

Cambridgeshire Constabulary has developed its understanding of demand through the Strategic Threat and Risk Assessment (STRA) process. 

The STRA is the year-on-year whole force process to provide chief officers with information relating to policing that they can use to make decisions about operational requirements, deployment policy and training.  This has the benefit of ensuring that resource needs (people, equipment and financial) are understood and can be prioritised against likely demand; threats and risk are managed efficiently and effectively, decisions are taken on preventative and corrective action as needed.

The force Business Planning Cycle, illustrates the intrinsic value of the STRA process, introduced in Summer/ Autumn 2019, and is now embedded within Cambs. Appendix C to this Force Management Statement (FMS) provides an overview of the STRA process.

The demand risks arising from the STRA are supported by the Strategic Demand Assessment (SDA).

The STRA process informs ongoing budget and workforce decisions when managing functions facing the highest demand risks, and is aligned to the financial planning cycle, to ensure operational effectiveness and business capability and capacity. Tools such as the SDA and MoRiLE assist with the STRA operational requirements, Strategic Assessment, and professional knowledge and judgement to build the STRA. The SDA is completed annually to assist the STRA.  The STRA is refreshed as appropriate for the FMS.

The assessment of demand within this FMS, unless otherwise stated, is for the 12 months ending December 2020. The assessment of demand has been prepared using departmental STRA operational requirements produced in consultation with Heads of Department, and has been informed by the Force Strategic Assessment and the business planning processes of collaborated functions.

Functions with significant changes to demand risk

For the majority of functions, the demand risk judgement has either remained the same or shifted by one level between 2019 and 2020 SDA. The following table shows the functions where demand risk has shifted by two levels, indicating more significant changes.

2020 Strategic Demand Assessment biggest risers
Biggest risers; functions increasing demand risk by two levels. Current Assets Future Demand Demand Risk 
 R4 - Geographic Policing (Response) particularly to prompt graded incidents  Severe Significant
increases in demand
Severe 
 I1.3 - Geographic Policing Professionalising
Investigation Programme level 2 (PIP2) investigations
 Substantial Slight
increases in demand
Severe
2019 Strategic Demand Assessment biggest risers
Biggest risers; functions increasing demand risk by two levels. Current Assets Future Demand Demand Risk 
 R4 - Geographic Policing (Response) particularly to prompt graded incidents Moderate Slight
increases in demand
Moderate 
 I1.3 - Geographic Policing PIP2 investigations Low Slight
increases in demand
Moderate

 

2020 Strategic Demand Assessment biggest fallers
Biggest fallers; functions reducing demand risk by two levels. Current Assets Future Demand Demand Risk 
R3 - Geographic Policing (Rape Investigation Team) Moderate Slight
increases in demand
Moderate
F1 - Organisational Improvement Centre Moderate Slight
increases in demand
Moderate
F1.7 - Change and Research Team Moderate Slight
increases in demand
Moderate
2019 Strategic Demand Assessment biggest fallers
Biggest fallers; functions reducing demand risk by two levels. Current Assets Future Demand Demand Risk 
R3 - Geographic Policing (Rape Investigation Team) Severe Slight
increases in demand
Severe
F1 - Organisational Improvement Centre Substantial Significant
increases in demand
Severe
F1.7 - Change and Research Team Critical Significant
increases in demand
Critical

Those two functions highlighted seeing an increasing demand risk by two levels between 2019 and 2020 SDAs, were all considered as part of the STRA and FMS processes. 

  • Geographic Policing response, particularly to prompt graded domestic abuse related incidents, has been the subject of three AFI’s HMICFRS PEEL inspections.  There are a number of initiatives to address this risk within 2021, including the introduction of a ‘DA early intervention desk’ within the Demand Hub, a response grading strategy and the Protecting Vulnerable People vulnerability desks providing support for officers with investigations and outcomes. Additional training support for officers will be provided by the Continuous Professional Development Units (CPDU), an initiative resulting from the 2020 STRA process.  
     
  • Geographic Policing PIP2 investigations resources, particularly in the south of the force, and a detective pathway (Accelerated Detective Constable Programme) is in place, to ensure issues within the recruitment of PIP2 investigators are mitigated.

The reduced demand risk:

  • Rape Investigation team - additional resources were recruited during 2019 and Specialist Trained Officers (STO) being reinstated within the team. A review was undertaken in 2019, as a result of the risk highlighted in FMS 2019.
  • Organisational Improvement Centre (was Corporate Development Dept) – following a review, roles were assessed, with additional resources were recruited into the Change and Research team, during 2020. The review was undertaken, as a result of the risk highlighted in FMS 2019.   

 

 


 

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