Skip to content Quick exit
REPORT CRIME ONLINEEMERGENCY CALL 999
REPORT CRIME ONLINEEMERGENCY CALL 999

Managing policing demand in Cambridgeshire and Declaration

Managing policing demand in Cambridgeshire

Table 3

Table 3 summarises the force’s short to medium term activities in 2020/21 and beyond in all functions facing critical, severe and substantial demand risks to:

  • Manage current and future demand;
  • Mitigate current and future risk;
  • Improve current and future services.

 

Table 3: 2020/21 Managing priority demands
Demand risk Function Summary
Critical No functions witin the critical demand risk category  n/a
Severe I1.3 Geographic Policing (Investigations) Professionalising
Investigation Programme (PIP2) Detectives

Retention and recruitment of detectives across the force, remains an issue, particularly at Professionalising
Investigation Programme (PIP) level 2, with approximately 51 vacant posts.

Investigative capacity and capability are constantly monitored through workforce planning and the Detective Resiliency Group chaired by the Assistant Chief Constable.  Steps have been taken to address the reduced Detective capability in force, including the introduction of an Accelerated Detective Constable Programme. This is a two-year programme where the officers will be qualified Detective Constables’s at the end of the training period, to include a 12-month carousel of investigation is teams across the force. The force are recruiting 40 officers, with two intakes. In addition, a cohort of 12 Police Now student officers will be PIP2 accredited by September 2021.

OWNER: Assistant Chief Constable

Severe R4.2 Geographic
Policing (Response) Prompt calls, particularly Domestic Abuse (DA) related
 

The National model for call taking grading procedure is currently in the process of being implemented in Cambs, albeit dependent on the capability and stability of STORM. This will support an improved prioritisation of all prompt grades.  The changes are planned for March 2021.

In the meantime, Cambs implemented an escalation and prioritisation procedure for all Domestic Abuse prompt graded calls, which has seen incremental improvements in December 2020 and January 2021, for response times.  There are hourly reviews of Domestic Abuse incidents being undertaken within the Force Control Room (FCR) by Oscar 1 and escalation to the FDM, as needed.

From April, a DA Early Intervention desk will be operational with the Demand Hub, focussed on safeguarding victims and supporting attending officers to provide a high level of information whilst attending the scene.  In addition, the PVP Vulnerability Focus Desks are being implemented to support the officers, throughout their investigations, post scene.

OWNER: Assistant Chief Constable
Substantial I1 Geographic Policing (Investigations)  

The majority of PIP1 investigators are young in service and require high levels of supervision.

The force have implemented the Op Sherlock supportive and development programme which offers mentors to young officers joining PIP 2 investigations, and gives them a clear career pathway with support attached. This resulted in the force’s applications for TDC’s doubling in a six-month period. Work is ongoing to ensure this is sustained and we now run week 40 and week 41 of our probationers training around investigations with the focus on support and increased learning regarding other departments such as Crime Scene Investigator, Rape Investigation Team etc.   See I1.3

OWNER: Assistant Chief Constable
Substantial S2 Geographic Policing (Child Abuse)  

Southern team supporting response accordingly to the continued demand growth.  The demand will continue to rise across Child Abuse
Investigation and Safeguarding Unit (CAISU) in line with the previous growth trends. 

The partnership has worked hard to increase knowledge amongst professionals, third sector organisations and the community of emerging trends such as child exploitation which in turn increases referrals in to Police and Social Care. It is expected that there will be a rise in child mental health and wellbeing concerns leading to self-harm and suicides. 

Nationally, this is an area of focus and is reflective in the main of the impact of Covid-19 and, as professionals focus on identifying and reporting early signs of vulnerability, this will lead to an increase in referrals. 

OWNER: Assistant Chief Constable
Substantial O1 Geographic Policing -Neighbourhoods (High Harm
Functions)

With effect from early 2021, the Public Protection Unit (PPU) strategic lead will be the Head of Protecting Vulnerable People department (Superintendent post). This will release the burden from the current local policing CI, Inspectors and ultimately the superintendents (north and south).  A dedicated inspector will be appointed to cover the whole county, supported by the PVP CI, with the direct report into the Head of PVP. 

It is proposed that two further PPU officers are recruited to enhance the team from 14 to 16. This would reduce the current ratio to high harm offenders from 1:66 to 1:57. This would also allow for a 5% increase in RSO over  the coming 3 years, before the ratio numbers return to 1:66.   This would also support the return of some MAPPA nominals, previously moved to IOM management.

The Neighbourhood Policing Teams provide a long-term problem-solving capacity in high harm areas, high visibility patrols, managing high risk ASB and hate crime, together with high harm offenders, Organised Criminal Gangs and County Lines.  In addition, engaging with partners agencies and the local communities to support vulnerable victims and hard to reach communities.

OWNER: Assistant Chief Constable
Substantial E6 JPS Roads Policing Roads Policing Unit (RPU) is exploring a number of staffing changes to better manage future demand:

• A dedicated family liaison officer team of six to eight officers, to build up subject expertise and reduce abstractions from RPU officers.

• A dedicated unit of five officers focussing on heavy and light goods vehicles, to manage expected increases in casualties involving such vehicles.

• Two specialist Joint Protective Services (JPS) resource management posts, focussed on resource management, to enable improved response to short term changes.

OWNER: Assistant Chief Constable
Substantial F1.5 OIC - Strategic Analysis Team

The 2020 review of the Organisational Improvement Centre, did not highlight a requirement for additional resource within the Strategic Analysis Team.  A Post Implementation Review, due to conclude in early 2021, may reconsider the decision.

OWNER: Deputy Chief Constable

Substantial T4.2 BCH Operational Learning  

Additional resource has been agreed to support the PEQF mobilisation plan, and for the initial training teams through the formation of Continuous Professional Development Units (CPDU) within Cambs level. This increased demand ‘bulge’ will move on to downstream training teams (driver training, crime training and ICT training) which are yet to receive increased resourcing to match the coming demand.

OWNER: Deputy Chief Constable
 Substantial T3 BCH Professional Standards

A recent review has highlighted the need for additional resource to meet the increasing demand into Professional Standards Department (PSD).  As a BCH function, any growth in resource is governed and agreed through the Joint Chief Officer Board.

OWNER: Deputy Chief Constable

 Substantial T3.1 Conduct and Complaints  As T3 above
 Substantial T3.2 Anti-Corruption Unit  As T3 above
 Substantial I2 Investigation Standards

A significant increase in investigative demand to be mitigated by training and recruitment of investigators force wide, together with improved supervision for TDCs. See I1.3

OWNER: Assistant Chief Constable

 Substantial S1 Geographic Policing (Domestic Abuse)

The quality of investigations is improving with the introduction of the Case File standards and Support Unit in Autumn 2019. Vulnerability Focus Desks will be created, comprising two teams of 1 Sergeant and 6 officers, one north and one south.  Each team will have the stated purpose of guiding, advising and supporting front line officers and investigators with Domestic Abuse and Missing from Home - related vulnerability. 

OWNER: Assistant Chief Constable

 Substantial C1 Intelligence and Specialist Crime Dept
(Intelligence management)
In the event of further increased demand which is anticipated due to officer ‘uplift’, this is not considered a sustainable position in terms of effectively processing submissions and managing associated risk. Two additional Intelligence Officer posts will be filled during the first half of 2021.

It is anticipated current ICT work (ibase build) which is nearing completion will met the demand for a link between Athena and ibase to enable core data mining and provide key analytical tool thereby enhancing capability.  It is anticipated the situation surrounding the number of fragmented data sources should improve over the next 12 months as a result of data quality being determined an organisational priority. 

OWNER: Assistant Chief Constable
 Substantial C2 Intelligence and Specialist Crime Dept (Specialist
Crime
 [Redaction (Official - Sensitive Organisational); 2 sentences]. There is a clear desire by both UK & EU to continue to exchange information and intelligence and other solutions continue to be explored.

A new Digital and Cyber Unit will manage all fraud and cyber/digital related crimes, including Police OnLine
Investigation Team (POLIT).

OWNER: Assistant Chief Constable
 Substantial C4 Geographic Policing Neighbourhoods (High Harm functions – OCG management)

The Neighbourhood Policing Teams provide a long-term problem-solving capacity in high harm areas,
high visibility patrols, managing high risk anti-social behaviour (ASB) and hate crime, together with high harm offenders, Organised Criminal Gangs and County Lines. 

In addition, engaging with partners agencies and the local communities to support vulnerable victims and hard to reach communities.

OWNER: Assistant Chief Constable

Substantial E2 JPS Operational Support Unit

JPS Command is developing a formalised Operational Support Unit succession planning policy to ensure security of supply for its command and specialist functions. Formalising a career pathway will ensure return on training investment and provide command resilience. Succession planning may be developed to include the emerging specialisms of drone instructors and Police Search Advisors (POLSAs).

OWNER: Assistant Chief Constable

Substantial I9 Eastern Regional Specialist Operations Units
(ERSOU)
 

Workforce and non-workforce asset assessments in future force management statements will be informed by national work in 2020/21 and 2021/22 to assess demand and assets across the national Regional Organised Crime Unit (ROCU) network.

OWNER: Assistant Chief Constable

 

Declaration

This is the force management statement for Cambridgeshire Constabulary.  Except where stated otherwise, the information in this statement is complete and accurate in all material aspects.

Signed: Nick Dean, Chief Constable, Cambridgeshire Constabulary, 31 March 2021

 

 


 

Summary Navigation
  < Previous page: Prioritising policing demand in Cambridgeshire

 

Our website uses cookies to improve your experience.

OK