It's determined from an understanding of current risks in key business areas and the decisions of the force strategic tasking and co-ordination group to ensure the objectives can be achieved. National, regional and local priorities are considered as well as the Policing Vision 2025.
Policing is complex, yet fundamentally our job has not changed over many decades - to uphold the King’s peace and to prevent and detect crime set against a philosophy of policing by consent -which is admired right across the world. What we deal with today is challenging, and at a time when the demands and pressures placed upon the service are increasing, it is vital we are clear on our operational and organisational priorities. Equally as important is ‘how’ we do things, our internal culture and values, both as individuals and as an organisation.
This has been tested more than ever over the past 12 months, with concerns continuing over perceived inequality and disproportionality of police actions, in terms of our position on ethics, diversity, equality and inclusion, as well as how we deal with those responsible for violence against women and girls – both our own staff and the public.
That is why this year’s corporate plan extends beyond outlining our operational and organisational priorities and our values, and includes our Statements of Intent covering VAWG, ethics, diversity, equality and inclusion, the Harm to Hope strategy and our One More Step prevention strategy. We have never been more held to account than in the current policing environment and while we should welcome the scrutiny, we should be in no doubt that what we do and importantly how we police, will rightly continue to be under the spotlight of those communities that we serve.
The Government have been clear, setting their direction through the publication of the Beating Crime Plan and further, through the publication of National Crime and Policing Priorities. The evolution of Criminal Justice Score cards will enable further transparency of the whole of the criminal justice system, including policing performance. More locally the Police and Crime Commissioner has set out their direction through his Police and Crime Plan.
I want Cambridgeshire Constabulary to provide an excellent service - a Constabulary where we all deliver an inclusive and professional policing service, working alongside our partners and importantly our communities. Preventing crime through our newly launched ‘One More Step’ Strategy, and helping people feel safe has to be a priority, and when someone calls upon us in their time of greatest need, we need to ensure we respond professionally and in accordance with our values and statements of intent.
I am proud to be the Chief Constable of Cambridgeshire Constabulary and I know I have fantastic people working hard for communities right across the county and beyond. This corporate plan sets out our focus for the forthcoming year to ensure we provide the highest degree of policing services possible.
The Cambridgeshire Constabulary Integrity Statement of Intent aims to promote the highest standards of professional behaviour and conduct of all staff and officers, actively supporting and utilising the Code of Ethics.
We work to the values statement of ‘Working together to deliver an inclusive and professional policing service with: Fairness, Integrity, Diligence and Impartiality.’ We use our Culture Statement to ensure everyone understands the behaviours and standards expected in accordance with our values.
Integrity remains fundamental to policing and Cambridgeshire Constabulary have it at the heart of everything we do. Our People and Professionalism Department aides the delivery of all areas affecting our people and provides good counsel, example, knowledge and learning in areas where integrity is pivotal, however, everyone is the guardian of integrity.
We will ensure that lessons are learned from all relevant internal and external channels and ensure all necessary actions, including effective communication with our staff and officers, is undertaken and seen through to completion.
The integrity of Cambridgeshire Constabulary is safeguarded by a range of laws, policies and governance within PSD which puts standards of behaviour the public can have confidence in, through application of:
Code of Ethics to define the standards
PSD Control Strategy – setting out the priorities to impact Misconduct, Intelligence requirements and educational priorities
Business Interest, Gratuity and Reportable Association Policy to prevent corruption
Vetting APP – to ensure the organisation is protected from infiltration and employs trustworthy people
Reportable associations policy – to ensure officer and staff do not compromise their status and become susceptible to corruption
Confidential Reporting Line – to provide a safe means for people to report wrongdoing
PSD Champions – to continue to educate the workforce through key messages
Police Conduct Regulations 2020 – the framework to engage police officers who misconduct themselves
Whistle-blower Policy – to protect people who experience wrongdoing
Risk Management Meeting SOP – to manage local risks between line managers and staff
Service Confidence Procedure – to ensure protective measures are in place for those who present risk to the reputation of the police service
Cambridgeshire Constabulary is committed to creating an inclusive working environment where everyone is valued for who they are and what they bring to policing.
We recognise that diverse perspectives are the best way of solving many of the complex issues facing us today, and to achieve this, we must ensure all voices are respected and heard. We are a progressive organisation where innovation and enterprise are encouraged, and people feel empowered to make a difference.
We are continually seeking ways to learn and grow, and influence positive change beyond our force boundaries. We recognise the importance of continually investing in our people and ensuring they have the right support in place to flourish.
We know that by doing this, everyone will feel part of the team and happy in the workplace, which is crucial for our organisation to thrive.
Through our culture, we aim to build trust and confidence in one another and our communities and we will achieve this by ensuring our behaviours reflect our force values of Fairness, Integrity, Diligence, and Impartiality to deliver a first-class service to the people of Cambridgeshire.
We will safeguard the vulnerable
Child sexual abuse and exploitation
Modern slavery and human trafficking
Fraud (repeat victims and emerging trends)
Serious sex offences
We will reduce the risk to victims by working in partnership to intervene early to prevent it from occurring, continuing or escalating.
Prevent people becoming offenders and reduce victimisation by challenging the attitudes and behaviours which foster it.
Have an effective assessment mechanism and threshold to identify manage and mitigate the risk to vulnerable victims across the county.
Ensure perpetrators are appropriately pursued and challenged
We will combat acquisitive crime
Organised acquisitive crime
Pursue prolific offenders engaged in acquisitive crime
Prevent offending by working with local partnerships
Bring offenders to justice by conducting professional, efficient and effective investigations
We will work in partnership to protect communities and build resilience to acquisitive crime
We will reduce harm to communities
High harm offenders
Street-based knife crime
County lines (or groups demonstrating county line methodology
Fully engage our diverse communities to understand need, assess threats and use evidence-based means to identify high harm offenders, victims and locations
Take a structured problem-orientated approach to crime and ASB, focusing on prevention and early intervention; notably with vulnerable children and young people Identify and address the causes of crime and ASB, working with partners and the community to seek to build and sustain community resilience
We will tackle serious and organised crime
Serious and organised crime with particular focus on groups involved in:
Work in partnership to target and disrupt the highest harm serious and organised criminals and networks
Identify and prevent those at risk, from engaging in serious and organised crime
Protect vulnerable people, communities and business against serious and organised crime We will seek to recover illegally held firearms, drugs and criminal assets
We will increase public satisfaction
Improving public confidence
Maintaining call handling times
The timeliness of our initial response
Improving communication with victims and witnesses
Improving visibility and accessibility of policing services
Provide a professional, appropriate and timely response to calls for service, with appropriate risk based use of resource to effectively meet demand
Provide appropriate contact channels to engage with the public and do so in a professional and timely manner
Provide a high standard of professional and compassionate care, in particular to victims and witnesses, and those who are vulnerable
Our priorities are:
Our focus is:
Attracting, retaining and rewarding our staff
Identifying and developing leadership
Developing and supporting our people
Ensuring our efforts to improve equality, diversity, ethics and inclusion are central to our values
Supporting staff wellbeing
Retain talent within our organisation
Attract talent to join our organisation
Represent the communities we serves across Cambridgeshire
Ensure our employees are engaged
Reward excellent performance
Criminal Justice partners
Local Resilience Forum partners
Community Safety Partnerships
Academic partners and the College of Policing
Develop and strengthen our existing partnerships
Work with partners to explore long term sustainable solutions to future demand
Develop supportive partnership approaches to problem solving and identify opportunities to reduce harm
Corporate services, including corporate development
The development of an environmental strategy
Finance and value for money
Estates and fleet
ICT services and digital policing
Use our resources efficiently and effectively to ensure value for money
Manage resources to invest in priority areas and integrate new technologies to improve policing
Develop our understanding of how policing activities impact the environment and take steps to embed environmental considerations into decision making
Improving investigation standards
Improving data quality
Identifying and exploiting opportunities to improve operational and non-operational policing functions
Recovery from the impacts of the pandemic, by identifying opportunities to work differently
Encourage innovative and entrepreneurial approaches to service design
Establish a business planning approach to support identification of innovative solutions
Identify areas where improvements can be made to the efficiency or effectiveness of investigations by working with our workforce and partners
Working together to deliver an inclusive and professional policing service. Our values are:
Fairness - we will treat people fairly by acting with equality, objectivity and legitimacy
Integrity - we will always do the right thing and are honest, truthful and reliable
Diligence - we will be diligent in our duties and responsibilities and are conscientious, persistent and attentive
Impartiality - we will be impartial, not discriminating unlawfully or unfairly, but are independent, open-minded and balanced
The Cambridgeshire Ethics, Diversity, Equality and Inclusion Statement of Intent aims to embed ethics, diversity, equality and inclusion in all aspects of policing.
It aims to create a workforce that is truly representative of the diverse communities we serve, utilising positive action initiatives to better understand the barriers to developing a representative workforce at all levels, and develop a more inclusive culture where all staff feel valued and supported and recognises that diverse perspectives are the best way of solving many of the complex and challenging issues facing policing.
We will adopt the approach of the NPCC Diversity, Equality and Inclusion Strategy 2018-2025, and Policing Vision 2025 - while moving towards the Policing Vision 2030. We will also work to acknowledge and embed the impending NPCC’s Race Action Plan with its overall vison of creating a police service that is anti-racist and trusted by Black people, and continue to use the Police Code of Ethics to promote, reinforce and support the highest standards in policing.
This approach complements and supports the Cambridgeshire Constabulary corporate plan and aligns to the Constabulary’s annual STRA (Strategic Threat and Risk Assessment) business planning cycle and environmental scanning.
The associated delivery plan will establish a robust research and evidence base to inform activity aligned to the Constabulary’s organisational priorities and reinforce the core Constabulary values of Fairness, Integrity, Diligence and Impartiality.
• Achieve a positive shift in our workplace culture where people, no matter their background and circumstances, feel confident to disclose their protected characteristics
• Attract, engage, develop and retain a workforce that is representative of the communities it serves
• Understand our communities by developing effective engagement strategies that enable interaction with diverse groups, fostering strong relations that build trust and confidence
• Work with our partners to implement strategies to explain, where necessary reduce, and where possible eliminate disparity and enhance public service
• Understand the impact of our policies and practices on people with different protected characteristics by conducting equality analysis and take steps to identify and address disproportionality
Cambridgeshire Constabulary will adopt the approach of the NPCC Diversity, Equality and Inclusion Strategy 2018-2025 and accompanying toolkits: Our Organisation, Our Communities and Our Partners, to inform activity within the Ethics, Diversity, Equality and Inclusion Delivery Plan, and support delivery against the equality objectives.
In the past year appalling examples of behaviour by police officers have come to light and there is deep public concern about what these events say about policing and how they have impacted public trust.
Such behaviour is not isolated to large police forces, there have been other concerning examples elsewhere and police forces continue to identify officers who have abused their positions to sexually harass and harm women.
The actions of these people betray our code of ethics and the public we serve. They also raise serious questions about culture in policing if this behaviour happens and in some cases is not called out.
Events of the past year, combined with women’s longstanding concern that the criminal justice system does not protect them or bring them justice in violent and sexual crimes, has led to a serious loss of trust in the police.
Far too many women have been asking themselves if the police are on their side in tackling violence against them, and if they can trust us to help them.
There are also long-standing challenges in our relationship with Black communities. The confidence gap of 10 to 20 per cent compared with the national average remains deeply concerning. Racial disparities exist in policing that we still cannot fully explain.
To address this, a new police framework launched in December 2021, set out action required from every police force to make women and girls safer.
The framework is developed under three key pillars of delivery:
build trust and confidence
relentless perpetrator pursuit
Cambridgeshire Constabulary is committed to delivering its VAWG plan:
Respond unequivocally to allegations of police perpetrated abuse, learning from mistakes and best practice
Challenge and address sexism and misogyny within policing
Involve women and girls, including those who are black and minoritised, in scrutiny of force VAWG performance and practice
Collect consistent local and national information on the availability of specialist VAWG investigators to build the right specialist capability and capacity
Relentlessly pursue, target and actively manage the most dangerous offenders
Better use of police powers to protect women and girls and manage/disrupt perpetrators
Adopt a trauma aware approach at all levels, to better support victims through the criminal justice process and focus on evidence led prosecutions where appropriate • Better supervision of VAWG investigations
Immediate and unequivocal prioritisation of VAWG
Focus prevention work on the most dangerous online, private and public spaces
Policing uses the Home Office definition of Violence Against Women and Girls, ( VAWG) as outlined in their VAWG strategy:
“The term ‘violence against women and girls’ refers to acts of violence or abuse that we know disproportionately affect women and girls. Crimes and behaviour covered by this term include rape and other sexual offences, domestic abuse, stalking, ‘honour’-based abuse (including female genital mutilation forced marriage, and ‘honour’ killings), as well as many others, including offences committed online.”
The Government Harm to Hope Strategy recognises drugs are a global problem, causing considerable harm around the world. Drug use and harms have been rising, blighting neighbourhoods and holding communities back from levelling up to their full potential.
Since the last Government drugs strategy was published in 2017, it has become clear the UK needed to step back and understand why things have continued to head in the wrong direction.
Dame Carol Black was commissioned to carry out a two-part review of drugs policy. Part one was a broad assessment of the evidence on illegal drug supply into the UK and how criminals meet the demand of users, and part two made specific recommendations for improving prevention, treatment and recovery.
The 32 recommendations from Dame Carol Black’s report have been taken into consideration as part of the system wider consultation in Cambridgeshire. Harm to Hope 10-year Strategy clearly identifies many factors that had been missed in previous Government Strategies, including the focus on prevention and working in partnership, ensuring a whole system approach.
The Harm to Hope Strategy incorporates all the system’s gaps which are captured in the recommendations in Dame Black’s report, identifying that collectively focusing on ‘breaking the cycle of crime’ needs a partnership approach. The whole system needs to invest and work together to be a success.
Cambridgeshire Constabulary aims to be an organisation that works in Partnership and support the Multiagency Countywide Strategy and Drug and Alcohol Delivery Plan
The Drug and Alcohol Delivery Board, which is co-chaired by Cambridgeshire Constabulary and Public Health, has identified six priority/key themes: • Whole systems’ approach
Early intervention and prevention
Minimising harm and protecting health
Treatment and recovery
Tackling crime and disorder (supply and demand)
Cambridgeshire Constabulary will work collectively with partners to support the delivery on the following strands:
Tackling drug related crime and breaking cycle of crime linked to dependency
Working collectively to identify those at risk of drug and alcohol related harm and exploitation and diverting more offenders into treatment and recovery at the earliest opportunity
Criminal justice pathways are effective and efficient to meet the needs of substance misusing offenders
Safer communities-less drug and alcohol related crime, reduce impact on individuals, families and communities
Cambridgeshire Constabulary supports the whole system approach required to “break the cycle of crime” of a dependent drug user.
Cambridgeshire Constabulary is committed to Creating a Safer Cambridgeshire through the reduction of harm and prevention of crime in our communities, with the ethos of each and every one of us ‘Taking One More Step’.
Preventing crime and disorder will always be preferable to dealing with incidents after they have occurred - ensuring we protect the public, increase confidence and reduce harm in our communities.
Prevention and problem solving is everyone’s responsibility.
Having a prevention and problem-solving mind-set will be a ‘golden thread’ evident throughout the organisation, demonstrated by everyone in our day-to-day activities.
The One More Step prevention strategy will:
Work concurrently with and complement other organisational strategies with prevention-focused endeavours
Intelligence led and evidence based focusing on drivers of harm, crime and demand
Deliver problem-solving through OSARA problem-solving methodology
Build community resilience
Work with partners to develop place-based prevention tactics supported horizon scanning, social research and intelligence and analytical development