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The following is the summary of the force’s short to medium activities in all functions facing critical, severe, and substantial demand risks.
BCH ICT collaborated services
Asset shortfall 5: ICT demand continues a strong upward trend. As more ICT and digital solutions are sought to manage the day-to-day work of all aspects of policing, both front line and back office, there is a critical need for demand to be met. The ICT service desk is falling below its service level agreement for medium rated incidents, largely due to capacity gaps.
Demand trend significant increase p: Digital advances touches all aspects of policing and will continue to grow rapidly. Continuing unprecedented technological advancement has fostered expectations, from employees, partners, and the public, that policing will embrace new solutions and exploit their capability. The change and growth in areas such as cybercrime, digital enabled sexual exploitation and fraud are likely to be a continuing trend. The move to cloud-based solutions will significantly impact the three collaborated forces.
Managing future demand: key activities
ICT is an enabling department servicing the needs of Beds, Cambs and Herts and is therefore dependent on forces’ priorities as well as the agreed budget. Restructuring of the collaborated BCH Delivery Management Office (currently under review) is expected to support more effective commissioning of ICT services and projects.
BCH Professional Standards (Investigations) collaborated service
Asset shortfall 4: Increased demand is clear and is reflected in high forecast variance against the overtime budget and the fact that contactor resources are having to be sought to enable adequate response to some complex investigations.
Demand Trend significant increase: Higher conduct referrals and increases in public complaints are being received and this has led to an increase in proactive work and a reduction in cases which are suitable for immediate reflective practice. The upward trend in volume and complexity of complaints against officers resulting in misconduct and gross misconduct investigations, is expected to continue as national scrutiny and local priorities in professional standards become ever more important for trust and confidence in policing.
Managing future demand: key activities
PSD Champions working in external partner agencies have continued to prove an asset in supporting the Prevent workstream over the past 12 months.
BCH Professional standards (Vetting) collaborated services
Asset shortfall:4. The team is prioritising immediate business critical demand, with dedicated resources now allocated to address the backlog of lapsed and insufficient vetting cases. Until this backlog is resolved (anticipated March 2024), other demand streams are not being serviced. Asset shortfall is moving towards substantial as recruitment and on-boarding of additional Vetting Officers is being completed, and likely to reduce to moderate or low in 2024/25.
Demand Trend slight increase: Demand is not expected to decrease within the foreseeable future. Further recruitment has been undertaken in the first quarter of 2023 to take the Vetting Officer to establishment. Projections indicate that resources should be adequate to manage future demand forecasted to 2026, together with the backlog of lapsed and insufficient vetting cleared by 2024.
Managing future demand: key activities
HMICFRS Vetting, Misconduct and Misogyny recommendations and AFIs are well underway for delivery within the Vetting Unit although there are some ICT issues to be addressed.
JPS Roads Policing Collaborated service
Asset shortfall: 4. Reflecting a reduction of 10 officers from Roads Policing Unit (RPU) operations (5 post savings and 5 moved to the Serious Injury Collison unit to meet new demand) a new deployment model has been adopted as of 15 May 2023. This reflects a reduction of one double crewed car across BCH. The approach is to be more focused on Killed or Seriously Injured (KSI) hotspots off the Strategic Road Network. This also ensures attendance and investigation of very or moderately serious injuries especially for the new offence of serious injury whilst driving without due care and attention. This had caused pressure on local detective/PIP2 resources and is now managed within the Serious Collision Investigation Unit (SCIU). KSIs remains highest in Cambridgeshire out of the three forces and the force is most affected with the new serious injury offence (either way offence) primarily Car versus pedal bike in Cambridge. The staffing position has decreased casualty reduction initiatives and support to Tactical Coordination Group (TCG) bids. There has been pressure during multiple collisions, but not significant service failure.
Demand Trend slight increase:
There has been no further road protest since Autumn 2022 where Just Stop Oil (JSO) had a week of protest pan M25 causing extensive disruption and was resource intensive and received national media and political interest. Intel indicated possible protest beyond London and across the country, but this was not realised. JSO has adapted protests toward slow moving road protest on foot in London. One slow moving protest experienced on the M1 in Beds without issue and as per the slow-moving vehicle protest policy. The Strategic Road Network is now recognised as Critical National Infrastructure within the Strategic Policing Requirement. In the BCH context the risk of road protest has reduced but Herts are leading learning and briefing events on roads protests. National Highways resource pressures are forecast to continue into 2023. Expected increased road fatalities and related court appearances are likely to increase level and complexity of Family Liaison Officers (FLO) demands. Demands on RPU officers are likely to increase to meet new legislation around causing serious injury by driving without due care and attention.
Managing future demand: key activities
JPS Scientific Services Unit Collaborated service
Asset shortfall: 4. Establishment levels are set in line with agreed services. However, abstractions (including for accreditation) impact heavily on effectiveness. Reduced capacity due to leavers and sickness absence has led to demand exceeding capacity in the Fingerprint Lab, Fingerprint Bureau, and Forensic Imaging teams. Scenes of Crime and Forensic Collision Investigation teams are under strain due to workforce attrition and accreditation abstractions. Work is ongoing to reduce backlogs and albeit there are still pressures in Scenes of Crime Officers (SOCO) this is more about skills in the right places rather than available staff.
Demand Trend slight increase: National cost-of-living issues are likely to drive increased levels of acquisitive and drug crime, which may lead to increased forensics demand. Workforce attrition and accreditation abstractions are likely to continue.
Managing future demand – key activities
BCH ICT have submitted a cloud technology business case to move to a more robust infrastructure model. Cloud technology will reduce storage costs, improve efficiency and the robustness of current storage and backup processes thus ensuring compliance with the requirement of the Forensic Regulator’s code.
Police Online Investigations Team (POLIT)
Asset shortfall: 3. The increasing complexity of investigations due to more offenders being competent online and young people and children using the internet for all aspects of their daily interactions, is impacting the timeliness of case management.
Demand Trend significant increase: The remit of Police Online Investigations Team (POLIT) has increased to include online grooming and Online Child Abuse Activist Groups (OCAG) investigations, with activity nationally now surpassed pre-Covid levels with groups working collectively across the country to conduct their activity. There is no indication that the complexity of investigations will stabilise. The increasing demand and complexity overall in this area of offending is considerable.
Managing future demand – key activities
The increasing exposure of young people to the Internet and social media and the difficulties in keeping up with the volume and sophistication of material and technology means that a specific response plan has been devised in May 2023. This provides a clear blueprint for how we will respond in terms of our structure, resourcing, risk management and partnership engagement in the coming 2 years to make ourselves as efficient and effective as possible.
Fleet (Chiltern Transport) collaborated service
Asset shortfall:3. The unit has significant staffing issues due the challenges of recruiting experienced operatives, and in particular office staff to the Bicester office due to being unable to compete with the local market forces. Cambridgeshire has supported the staffing pressure in the consortium recently by providing insurance resource to maintain the insurance claims handling arrangements whilst the consortium managed vacancies and long-term sickness in this area. Wellbeing issues are significant.
Demand Trend significant increase: The pool of manufacturers supplying vehicles suitable for heavy police use are declining, and there will be increased costs to retain existing vehicles longer than planned. A move to introduce electric vehicles to forces is challenging, due to the significant costs of force estates having to provide the infrastructure to support the introduction. Consultants are commissioned to report on electric vehicle viability, costs impacts, and potential changes required to the operating model, the report is due in Autumn 2023. A trial is due to commence in Cambridgeshire in late Autumn 2023 of a small number of electric vehicles.
Managing future demand – key activities
Preparing the Consortium for upcoming environment and emission targets. Consultants have been commissioned to report on electric vehicle viability, costs impacts, and the support function needed to maintain the fleet into the future.
Organisational Improvement Centre
Asset shortfall :3. The Organisational Improvement Centre (OIC) is largely made up of police staff. Whilst there are vacancies in some teams, these are more apparent as teams are smaller, therefore one vacancy may represent 20% of the team. There are well developed plans to recruit into these roles over the coming six months.
Demand Trend significant increase: When the OIC was transferred to the People and Professionalism department (P&P) the vision was to align the ‘corporate brain’ (OIC) with the ‘corporate conscience’ (P&P). The OIC, through the Strategic Analysis, Governance and Inspection, and Change and Research Team work alongside operational policing through the Force’s business planning tool, CamSTRA to interpret data and to build an agile platform for change and innovation.
Managing future demand – key activities
The OIC has a focus on business with a mechanism to horizon scan across the UK including national policing topics and issues, which support the forecast for future demand in this area. As a team, they also manage the coordination with HMICFRS and the continuous assessment model of PEEL, this means demand has increased significantly in this area.
BCH HR and Operational Learning collaborated services
Asset shortfall:3. Increased demands continue across all teams, with pressure on Operational Learning, Recruitment and Workforce Planning and Wellbeing services. This is in the main due to the continuing high levels of police officer recruitment and subsequent training challenges across a wide range of intakes.
Demand Trend significant increase: The overall demand trend for HR and Operational Learning is a significant increase. The BCH workforce continues to grow, with increased pressure on external training budgets and the plethora of changes being made through the College, for example the new first aid and Personal Safety Training (PST), Op Soteria investigator courses, digital investigation skills, new driver training standards, etc., of which many need quality face to face training adding further pressure. In addition, an increasing number of officers presenting with more complex psychological issues.
Managing future demand – key activities
The BCH Skills Strategy is currently being updated and refreshed to reflect the work undertaken so far to understand and capture operational and non-operational skills, and to map out work to be done to address current and future skills gaps.
Delivery Management Office collaborated service
Asset shortfall:3. Over the last year demand has increased for strategic and governance related products, such as performance dashboards for collaborated units and delivery of the collaborated business planning process. Regular senior leadership changes, a 45% reduction in resourcing and amalgamation of the digital and change portfolios have all impacted on Team cohesion, direction, and development.
Demand Trend slight increase: Potential changes emerging from the DMO review are likely to generate increased demand without raising resources.
Managing future demand - key activities
A fundamental review of the Delivery Management Office (DMO) started in April 2022, to assess how it can meet the business needs of the collaboration function. Changes resulting from the review will ensure that the DMO is appropriately structured and equipped to deliver effective strategic and transformation services to the three forces and the collaborated units. It is anticipated that the new structure will be being adopted by the middle of 2023
Geographic Policing Investigations
Asset shortfall:3. There is a current shortfall of 42 DCs within local policing investigations teams. It is projected, at the current rate of attrition, that the shortfall in detective numbers will be met by early to mid-2024. We have made considerable strides in addressing this shortfall, having halved the number of vacancies in just over a year. However, we remain vigilant around the challenges here and within Project Sherlock we have a specific plan for the improvement of geographic investigative resilience, enhanced officer welfare provision and greater professional support.
Demand Trend slight increase: The introduction of Volume Crime Team and Serious Crime Team has seen an improvement in investigation standards and the allocation of workloads, albeit still impacted by the number of vacancies across the force CID which comprises three elements, Volume Crime Team, Acquisitive Crime Team, and Volume Crime Teams. Retention and recruitment of detectives remains an issue nationally. Investigative capacity and capability are constantly monitored through workforce planning and the Detective Resiliency Group chaired by the ACC.
Managing future demand – key activities
Detective recruitment retention and development is now incorporated into Project Sherlock with is the Cambs overarching investigative improvement strategy
Victim and Witness Hub
Asset shortfall:3. Recruitment is challenging for the department, with 6 vacancies in March 2023, albeit 3 were recruited in early 2023 and are still in training and 2 further staff will be in place by the start of the financial year. Vacancies persist through 2023. However, while there is inevitable strain on the system, the demand is carefully risk assessed and managed; new recruitment campaigns in 2023 have seen a slow increase in numbers.
Demand Trend slight increase: Demand is predicted to continue to increase, as with the population of the county. The introduction of the Probation Victim Notification Scheme will tight timescales following conclusion of court cases. In addition, the CJS backlogs emanating from Covid-19 are creating bottlenecks, and the force are putting additional resources in place to support victims and witnesses.
Managing future demand – key activities
Formal staff consultation has concluded regarding a change from flex working to fixed shifts. This will be implemented in Summer 2034 and will ensure a more effective spread of resources to meet demand whilst ensuring staff are working to clear policies in relation to working practices.
Protecting Vulnerable People
Asset shortfall: 2.
Child Abuse Investigation and Safeguarding Unit (CAISU): In the last 12 months to end February 2023, there was a 16.5% increase in recorded Child Sexual Abuse with the average length of investigation linked to managing a high number of more complex investigations, such as Child Sexual Exploitation operations.
Domestic Abuse: Numbers of recorded Domestic abuse related crimes average 950 per month, and remain a challenge, albeit features such as strong outcome performance high numbers of perpetrators on the Domestic Abuse Perpetrator Panel being imprisoned and a return to normality following Covid-19 restrictions are likely.
Rape Investigation Team (RIT): Over the last 5 years demand has continued to increase by a mean average of 71%. However, notably crimes over the latter quarter of 2022 and early months of 2023 have stabilised and detections starting to show improvement.
Demand Trend significant increase:
Domestic Abuse: The continued willingness amongst victims to come forward and report domestic abuse will continue to be influential.
CAISU: Proactive work continues to raise the profile of child abuse with partners agencies by working closely with the Local Safeguarding Children Board. The teams also provide support to serious case reviews and share learning with relevant areas within force and relevant partner agencies.
RIT: It is anticipated there will continue to be a high level of retain investigations and a maintenance of longer period of investigation, both of which will continue to place a strain on investigators in the Rape Investigation Team. This is owing in part to the new Attorney Generals guidelines on disclosure which require more detail but crucially the adoption of Project Eleos (a local initiative based on Op Soteria) principles where investigations are pursued more thoroughly with a closer emphasis on pursuing the perpetrator and seeking to submit an increased number of early investigative advice files to CPS. While this may increase investigation length at first, it is assessed that from 2023 onwards we will see further improvements in investigative quality, victim engagement and positive outcomes.
Managing future demand – key activities
The introduction of the Prevention and Vulnerability Hubs go live in June 2023, and will provide support for officers as they are attending calls
BCH Professional Standards Department (Investigations and Anti-corruption unit) collaborated service.
Asset shortfall: 2. The focus on misconduct investigations impacts workloads across all PSD services.
Demand Trend significant increase: Complexity of demand across all PSD services is expected to increase significantly with increased national focus on police misconduct and the resulting investigations.
Managing future demand – key activities
As previous stated above, under BCH Professional Standards Department (Investigations) collaborated service.
Intelligence & Serious Crime Department
Asset shortfall:2. There are currently challenges in the Digital Crime Department areas owing to demand increase and the growing complexity of ICT and resourcing and training those with the expertise to work in this field.
Demand Trend significant increase: The complexity of referrals and investigations continues to increase significantly with more complex cases due to the sophistication of mobile technology, more young people and children using the internet freely for all aspects of their daily interactions, leading to risks of online grooming; provision of intelligence has increased in relation to direct action by national groups e.g., XR, local animal rights. Demand is not expected to stabilise within the foreseeable future.
Managing future demand – key activities
Crucially, as referenced above (re POLIT) there is a specific improvement and response strategy that outlines clearly how we are now ensuring that this demand and related risk is met in this area. We are moving internal resources to support resource gaps, continue recruitment campaigns to build in longer term resilience and are exploring a plethora of other tactical process changes to strengthen our risk management response
Policing Education Qualifications Framework (PEQF)
Asset shortfall:2. The Constabulary has embraced the mix and introduction of all new entry routes including detective, degree, and non-degree, recognising the complexity and demands of modern-day policing and opportunity to attract a more people from a diverse range of backgrounds and life experiences. The force is set to launch its first Detective Degree Holder Entry Programme later this year.
The Constabulary Continual Professional Developments Units (CPDU) includes two additional PEQF Sergeant posts, allocated through the force business planning process (CamSTRA) to support the student journey and gradual increase of PEQF student officers including completion of assessment portfolios, increase in number of tutors and implemented initiatives such as PEQF student/manager handbook. The PEQF Sergeants have developed good working relationships across BCH, Anglian Ruskin University (ARU) and the initial training team to ensure a joined-up approach to the management of student officers.
Demand Trend significant increase: Within 2023/24, PEQF creates challenges for response numbers due to the abstraction of student officers for protected learning time and attachment rotations into neighbourhood policing and crime teams.
Managing future demand – key activities
The Constabulary has developed a PEQF modelling tool to identify pinch points and help manage resources on a short to long term basis to ensure frontline policing is maintained.
Legal Services
Asset shortfall:2. The team has two qualified lawyers and applications for civil orders are kept in-house. An increasing number of complex matters have recently been introduced through the legal functions e.g., instructions for Professional Standards and an increase in inquests. No external solicitor advice has been sought in the last six months.
Demand Trend significant increase: Demand is high and anticipated to increase significantly, with more complex cases and attendances at County and Crown court.
Managing future demand – key activities
A review is underway to include the assessment of role profiles to ensure any future vacancies attract professional candidates.
BCH Information Management Dept collaborated service
Asset shortfall:2. Work on the National Institute of Standards and Technology has increased Home Office submission requirements. BCH migration to M365 has brought added security monitoring, investigation, and administration. Demand has increased for subject access, freedom of information and court order requests. Demand continues to rise for data sharing and data protection impact assessments. Risks of non-compliance with information governance requirements are being mitigated by demand analysis and streamlining processes.
Demand Trend significant increase: The forces’ move towards cloud-based ICT will add demand for cloud-based risk assessments and system accreditation. Levels and complexity are forecast to increase for subject access requests, freedom of information requests, court ordered disclosures, third-party disclosures, and data protection impact assessments.
To manage future demand – key activities
An electronic online payment solution is being implemented. The system is expected to save the forces money in lost revenue.
JPS Dog Unit collaborated service
Asset shortfall:3. The Dog Unit shift pattern is weighted towards nights. There is some evidence of unmet demand, indicating that general purpose (GP) dog teams are less available than operational staff, commanders and managers would prefer. There has been a significant increase in demand for dangerous dog support. Low priority to investigate dangerous dog’s incidents by force-based investigators exposes the forces to risks around unresolved safeguarding issues.
Demand Trend stable: Future demands for GP dogs will reflect underlying trends in demands around missing persons, armed deployments, pursuits, the night-time economy, and public order incidents. Future demand to service dangerous dogs is likely to remain stable.
Managing future demand – key activities
The Unit is training sergeants to handle specialist (search) dogs. The Unit will maintain its trainers as specialist dog handlers.
BCH Cameras: Tickets and Collisions collaborated service.
Asset shortfall: 3 Introduction of ‘Single Online Home’ has added workload within the Collisions team. Court strikes during 2022 have led to backlogs in traffic hearings. Ongoing postal strikes increase demand to process tickets more quickly, to mitigate risks of missing statutory processing deadlines. Multiple new average speed systems installed across Bedford Borough have added demand.
Demand Trend Stable: Future demands are expected to remain stable.
Managing future demand – key activities
Ongoing recruitment to fill vacancies with the BCH Cameras, Tickets and Collisions team. The team is employed by Hertfordshire Constabulary.
Citizens in Policing (Special Constabulary)
Asset shortfall: 3. Special Constabulary numbers have significantly reduced over the last 5 years with the current strength being 95, opposed to the optimum number of between 125 and 150.
Demand Trend stable: The demand being placed on the force is ever increasing. The national Citizens in Policing scheme is currently addressing national recruitment of Special Constables, which will mandate standards and guidelines for all forces.
Managing future demand – key activities
A force wide review of the Special Constabulary has been commissioned by the Head of Local Policing ensuring adherence to the national standards as well as ensuring the needs of our communities are met.