Our Delivery Plan - 2024/25

• Further develop and promote victim-focused website to advise members of their public of their new rights under the Victims Law. The site will also be usable by agencies to support the people they work with.
• Revised audit committee scrutiny through updated terms of reference and links to wider assurance.
• Renewed website approach that meets our statutory transparency and other needs, including those of the public.
  Refreshed branding on external facing documentation and products.
  Greater public awareness of the role of our office.
  Force intranet page outlining the work of our office to officers and staff of Humberside Police.
• Calendar of events in place so we can plan activity and social media proactively.
• Develop a deeper, more nuanced understanding of the additional needs and requirements of those living in rural and coastal communities - particularly in relation to DA services in these areas.
• Develop a local toolkit and action plan to improve the multiagency response to Antisocial Behaviour.
• Develop a communications campaign to raise awareness of the support available for male victims of domestic abuse and sexual violence. This is to be completed shortly after year-end.
• Explore commissioning and procurement options for stalking perpetrator service(s), including the delivery of most contemporary, quality and evidence based interventions. Consultation undertaken. Awaiting final report.
• Complete independent external research report, with OPCC analytical support. This is to be completed shortly after year-end.
• Modern Day Slavery (MDS) Campaign will be delivered across the region.
• Develop a mechanism for recruiting Lived Experience Volunteers with diverse backgrounds and experiences, to provide an informed and independent perspective on services and needs.
  Scope and commission additional domestic abuse campaign(s) that are co-produced and sensitive to community needs.

• Review of initial pilot scheme launched in 2023/24 to identify impact and assess value for money and whether this should be further rolled out.
• Improved offer to support men to stop domestic abuse by including the prison population, as both a targeted and universal offer. Due for completion during 2025-26.
• Through the Local Criminal Justice Board, establish a Whole System Approach to Women in or At Risk of Contact with the Criminal Justice System to support them to reduce reoffending.
• Commissioned crime education service that can provide interactive sessions and lesson plans on key areas of concern.
• Commissioned pathway with partners for immediate testing and a route for disseminating results to reduce harm through a communications and engagement campaign.
• Commissioned approach to youth diversionary activities that enable engagement over the longer-term.
• Greater public awareness that the outcomes of violent acts are unpredictable and can be severe.
• Increase school awareness and usage of resources through a targeted and responsive crime prevention and safety education offer for all children and young people across the Humber, including resources for teachers, parents, professionals and young people themselves.
• Drive increased use of new and different approaches to tackle road safety, enabling communities to work together to create solutions.
• Humberside approach to Immediate Justice developed and commissioned, informed by community and partner engagement. Incorporating key elements into community justice tender in 2025-26, as national funding removed.

Longitudinal evaluation of trauma-informed approaches in education, alongside smaller scale model of trauma-informed practice in Family Hubs. Increased adoption of trauma-informed approaches through continued engagement with schools and other education partners, encourage take-up of the approach within schools across the Humber area. This is due for completion during 2025-26.

Updated approach to assurance around complaints which meets the requirements of new legislation and guidance.

Work with our regional local policing bodies to enhance the level of scrutiny placed on regional collaborations resulting in greater understanding of the role of PCC’s with delivery partners. A new governance approach will be completed shortly after year-end.

Fully transparent and understood approach to volunteer expenses and monitoring.

Developed sustainability plan with partners for the Humber VPP beyond current Home Office funding, whilst continuing to make the case for funding to be renewed through the Home Office.

Full team trained and confident in using key software capabilities leading to streamlined business processes and use of automation where appropriate including decision making protocols to be improved via automation. This is due for completion in 2025-26.

Reduced carbon emissions through the force estate promoting a shift to net zero carbon emissions by maximising grant opportunities. This is due for completion in 2025-26.

All staff aware of how to find, use and review office policies, practices and approaches with clear ownership and tracking.

We will achieve Disability Confident status by ensuring our policies are reviewed to make sure we are as inclusive as possible.