A revised document was published on 20 February 2023. The revision reconfirmed the existing six threats and added a seventh, Violence Against Women and Girls. The expectations on police forces have been set out in greater detail to provide clarity on the requirements the Home Office expects forces to meet.
The below outlines how this requirement is being met locally.
The Force VAWG Action Plan is based on the National Police Chiefs Council VAWG Taskforce Action Plan, centred around the 4P model (Prepare, Prevent, Protect, Pursue). This plan addresses the criteria set out in the Strategic Policing Requirement and provides a framework to focus the diverse internal and external activity required to improve outcomes for the public, victims, and our own people.
VAWG offences are spread across crime types, but focusing on domestic abuse Humberside Police has ensured staff within domestic abuse teams are appropriately trained and with the assistance of the Performance team repeat victims, subjects and locations are identified creating opportunities to create safer spaces.
The use of orders such as Domestic Violence Prevention Notices/Orders (DVPN/O) and the proactive way in which these are monitored is a positive and there has been an increase in sexual harm prevention orders (SHPO) due to increased training and awareness.
The Force is well positioned in its relationships with the Crown Prosecution Service (CPS) and this results in opportunities for no complaint cases being supported through the Criminal Justice system. Intelligence and information is shared within the multi-agency risk assessment conferences (MARAC) to outline risk and identify options to support the development of plans to improve the safety of the victim. This information is available to officers attending calls to those people/locations to ensure they are aware of the increased risk. Independent Domestic Violence Advisors (IDVAs) and Independent Sexual Violence Advisors (ISVAs) are well integrated in the teams to offer support and help assess risk levels and develop safety plans, helping to improve the safeguarding of victims.
Humberside Police continue to enhance the Force’s adherence to the Strategic Policing Requirement in relation to SOC, and continue with the Clear, Hold, Build methodology in areas across the Force.
Operational capability is sufficient to respond and disrupt the SOC demand placed on the Force and has been increased through the Kinetic team and the Kinetic Road Crime Team. The dedicated drug expert witness team prevent the need for costly trials due to their evidence being accepted by the defence resulting in early guilty pleas.
There is strong governance and strategic oversight of SOC, and senior officers are responsible for chairing the Kinetic Silver Group, holding commands to account for the delivery of SOC disruption and OCG management. The criteria set out in the Strategic Policing Requirement are met and can be readily evidenced having been inspected independently through the HMICFRS (His Majesty’s Inspectorate of Constabulary and Fire and Rescue Services) inspection programme.
Although the primary responsibilities in relation to counter terrorism sit nationally and with local authorities, the criteria are met in full and can be readily evidenced. The Prevent duty requires specified authorities such as education, health, local authorities, police, and criminal justice agencies to help prevent the risk of people becoming terrorists or supporting terrorism. It sits alongside long-established safeguarding duties on professionals to protect people from a range of other harms, such as substance abuse, involvement in gangs, and physical and sexual exploitation.
A quarterly Channel Panel owned by the four local authorities is in place to manage referrals, review, and plan in a multi-agency way on how to respond to each case. The Prevent Silver Board is also owned by the local authority and has an action plan focussed on the counter terrorism local profile, Prevent duty guidance, Home Office security threat checks and any other local issues. Prevent referrals are reviewed at a local authority level and also at the Contest Gold Force level board.
Safeguarding individuals and communities vulnerable to radicalisation is a key component of the Neighbourhood team’s work. Officers and staff are trained in recognising vulnerability to radicalisation and the Force has trained key staff in each area to act as a point of contact where there may be concerns raised and to encourage prevent referrals. The Force has invested in Security Co-ordinators (SecCOs) who are trained to provide advice on all aspects of operation security and initiation of counter-measures to deliver safe operations.
Many of the child sexual abuse criteria are met and can be readily evidenced. Child Sexual Abuse and Exploitation (CSAE) is a priority area on the Force Control strategy, and the Force has recently increased the number of officers and supervisors within the Police Online Investigation Team (POLIT) to meet previously projected demand increases.
The locate team, who manage missing person enquiries, have developed partnership working through regular meetings and joint visits to improve safeguarding for young people at risk. Processes are in place through the vulnerability hub to identify those at risk are at an earlier stage giving more opportunity for partners to be involved thereby minimising risk further.
The Force is a statutory partner in four Safeguarding Children Partnerships, supported by a dedicated Partnerships Detective Superintendent. Each partnership has clear governance and accountability along with written objectives and evidence of progress. The Force Vulnerability Hub is the focal point for engagement with statutory and relevant partners for child safeguarding, with sound processes in place for multi-agency safeguarding activity in respect of Child Sexual Abuse and Exploitation matters.
CSAE Teams and POLIT receive training and continuous professional development in line with national standards set by the College of Policing (COP) Authorised Professional Practice (APP) and Operation Hydrant professional practice. CSAE operations are managed by qualified senior Investigating Officers (SIOs) and the more complex enquiries subject to senior officer oversight. The Force has invested in Digital Evidence Dogs (Digi Dogs) which are an enhancement in the Force’s ability to identify concealed devices during searches of suspects’ properties many of whom rely on devices to carry out their offending.
Most criteria within the Strategic Policing Requirement relate to the various elements of specialist training that are required to be delivered to maintain the agreed numbers of skilled officers. This includes specialist tactics, Protestor Removal Teams, Evidence Gatherers, Police Liaison Teams, and Public Order Medics.
There are a locally agreed number of gold, silver, bronze and Public Order Public Safety Commanders, which are reviewed quarterly to ensure the correct numbers are maintained to meet the Strategic Policing Requirement. This has been tested through mutual aid demand increasing every year for the past five years. This was tested further last year with the seats of disorder across the country, including within the Humberside area. While the disorder was distressing it demonstrated Humberside Police’s ability to deal with such situations and how well officers have been trained.
Annual Strategic Threat and Risk Assessment processes and Mobilisation Plans are in place and Humberside can demonstrate the capabilities against those expected with the Public Order and Public Safety Strategic Risk Assessment (POPS SRA) and the National Police Coordination Unit (NPoCC) mutual aid requirements.
In order to meet the requirements of the Strategic Policing Requirement (SPR) and the Civil Contingencies Act, and to support the recommendations from the Manchester Arena Inquiry, a new Emergency Preparedness Team has been created to plan, prepare and exercise, and when required respond to and recover from major incidents. The team have undertaken several significant multi-agency exercises to test plans, including a spontaneous public order mobilisation in West Yorkshire, and a live exercise at The Deep in Hull, testing the Forces response to a marauding terrorist attack, along with other blue light responders. Through the new Emergency Preparedness Team, the Force has delivered a comprehensive JESIP training programme to front line officers and staff, and partner organisations throughout the Humber region alongside the Local Resilience Forum (LRF). Testing and exercising of plans based on forecasting and risk assessment is an ongoing process with partners through the Humber LRF. This increased knowledge and awareness along with improving connectivity between agencies has resulted in increased focus and most criteria relating to civil emergencies are met in full and can be easily evidenced.
This area of the SPR relates to local, regional, and national preparation for a hostile cyber-attack. Cyber now features as a priority area within the new Force Control Strategy and an Intelligence Collection Plan has been developed and publicised internally. The Cybercrime team has a dedicated protect officer who primarily focuses activity on schools and colleges to equip young people with the knowledge to navigate the online world successfully and safely.
To enhance working with local organisations and the public, the Force held a Fraud Conference in April 2024, with cyber offending and representation being a key element. The Control Strategy and Communications Strategy manage public education in relation to cyber threats, with regular campaigns relevant to the current and emerging threats facing our communities.
Along with a trigger fraud alert it was identified that businesses required more support when they became victims of cybercrime, and the Force has recently set up a support referral scheme for businesses to the North East Business Resilience Centre who can provide direct support to those that are targeted. Work with the Local Resilience Forum continues with tabletop exercises and training to upskill and create a safe learning environment.
