A plan for our safer futures 2020 - 2022

A PLAN FOR OUR SAFER FUTURES 2020-2022

• Building a bridge to a SAFER Future • Protecting all our communities during COVID-19 and beyond • Serving Hampshire, IoW, Portsmouth & Southampton

Part 1

Part 1 Summary of my plan for these exceptional times pages 1 - 8

Contents and Forward Introduction Plan on a page Preparedness and Resilience Building a bridge to our SAFER futures Part 2 In my listening what you have told me pages 9 - 20

Consultation Young people Older people Rural communities Community Safety Partners Commissioned Partners Focus Group Insights Criminal Justice Services Part 3 My interim Plan and case studies pages 21 - 46

Plan updated and Four Pillars reviewed Championing Community need supporting Victims Partnerships Responding and Supporting Policing During Covid19 and into the future Criminal Justice Part 4 Plan delivery and into the future pages 47 - 49

Our SAFER futures Setting a budget In Conclusion Contacts to keep you, your family, our communities SAFER page 50

In times of stress and danger, there are stark reminders all around of what really matters for sustaining opportunity, realising potential and creating inclusive, vibrant communities. Heroes appear, priorities change and victories of the moment come with poignant and moving costs that should be remembered and inform better, safer futures.

This is a call to arms for 'A Better, Safer Future.'

Michael Lane Police & Crime Commissioner Page 1

I write this plan when a battle against the COVID-19 pandemic virus is in full flow. It has rightly, necessarily, had unprecedented priority focus for its defeat. It continues to require attention at the operational, tactical level hour by hour and every day until it is contained and then defeated.

Introduction

No less important to our longer term, restored future, is planning for the journey to that future. Timely preparation and commitment to setting a course for recovery must have the necessary priority for resources alongside the battle against the virus. We must begin now, even with so much uncertainty, so we are prepared to take opportunities as they present.

The Police & Crime Plan written in 2016 for a term expected to end in May 2020 remains a valid context for the key intentions I set for the communities I serve.

However this is the time to set a strategic intention for that effort to deliver a better, sustainable and safer future, realising our individual and collective potential and the central outcome I seek for all, that each of us; You, your family and our communities will be SAFER. Page 2

"the central outcome I seek for all, that each of us, you, your family and our communities will be SAFER"

With an extension to my term of office, out to May 2021, approved solely because of the exceptional circumstances of the pandemic Coronavirus threat, the baseline of SAFER remains valid, but nearly everything of the context for delivery is altered and will be different to any previously expected scenario.

This is true across the globe, with our allies, trading partners, competitors and even adversaries. Whether in raw materials, goods or skills, there will be competition for scarce resources and capacity needed both for recovery and our futures.

We cannot expect easy access and must seek, for critical resources and skills, to create a sustainable national capability. And we must expect to be able to prove ourselves, as being of added value for others, if we seek to be welcome partners in the trade and collaboration necessary to our economic future.

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"doing what we can together, to progress and improve positive outcomes!"

Truly global as winning the battle against COVID-19 is, progress will be built upon local actions that resonate with the necessary regional and national efforts. We will win by doing what we can together and by aligning our entire enterprise to the task of recovery and progress to a brighter, hopeful and SAFER future.

For policing, we already demonstrate that an operationally effective emergency service is delivered through effective recruiting, training, & continuous learning, supported by right equipping and resourcing. To motivate our workforce we must provide the right support to them and in return reward and promote in recognition of successful delivery for our communities.

Beyond policing, no less and as important to our communities, will be the same active approach to realising personal, community and business potential and ambition. This is essential to reducing demand on stretched services, alongside support for victims and protection of the vulnerable. It is why partnership remains at the heart of my planning.

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"to create progress to a society that at its heart is inclusive, caring respectful and tolerant of differences"

Such approaches will win against the impact of the virus, restore service and hope, and create progress towards a society that, at its heart, is inclusive, caring, respectful and tolerant of differences.

Such a national culture, reflected in all our local communities will realise the greatest potential for recovery, recreating vibrant communities and economic sustainability. It will also remove some of the worst blights we suffer of exclusion, hate, division and racism.

To that end, I trust, as you go on to read the plan I have developed to respond to the current challenges, you will support me over the coming days in working together to keep you, your family and our communities SAFER. SHARED EFFORT & ACTION TO BUILD OUR PLACE IN A SAFER GLOBAL, NATIONAL , REGIONAL & LOCAL CONTEXT

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2020

DEVELOPING PRIORITIES ACROSS HAMPSHIRE, the ISLE OF WIGHT PORTSMOUTH AND SOUTHAMPTON • •

Communities

• • • •

• • • •

Partnerships

•

• •

Policing

• • • •

•

Justice

• • • • •

Provide funding through COVID-19 Response Fund to ensure projects can continue to support victims and vulnerable people Extend use of volunteers in rural areas to create 'eyes and ears' presence Support Local Community Initiatives Ensure service delivery is maintained in the current context Grow our online channels and reach further into communities Supporting and enabling innovation to keep the vulnerable and victims of crime safe

Build new partnerships Extend Cyber Ambassadors and Youth Commission reach to respond to increasing public demand Prioritise Community Cohesion Continue to bring together communities, young people, businesses, policing, social care, education, health and others through the Violence Reduction Unit Develop a Domestic Abuse Strategic Partnership for Hampshire to address domestic abuse wherever it occurs

Enable more effective policing through new technology, training and equipment Continue to fund new equipment, skills and capabilities for policing, fit for the future Sustain officer wellbeing programmes Enable agile policing in response to community priorities Prioritise reduction in crime Value the Special Constabulary for their public service

Increase public confidence in the local criminal justice system, with a particular focus on the prosecution of Rape and Serious Sexual Offences.

Develop Out of Court Disposals to give added value Sustained focus on Offending and re-offending Retain capacity for Crime Prevention Support effective collaboration and SAFER outcomes across the Local Criminal Justice Partners Influencing change in the Criminal Justice Sector

COMMUNITY PRIORITIES

ANTI-SOCIAL BEHAVIOUR

CSP PRIORITIES

CONSTABULARY PRIORITIES VULNERABLE AT RISK

JUSTICE PRIORITIES

DRUG AND ALCOHOL ABUSE

VIOLENT CRIMES

FRAUD

CHILD EXPLOITATION

ANTI-SOCIAL BEHAVIOUR

THEFT

DRUG-RELATED HARM

DOMESTIC ABUSE

PROTECTING THE VULNERABLE INCLUDING CHILDREN AT RISK

ANTIABUSE IN THE SOCIAL HOME BEHAVIOUR DRUGENFORCEMENT RELATED DURING HARM COVID19 DOMESTIC ABUSE AND VIOLENCE

AQUISITIVE CRIME FRAUD

ONLINE EXPLOITATION PUBLIC ORDER PUBLIC SENTIMENT

DIVERTING YOUNG PEOPLE

INCREASED CONVICTIONS

SUPPORTING VICTIMS

A PLAN TO KEEP US SAFER 2016 – 2021 A PLAN FOR OUR SAFER FUTURES 2020 - 2021

Homelessness

A PLAN TO KEEP US SAFER UPDATED 2016 – 2022 COVID-19

300 DAY PLAN START

300 DAY PLAN REVIEW

GRANT ROUND

MTFS REVIEW

BUDGET SET

UPLIFT COMPLETE

ELECTIONS

FUTURE PRIORITIES

COVID-19 has taught us that preparedness and resilience are essential to our ability and flexibility to respond to unexpected crises. Delivery of this plan will be underpinned by approaches that deliver resilience, preparedness and build strongly on the key areas of: • • • •

Preparedness and Resilience

Partnerships - being more able together Planning - be effective in our preparation for the future Procurement - stewarding our resources well Practice (training and development) - being the best we can be

These will continue to need me to place an emphasis on the effective, efficient and appropriate governance, oversight and delivery of: • • • •

Resources - delivering the right outcomes in a timely way and well Recruitment, retention and recall - with those who are most able Reserves - through both people and finance "ready to go" Re-supply and reprovision - to ensure we can sustain our effort and all the good work we are doing into the future

The challenges we face together require us to learn the lessons and apply them in an integrated way to all we plan and do. To use them to build a bridge to our SAFER futures so we can be better able to ; Keep You, Your Families, Our Communities SAFER

Page 7

Building a bridge to our SAFER futures

Page 8

Consultation Listening to You

Consultation Young people Older people Rural communities Community Safety Partners Commissioned partners Focus Group Insights

To enable me to write this plan I have been listening to your voices. I have had to be fast acting and my thanks to all of you who have contributed to my thinking and the creation of this plan, which draws upon: • Focus group consultations • YouGov Survey 500 responses • Consultation cards completed at public events • Confidence in Policing Surveys • Youth Commission insights • Commissioned Partners Questionnaire • Community Safety Partners Questionnaire Whether members of the public across our communities who have contributed their views through our surveys, service delivery partners responding to the very real challenges and keeping their services running, or Community Safety Partners, who through their local knowledge continue to provide clear analysis of local need, your feedback and expertise enables me to coordinate across all of the districts and the four top tier authorities to deliver consistency, whilst also recognising specific local needs and priorities.

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Part 2

"Having a wide insight across the area and from partners is important in shaping our priorities and direction"

My office has run a YouGov survey with 500 Hampshire residents every six months since May 2017. The Survey runs across the 14 districts in Hampshire and the Isle of Wight to build a picture of community views and inform the action that I need to take with partners to reassure our residents.

Residents taking part in the survey are demographically weighted across the districts to continually build an evidence-based approach to keeping residents safer. To date 3000 residents have given their view through the survey.

Consistently throughout the survey the following have been identified: • theft • anti-social behaviour • violent crime • drug and alcohol problems These are issues that continue to concern us all as they are what make residents feel unsafe and therefore will continue to need our focus as we work together needing a whole system approach to make further inroads.

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Communities I represent have told me

Throughout my term of office, I have engaged with residents and members of our local communities at events and meetings during the year. This provided a valuable opportunity to see and hear about local needs and about their policing priorities, including where they would like to see the policing budget invested. It also gives me an invaluable insight into what concerns the public, helping me to represent their views when reviewing the performance of the Constabulary with the Chief Constable. Through this engagement and consultation, the public told me that their priority areas included: • anti-social behaviour • violent crime • child exploitation • fraud • drug and alcohol abuse • theft It is important Hampshire Constabulary address the crimes of concern to the public during the pandemic and in recovery, and the community voices I have heard inform the priorities in this plan.

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A Youth Commission Member said:

"I joined the Youth Commission to help my community.

I chose the serious violence group due to knife crime being at its highest for a decade.”

Members of my Youth Commission are from Hampshire, Isle of Wight, Portsmouth and Southampton and I actively encourage applications from young people with diverse backgrounds, including some who may have direct experience of the police and justice systems.

The Youth Commission's priorities reflect those of the young people they represent. These are currently: • exploitation • hate crime • serious violence Views gathered by members of the Youth Commission from their peers is directly fed back to boards managing that arena of work. For example, two members sit on the pan-Hampshire Child Exploitation board and act as the voice of young people. Their voice has become a valuable part of the meeting.

Young people’s voice is also at the heart of my Violence Reduction Unit, with members of the Youth Commission’s serious violence team feeding back the views they gather from children at Pupil Referral Units and those working with Youth Offending Teams to ensure their views inform the work that is undertaken.

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I recognise the importance of engagement with older residents.

Their needs and continuing contribution to our society must inform and influence decision making. Combating loneliness, promoting active ageing, improving wellbeing and giving our older generations the dignity from feeling empowered to influence issues important to them – these all matter and are important to me.

Older people have told me

In order to understand the current engagement with older residents, my office mapped existing provision of forums for this age group across Hampshire and the Isle of Wight between December 2019 and March 2020.

The forums contacted and visited varied significantly with the number of participants attending open meetings ranging from 10 to 200 participants.

Most forums were run independently, exclusively by volunteer appointed members. Individuals creating forums and committees were often leaders of the local Neighbourhood Watch and other voluntary organisations.

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"We can be more vulnerable to crime so it is important to remain connected and guided on crime prevention"

During each visit the idea of setting up an Older Person’s Reference Panel was introduced to members of the committee. Feedback was supportive and included expressions of interest to be involved and to stay updated from all forums, with the Isle of Wight’s forums voicing a particular need of improved communication with the PCC and Hampshire .

There are, for this potentially vulnerable group, a number of key priorities: • crime prevention advice • scam awareness and information • keeping older people connected There is greater opportunity to engage with older people in partnership with other organisations that are already active and support this section of our communities and this will feature in the work of office in 2020/21 as they seek to reinforce engagement.

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Rural

communities have told me

Some 85% of the area I serve is rural and it is therefore vital that our rural communities feel that their concerns are taken as seriously as those of urban areas. Hampshire Constabulary's local rural and dedicated Country Watch team are out in our rural areas every day building relationships and engaging with the public to understand the extent and impact of rural crime. Through this, and my own engagement with Community Safety Partnerships in rural areas, they have told me: • theft of farm machinery, plant, vehicles and tools is a major concern • fly-tipping continues to blight rural communities, with organised crime operating in this space, in addition to household and commercial waste.

• speeding in rural communities and scenic routes continues to blight residents' lives • greater visibility of policing in rural areas is key to people's feelings of safety In addition, issues related to drugs and alcohol-related harm, county lines, domestic abuse and vulnerable children continue to affect rural and urban communities alike.

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"An 'eyes and ears' presence in rural communities is vital to preventing crime"

To help tackle these issues, over the coming year I will focus on building partnerships and supporting initiatives that improve the sharing of local intelligence and provide the 'eyes and ears' presence in our rural communities that will help to prevent crime.

This includes: • Supporting Country Watch to expand its Rural Volunteers programme – building on the success of Hampshire Constabulary's Dog Watch scheme I will look for other opportunities to involve local people in keeping alert to suspicious activity and sharing intelligence with the police. las • Securing equipment – Funded through my office last year, Country Watch's Property Marking Machine has contributed to deterring theft. 153 vehicles, tools and other pieces of equipment in rural communities have been marked, allowing them to be traced. This year I will expand funding for this initiative.

• Working with local communities - to add value to the enforcement and other operations regularly conducted by police in rural areas, I will work with partners to enhance community initiatives to provide additional vital local support.

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Community Safety Partners have told me

Top issues for CSPs remain largely unchanged but with increased risk in the context of Covid-19 • Domestic abuse – rise in domestic abuse putting pressure on services, and concerns about what the early release of prisoners could mean for victims • Vulnerable young people – ensuring youth provision continues so that vulnerable young people continue to be seen by services is key • Drug-related harm – county lines, child criminal exploitation and serious violence remain central concerns • Homelessness – housing provision and ensuring continued access to drug and alcohol services during the pandemic • ASB – gatherings during the lockdown and an increase in neighbourhood disputes Partners have asked for the Police and Crime Commissioner’s support in: • Sustaining funding to ensure locally commissioned services can support new demands and continue delivery • Engaging and involving key partners in decision-making for future priorities and funding • Addressing the potential increase of victimisation or re-offending due to emerging vulnerabilities, changes in police practices and delays in the criminal justice system • Continued sharing of information, research and resources Page 17

I have been and continue to be determined to sustain delivery to service users through funding and support to providers as they adapt to meet challenges from COVID-19.

Commissioned partners have told me

At the start of the COVID-19 pandemic, I asked commissioned and contract service providers if they could continue delivering during the pandemic and what modifications they needed to make now and for the future. I have seen real innovation from providers in how they engage with people, including via online chat facilities, purchasing of licenses to enable meetings to take place via video conferencing, developing online packages of support, extended helpline hours and more frequent telephone contact.

For those funded from April 20 to Mar 21: 80% of the projects can continue with modifications to service delivery – 80% of those modifications have been funded. The remaining 12 will receive deferred funding until a time that they are able to start in the future.

For those funded Oct 19 – Sept 20: 76% projects can continue with modifications to service delivery. Funding will be deferred for those that cannot deliver their service at this time.

Through consultation and work with partners, a number of emerging issues and concerns directly linked to COVID-19 were highlighted, including domestic abuse, missing children, hate crime, cyber-crime and vulnerable older people and children.

Page 18

Focus groups conducted by my team over the last four years have brought a range of in-depth personal accounts on matters that affect residents, an understanding of the types of crime that impact individuals depending on their age or where they live, and have raised specific concerns that we can address.

• Street homeless - reviewing the pilot Stop, Search, Refer and the impact of this upon crimes affecting them and their feelings of safety.

Focus Group Insights What I learned from you

• Older People (55+ and over) - understanding the crimes and concerns around crime impacting this age group and what contributes to them being SAFER. • Fraud and Safer Packs usefulness - Neighbourhood Watch have gave views on scams and identified a need to raise awareness of the changing nature of crimes through more face-to-face contact with residents.

• The LGBT+ community - exploring confidence in policing and feelings of safety in their community, whilst recognising the issue of intolerance and lack of acceptance towards them. Consideration in police recruitment and when dealing with LGBT+ reporting crimes.

• IOW residents - identifying concerns about crime impacting these communities and the effect it has had on their perception of safety.

• Greater confidence in policing among young females - monitoring public confidence in policing and I am concerned that young females across our area, have indicated a distinct lack of confidence in local police and their perception of safety impacts daily decision making.

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There is a greater need to ensure that my support is given to those initiatives that free up resources across the whole Criminal Justice System so victims of crime can see effective outcomes and justice is seen to be done.

• Domestic Abuse Perpetrator Scheme - Project Cara has been operational since it was piloted in 2013.

Greater need for support to reduce the burden on the

Criminal Justice

system with more effective services

• Non- Intimate Domestic Abuse Perpetrator - This has been aligned with Cara, with funding available until March 2021.

• Out Of Court Restorative Justice - Restorative Solutions provide this OoCD through their contract with the OPCC. • Substance Misuse - The substance misuse arrangement covers alcohol and drugs in Hampshire, Portsmouth and Southampton.

• Hate Crime - Hampshire, West Midlands and Avon and Somerset are working in partnership to set this up.

• Victim Awareness Course - This is currently provided by the Victim Support Service.

• WaDE - Trauma informed course for female offenders.

• Emotional Coaching - Emotional coaching is a new pilot .

• Gateway - The Gateway project provides additional support to young people to help them move away from involvement in the criminal justice system.

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My overarching plan developed in 2016 remains fit for purpose and will now extend until 2022 with one key exception. As outlined in this interim plan, my view that the fourth pillar of my plan needs to be further extended across the whole Criminal Justice System is now essential to support the effective and efficient delivery of policing.

Part 3

Police and Crime Plan updated to 2022

Whilst its first priority will continue to focus on reducing offending and re-offending as set out in my original plan, the savings and efficiencies delivered through my plan in policing can only continue now to be effective if the criminal justice system follows creating a whole system response. This will continue to need the leadership and challenge I bring as the Police and Crime Commissioner.

As I set out in my original plan My Vision is that Hampshire, the Isle of Wight, Portsmouth and Southampton are amongst the safest places to live, work and visit, and that people are empowered to realise their life opportunities.

My Priorities are to Stand up for every resident: being visible, accessible and accountable to the people I represent, ensuring their concerns are heard and addressed.

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The Four Pillars I have four clear priorities.

• To champion community needs and support victims and the most vulnerable. This responds to the duty that election as PCC gives me.

• Strengthening partnerships. We are better together and must strive to deliver effectively alongside professional partners to better serve our communities.

• As your Police and Crime Commissioner the best known of my tasks is my responsibility to enable effective and efficient operational policing fit for now and into the future. My oversight of the work of the Chief Constable is of greater importance with introduction of emergency policing powers.

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• A just society enables so much and is underpinned by the Criminal Justice System. My original focus on offending and reoffending needs to expand to encompass the whole of the criminal justice system so that I am able to see this priority is delivered at a time of significant stretch.

Championing community needs and supporting victims of crime is key to my motivation and why I became your Police and Crime Commissioner. They remain central to this plan. Each day I am in this role my work seeks to deliver my promise to keep you, your family and our communities safer. I remain committed to supporting victims and their journey to becoming survivors, with opportunity and future potential restored, and continue to fund each of the key services and contracts that enable this.

Victims

I will work in this extraordinary time of challenge to ensure as many services as possible can continue to deliver the care and support victims need and will strive to create a flexible and innovative approach to allow effective service delivery as well as look for new opportunities.

As our communities move, through necessity, to a more online style of communication I will endeavour to provide services that match this.

I will ensure that there continues to be a focus on the following: • Maintaining service delivery in challenging times • New opportunities to reach wider communities • Growing our online channels and support

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I recognise the significant impact COVID-19 is having on relationships and families, and that the emergency response to the COVID-19 pandemic may exacerbate and escalate domestic abuse.

"Working together in partnership is vital to tackle the rising tide of domestic abuse"

The stay-at home measures are having a serious effect on domestic abuse victims with perpetrators more likely to be at home with the victim, while the traditional routes to help and support such as schools, GPs and workplaces may be closed. There is a risk of new domestic abuse cases, during this period, triggered by isolation. And there may be fewer opportunities to identify and mitigate the early warning signs of abuse.

Working with partners, I am developing the COVID-19 Domestic Abuse Strategic Partnership Plan to address this increased risk and need. This Plan will outline the recommendations in the short, medium and long term to support recovery for individuals, families and communities. It will be embedded into the priorities of the Office of the Police and Crime Commissioner in identifying and monitoring the risk and demand, shaping and providing adapted and longer-term services to support victims, and raising awareness to support and signpost victims to the services.

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Aurora New Dawn provides direct support to victims and survivors providing emotional support, safety planning and advice and guidance to those who have made direct contact through their helpline or are referred by Hampshire Constabulary. Aurora New Dawn also provides support to victims of stalking.

With the increase in domestic abuse during the COVID-19 pandemic, Aurora New Dawn extended its provision to 24 hours support and required funding of over ÂŁ54,000 to provide this additional and essential service through trained staff for the next nine months.

This funding will provide an extra line to their stalking and armed forces teams as this provision, to be effective, needs to be bespoke and specialist, supported by specialist, expert advice and guidance. This then allows the main number to be utilised by Hampshire constabulary and victims of domestic abuse more widely – this provision will remain the 24hour helpline.

CASE STUDY Page 25

Stop Domestic Abuse national helplines are reporting a 25% increase in calls and there is evidence from victims that for those living with the perpetrator they are finding it increasingly difficult to access support.

When the Government reduces or ends the measures introduced on Monday 23 March 2020 it is anticipated that there will be an increase in victims seeking support. This is expected to be via a combination of police referrals triggered by an increase in the reporting of incidents, self-referrals and other agency referrals. Funding is required for an additional advice line worker, community based workers and domestic abuse worker for 12 months.

Funding for additional posts for the anticipated spike in demand once restrictions are lifted will enable the charity to offer a service to everyone that needs it, reducing the amount of time a victim may have to wait to receive support.

Being able to offer timely support to victims of domestic abuse is crucial as on average our clients have been in their relationship for 6 years so asking for help is a huge step they have taken and having to wait for support, or being told support is not available may mean they remain in their abusive relationship for longer.

CASE STUDY Page 26

DOMESTIC ABUSE

Partnerships are key and a fundamental pillar in the delivery of my plan. Being a partner and having partners make the added difference: • Whether with the public, private, or third sectors.

• Whether with specialist organisations or volunteers • With a top tier authority, a District, Borough, Town or Parish Council • Via the work we do as partners through the services I commission as PCC, that focus on victims and those most vulnerable in our communities

Partnerships

the work we do together multiplies the impact of the services we provide. We achieve more and protect more people as we partner, cofund and deliver together.

This continues to be the case and I will invest in the following: • Building new partnerships • Widening our reach • Adapting our services • Cyber ambassadors • Online engagement • Building new communication channels • Community Cohesion Page 27

"I am delighted to receive this funding which is a result of productive partnership working between those integral to tackling violence in our communities."

My role encompasses policing but goes beyond it with responsibilities in the Emergency Services sector, Fire Governance and to support Government in ensuring funds allocated for things such as improving mental health outcomes are effective in reducing demand on policing. More widely it reaches into the Criminal Justice Sector, across the partners in the Crown Prosecution Service, Courts, Prisons, Probation and Youth Offending. All of which are key and a fundamental pillar in the delivery of my plan and I will continue to invest in the following: • To broaden my strategic role to work more effectively with the Local Resilience Forum who look after us in time of crisis and encompass a huge range of public sector partners working together to keep us safer • To continue to support the Hampshire Fire and Rescue Authority, as my governance and oversight of the Fire Service continues to develop • Improving service and outcomes whilst reducing demand on policing through the Local Criminal Justice Board, enabling me to deliver the fourth pillar of my plan to respond to and see a real reduction in offending and reoffending • Business crime reduction partnership this is a key area that needs further investment and development • Ongoing delivery and support to my new Violence Reduction Unit that has already seen significant impact since its inception Page 28

Motiv8 provide targeted 1:1 support/mentoring to reduce Crime/ASB and all forms of Exploitation. The additional funding will create capacity to enable the charity to continue to provide support for vulnerable young people and families. This would allow core staff to be retained who have existing relationships with the wider support partnerships in Portsmouth e.g. Police, Children’s Services, Schools etc.

They will receive referrals via Portsmouth City Council who are coordinating support and would be asked to triage and undertake welfare calls to families who have been identified by schools as emerging as vulnerable. The possible outcome of this would be ongoing remote 1:1 support for YP, resource/food drop offs, support for parents/carers and coordinating provision e.g. we will work closely with the HIVE who are supporting the hub, shielded individuals etc.

Motiv8 has seen an emerging issue with vulnerable young people who are not known to services and do not have the support network around them but are being impacted by COVID-19. Experienced staff will provide support and coordinate services to avoid situations escalating which creates further pressures on Children’s Services and Youth Offending Teams.

CASE STUDY Page 29

Last year I was given an £880,000 grant by the government to establish a Violence Reduction Unit (VRU) following increases in knife crime across the country. Today, the VRU is recognised as nationally-leading, in part because of its unique structure comprising four local VRUs based in Hampshire, Isle of Wight, Portsmouth and Southampton, allowing it to be rooted in, and responsive to, local communities.

The VRU connects communities, young people, businesses, policing, adult and children's social care, education, health and other partners to work together to identify the drivers of serious violence and intervene early with young people and families to prevent them from taking hold.

Interventions in 2020/2021 include: • Trusted Adult Workers to support those affected by Adverse Childhood Experiences (ACEs) • Research to track offending history and identify the drivers of serious violence • Training in taking an ACE aware and trauma informed approach • Development of an outreach youth work programme • Support for young people affected by domestic abuse

CASE STUDY Page 30

"There is, more than ever before, a need to work together to make us all safer."

During a time of challenge I am also working to support my local communities. There is, more than ever before, a need to work together to make us all safer. I have opened a fund to pilot very local opportunities supporting crime prevention and protecting the most vulnerable across the Hampshire policing area. I have already seen real creativity and a desire for me to do more in this area. To the best of my ability I will seek to ensure this fits as part of the delivery of my interim plan and I will continue to invest in the following: • Protecting those who are more vulnerable in our communities • Preventing crime reducing the burden on local policing teams • Continuing to raise wariness about online safety as people's lives are conducted online to an even greater degree • Signposting people to the services provided through my office: • Cyber ambassadors • Domestic abuse help • Support for victims of crime • Signposting people to where they can more effectively find support from other public services Page 31

COVID-19 Keeping Communities Safer Fund – 'A Stitch in Time' As Police and Crime Commissioner I heard many requests for help from the communities of Hampshire, the Isle of Wight, Portsmouth and Southampton to enable specific responses to local protection and crime prevention during the COVID-19 pandemic.

Responding to and supporting

communities

To assist with these requests in April 2020 I set up an emergency fund to provide up to £25,000 to support local initiatives working in the heart of our communities, including voluntary groups, informal community groups established in direct response to COVID-19, Parish and Town councils and schools grants of up to £500 to help people stay safe. The fund met an immediate need and supported over 40 local projects ranging from tech and subscriptions to enable online counselling and support to the vulnerable, to security systems for buildings currently standing empty, to materials for a social distancing poster project with young people.

Having the right resources at the right time to enable those people making a significant contribution in supporting our communities is essential and the COVID-19 Keeping Communities Safer Fund targeted help to do that – providing funding quickly to help to support communities as they work together to be safer during this time. The fund is part of a wider package of support for communities and service providers to help protect the vulnerable, support victims and reduce offending during the pandemic and beyond.

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PARCS required funding to purchase mobile phones for their volunteer team so that they are able to offer telephone support and counselling from their homes. It would also enable the charity to extend the opening hours of our helpline.

Whilst many survivors are happy to use national numbers others have told the charity that they prefer to use a local service that they know. They also need to purchase webcams to provide counselling sessions using Zoom.

A number of callers to the PARCS line have expressed suicidal thoughts connected to the lockdown and feelings of isolation and entrapment. The majority have complex mental health needs associated with the abuse they were subjected to as adults and as children.

CASE STUDY Page 33

Chrysalis supports trans, questioning and non-binary people, their families and friends through the provision of support groups and one-to-one counselling. Breaking down the barriers of isolation and discrimination and enabling people to live authentically.

For many of Chrysalis’ volunteers and group members the social distancing and self-isolation measures increase their experience of gender dysphoria as well as putting many in a position where they have to remain closeted to protect self or family; or because the people they live with do not accept their authentic self.

The £500 Keeping Communities Safer grant has helped Chrysalis move all their services online and through the purchase of a small number of webcams, headsets and networking equipment meaning those who need support can still access it.

“When the COVID-19 lockdown began those feelings of isolation resurfaced in a startling fashion. Chrysalis have managed to continue providing one-onone and group support, while respecting social distancing, by taking their sessions online. Undoubtedly, my mental health would have suffered if not for their continued efforts and I am thus extremely grateful.” Natalie, Southampton groups.

CASE STUDY Page 34

COVID-19 Response Fund – Creating Agile Responses to Urgent Need

"I am committed to doing all I can to support those delivering vital services to protect people from harm, support victims and reduce offending."

Through consultation and work with partners, a number of emerging issues and areas of concern directly linked to the pandemic have been highlighted, including domestic abuse, missing children, hate crime, cyber-crime and the vulnerability of older people and exploitation of young people.

In May 2020 I set up a ÂŁ500,000 COVID-19 Response Fund to provide urgent investment to help those organisations that have the relevant expertise to tackle these issues and provide critical support and protection for the most vulnerable in our communities.

We are living in a challenging and dynamically changing time and I am committed to doing all I can to support those delivering vital services to protect people from harm, support victims and reduce offending.

The innovation, creativity, determination and compassion of the local organisations working to keep our communities safer is inspiring. It is important that we harness and benefit from the knowledge and intelligence of those people with direct experience of what works and seek to support them to deliver what is needed.

The new fund complements ongoing work with existing providers to understand how the pandemic has affected them, what elements of their service they are still able to deliver, what additional resources are required to respond to the needs of service users at this challenging time.

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Safer Communities Fund –Targeted Local Prevention, Diversion, Protection and Support Initiatives

"These community-based projects are focused on removing risks and creating opportunities"

In addition to the specific funds set up to support communities and partners during the pandemic, I continue to support communitybased projects that work locally to protect vulnerable people, support victims of crime, and prevent offending through my Safer Communities Fund.

I have supported over 60 projects to the value of ÂŁ1,308,033 to continue delivering their services into the future. These awards seek to maximise benefits to our communities, and they are focused on removing key risks and creating opportunities.

Keeping people safer is not just a matter for policing but one that must be shared. It is just as much about tackling the root causes of crime as tackling the crime itself and its consequences.

Targeted support for community projects not only helps improve the lives of individuals, it also helps to reduce demand and pressure on policing; enabling officers to focus on their core role of investigating and detecting crime, pursuing offenders and bringing them to justice.�

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Policing

More than ever before the role of the Police and Crime Commissioner has proved to be essential in being the voice and even the conscience of policing. I am committed to listening to the voice of the communities across Hampshire, the Isle of Wight, Portsmouth and Southampton as well as the voice of the Police Family from the Federation, Unison and the Superintendents Association. All of these voices help me and have asked me to: • Scrutinise the use of Policing and Emergency powers • Ensure officer wellbeing • Work to maintain their confidence in Policing • Engage with them across more media streams • Continue to fight for a better and fairer Funding formula as our Constabulary remains underfunded Together, the Chief Constable and I will also be informed by performance in the following areas: • Crime commission rates, focused on high harm • Public confidence and satisfaction • High Harm crime outcomes • Wider crime Outcomes • Wellbeing of Officers and Staff Page 37

As PCC, I will continue to work alongside Government, the Policing Minister and the new National Policing Board to influence and be part of setting the national agenda and fighting for the resources needed locally.

"I will be working with the Chief Constable to identify new ways to reduce crime"

I will be working with the Chief Constable to identify new ways to deliver reductions in crime in the following areas, wherever they are initiated from their local impact makes them a priority for the protection of our communities: • Homicide - linking to prevention in domestic violence and county lines, and probation and offender management • Serious Violence - driven largely by the drugs trade • County Lines - working to deliver a total disruption model with the interception of money and drugs • Alcohol-related crime - focused on drink driving and alcoholrelated violence.

• Acquisitive crime – theft from motor vehicles and burglary

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And further to this to ensure that there are also new and effective ways to deliver:

"delivering effective local policing supported by new technology"

• More effective policing through new technology • Building on the success of our new Contact Management Platform • Digital Public Contact and triaging of 101 and 999 calls • Mobile Applications for front line officers • Improved video conferencing • Local Policing • More effective engagement of local policing teams • Continued use of Special Constabulary to deliver local services During COVID19 and the time following, Policing will maintain a focus on our communities, who will continue to have changing needs and concerns. As you would expect of me, I will continue to monitor their activity and delivery of service.

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The Chief Constable and her team have outlined the following and will continue to develop their responses in these areas: Abuse in the Home We have already seen partnerships and voluntary sectors adapting services ensuring the scope is suitable for the change to operating parameters.

Risks to the Vulnerable

Policing continues to develop responses during COVID-19 and into the future

Predicted increase in risk to those who are vulnerable from multiple elements e.g. fraud, online exploitation, mental health due to increase stress and isolation.

Missing/Mental Health/Suicide We have engaged with partners to identify and agree those highest risk individuals for local ownership and management by District Commanders. Making best use of volunteers and allocating to patrol/support food hubs.

Fraud and Online Exploitation Criminals are exploiting the COVID-19 situation and a number of scams have been identified nationally. In addition children may be at risk of a greater level of exploitation due to being at home for long periods.

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Public Order and Community Tension The Chief Constable said:

"It is crucial that we take the learning and innovation that our COVID operations reveal into the future"

Responding to increased community tension around non-adherence to government guidance use of 4E's Engage, Educate, Encourage before Enforcement is essential.

Drug Related Harm Increase in drug price may lead to acquisitive crime as users are forced to find more to feed their addiction. Decreases in purity, the lack of availability of commonly used adulterants may cause an increase in drug related problems.

Acquisitive Crime Initial reduction in commission of crimes like shoplifting, robbery and to a slightly lesser extent burglary. However for those offences that have taken place an increased number have been more violent. Crime prevention advice is being targeted at vulnerable individuals.

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Policing during

COVID-19 and into the future

Hampshire Constabulary will continue to be guided by my Police & Crime Plan, supported in delivery by its Six Areas of Focus. But it anticipates being in COVID response and recovery throughout 2020/21.

Hampshire Constabulary will take the learning and innovation that its COVID operations revealed into the future. The Constable has stated “This is a time not go back to where we were, but head for where we want to be.”

At a time when our people will be worried, coping with change or even grieving, the Force’s ‘Looking After Our People’ area of focus is even more important, and its Wellbeing Plan is at the heart of this.

HC will, with its partners, tackle serious violence, wider vulnerability and other high-risk areas. This will ensure that it plays its part in an effective Criminal Justice system.

Hampshire Constabulary must continue to be an effective and efficient police service, fit for the COVID period and beyond. This includes delivering all the objectives to increase officer numbers and improving the way digital technology is used. It also includes actively supporting the Commissioner in refreshing our Estates Strategy.

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Criminal Justice

When I first set out my plan my focus was specifically to work across the Criminal Justice sector looking at offending and re-offending. Over time I have seen significant changes in the Criminal Justice arena and know that ongoing development support and challenge from the Police and Crime Commissioner is essential to seeing real and lasting change. To see conviction rates increase and reoffending rates reduce. I will continue to ensure I deliver in the following key areas: • Offending and reoffending • Crime prevention • Improving prosecution of rape and serious sexual offences • Providing an effective leadership voice in the Local Criminal Justice Board • Influencing change in the Criminal Justice Sector To deliver on my duty to give the public a voice in how the local system operates, it is essential that I continue to hold partners to account so they deliver an effective and efficient service. I commit to do all I can to support partners in their response to the impact of COVID-19 on the operation of the criminal justice system until such time as we have easement in this situation and then work hard to continue to see future changes. I will also continue to consult with the public and the communities I represent to ensure there is increasing public confidence in the local system. Finally my effort and activity will seek to enable improved joined up working across all the criminal justice organisations.

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I will deliver on that duty by developing services in partnership that see effective responses to crime and that tackle the root causes of offending and reoffending:

"my effort and activity will seek to enable improved joined up working across all the criminal justice organisations"

• The impact of COVID-19: scrutinizing and challenging the responses of the local system so victims remain at the heart of the process. Funding services that support victims so they can adapt to the social distancing requirements, building on the existing Domestic Abuse response of the local system so it meets the needs arising from the impact of COVID-19.

• Increasing public confidence: through my scrutiny of how serious sexual offences are prosecuted, supporting victims through the prosecution journey through specialist services, supporting statutory partners in the delivery of interventions to stop offenders returning to criminal behavior and diverting young people from offending by funding services.

• Enabling improved joined up working: Encouraging innovation, exploiting technology and challenging the status quo amongst the organisations that make up the justice system from the courts through to the prisons and the probation service.

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The Hampton Trust reported that due to the intensity and frequency of practitioner intervention on a 1-2-1 basis, delivered over the telephone, this service has become far more resource intensive during the pandemic.

Funding of ÂŁ65,500 is required for an additional Perpetrator Practitioner and an additional Domestic Abuse Safety Advisor (DASA) Practitioner to manage increased demand. The charity will also provide helpline leaflets for all police officers to provide when attending domestic abuse incidents or in custody advertising the HT Perpetrator Helpline.

Prior to Covid-19 the charity was delivering four perpetrator groups (5 with the Isle of Wight commissioned service) and therefore all these clients have transferred to a virtual service. Because they are already in our service and are known to the practitioners, they are continuing to have a bespoke package of support on a weekly basis. In addition to existing perpetrators engaged in our service we had some ready for assessment and some on a waiting list to start programmes. Their assessment process has now been amended to accommodate additional COVID-19 risk factors such as isolation, lockdown, reduced income, home education, anxiety, mental health, increased use of drinking in the home.

CASE STUDY Page 45

Victim Support provide the improved Victim Care Service for victims of crime across Hampshire, the Isle of Wight, Portsmouth and Southampton. This contract will run until March 2023, with funding of ÂŁ850,000 per annum.

The Service provides practical and emotional support to victims and their families whether they have reported to the police or not, to help them cope and recover from the harmful impact of the crime.

Over the next three years the funding will be focused on delivering specialist case workers for working with children and victims of Domestic Abuse, and priority case workers for victims of serious crime.

From April 2018 to March 2019, just under 90,000 victims were offered support. This includes children and young people, victims of domestic abuse and victims of sexual crime

CASE STUDY Page 46

I know that we will see the battle against COVID-19 won. The support needed to ensure our communities continue to be SAFE places to live, work, visit and realise life opportunities will require us all to be creative in our thinking and actions.

We will not be the same and will need to absorb new realities that include the learning from this most exceptional time.

Our SAFER Futures

I will ensure that my team, with all our partners and those I have responsibility for, do all that we can to ease the transition to whatever our communities need post COVID-19 and for our safer, better, new futures.

I commit to ensuring: • The review of our delivery model and determine what, for our future we Adopt (learning what has worked), Adapt (from our experience of this time) and Abandon (knowing some things have changed and are no longer relevant).

• This plan sets direction to deliver up to 2022, with a vision for the longer term • Effective recovery and ongoing partnerships • The impact of new opportunities is maximised Page 47

Part 4

The Mid-Term Financial Strategy and future budgets I set address both Policing and Beyond Policing. This delivers support for victims of crime and the vulnerable in our communities as well as diversion away from risks and together deliver SAFER. The voices of the communities I serve inform the priorities I set.

We have seen additional Government investment enabling us to increase the number of officers in the coming year by over 150. We need to sustain these numbers and go on to maximise their impact, and press for further increases.

Setting a budget for our SAFER futures

I will continue to invest in and challenge the Chief Constable to deliver: • Skills and capabilities that will enable Policing to be effective for the long-term future • Police officers spending more time in local communities • Preventing and investigating crime as it happens • Improving public contact • Partnership where it makes a difference and keeps us SAFER • Deliver Commissioned Services consistently across my whole Area, with appropriate local tuning to reflect need We continue to face financial pressure and it matters to me that the right level of funding for Hampshire, the Isle of Wight, Portsmouth and Southampton is made available to keep all our communities SAFER. I made a commitment to fight to make this a reality and will continue to press for the right financial settlements needed to protect the Communities I serve.

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With the support of you, your families and our communities, in shared purpose with service delivery partners, we can work together to build a bridge to enable our life journeys and aspirations.

With professional, expert support, our vulnerable citizens can be assisted and protected. We can together support victims into being survivors and appropriately deliver justice for them.

In safe communities we can thrive.

In Conclusion

As your Police & Crime Commissioner, I promise to play my part in this endeavour.

And as I began so I conclude, this plan is a call to arms for

'A Better, Safer Future.'

Michael Lane

Police & Crime Commissioner Serving Hampshire, IoW, Portsmouth & Southampton

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Services available to keep you, your family, our communities SAFER

REPORTING CRIME

CRIME PREVENTION

HAMPSHIRE CONSTABULARY In an emergency: if it's happening now, someone is in danger, or the offender is still nearby, call 999 immediately

Be alerted to crimes in your area, register with Hampshire Alert hampshirealert.co.uk iowalert.co.uk

If it's less urgent, call 101 or report online and get advice: hampshire.police.uk

Find out about your local Neighbourhood Watch: ourwatch.org.uk

Prefer to report anonymously?

Crimestoppers 0800 555 111 crimestoppers-uk.org

FOR VICTIMS

Fraud or Cyber Crime actionfraud.police.uk or 0300 123 2040 Hate Crime report-it.org.uk/home Or find your closest third party reporting centre: bit.ly/hatecrimeTPRC Modern Slavery modernslaveryhelpline.org/report Or call 08000 121 700 to report a suspicion or seek help and advice Page 50

Victim Care Service If you've been a victim of crime or affected by crime in Hampshire or the Isle of Wight and need support, call the Victim Care Service on 0808 178 1641 (open Monday to Saturday from 8am to 8pm) or email: hub.hiow@victimsupport.org.uk hampshireiowvictimcare.co.uk Restorative Justice Restorative Justice gives victims an opportunity to communicate with the person responsible for the offence. Find out more call 0800 043 8785 or visity: rjhampshire.org.uk

CONTACT THE POLICE AND CRIME COMMISSIONER hampshire-pcc.gov.uk/contactus

@hantspcc

@MichaelLanePCC

01962 871 595