Thames Valley Police Delivery Plan 2013-14 Q1 Report ... · Thames Valley Police Delivery Plan 2013-14 Q1 Report (April – June) The number of cash detention orders to be a minimum

Thames Valley Police Delivery Plan 2013-14 Q1 Report (April – June)


Force Performance Summary for April to June 2013 (Provisional)

Where applicable the Red / Amber / Green (RAG) status is shown for each performance indicator. (Green: Target achieved. Amber: Below the target but performing better than last year. Red: Below the target and performing worse than last year)

1. To Cut Crimes that are of most Concern to the Community

Performance Targets

Performance target Annual Target

June

Reduce the level of violence against the person - 2% 1.2%

Violence against the person increased by 1.2% between April and June compared to the same period of 2012 when there was a reduction of 14.3%.


June

Reduce the level of domestic burglary - 2% -16.0%

Domestic burglary has fallen by 16.0% in the period April to June 2013 when compared to the same period of 2012. Eight of the thirteen LPAs are achieving the target.


June

Increase the sanction detection rate for violence against the person with injury

45% 42.9%

The sanction detection rate for violence against the person with injury had increased to 42.9% between April and June, compared to 41.7% in the same period of 2012. This is below the target of 45%.


June

Increase the sanction detection rate for domestic burglary 18% 23.9%

The sanction detection rate for domestic burglary has increased from 22.6% between April and June 2012 to 23.9% in the same period of 2013. Nine of the thirteen LPAs are achieving the detection rate target.



June

Maintain the sanction detection rate for rape 23% 21.1%

The sanction detection rate for serious sexual offences has improved from 14.7% between April and June 2012 to 21.6% in the same period of 2013. Five LPAs are achieving the target.


May

Reduce persistent and resistant anti social behaviour problems by dealing effectively with 50 such cases during 2013/14

50 48


June

Increase the level of enforcement activity targeted at those who steal metal and those who handle it. Carry out at least 40 operations against metal theft.

40 28

28 operations have taken place against metal theft between April and June.

2. Increase the Visible Presence of the Police

Performance Target

Performance target Annual Target June

Increase the hours of active duty worked by Special Constables 159,778 41304

3. Protect our Communities from the most serious Harm

Performance Targets


June

Disrupt 20 problem and organised crime groups that prey on vulnerable people and isolated communities

20 3

Awaiting data – to be added on 24.07.13.

Performance target Annual Target June


The number of cash detention orders to be a minimum of 160 160 29

The number of cash detention orders recorded between April and June was 29. This is a small decrease from the 31 achieved in the same period of 2012.

4. Improve Communication with the Public in order to build Trust and Confidence with our Communities

No targets set

5. Tackle Bureaucracy and Develop the Professional Skills of all Staff

No targets set

6. Reduce Costs and protect the frontline

Performance target

Annual Target

Projected out-turn based on spend to the end of

June

Reduce non pay costs by £3.6m in 2013/14 £3.6M £3,693,298


Part 2 – Progress against Delivery Plan actions

1. To cut crimes that are of most concern to the community

Delivery Plan action description RAG

1.1 Cut the level of violence against the person by 2% and the level of domestic burglary by 2%

1.2 Maintain the detection (outcome) rate for violence with injury above 45%; achieve a detection

(outcome) rate for domestic burglary of 18% and for rape of 23%

1.3 Continue to improve safety in the night time economy by making best use of licensing

legislation

1.4 Reduce 50 cases of persistent and resistant anti social behaviour problems affecting our

neighbourhoods and communities

1.5 Tackle rural crime through intelligence, enforcement and prevention

1.6 Tackle business crime through intelligence, enforcement and preventing

1.7 Tackle youth violence and gang –related criminality by working with our partner agencies to

analyse the problem and develop plans for those most at risk

1.8 Continue to take enforcement action including robust enforcement of new legislation, against

those who steal metal and those who handle it. Carry out at least 40 operations against metal

theft

1.1 Cut the level of violence against the person by 2% and the level of domestic burglary by 2%

Violence against the person increased by 1.2% between April and June compared to the same period of

2012 when there was a reduction of 14.3%.

A number of actions are being pursued this year to reduce violent crime.

The Night Time Economy (NTE) tactical plan including most effective practice from across the Local

Policing Areas (LPAs) will be launched in time for an October NTE conference organised by the Force.

The Licensing Toolkit has been updated to include four main powers of closure and a guide to

conducting Security Industry Authority checks. PCSOs have been given the authority, subject to distance

learning completion, to inspect door supervisor licences. Further analytical work is being undertaken on

repeat night time economy (NTE) violence locations to inform the NTE tactical plan.

Changes have been implemented in how we respond to domestic abuse incidents. There will now be a

MARAC (Multi Agency Risk Assessment Conference) referral for a victim, following seven standard or

medium risk level domestic abuse incidents reported in 12 months. There will also be a risk assessor’s

review following three standard risk level reported incidents in 6 months, with a tactical menu of

options to try to reduce further incidents.

Domestic burglary fell by 16.0% in the period April to June 2013 compared to the same period of 2012.

A number of actions are being pursued this year to reduce domestic burglary.


Integrated Offender Management (IOM) officers attend local crime meetings and taskings to strengthen

intelligence links in respect of offender management. Operation Reacher which is aimed at preventing

burglary through intensive patrolling of hotspots based on predictive analysis of burglary patterns, was

launched in Milton Keynes LPA in May. The approach also involves ‘super cocooning’ victims’

households and households surrounding them through provision of crime prevention advice and

awareness raising. Twenty six burglary victims have been supported and 346 super cocooning visits have

been conducted. Op Reacher is well supported by a programme of internal communications and

predictive analysis tools.

Local Police Area (LPA) staff have been widely encouraged to make use of the burglary and violence

toolkits through an internal communications strategy. Training and compliance is checked during LPA

inspections. Crime Prevention and Reduction Advisers (CPRAs) are tailoring crime reduction methods to

the requirements of LPAs. We have actively published the criminal justice outcomes of 15 burglaries

since April. We are working with the Crown Prosecution Service to find a method of automatic

notification of convictions in order to increase the number of outcomes published. All are published on

the Thames Valley Alerts community messaging system.

1.2 Maintain the detection (outcome) rate for violence with injury above 45%; achieve a detection

(outcome) rate for domestic burglary of 18% and for rape of 23%

The sanction detection rate for violence against the person with injury increased to 42.9% between

April and June, compared to 41.7% in the same period of 2012. The sanction detection rate for

domestic burglary increased from 22.6% between April and June 2012 to 23.9% in the same period of

2013. The sanction detection rate for serious sexual offences increased from 14.7% between April and

June 2012 to 21.6% in the same period of 2013.

Forensic opportunities for investigation are being maximised: recovery rate targets have been set for

all crime scene investigators covering DNA; fingerprints and footwear and the professional skills of

forensic staff are being developed and enhanced with forensic scientist support and supervisor review

of serious sexual assault forensic submissions.

The Crime Strategy Team (CST) are advising LPAs on reviews of their burglary teams and burglary

performance and practice. Following a successful burglary masterclass in November 2012 a further

session is being developed. There are ongoing reviews by the CST in relation to burglary performance

and practices through attendance on LPA’s. The CST also reviews CID investigations of rape.

Integrated Offender Management (IOM) officers routinely submit intelligence and work is being

undertaken on training and standardisation of LPA briefings with links to IOM, and distribution of

information including arrest lists created by IOM analysts. Training for Supervisors and evidential

review officers is being updated.

Frontline officers will receive internal TVP Alerts to notify them when new information relevant to the

investigation of crime has been added to the investigation portal. The rape intranet portal is being

updated, with further initial forensic advice and a new rape and serious sexual assault (SSA) action

plan is in development. Rape and SSA files are subject to improved quality assurance and

negotiations have commenced with the CPS to further develop criteria around what is sufficient to

proceed for feedback to officers. The Criminal Justice team in TVP are discussing with CPS a framework

for consideration of conspiracy in the early stages of investigation and it has been agreed that

unsuccessful cases will be reviewed.

The Specialist Support team for Witness Care has been provided following a review of resources.

1.3 Continue to improve safety in the night time economy by making best use of licensing legislation

LPAs are working with Local Authority partners to consider introduction of the Late Night Levy. Local

Authority support for the NTL has to date been secured in Milton Keynes only, although the Licensing

Committee has asked for further information and has deferred a decision until September. An

information package is being developed, for LPAs to take to Local Authorities to dispel myths and

promote the benefits of the Late Night Levy.


Night time economy (NTE) operations are underway and planned with LPAs and community safety

partnerships (CSP) (as of 30/7 34 operations have been completed). Following a series of LPA visits to

gather best practice a tactical plan is in development, including use of Special Constables. The plan

will be launched at a Tactical Conference in October. The conference will cover assistance with

licensing legislation, local licensing operations, use of body worn video, special constabulary and

volunteer involvement, briefing processes and tasking intelligence (hot spots). The NTE toolkits are

being used across all LPAs.

Engagement with nine Health Trusts is being sought and a working party will be set up to develop data

sharing criteria based on the ‘Cardiff Model’ of linking police and A&E data to improve the police

response to violent crime by obtaining information from victims who go to A&E about when and

where incidents are occurring .

Special Constabulary involvement in policing the night time economy is being strengthened following a

scoping of best practice from across the LPAs and other forces. A new training package for special

constables will be developed, on policing the NTE.

Licensing operations covering fake ID, drugs, test purchase and conditions of entry are being

conducted or planned. Work has started on training packages for licensing officers to improve the

success rate of licensing reviews instigated by TVP. Information gathering about incidents and licensed

premises is being improved with a clearer set of criteria

The alcohol licensing toolkit on the Force website is aimed at licensees and anyone who would like to

apply for a premises licence. It includes a licensee support pack covering guidance for use of force,

under age / proxy sales, CCTV, combating drugs, crime scenes, police ops, a poster catalogue and

useful links.

Since April TVP corporate communications have helped ensure that the media have attended 17 police

operations.

1.4 Reduce 50 cases of persistent and resistant ASB.

The new definition of ‘personal’ anti-social behaviour (ASB) has been agreed alongside work to

improve tracking and tasking of ASB reports. Further evidence- based work is considering whether a

revised classification could influence our resourcing model at point of call. Evaluation of the DFuse

force wide pilot project to train community representatives in the management of low level ASB will

be complete as soon as the remaining few LPAs have delivered training. A summary report of the

evaluation findings will be shared with the College of Policing. A pilot project to use Penalty Notices

for Disorder with an education option for alcohol-related ASB is being developed. Internal

communications are focussing on dissemination of work to tackle ASB.

1.5 Tackle rural crime through intelligence, enforcement and prevention

A rural crime definition and response standard have been launched following training for control room

operators and the development of a performance toolkit. The review of every rural crime at LPA Daily

Management Meetings was introduced on 1/7/13 to ensure scrutiny of the investigation and

allocation of appropriate investigative resources. A rural crime conference was held in June to

educate officers on tactics and partners available to help tackle rural crime.

Additional ANPR sites have been identified to support efforts to tackle rural crime. Technology work is

underway to enable operational use by September. Operation Ranger, aimed at increasing

enforcement activity against criminals who target rural businesses, will be starting in the Summer

2013.

All LPAs are aware of the requirement to align a special constable to each rural neighbourhood. An

online training package to support efforts to tackle rural crime is being developed.

The rural crime pages on the intranet have been extensively developed. All Crime Prevention and

Reduction Advisers (CPRA) are aware and promote at local training days and briefing sessions.

CPRAs are now looking at the repeat victim data and will be conducting a condensed period of farm


and estate security assessment in early July, and will promote CESAR marking events during this

process. 5,498 people are signed up to receive alerts on rural crime. A launch campaign was

undertaken in April 2013, with the Police and Crime Commissioner for the Thames Valley leading the

media engagement.

A rural crime communications plan has been agreed and will support and publicise a forthcoming ‘100

days of action’.

1.6 Tackle business crime through intelligence, enforcement and prevention

Crime Prevention and Reduction Advisors will be visiting and surveying all repeat victims of business

crime to complete assessment and prevention surveys. TVP volunteers have been giving crime

prevention advice and support to businesses. Following a meeting in June with the Chamber of

Commerce we have strengthened links with the Chamber including links from the Chamber website to

the crime prevention section of our own website and we will raise the profile of TVP crime prevention

services through targeting speakers at events; publicising TVP business crime related events at

Chamber members and distribution of materials.

A Business Watch category is being developed as part of the Thames Valley Alert system; completion

is aimed for in October 2013. Work is in progress to identify all business crime partnerships. A pilot

using Face watch in Milton Keynes is being considered following evaluation of a similar pilot in

Basingstoke.

1.7 Tackle youth violence and gang-related criminality by working with our partner agencies to

analyse the problem and develop plans for those most at risk

Tackling youth violence and gang related activity together now forms part of a bi monthly intelligence

hub review meeting. The gang mapping process is aligned where possible with the priority crime group

and organised crime group mapping process. We are developing links with police forces that we

border with, to share information. We held a criminal gangs meeting with our partners in June. Gangs

intelligence from the Metropolitan Police is disseminated to Intelligence officers for awareness and

consideration of enforcement, intervention and disruption tactics.

1.8 Continue to take enforcement action including robust enforcement of new legislation, against

those who steal metal and those who handle it. Carry out at least 40 operations against metal theft

Operation Precious to tackle metal theft continues and includes recovery of stolen materials (cable

and lead); carrying out initial investigation; assisting Hampshire Constabulary prosecution of offenders.

There has been an arrest of a suspect in connection with BT cable theft total with a total value

£750,000. Further suspects have been arrested for metal theft in Wokingham and Oxford.

Regular visits are carried out on Scrap Metal Dealers, ensuring compliance with legislation (Scrap

Metal Dealers Act and environmental regulations). Two sites in Reading have been closed. We

coordinated and participated in a large multi site Environment Agency Operation with successful

results for police and other agencies involved. Multi-agency metal theft working groups are being

developed with LPAs.

We are advising Local Authority Environmental enforcement staff in the development of improved

working practices and more accurate records of scrap metal dealers, collectors of metal and waste

carriers. We have developed agreements with Revenue & Customs, allowing reporting process for

business and individuals obtaining irregular incomes from scrap metal transactions.

A press release was issued to publicise the 48% reduction in metal theft which received widespread

coverage and the media were invited to an event to mark Catalytic Converters. A metal theft portal on

the intranet is in development.


2. Increase the Visible Presence of the Police


2.1 Increase the contribution that Special Constables make to policing whilst maintain their

numbers and minimising their loss from policing

2.2 Review patrol strategies to ensure that the Force is maximising patrol and uniform deployment

in the most efficient and operationally productive way

2.3 Further use predictive mapping of crime hotspots to direct patrol and other resources to

reduce crime

2.4 Maximise the effectiveness of the use of stop and search whilst minimising its negative impacts

2.1 Increase the contribution that special constables make to policing whilst maintaining their numbers

and minimising their loss from policing

At the end of June there were 712 Special Constables . We are developing a refreshed marketing campaign

to target “Career” specials to focus on the volunteering aspect and specifically with a view to increasing BME

and female representation.

We held the first of twice yearly special constabulary workshops to share Neighbourhood Policing

expectations and to outline the support available, including a performance tool to monitor progress

including regular updates on special constables fit for independent patrol. We are reviewing how other

forces maximise the contribution of their special constables.

2.2 Review patrol strategies to ensure that the Force is maximising patrol and uniform deployment in the

most efficient and operationally productive way

The strategy for patrol productivity has been developed and a senior officers group has been established.

The Assistant Chief Constable (Operations) has commissioned a series of initial reviews on areas that affect

patrol productivity, which will be reviewed in July. Thereafter, priority areas to be progressed will be agreed,

alongside an implementation plan and appropriate governance to monitor delivery. The effectiveness of the

incident resource plan continues to be monitored on a regular basis and the implementation of status

messaging is being assessed to see how it improves response times. Work on implementing ‘Automatic

Person Location System’ continues. APLS will provide the location of all police resources, where they have

the relevant APLS enabled radio, to assist the effective deployment of officers to incidents by mapping these

on the IT systems used in the Control Rooms.

The revised shift pattern was agreed by ballot and duty changes are now being processed for a September

implementation of the new shift pattern.

2.3 Further use predictive mapping of crime hotspots to direct patrol and other resources to reduce crime

Operation Reacher which uses predictive mapping of crime hotspots to direct patrol and reduce crime was

launched in Milton Keynes in May. Oxford and Reading will join the operation in July. An evaluation is

planned for September. The ESRI mapping tool is being redeployed to Intelligence Analysts with links to

ibase. This will provide a better solution for this group of users. A pilot project is planned - Operation

Repertoire - featuring door to door intelligence interviews and subsequent enforcement by neighbourhood

officers in areas where organised crime groups are known to operate.

2.4 Maximise the effectiveness of Stop and Search whilst minimising its negative impacts


A recent HMIC report on Stop and Search recommended that TVP should do more to explain to the public

how stop and search is used to tackle crime and ensure that Force messages about stop and search are

disseminated more widely. It was also recommended that the Force should gather views of the community

on the impact of stop and search and ensure that supervisory reviews of stop and searches were more

consistently completed across all Local Policing Areas. We will be running a three month pilot to establish

whether providing senior managers with Stop and Search activity data against acquisitive (burglary &

vehicle) and violent (robbery with weapons & assault with weapons) crime hotspot data improves the

effectiveness of stop and search and demonstrates its use in tackling crime.

A stop and search disproportionality review across the Force has been completed and improvements in

positive outcome were found in some LPAs following support and guidance at cluster performance

meetings. The HMIC report praised TVP for its work on identifying and addressing disproportionality. The

EHRC report ‘Stop and Think Again’ published following the conclusion of the Commission’s intervention

with five forces over disproportionality in their use of stop and search, highlights the progress made by

Thames Valley Police in reducing disproportionality and reducing the use of stop and search while continuing

to reduce crime across the Force area.

A proposal for procedural justice training around Stop and Search has been approved for a pilot in

Oxfordshire. Consideration is being given to capturing the geographical location of the stop and search

encounter, on completion of the S&S form. We are using the Strategic Stop and Search Independent Advisory

Group (IAG) to act as a critical friend in the use of stop and search, and we work with local IAGs to ensure local

community scrutiny of stop and search. Oxford Business Enterprise students attended a workshop to consider

how best to promote understanding of stop and search among the public; the output of the workshop will

be summarised into guidance.


3. Protect our Communities from the Most Serious Harm


3.1 Improve the protection of vulnerable people by working with our partners to ensure that the

most at risk are identified and the risk is reduced

3.2 Tackle ‘criminal on criminal’ offending and those criminals who prey on the most vulnerable or

isolated individuals and communities

3.3 Continue to identify those at risk of child sexual exploitation and those who seek to exploit

them. Prevent such exploitation by supporting and safeguarding the vulnerable and bringing to

justice the perpetrators

3.4 Ensure the Force meets national requirements in support of the Strategic Policing Requirement

3.5 Target criminals by maximising our use of the Proceeds of Crime Act and asset recovery

opportunities. Obtain 160 Cash Detention Orders

3.6 Ensure Thames Valley Police has an appropriate response to support the aims of the national

Action Fraud initiative

3.7 Continue to implement the ‘Local to Global’ strategy to tackle serious organised crime

3.1 Improve the protection of vulnerable people by working with our partners to ensure that the most at

risk are identified and the risk is reduced

Following training, the new domestic abuse recording form (DOM 5) has been introduced.

A review has been instigated of adult protection in the Thames Valley. Multi agency safeguarding hubs

(MASH) are being progressed in each hub (Oxon, Berks and Bucks). The MASH model, first introduced in

Devon in 2010, is becoming widely recognised as the way forward for providing triage and multi-agency

assessment of safeguarding concerns in respect of children and vulnerable adults. The hubs house

representatives from social care, local police, health professionals, education, youth offending teams and

voluntary organisations. In Thames Valley negotiations are ongoing between Children’s Services, Adult

Social Care, Police and Health professionals on location of MASH teams throughout Thames Valley.

An internal project team will meet in early September to scope requirements to deliver a MASH model for

launch in Oxfordshire by the end of the year with a view to expansion in the Buckinghamshire and Berkshire

in 2014.

Provisions for the Adult Safeguarding Board are now in the draft Care and Support Bill which has been out

for public consultation since July.

We are taking action to identify victims of financial abuse including discussions with Oxford City Council

trading standards around intelligence sharing protocols.

The Neighbourhood Return Project continues to be publicised and we are encouraging dementia sufferers to

sign up to the scheme. Work is underway to provide further access to the Neighbourhood Return Website by

neighbourhood inspectors and sergeants.

3.2 Tackle ‘criminal on criminal’ offending and those criminals who prey on the most vulnerable or

isolated individuals and communities.


Crime Magnet (the strategy for dealing with situations where the victims is unwilling to co-operate due to

their own involvement in offending) is regularly reviewed by the Crime Strategy team. All LPAs have an

Organised Crime Group and Priority Crime Group tasking process which considers nomination of such

groups. Good practice from the Metropolitan Police is being used to inform disruption and intervention.

Force tasking is used to promote the use of Specialist Resources in supporting these areas. Regular

disruption meetings are held with the Assistant Chief Constable (Crime and Counter Terrorism). Covert Asset

Management (CAM) has been established and now informs the covert policing tasking process.

3.3 Continue to identify those at risk of child sexual exploitation and those who seek to exploit them.

Prevent such exploitation by supporting and safeguarding the vulnerable and bringing to justice the

perpetrators.

The Child Sexual Exploitation (CSE) strategy and action plan have a governance structure in place to ensure

oversight of all investigations. The Chief Constable’s Management Team will review this. A review of the

Kingfisher Team that was set up to improve practice between police and social workers in Oxfordshire has

been completed. All Local Safeguarding Children Boards have been briefed that it is the strategic intention

of TVP to see the Kingfisher concept implemented across TVP.

An extensive internal communications strategy through Operation Safeguard has been delivered to front line

staff. This message will be reinforced in training sessions for all frontline staff on the subject of missing

children / child sexual exploitation. The child sexual exploitation (CSE) intranet site has been launched. Work

is ongoing to dip check officers’ understanding of CSE. A communications strategy has been agreed, aimed

at raising awareness of CSE with partner agencies and the public.

A CSE intelligence desk has been established in the Force Intelligence Bureau to provide an overview that

informs CSE investigations. CSE organised crime groups are mapped and scored through an integrated

operating model in the Force Intelligence Bureau.

3.4 Ensure the Force meets national requirements in support of the Strategic Policing Requirement

The national Strategic Policing Requirement is prepared by the Home Secretary and sets out the national

threats which Police Forces must address and the national capabilities necessary to counter these threats.

The threats include cyber crime, serious organised crime, counter terrorism and cross-border crime.

A cyber investigations steering group has been set up. Training is being provided in cybercrime, Action Fraud

and E-Crime and we are contributing to a national and a South East cyber crime programme.

TVP will become the host force for the counter terrorism and serious organised crime command for the

South East Region. Work will be delivered in two phases: consolidation of the command arrangements in

the existing SE unit and building an enhanced and advanced South East and counter terrorist serious

organised crime command. New regional capabilities will include prison intelligence, a confidential unit,

cybercrime and fraud.

We have assessed the vulnerability, risk and threat levels of all Further and Higher Education institutions

across the region and offered support from a regional FE/HE coordinator. TVP Prevent Engagement Officers

are engaging with voluntary sector providers at Local Policing Area (LPA) level.

3.5 Target criminals by maximising our use of the Proceeds of Crime Act and asset recovery opportunities.

Obtain 160 Cash Detention Orders in 2013/14

We secured 27 Cash Detention Orders between April and June 2013 under the Proceeds of Crime Act (POCA)

(annual target is 160). A recent benchmark review of TVP’s POCA delivery identified a need to increase

service provision for money laundering investigations. Priorities are being considered for the new 3 year

POCA delivery plan for the Force (2013-16).

We have established feedback loops with financial Institutions to encourage more reports of money

laundering. Pilot engagement meetings with Money Service Bureaux have been held. Concerns over non-

compliance of certain institutions within the regulated sector have been flagged to the Serious and

Organised Crime Agency for remedial intervention.


Considerable work has already been undertaken with LPAs in respect of education and the provision of

‘tactical advice’ face to face briefings as well as promotion of skills of Field Intelligence Officers (FIOs). The

model and approach employed last year will be further consolidated this year: FIOs will continue to provide

specialist knowledge and support.

Thames Chiltern CPS and TVP continue to drive the joint Local Criminal Justice Board POCA sub-group. A

presentation was delivered to resident judges of TVP Crown Courts on the principles and draft POCA Court

Practice Direction. Thames Chiltern CPS Restraint Order guidance to lawyers was refreshed to include a new

lawyer assurance scheme. Monthly meetings are held with the Head of Thames Chiltern Complex Cases to

review enforcement progress on the 10 largest value outstanding cases with Thames Chiltern CPS.

3.6 Ensure Thames Valley Police has an appropriate response to support the aims of the national Action

Fraud initiative

A TVP Special Operations DCI is the SE regional representative on the Action Fraud National User Group to

inform and influence good practice. The TVP AFfECT (Action Fraud featuring E Crime team) is fully staffed.

No significant cyber crime is currently being reported. TVP record all Action Fraud disseminations and calls

for service on the Force crime recording system. The first quarter approximation is that 18.2% of TVP victim

reports are NFIB (National Fraud Intelligence Bureau) viable enquiries .

Awareness of the national Action Fraud initiative has been raised with all staff internally through a video

message by the ACC (Crime and Counter Terrorism) and other briefing slides.

3.7 Continue to implement the ‘Local to Global’ strategy to tackle serious organised crime

A new organised crime group Management Desk is being set up in the Force Intelligence Bureau. This will

manage and facilitate the ‘Local to Global’ process. It will score, map and track organised crime groups and

identify opportunities for disruption, Ancillary Orders and prison intelligence processes. We are reviewing

organised crime group identification and mapping in Buckinghamshire and Oxfordshire.

TVP will become the host force for a counter terrorism and serious organised crime command for the South

East Region. The project is in phase 2 – transfer of existing collaborated units to a host force model with

Thames Valley as the host force – and is on track to be delivered by April 2014. The Operation Safeguard

communications plan has been completed.


4. Improve communication with the public in order to cut crime and build trust and confidence with

our communities


4.1 Use technology to enable easy access to Thames Valley Police services and productive two-way

communication

4.2 Publish more information about accessing delivery and outcomes of our policing services

4.3 Provide online crime prevention advice services focused on local community needs

4.4 Streamline service requests appropriately and efficiently for the public and Thames Valley

Police

4.5 Engage the community in partnership with the police to tackle crime

4.1 Use technology to enable easy two way access to Thames Valley Police services and productive two

way communication

The Twitter internal communications plan including ‘tweet of the week’ and promotion of best practice is

complete and is now business as usual. Weekly best practice emails are sent to all trained tweeters in TVP.

A successful ‘Coveritlive’ event was held as part of the Force’s Burglary ‘tweetathon’. 354 neighbourhood

officers are able to use BlackBerrys to sign people up to the Thames Valley Alert system. The Thames Valley

Alerts system had 70,132 subscribers at the end of June, and we issued 2780 messages to multiple

recipients, mainly via email but also using voicemail and text. Enhancements to the customer relations

management system (CHARM) have been agreed and commissioned. Charm is the existing system for

managing and recording contact with the public. Whilst this will be replaced under the Contact Management

Programme, the enhancements will provide improvements to the PEC operators in dealing with current

contact. 4.2 Publish more information about accessing, delivery and outcomes of our policing services

The Force website is being updated prior to a phased promotion of different sections of the website.

Accessibility of the Force web site through mobile devices is being reviewed. Key content will be identified

through research and focus groups in order for bespoke templates to be developed. We have publicised 118

press releases since the start of April, about arrests and convictions and 90 of those have also been sent out

via TV Alerts. In addition to standard information on the website the outcomes of 115 Freedom of

Information requests have been published on the website since April 2013 (the majority of requests

concerned crime statistics; roads policing or information about the organisation). Violent offences have

been renamed as Violent and Sexual Offences in the presentation of all police force crime data on the

national Crime Mapper website to assist public understanding of what violent crime comprises. Certain

theft offences and public order offences have been disaggregated on Crime Mapper, to improve clarity.

4.3 Provide online crime prevention advice services focused on local community needs

Alert templates have been drafted and are currently being reviewed in order to provide standardised crime

prevention advice. The crime prevention section of the Force website is being enhanced as part of the

Website review and communications strategy. 188 crime prevention Alerts have been sent.

Rural crime prevention advice has been reviewed and refreshed. It is published on the Country Watch web

page and micro site and promoted through Country Watch Alerts. We have published 15 burglary criminal

justice (CJ) outcomes. We are working with the CPS to find a process where we are automatically informed

of convictions. All outcomes are published on TV Alert. A plan is in place to liaise with LPA Burglary teams to

increase the number of criminal justice outcomes that are published.


4.4 Streamline service requests appropriately and efficiently for the public and Thames Valley

A commercial phase was initiated in January 2013 and we commenced our engagement with Bluelight

Works in May, to develop requirements and procurement options for a new way of managing interaction

with the public, from initial contact through to deployment of officers. The overall conclusion is that the

Bluelight Works concept has the potential to support the police service in strategic decision

making but this proof of concept (POC) has not fully proven this assertion due to a range of

factors which will be documented in a report to the Home Office. A scoping document for the

website review will be created in July 2013 and will link into the Force Contact Management Programme.

The Information Management Helpdesk has been introduced and enquiries from both public and staff are

routed through here. The ICT Service Desk is providing more self service opportunities for staff to log and

track incidents and search a knowledge base of known user issues that will assist staff in resolving minor

issues themselves and this enhanced model will go live in October. The desks will also incorporate an

enhanced knowledge base to enable swifter resolution of queries. Work has commenced to assess the

benefit of a knowledge management approach to information access. An early scoping activity will

commence in July to review knowledge management in other private and public sector organisations.

4.5 Engage the community in partnership with the police to tackle crime

The Neighbourhood Action Groups are being reviewed through a survey of neighbourhood sergeants.

Options are being considered for better integration between neighbourhood policing teams and

Neighbourhood Watch Schemes.


5. Tackle bureaucracy and develop the professional skills of all staff


5.1 Continue to review and develop the leadership and professional skills of our staff with a focus

on ethics and integrity

5.2 Establish a supportive and productive relationship with the College of Policing

5.3 Continue to develop the people management capability of our line managers

5.4 Continue to develop the ways we recruit and train our officers and staff with an emphasis on

efficiency, professionalism and prior learning

5.5 Review our workforce staffing profile and skills requirements to best meet the demands of

policing

5.6 Continue to develop and manage the employment relationship with our staff taking into

account the impact of changes introduced as a result of the Winsor and Hutton reports

5.7 Manage the Stage 2 Transition of Staff in the best interests of service delivery

5.8 Reduce levels of bureaucracy and streamline key processes

5.9 Improve the effectiveness and efficiency of criminal justice through exploiting technology and

improving the skills of our staff

5. 1 Continue to review and develop the leadership and professional skills of our staff with a focus on

ethics and integrity

The Core and Senior Leadership courses continue to be delivered. The new Police Professional Framework is

being implemented in this Performance Development Review (PDR) year and the new professionalism

competency, which includes ethics and integrity, is embedded in leadership training. Latest Cohorts for

Talent Management and Coaching Champions are underway.

An outline proposal has been developed for delivering awareness training around ethics and integrity. A

communications lead has been identified, to actively promote the leadership and development

opportunities.

A draft communications plan on ethics and integrity has been created to support the College of Policing

national integrity programme work.

5.2 Establish a supportive and productive relationship with the College of Policing

A communications plan has been created to facilitate communication between Thames Valley Police and the

College of Policing.

The Force Head of Learning and Development is the South-East region representative on the ACPO L&D

Managers Group, and also a member of the National Learning and Development Strategy working group,

working with the new College of Policing on the national Strategy.

5.3 Continue to develop the people management capability of our line managers

The Police Professional Framework is being implemented for the 2013/14 PDR year and this is being

embedded in leadership training delivery. Attendance masterclasses continue to be delivered on demand.

The move to a new PDR IT system is underway.


The replacement PDR system has been initiated and software has been purchased. The implementation

phase is ongoing.

5.4 Continue to develop the ways we recruit and train our officers and staff with an emphasis on

efficiency, professionalism and prior learning

An inspector is carrying out a Professional Entry to Policing study, which is developing a set of

additional/alternative entry routes into the role of police officer. A system of virtual classrooms to create a

more flexible approach to training has been tested. The TVP Information Management intranet portal is

nearing completion and will go live in July.

5.5 Review our workforce staffing profile and skills requirements to best meet the demands of policing.

A draft Workforce Modernisation Strategy will be developed in July. This will create a framework for

business leads to scrutinise their areas for workforce modernisation and help identify the required

productivity savings.

5.6 Continue to develop and manage the employment relationship with our staff, taking into account the

impact of changes introduced as a result of the Winsor and Hutton reports.

Home Office Circular 007/2013 which covered constables’ pay scales, CRTP, on-call and regional allowances

has been implemented.

5.7 Manage the Stage 2 transition of staff in the best interests of service delivery

On 22 November 2012 the Police Reform and Social Responsibility Act replaced Police Authorities with

Police and Crime Commissioners. At that time all police staff employed by the Police Authority automatically

transferred to the employment of the Police and Crime Commissioner (PCC) for Thames Valley; this is

referred to as the ‘stage one’ transfer.

Since that time discussions have taken place between the PCC and Chief Constable, to take forward the work

and to meet the requirement to submit a formal ‘stage two’ transfer submission to the Home Secretary by

16 September 2013, covering the subsequent movement of certain staff, property, rights and liabilities from

the PCC to the Chief Constable and a joint project board has been set up to co-ordinate this work.

Communications have been issued to staff and formal consultation with UNISON has begun.

A detailed paper on the various options was considered by the PCC at a Level 1 meeting on 10 July where it

was agreed that all police staff should transfer to the employment of the Chief Constable other than those

currently employed within the Office of the Police and Crime Commissioner, under the direction and control

of the PCC, to directly support the exercise of his functions. A submission paper reflecting that

recommendation is being prepared for final endorsement at Level 1 Meeting on 6 September before the 16

September deadline set by the Home Secretary.

5.8 Reduce levels of bureaucracy and streamline key processes

The Wasteline staff suggestion scheme is being reviewed and other forces consulted on their approaches.

Some options for a refreshed scheme will be submitted to the DCC in August 2013.

The ICT Equipment Bids process has been streamlined and subject to rigorous scrutiny. Regular monitoring

meetings are held with key stakeholders. The desktop estate is currently being reviewed, with a view to a

reduction in numbers.

We continue to align Force policy and joint TVP/Hants policies with Authorised Professional Practice (APP)

and anticipate that this will gather further momentum with the launch of the APP website in Autumn 2013.

Work is underway to plan the procurement and implementation of the firearms management system.

A communications campaign is being designed to improve consistency in the use of email with a target to

reduce the amount of internal email traffic. 32 out of 65 Information Sharing Agreements have been

reviewed (49%).


A collaboration project to implement a digital evidence capability is underway. A pilot location will be

identified. A replacement system has been selected to streamline the records and evidence processes across

Hampshire Constabulary and Thames Valley Police. The mobile data tactical project has been established

and will align with the ‘smarter ways of working’ to improve communication.

5.9 Improve the effectiveness and efficiency of criminal justice through exploiting technology and

improving the skills of our staff

Electronic transfer of magistrates’ summary and summons cases will commence in July. The quality

assurance process is under review to ensure consistency. Action is underway to improve file completion

rates by supervisors. The Mobile Technology Board approved a proposal for the Major Crime team to trial

the use of 5 Hampshire Constabulary laptops to capture electronic witness statements. Options are being

discussed with CJS Partners for the use of video links for witnesses to give evidence remotely to magistrates’

courts. We have agreed a joint project with Hampshire to move to Digital Case Files. The first commissioning

board was held in April for the NHS to provide medical services in custody and the grant was approved.


6. Reduce costs and Protect the Frontline


6.1 Deliver the cost reductions identified in the productivity strategy 2013/14 and 2014/15

6.2 Develop the productivity strategy for 2015/16 – 2016/17

6.3 Identify new opportunities to delivery services through collaboration or partnership

6.4 Reduce non-pay costs by £3.6m in 2013/14 to achieve a total of £18.7m over the 4 year CSR

period ending 2014/15

6.5 Rationalise our estate and optimise the use of space

6.6 Reduce our carbon footprint

6.1 Deliver the cost reductions identified in the productivity strategy

We are on track to deliver the savings for 2013/14. The latest calculations were presented for review by the

Productivity Board. All budget savings have been removed from the budget which was approved by the

Police and Crime Commissioner in February 2013.

6.2 Develop the productivity strategy for 2015/16 – 2016/17

CCTV provision: We are maintaining contact with County and Unitary Authority CCTV leads whilst developing

a project approach.

Business Support: Year 1 of the Business Support Review is focusing on a review of transactional services

across HR and L&D. The work is focusing on designing and implementing a single shared approach to HR and

L&D transactional services for the business, which is effective, efficient and productive. This work will feed

into the re-baselining of the HR and L&D establishment, which is scheduled to be implemented from April

2014.

Workforce Modernisation: the draft Workforce Modernisation strategy to be developed in July will create a

framework for business leads to scrutinise their areas for workforce modernisation and help identify the

required productivity savings.

Patrol productivity: work scoped at first Patrol Productivity strategic meeting; a range of work was

commissioned which will be initially reviewed in July 2013.

Future opportunities for Zero Based Budgeting are routinely investigated as part of the quarterly review

meetings of the productivity strategy.

6.3 Identify new opportunities to deliver services through collaboration or partnership

A meeting has been held to begin financial and legal negotiations for a pilot of shared public access/front

counter services with local partners.

The Collaborative Change Process was agreed at the meeting of joint chief officer teams. A Terms of

Reference for the Collaborative Change Group was signed off by the Collaboration Programme Executive

Board in June and work is now underway to formalise the process.

6.4 Reduce non-pay costs by £3.6m in 2013/14 to achieve a total of £18.7m over the 4 year CSR period

ending 2014/15


2013/14 savings have been taken and on-going monitoring work is underway to ensure delivery is not

compromised. 2014/15 savings are under review as part of the 2014/15 Medium Term Financial Planning

process.

6.5 Rationalise our estate and optimise the use of space

The Asset Management Opportunities Plan is being reviewed. The works to the Sulhamstead Officer Training

Centre remain on programme for completion by the end of November 2013 and the work to Headquarters

South ‘A’ Block remain on target for completion by the end of 2013.

The building works to the new Records and Evidence Centre are now completed and the move of material

into the new site has commenced. Full occupation of the new site and the hand back of the previous site is

on programme to be completed by the end of August 2013.

The building works to allow greater utilisation of High Wycombe and Maidenhead have been completed.

The more complex works required to make maximum use of Loddon Valley have been scoped

One floor of Beaumont House, Kidlington has been released and the remaining staff will be moved into HQ

South in early 2014 to allow the remainder of the building to be surrendered.

The works to the new Police Office in Thame have been completed and the operational staff have now been

moved to the new facility. The Station Duty Officer (SDO) will remain at the old site until the building is

demolished by the new owners and the site redeveloped. A temporary facility is to be provided for the SDO

pending a new Police Office being provided within the new development. Negotiations with the purchaser

are continuing to finalise details of the transaction.

Tenders for the required works to the part of the Henley Police Station that the Force is retaining have now

been received and the work is planned to commence in September 2013

We are working to increase the intensity of use of retained floor space whenever we have the opportunity in

office/accommodation projects. Property Services work continually and directly with ICT on this initiative. A

project manager has been assigned to co-ordinate all estates work on behalf of ICT.

The Automatic Number Plate Recognition implementation group is providing clear prioritisation for the use

of ANPR across the Force.

6.6 Reduce our carbon footprint

The Force’s Carbon Management Plan (CMP) provides the framework for delivering actions and initiatives to

reduce CO2 emissions, with resulting indirect benefits associated with reduced energy consumption and

revenue savings. The aim of the CMP is to reduce TVP’s carbon emissions by 30% over a 5-year period to

March 2015 based on our baseline carbon footprint data for 2009/10. Progress towards the 30% reduction

target is positive so far, with the estimated reduction at the end of March 2013 being 14.3% (the target in

the plan at this stage was 15%). In the latest version of the Carbon Reduction Commitment national ‘league

table’, in relation to the twenty-two other participating forces TVP, is the third best performing force.

The Force is investing in renewable technologies which are designed to both reduce carbon emissions and to

reduce energy consumption. Solar Photo-Voltaic panels (PV’s) for electricity generation have been installed

at the new police base in Wantage, our new Records & Evidence Centre and by the end of 2013/14 will be

installed in the main Training Block at Sulhamstead, and in the refurbished ‘A’ Block at HQ South. In

conjunction with the development of the new training facility at Sulhamstead we will be installing a Biomass

boiler.

A number of other energy reduction initiatives are underway covering voltage optimisation, LED lighting and

movement sensors, improved insulation and inefficient boiler replacements.

A programme is focusing on the generation of cashable efficiency savings based on continuous

improvement within the Chiltern Transport Consortium. Location and operational mix analysis of the TVP

fleet is ongoing (due for completion in August). Work has started to look at systems and processes to

support the better utilisation of pool cars.


A South East region network contract with BT has been signed. The new network will facilitate a number of

‘smarter ways of working’ initiatives (webconferencing, communications etc). The signing of the contract

enables this work to now be clearly scoped. Low energy desktop hardware has been assessed and is being

introduced in hardware replacement cycles and new builds.

Documents

Thames Valley Police Delivery Plan 2013-14 Q1 Report ... · Thames Valley Police Delivery Plan 2013-14 Q1 Report (April – June) The number of cash detention orders to be a minimum