Force Performance Summary for April to December 2015 (Provisional)

Transcription

1 Force Performance Summary for April to December 2015 (Provisional) Delivery Plan Aims Measure Comparison December Reduce the level of domestic burglary 3,364 3,268 There were 3,268 domestic burglaries between April and December 2015 when compared to the same period of This was a reduction of 94 offences (2.9%). Measure Comparison December Increase the volume of rape investigations which result in prosecution As at 14th January 2016, 52 of the 1,045 rapes that were recorded between 1 April and 31 December 2015 had resulted in offenders being charged or summonsed for the offence. This compares with 84 offences out of 747 recorded offences in the same period of Measure Comparison December Increase the percentage of rape prosecution files submitted to the Crown Prosecution Service assessed as trial ready 29.5% 29.2% 29.2% of rape prosecution files submitted to the Crown Prosecution Service were assessed as trial ready by the CPS between April and November This is a slight decrease from the 29.5% achieved in the same period of This is based on where it was possible to match the CPS and ERO file quality assessment forms. The number of file matches is low (48 in 2015 and 44 in 2014) so these results should be treated with caution. Measure Comparison December Increase the volume of domestic abuse investigations which result in charge or caution 2,709 2,825 As at 14 January 2016, 2,825 of the 9,886 domestic abuse investigations that were recorded between 1 April and 31 December 2015 had resulted in offenders being charged, summonsed or cautioned for the offence. This compares with 2,709 offences out of 8,062 recorded offences in the same period of Please note that these figures are based on offences where domestic abuse identifiers have been selected, and are not compliant with the national domestic abuse definition. Measure Comparison December Increase the percentage of violence with injury (excluding domestic abuse) prosecution files submitted to the Crown Prosecution Service assessed as trial ready 69.8% 76.3% 76.3% of non domestic abuse violence with injury prosecution files submitted to the Crown Prosecution Service were assessed as trial ready by the CPS between April and December This is an increase from the 69.8% achieved in the same period of This is based on cases where it has been anticipated that there will be a not guilty plea on first hearing at magistrate s court and where it was possible to match the CPS and ERO file quality assessment forms. NOT PROTECTIVELY MARKED Page 1 of 20

2 Diagnostic Indicators Diagnostic indicator Annual Comparison December Repeat victimisation rate for domestic abuse related violent crime 10.2% 18.9% The level of repeat victimisation for domestic abuse related violent crime was 18.9% in the period April to December This is an increase from 10.2% in the same period of This increase is due to the move from CEDAR to Niche where individuals were given new unique identifiers. It was not possible to do this for records transferred to Niche from CEDAR and therefore it is not possible to identify repeat victims. This degradation in this measure for 2014/15 will reduce as the year progresses. Diagnostic indicator Percentage of domestic abuse investigations which do not result in a prosecution Annual Comparison December 57.3% 61.4% As at 14 January 2016, 61.4% of the 9,886 domestic abuse investigations, recorded between 1 April and 31 December 2015, had an outcome attached where no offender had been charged or summonsed for the offence. This compares with 57.3% of the 8,062 recorded offences in the same period of Please note that these figures are based on offences where domestic abuse identifiers have been selected, and are not compliant with the national domestic abuse definition. Diagnostic indicator Percentage of rape investigations with an identified suspect which do not result in a prosecution Annual Comparison December 14.6% 20.1% As at 14 January 2016, 20.1% (210) of the 1,045 rapes that were recorded between 1 April and 31 December 2015 had an outcome attached where an identified offender had not been charged or summonsed for the offence. This compares with 14.6% (109) offences out of 747 recorded offences in the same period of Diagnostic Indicator Annual December Comparison Victim satisfaction levels 88.9% 88.2% Satisfaction with the overall service remains stable. The current level of satisfaction (88.2%) is slightly lower than the level seen at the end of December 2014 and also slightly lower than the level seen at the end of March (88.5%). Overall satisfaction is the average of the satisfaction rates for burglary, vehicle crime and violent crime. The satisfaction rate for burglary is 92.8%. The satisfaction rate for vehicle crime is 87.3%. The satisfaction rate for violence is 84.5%. Satisfaction rates for hate crime and incidents show that 78.4% of victims were satisfied with the service received between January and December This is an increase from 75.9% for the twelve months to December NOT PROTECTIVELY MARKED Page 2 of 20

3 Diagnostic Indicator Annual Comparison December Level of rural crime based on NFU insurance claims N.A. N.A. Processes have been set up to receive summary data on National Farmers Union insurance claims in relation to rural crime. Limited data has been received. Data from Niche RMS shows an increase of 23.4% in the level of rural property crime from 832 offences between April and December 2014 to 1,027 offences in Data for April 2014 must be treated with some caution as it has been transferred to the Niche system from CEDAR and it was not possible to map all CEDAR values to a corresponding Niche value. There have been large increases in non-domestic burglary (up 130 offences 50.6%); criminal damage (up 90 offences 51.1%) and vehicle offences (up 25 offences 34.2%). The largest increases occurred on South and Vale (up 91 offences 55.8%); West Berkshire (up 42 offences 29.8%) and Aylesbury Vale (up 37 offences 41.6%). Diagnostic Indicator Data as at November The level of dwelling burglaries at CSP level Bracknell Forest Reading Slough West Berkshire Windsor & Maidenhead Wokingham Aylesbury Vale Chiltern South Bucks Wycombe Milton Keynes Cherwell Oxford South Oxfordshire Vale of White Horse West Oxfordshire Rate per 1000 Dwellings Family Position Family Position last year Thames Valley (of 8) 3 (of 8) Four CSPs have seen a relative improvement within their MSG of CSPs, with eight of them seeing no movement and the remaining four having deteriorated in the group position in respect of the rate of domestic burglary when compared with the same period of 2014/ NOT PROTECTIVELY MARKED Page 3 of 20

4 Diagnostic Indicator Rate per 1000 Population Family Position Family Position last year The level of violence at CSP (and Force) level Bracknell Forest Reading Slough West Berkshire Windsor & Maidenhead Wokingham Aylesbury Vale Chiltern South Bucks Wycombe Milton Keynes Cherwell Oxford South Oxfordshire Vale of White Horse West Oxfordshire Thames Valley (of 8) 1 (of 8) Five CSPs have seen a relative improvement within their MSG of CSPs, with three of them seeing no movement and the remaining eight having deteriorated in the group position in respect of the rate of violence against the person when compared with the same period of 2014/ NOT PROTECTIVELY MARKED Page 4 of 20

5 1. To Cut Crimes that are of most Concern to the Community Delivery Plan action description 1.1 Continue to prioritise burglary and violent crime 1.2 Improve the investigation and case preparation of domestic abuse and rape offences 1.3 Continue to promote safety in the night time economy through education and partnership working 1.4 Support business communities in preventing and tackling fraud and retail crime 1.5 Increase the use of analytical technology in order to prevent and detect crime and continue to explore the possibilities of prediction and benefits of Big Data 1.6 Improve the Force s response to Cyber Crime 1.7 Develop our Crime Prevention capability around key areas of harm and priority areas 1.8 Work with rural communities to identify their concerns and reduce the risk of rural crime RAG 1.1 Continue to prioritise burglary and violent crime Burglary remains a force priority and we continue to see a reduction in burglary overall across Thames Valley. 9 of the 13 Local Police Areas (LPA) have recorded a reduction in burglary offences which has been a similar pattern for a number of years. A burglary toolkit has been produced to assist officers in dealing with burglary offences and offenders together with best practice. Violence has risen across the Thames Valley Police (TVP) region but remains a key priority for the Force. A toolkit to assist officers with the investigation of violent crime offences is being developed with a provisional launch date of April. We continue to utilise the crime continuum to allocate all types of crime, this will be reviewed in the event of Criminal Investigation Department (CID) devolution to ensure the right resource is dealing with offences based upon risk 1.2 Improve the investigation and case preparation of domestic abuse and rape offences A great deal has been completed to improve investigation files across the board. In this reporting period we have seen better case management introduced firstly in Berkshire and recently across the Thames Valley. The Force has received praise from both the judiciary and Crown Prosecution Service (CPS) following the implementation. Communication between the police and CPS Rape and Serious Sexual Offences (RSSO) unit is now excellent which has led to an improved service around early investigative advice and also all rape files are now dealt with by the CPS within 28 days. There have been a number of training events including an Evidential Review Officer (ERO) masterclass and file quality training across the force to improve file build. Rape filing changes have been agreed by the Chief Constables Management Team (CCMT) which is now policy. The national 3rd party protocol is currently with HHJ Cutts who is hoping to achieve all agency sign off shortly. The annual rape problem profile was published in November NOT PROTECTIVELY MARKED Page 5 of 20

6 1.3 Continue to promote safety in the night time economy through education and partnership working #consent is everything was launched in October 2015 which became an extremely successful campaign that attracted global interest. Hot-spot areas have been identified through profile development and the information shared with LPAs. A Public Place Violence (linked to the Night Time Economy (NTE) Prevention Plan has been developed and has been shared with LPAs for consultation. The roll out of the Vulnerability Awareness Training to the Neighbourhood Policing Teams (NHPTs) and Patrol officers across the Force is complete with roll out to the Special Constabulary underway. The training has also been adapted into a package designed for delivery to licensed premises staff by TVP staff. This has been tried at one major premises and Pubwatch scheme in Milton Keynes, receiving positive feedback in both cases. An invitation to present the training to another large premises in the area has been received. Actions continue and include awareness raising of rape and sexual offences that have been shared with LPA's. Licensing staff have briefed local teams on good practice and the contribution of Special Constabulary is being targeted at peak periods and locations. 1.4 Support business communities in preventing and tackling fraud and retail crime Targeted communications on Modern Slavery, which including invitations to join business watch, have been delivered to Chamber of Commerce, Federation of Small Businesses and Letting Industry publications. A fraud prevention strategy is being developed, and a Fraud Prevention Officer has been appointed. Analytical capacity has been limited and this has meant that there has been no progress yet on the measurement of the impact of retail crime on an LPA. 1.5 Increase the use of analytical technology to prevent and detect crime and continue to explore the possibilities of prediction and benefits of Big Data Improvements in analytical capabilities have been delivered through the adaptation of existing hardware and new software. Intelligence hubs have now been provided with up to date computers that are able to make better use of available open source information including free analytics whilst maintaining organisational security. The Met Predpol (Metropolitan Police Predictive Policing) experiment using Reading as a Random Control Trial has not provided definitive results in terms of off the shelf predictive products that might be used within TVP. Discussions continue with private sector IT providers to ascertain what is available with a view to progressing on the basis of cost/benefit, longevity and usability of systems and evidence based improvements in policing being deliverable. This remains an area of policing that offers much but as yet is not proven making investment choices complex and potentially expensive. The next step will be to corral the organisational knowledge in this area to progress predictive policing in the context of demand management whilst continuing conversations with academia and private industry to determine an affordable and effective solution. 1.6 Improve the Force s response to Cyber crime A Cyber action plan is in place based on the 4P's (Pursue, prevent, prepare, protect) approach with clear leadership and governance structure through a Force steering group. Tactical response is improving with training packages being rolled out from basic NCALT packages through main streaming Cyber Crime courses and increased numbers of advanced Digital media Investigators now in place. The Economic Crime Unit NOT PROTECTIVELY MARKED Page 6 of 20

7 (ECU) has been re-structured to support high end Cyber dependant criminality. Outward and Inward facing Comms strategies have been implemented using traditional and new media outlets to provide community information. 1.7 Develop our Crime Prevention capability around key areas of harm and priority areas A preventive policing strategy has been developed and signed of at Force CCMT in November. It has been shared across the Force. A 'what works' team has been established and is now tasked in line with the Preventive Strategy structure. A number of prevention plans have been developed and implemented for issues including RASSO and Anti-Social Behaviour (ASB). National initiatives are being supported and responses to them coordinated by Neighbourhood Policing and Partnership (NP&P). 1.8 Work with rural communities to identify their concerns and reduce the risk of rural crime A Rural Crime communications plan has been drafted to highlight risks and raise awareness of specific issues- e.g. Wildlife Crime Awareness Week and Countrywatch. TV Alerts remains in place and active. Additionally the use of other social media has proved helpful. Rural crime operations are coordinated through NP& P and this will continue including property marking events and operations to tackle hare coursing and other rural crime.3 dedicated Special Constables have been recruited to the South and Vale rural crime team. NOT PROTECTIVELY MARKED Page 7 of 20

8 2. Increase the Visible Presence of the Police No. Delivery Plan action description RAG 2.1 Maximise the contribution that Special Constables make to policing 2.2 Maximise patrol and operational deployment in the most efficient and operationally productive way 2.3 Continue to embed the Home Office Best Use of Stop and Search scheme Deliver TVPs commitment to the Mental Health Crisis Care Concordat partnership action plans Consider ways to improve focused engagement with our diverse communities in order to tackle crimes that affect them Implement the agreed recommendations from the Neighbourhood Policing Review 2.7 Deliver the Force Single Equality Scheme action 2.1 Maximise the contribution that Special Constables make to policing Media campaigns have continued through the year to attract special constable (SC) recruits. This has included use of social media alongside more traditional channels. A recruitment drive is taking place in January The year has seen a slight drop in the number of special hours contributed operationally and this is being closely reviewed at Specials Steering Group. Specific SC led operations have been delivered including assisting in Warrants (Op Reaper) and in bonfire night and Christmas week. A further day of action is planned for March. The SC recruitment team are progressing work around the 'Employer Supported Programme', communicating with companies and holding information events. 2.2 Maximise patrol and operational deployment in the most effective and operationally productive way Priority Based Budgeting (PBB) based work-strands to deliver changes to operational policing are currently developing proposals for presentation no later than April with implementation, if agreed, to be conducted as soon as possible after that. Work to develop the detail of 'one touch policing' is underway with similar timescales. Implementation Force-wide of this element will be co-dependent on the roll out of the Contact Management Programme (CMP). 2.3 Continue to embed the Home Office Best Use of Stop and Search scheme Communication with LPA's via Single Points of Contact (SPOCS) and via the Organisational Review Meeting is on-going to share and review performance. A new college of policing training package will be introduced in Detailed information on the application of Stop Search has been developed and an intranet based toolkit launched in order to allow managers to monitor and understand local performance. 2.4 Deliver TVP s commitment to the Mental Health Crisis Concordat partnership action plans Force-wide structures have been developed and coordinated by NP&P who share performance data. LPA's have identified Senior Management Team (SMT) lead SPOCS who attend county based meetings where Mental Health (MH) action plans are monitored. A Review of Street Triage (for those suspected of suffering mental ill health) has been completed and further work is underway to evaluate cost and benefit at a force NOT PROTECTIVELY MARKED Page 8 of 20

9 level. A new TVP MH Steering Group commences in January with revised membership to support, progress and monitor actions. 2.5 Consider ways to improve focused engagement with our diverse communities in order to tackle crimes that affect them The NHP Review incorporates Engagement as a core strand and work is being governed through the NHP Executive meeting. Proposals regarding LPA structures and integrating with partners are being developed. Tools that allow LPAs to map vulnerability and demand to a local community level have been launched. Software that will operate on new mobile phones has been developed in order to develop representative networks with vulnerable communities. This is a complex and multi-faceted plan with several work-streams and governance arrangements. 2.6 Implement the agreed recommendations from the Neighbourhood Policing Review Delivery of the NHP review recommendations is incorporated into a number of key work streams and / or other change programmes such as the Contact Management Programme and Priority Based Budgeting. A Demand and Vulnerability toolkit has been developed for user acceptance testing. The Police Community Support Officer (PCSO) foundation training is being reviewed and will be implemented in early 2016, with strong focus on problem solving and community engagement. Social media tools are being used to support community engagement, including Cover-it live in Oxford and Reading. A new 'Local Engagement App' is also being developed to inform engagement activity We are piloting Intensive engagement training for PCSOs in Milton Keynes, and this will be evaluated early in 2016 and we are developing super volunteers to build and maintain the police support volunteer network, and to link in with other voluntary groups This work is on-going and being governed via CCMT and an Executive Group. The work-streams are under constant review and are currently developing a focus on integrated working arrangements with partners and communities. 2.7 Deliver the Force Single Equality Scheme action This is being managed through the Force Diversity Board which is chaired by the Chief Constable and last met on the 13/01/16. The actions within the plan are being effectively managed and are progressing through their individual leads. The progression of managing Hate Crime still remains a concern particularly with the comparative reporting of Hate Crime. An Action Plan has been developed to address the areas of concern which will managed through a Working Group which will report to the next Diversity Board. NOT PROTECTIVELY MARKED Page 9 of 20

10 3. Protect our Communities from the most serious Harm No. Delivery Plan action description RAG 3.1 Continue to maximise partnership working in the form of multi agency safeguarding hubs to protect the vulnerable 3.2 Encourage the victims of sexual assault to come forward and report. Provide the highest standards of investigation and improve the quality of service we give to those victims 3.3 Protect children from sexual abuse and provide the highest possible service levels to those children who have been subject to abuse and exploitation 3.4 Work with partners to develop strategies to encourage engagement and help vulnerable victims through the criminal justice process 3.5 Work with other agencies and develop intelligence to target those individuals and Organised Crime groups engaged in human trafficking and slavery 3.6 Develop an adult safeguarding strategy to protect vulnerable groups from Organised Crime Groups 3.7 Encourage FGM (Female Genital Mutilation) referrals by partners and develop preventative strategies, investigative strategies and community engagement 3.8 Work with communities to increase resilience to fraud and improve the process for victims 3.9 Target criminals by maximising our use of the Proceeds of Crime Act asset recovery opportunities 3.10 Deliver the relevant parts of the Government s Serious and Organised Crime Strategy (SOCS) 3.1 Continue to maximise partnership working in the form of multi-agency safeguarding hubs to protect the vulnerable MASH (multi-agency safeguarding hubs) role out has been successfully completed in Milton Keynes, Buckinghamshire, Oxfordshire and Reading. Implementation in the Royal Borough of Windsor and Maidenhead is imminent. Dates have been set for go live in Wokingham in April, Bracknell in May and West Berkshire in June. A soft launch for Slough is planned between July and September. An operational group has been established to standardise working, develop best practice and simplify processes across the Force. 3.2 Encourage the victims of sexual assault to come forward and report. Provide the highest standards of investigation and improve the quality of service we give to those victims Encouraging more victims to come forward will be incumbent on victim experience survey. This has now been written and agreed together with partners and 3rd sector agencies. Work is to be done to agree how the surveying is completed and who by. Once this is completed this will be rolled out to all victims of rape. NOT PROTECTIVELY MARKED Page 10 of 20

11 There is also work going on with Leicestershire to utilise a number a process of feedback that they have been developing. Operational guidance has also been issued regarding investigation and is linked to a number of guidance areas for victims, witnesses and offenders. These come in the form of a toolkit which acts a template to improve investigations. Rape and Serious Sexual Assault (SSA) working group will continue to look for improvements over the coming year in line with Authorised Professional Practice (APP). 3.3 Protect children from sexual abuse and provide the highest possible service levels to those children who have been subject to abuse and exploitation The continuing priority of safeguarding children has been demonstrated by CCMT in a series of growth bids and via the vulnerability strategic group chaired by ACC list. A number of operational groups at a tactical level have been set up to improve the quality of service, reform working practices and share best practice. Groups for Child Abuse, Female Genital Mutilation, Child Sexual Exploitation (CSE) and Honour Based Abuse (HBA) have been set up. 3.4 Work with partners to develop strategies to encourage engagement and help vulnerable victims through the criminal justice process Our aim was to improve the appropriate use of special measures for vulnerable victims; the measure being to monitor the volume and quality of MG2 forms submitted. Quarter 1-1.4% of all cases reviewed were shown as having special measures related deficiencies; by quarter 3 this had risen to 2.3% of 4421 cases reviewed. At the same time to increase the number and quality of referrals to our Support Providers thus enabling contact with the victims to be attempted. The Police and Crime Commissioner (PCC) has commissioned a number of different providers in addition to the Victim Support Contract. Briefings have been given to Protecting Vulnerable People (PVP) teams by the PCC office to explain the referral pathways. There is also to be a NCALT training package to reinforce key messages to all staff about supporting victims. Work is ongoing to review attrition rates of cases post referral to Victim Support from Police. 3.5 Work with other agencies and develop intelligence to target those individuals and Organised Crime groups engaged in human trafficking and slavery Project Eagle has been established within Force and TVP Chair the Regional strategic meeting (RSM). Partnership contributions across the South East (SE) have been made and work is underway with the third sector, gang masters, borders and immigration and other partners, co-ordinated through the RSM and tactically linked to Force and Regional tasking processes. The Modern Slavery action plan is now in place and clear intelligence requirements have been communicated. Work is underway to ensure partnership intelligence is shared effectively to inform the strategic picture of the organised crime groups involved in this area of criminality. 3.6 Develop an adult safeguarding strategy to protect vulnerable groups from Organised Crime Groups SaVE training utilising the ABCDE assessment will help to identify vulnerability for front line staff and give them the mechanism to refer to appropriate agencies through the MASH set ups. 3.7 Encourage FGM (Female Genital Mutilation) referrals by partners and develop preventative strategies, investigative strategies and community engagement A PVP communications strategy has now been drafted, part of which relates to raising awareness of the issue of FGM. The Force website now hosts a separate webpage providing information to the public, defining FGM and setting out warning signs and the role of the police. The webpage also provides contact details for those concerned or at risk. NOT PROTECTIVELY MARKED Page 11 of 20

12 One to one briefings with all local councils, Chief Executives and Community Safety Partnership (CSP) leads has been conducted. The importance of continuing to develop joint information/intelligence sharing protocols and arrangements has been explored and agreed upon. Local intelligence managers will continue to develop information and intelligence sharing opportunities with local and county council CSP leads. 3.8 Work with communities to increase resilience to fraud and improve the process for victims With the growing demand around cyber and digital fraud investigations TVP has developed a capability to investigate the higher level of cyber and digital investigations within the Economic Crime Unit, bridging the gap between the force and the region. In turn, to increase greater knowledge and provide a more effective service to the public, the majority of digital and cyber investigations are being mainstreamed into local policing for delivery and investigation. Supporting the focus on reduction in demand and better education, the ECU has also developed two dedicated fraud and digital crime prevention posts. These posts work to educate and support private and public sector organisations as well as the wider public in the reduction and prevention of fraud offences. To support the public of TVP a new, more robust tasking process will review the fraud and digital crime offences that are recorded both through the normal reporting process and that within Action Fraud and ensure that impact; vulnerability and complexity are considered when commencing an investigation. 3.9 Target criminals by maximising our use of the Proceeds of Crime Act asset recovery opportunities The ECU has been heavily diverted to the requirements of Op Hornet over recent months. Nevertheless good progress has been made regarding Cash Detention Orders (CDOs) and there has been an increase in cash value this year with 121 orders so far having been obtained to a value of 1, In addition POCA Forfeiture and confiscation orders total 2,368,879. Enforcement of previous orders have seen 1,442, paid to the Home Office and payments to TVP so far total 618, Deliver the relevant parts of the Government s Serious and Organised Crime Strategy (SOCS) All thirteen core SOC capabilities are live within the South East Regional Organised Crime Unit. NOT PROTECTIVELY MARKED Page 12 of 20

13 4. Improve communications with the public in order to cut crime and build trust and confidence with our communities No. Delivery Plan action description RAG 4.1 Use technology to provide the public, our staff and our partners with easy effective access to information and services 4.2 Ensure we effectively communicate how we are performing and the outcomes of our work 4.3 Use technology to effectively target crime prevention activities and information to those at risk and focus on protecting people as well as property 4.4 Implement recommendations from the contact management programme to improve public contact with the police 4.5 Further develop digital platforms to engage and inform the public and increase our diverse communities willingness to report crime 4.6 Deliver the Digital Policing Programme in collaboration with Hampshire Constabulary 4.7 Structure and manage our information to maximise safe, effective data sharing with partners 4.1 Use technology to provide the public, our staff and our partners with easy effective access to information and services The Corporate Communications department has successfully rolled out Yammer and internal communications and engagement tool to over 40% of the Forces establishment which has enabled improved sharing of information across the Force. Development of the Forces public facing app will launch in Q1 of 2016/17 which will enable the department and Neighbourhood teams to send messages based on someone s location and home address. ICT continue to support the CM and Digital Policing programmes as planned. Toolkits which provide role or task specific information in a user friendly way have been produced and rolled out. These are tablet friendly and easy to navigate. As APP is further introduced policy will be refreshed and user friendly guidance will be produced for all frontline staff that will be digital proof. 4.2 Ensure we effectively communicate how we are performing and the outcomes of our work We are publishing more information on the outcomes of our work including criminal justice outcomes and good news stories externally via the media and our digital channels and internally via yammer and Thames View. 4.3 Use technology to effectively target crime prevention activities and information to those at risk and focus on protecting people as well as property We are working to develop a mobile tool which enables police communicators and neighbourhood teams to better understand the makeup of their communities and their preferred method of communication in NOT PROTECTIVELY MARKED Page 13 of 20

14 order to more effectively and efficiently engage with people to ensure that crime prevention and problem solving is pitched correctly. 4.4 Implement recommendations from the contact management programme to improve public contact with the police ICT and Microsoft are scoping how the public facing elements of the Contact Management System will function and essentially how the public s contact with the police will change, once provided corporate communications will be able to support the roll out. 4.5 Further develop digital platforms to engage and inform the public and increase our diverse communities willingness to report crime We have a digital community of approximately 350,000. The implementation of Social Sense will enable police communicators and our LPA s to more effectively monitor our social media interactions and specifically be able to listen to the community, picking up on issues and engage in a meaningful conversation to address their concerns. 4.6 Deliver the Digital Policing Programme in collaboration with Hampshire Constabulary The Digital Policing Programme (DPP) is seeking to transform service delivery to the public through the enablement of digital capabilities for officers and staff deployed via mobile devices. This will enable officers and staff to complete processes and transactions remotely, reducing the amount of time required at the station and increasing visible presence in our communities. In addition, officers and staff will have vastly improved access to information and intelligence to assist the service to the public, in particularly in responding to incidents, both urgent and not urgent. In 2015/16 the DPP programme is delivering projects around Smartphone s, In Car Wi-Fi, Body Worn Video, Laptop and Tablets trials and early work on Digital Evidence Management. In addition, scoping work has been undertaken around identifying which digital capabilities would provide the most benefit to officers and staff in transforming service delivery and solving current problems. The IT architecture and infrastructure required to support digital policing is also being designed and installed. The implementation plans for DPP for 2016/17 are still being developed. The potential requirements for digital capabilities are vast and, as a result, prioritisation of delivery has to be made. In addition, the programme needs to understand any potential infrastructure or licensing costs that are not currently covered in the 5 year ICT plan that arise from the ambition around digital capabilities. Finally, clear strategies around mobile device and connectivity requirements is required to ensure officers and staff get the right device to do their jobs effectively and efficiently. All of these tasks are to ensure we invest in the right places. Therefore, between January and March 2016, a number of pieces of work have been commissioned to develop business cases for the prioritised areas alongside the work on architectural/infrastructure/licensing reviews and mobile and connectivity strategies. Once this work is complete the budget requirement for 2016/17 will be better understood and can be confirmed in March/April This is an ongoing action and additional BWV cameras will be rolled out in 2016 (target 1100) 4.7 Structure and manage our information to maximise safe, effective data sharing with partners Work is continuing with the Niche team to design effective information sharing IT solutions to partners enabling sharing of risk assessments. NOT PROTECTIVELY MARKED Page 14 of 20

15 Timescales being reviewed due to delays in national training provision. ICT continue to support the MASH implementation in accordance with the project plan NOT PROTECTIVELY MARKED Page 15 of 20

16 5. Tackle bureaucracy and develop the professional skills of our staff No. Delivery Plan action description RAG 5.1 Continue to promote an ethical culture and embed the Code of Ethics 5.2 Continue to work with the College of Policing, make best use of research and implement evidence based practice 5.3 Develop and implement a well being strategy for our staff 5.4 Use evidence based research and practice to increase the representation of people from diverse backgrounds in our workforce to more closely reflect the population of the Thames Valley 5.5 Increase the representation of people from diverse backgrounds in our workforce to more closely reflect the population of the Thames Valley 5.6 Promote multiple entry routes to policing 5.7 Simplify our policies and processes with due regard to Authorised Professional Practise 5.8 Improve the effectiveness and efficiency of the criminal justice system through improving the skills of our staff and exploiting technology 5.9 Develop the Knowledge Management Strategy to support professional and effective operational service delivery by capturing learning from critical incident management, investigative review board and other oversight structures 5.10 Develop problem solving skills of officers to reduce recidivism and repeat victimisation 5.11 Develop the investigative skills of our staff to reflect the changes in crime type 5.1 Continue to promote an ethical culture and embed the Code of Ethics This is a continuous process of action, improvement and reflection. We have reviewed all our learning and development products against the Code of Ethics and the National Decision Making Model to ensure that these are at the centre of learning and then translated back into the workplace through skills, knowledge and behaviours. The Code of Ethics and Decision Making courses have been delivered for officers and staff across the Force and further courses are planned. From January 2016 a programme of Inspector (and Police Staff equivalent) conferences have been developed, which will have a continued focus on creating ethical cultures and further embedding the Code of Ethics. 5.2 Continue to work with the College of Policing, make best use of research and implement evidence based practice Thames Valley Police has played a leading role, in working with others, to help make best use of research and evidence based practice across policing at a national level and in our own force. This includes: working with the College of Policing on revisions to Stop and Search training and the revised standards for the National Police Promotion Framework. The force has rewritten the IPLDP (initial Police Learning Development Programme for new recruits) and other learning packages against the APP framework to meet the requirements set out by the College of Policing. The Leadership Delivery Team continues to update and refresh learning modules to ensure best practice is followed. Thames Valley Police is a leading member of NOT PROTECTIVELY MARKED Page 16 of 20

17 the Open University Policing Research Consortium which aims to provide innovative research and learning solutions to benefit policing. Focused research has/continues to be undertaken around: operational policing, technology and knowledge media, and leadership and organisations. The Research Consortium is also developing a wide range of evidenced based learning packages ranging from PHD research to bite sized learning modules open to everyone. These opportunities are being promoted across the force, to officers and staff, to promote and facilitate individual continuous professional development. 5.3 Develop and implement a well-being strategy for our staff Thames Valley Police has worked with Durham Police and Durham University to develop a Workforce Climate and Staff Engagement Survey for police forces: this includes wellbeing measures. We have implemented a number of initiatives to support wellbeing across the force linking into the findings and discussions arising from our Year 1 survey. These include: changes to shift patterns, the development of a Force Well Being Strategy, local Well Being MOT health checks and support and supporting officers and staff to prepare for the Annual Fitness Test. Going forward the Year 2 survey results, which will be available soon, will be used to inform future actions. 5.4 Use evidence based research and practice to increase the representation of people from diverse backgrounds in our workforce to more closely reflect the population of the Thames Valley The Attraction and Progression Strategy sets out the agreed actions and progress to address factors impacting on under-representation, with a particular focus on BME attraction, progression and retention. A People Services Advisor has been recruited to focus on and drive forward these initiatives working with local policing teams. Current work includes focused follow up work from community engagement events and working with Staff Associations to develop targeted recruitment and development interventions. 5.5 Continue to promote and enhance our reputation as an employer of choice We have recruited a digital communications officer to focus on supporting recruitment and diversity initiatives, focused on digital marketing and social media. This is helping us to reach wider and more diverse communities. We have signed up to the national 'Inspiring the Future' programme and a number of staff across the force are working as ambassadors and mentors to support this initiative - working with young people. 5.6 Promote multiple entry routes to policing Thames Valley Police has signed up to the 'Police Now' initiative and 10 graduates will start with the Force in July The Force currently provides a wide range of entry routes into policing roles, including direct entry routes to encourage a diverse workforce. A review of the entry routes is currently being undertaken to ensure that they meet the Force and individual requirements going forward. The Force is also working with the College of Policing and Skills for Justice to revise the PCSO Certificate in Policing, to professionalise the role and to recognise prior learning to join the as a police officer. 5.7 Simplify our policies and processes with due regard to Authorised Professional Practise The policy unit has identified a number of policies due for review and have referred policies to appropriate areas for consideration. As Authorised Professional Practice becomes available Force policies are reviewed and replaced by APP where possible. The People Directorate are undergoing a comprehensive policy review with the intention of streamlining and simplifying processes where possible. The People Directorate and policy unit are in the early stages of jointly examining the way in which the Force structures and makes available procedural information. The policy template redraft is underway. NOT PROTECTIVELY MARKED Page 17 of 20

18 5.8 Improve the effectiveness and efficiency of the criminal justice system through improving the skills of our staff and exploiting technology There were several elements to this action. Implementation of the College of Policing bail standards is ongoing with Home Office legislation due imminently for further legislation. The process developed for ACRO Foreign National checks improved our completion of these. The new porcess is in place since 05/10/15 with a fully automated report being produced. Following the introduction of Transforming Summary Justice last year staff have undergone training to improve plea anticipation. Better Case Management has been implemented in Reading successfully and is now ongoing in Bucks and Oxfordshire. 5.9 Develop a knowledge management strategy to support professional and effective operational service delivery by capturing learning from critical incident management, investigative review board and other oversight structures Requirements from the organisation are understood, although existing knowledge management processes will continue to be used until new technology capabilities begin to be deployed, during early half of 2016, which will enhance the way learning is captured and distributed across the force Develop problem solving skills of officers to reduce recidivism and repeat victimisation As part of the NHP review Learning and Development have developed a refreshed training component that will target practitioners and managers and will be further cascaded Develop the investigative skills of our staff to reflect the changes in crime type A pilot was launched in September to trial the use of CSIs in digital work at scene/warrants/back at base. Findings from the pilot are still being collated but initial findings are positive and staff training needs and best use of equipment have been identified. Further staff training will follow and additional equipment will be purchased as funding allows. NOT PROTECTIVELY MARKED Page 18 of 20

19 6. Reduce costs and protect the frontline No. Delivery Plan action description RAG 6.1 Deliver the cost reductions identified in the productivity strategy 2015/ Develop the productivity strategy for 2016/ /18 and beyond 6.3 Use a priority based budgeting approach to review the allocation of resources 6.4 Identify new opportunities to enhance our service delivery through innovation, collaboration and partnership 6.5 Rationalise our estate and optimise the use of space 6.6 Reduce our carbon footprint 6.7 Improve efficiency by enabling more agile working through appropriate working environments, equipment provision and removal of cultural obstructions 6.8 Transform the procurement function to facilitate working with the business to deliver significant contract/procurement savings 6.1 Deliver the cost reductions identified in the productivity strategy 2015/16 We are currently anticipating the force achieved the full cost reductions identified in the Productivity Strategy 2015/16 as they were removed as part of the budget build process and we anticipate staying within budget within the current year. 6.2 Continue to develop the productivity strategy for to 2017/18 and beyond The productivity strategy has been updated for 2016/17 and beyond and presented to the PCC for approval as part of the MTFP. The strategy continues to be updated as initiatives develop and is a living document to manage the overall savings for the force over the MTFP period. 6.3 Use a priority based budgeting approach to review the allocation of resources The PBB process outcomes are captured within the Finance Productivity papers, showing proposed change, projected savings, impact on resource levels and anticipated date of delivery. Where appropriate. Local strands of activity are being aligned to the larger Working Groups to manage interdependencies and maximise enabling opportunities. Work is also ongoing to align the PBB roadmap with the Change roadmap (CMP, Digital Policing etc). All change programmes are captured, reviewed and governed through the Force Change Board. 6.4 Identify new opportunities to enhance our service delivery through innovation, collaboration and partnership Intelligence department is working closely with Contact Management and Digital policing to identify how new technologies can be utilised to inform the front line on a real time basis and provide opportunities to reduce office time by allowing submissions remotely using smart phone applications. Collaboration on both a Regional and Bi-lateral basis continues to be the subject of connected projects which will report in the first NOT PROTECTIVELY MARKED Page 19 of 20

20 half of The data used is being shared between the two projects so that decisions on the best options can be assessed using a common understanding of the services provided. 6.5 Rationalise our estate and optimise the use of space The PBB review during 2015/16 significantly slowed previously planned disposal activity, with 10 completed operational site disposals in the year to date (@01/16) and 9 that have slipped into 2016/ house sales are expected to be achieved by March However the PBB process has identified 39 estate rationalisation projects, of which 30 are new disposals and 9 are previously planned disposals with reduced replacements. In terms of space utilisation this is improving as the estate shrinks. Team adjacencies and SWoW desk sharing principles are being applied where possible, aligned to disposals and/or major maintenance projects such as at Maidenhead, Aylesbury & Loddon Valley, and being planned at Milton Keynes, HQ North and Amersham. 6.6 Reduce our carbon footprint The Sulhamstead external LED lighting project is nearing completion. Similar projects are progressing on several other sites. Improvements to building management systems are in progress at several sites including Milton Keynes. Companies have been sent an invitation to tender for energy assessment of the Sulhamstead site. Installation of the telematics equipment in order to monitor the vehicle fleet is in progress. 6.7 Improve efficiency by enabling more agile working through appropriate working environments, equipment provision and removal of cultural obstructions Work continues to provide the technological infrastructure to facilitate agile working across the force area. The trial of tablets continues and smart phone rollout will commence in this quarter. Guidance and information, for staff and managers, has been updated and continues to promote and explain the principles and benefits of adopting Smarter Ways of Working for the Force, Individuals and Customer Service. 6.8 Transform the Procurement function to facilitate working with the business to deliver significant contract/procurement savings Action Complete NOT PROTECTIVELY MARKED Page 20 of 20