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					The five year strategic development plan
for the Gloucestershire Constabulary
2002-2007

The Gloucestershire Constabulary is a successful police force,
but there will be pressures and challenges ahead. If we want to
stay successful, bringing peace and security to the people of
Gloucestershire, we cannot stand still. We must be ready to look
for and embrace change. We must seek and strive for excellence.
This plan is our blueprint for achievement.




Contents
2.    Chief Constable’s Foreword
3.    Our purpose, our vision
4.    Our values
5.    Our ten point plan
6.    Our strategic aims
7.    Vision 5 - Point 1
8 -12 Vision 5 - Point 2
13.   Vision 5 - Point 3
14.   Vision 5 - Point 4
15.   Vision 5 - Point 5
16.   Vision 5 - Point 6
17.   Vision 5 - Point 7
18.   Vision 5 - Point 8
19.   Vision 5 - Point 9
20.   Vision 5 - Point 10
21-22 The future operating environment
23.   The financial future
24-321       Time scales and targets
Gloucestershire Constabulary strategic development plan
2002 - 2007
When I became Chief Constable in April 2001 I set out a clear vision for the
Constabulary - to become the most operationally effective police force in the
country. This is an ambitious goal, particularly as we are starting from a good
base. However, there will be challenges ahead. If we want to stay successful,
and bring increased levels of peace and security to the people of
Gloucestershire we must continue to improve our service delivery. To do this
we must first believe that we can do better and then seek and embrace the
changes necessary to be a successful police service in the 21st century.

To achieve our vision we need a plan - a clear plan of where we are going and
how we are going to get there. We will not achieve our vision overnight, which
is why we need a long-term plan. Five years is a reasonable time scale; short
enough to see the end in sight, but long enough to make the root and branch
developments we need to deliver not just short-term statistical improvements
but sustainable outcomes that genuinely improve the quality of life for all the
people we serve. Because it is a five-year plan and because it sets out a clear
vision we have called it Vision 5.

Vision 5 is a plan for everyone. It is for every division, every department, every
INA and indeed for every individual member of the Constabulary. Everyone,
whatever their role has their part to play. We have a journey to travel. It will
sometimes be difficult, but by believing in ourselves and by keeping our
destination in sight we can achieve our ambitious vision of becoming the most
operationally effective police force in the country.

Timothy Brain BA PhD
Chief Constable




                                         2
Our Purpose…

Our purpose is to reduce crime and disorder
and to promote safety and reassurance in
the county of Gloucestershire

Our Vision…

Our vision is to be the most operationally effective police
force in the country which
• is sensitive to community needs
• has high ideals and integrity
• has well motivated and trained staff
• encourages innovation

AND

• gives good value for money




                                         3
Our values...

All that we do in achieving our vision will be underpinned by
our values:
• integrity

• delivering a fair and equitable service to all people regardless of ethnic origin,
  religion or sexual orientation

• treating the people we serve and each other
  fairly and with courtesy

• promoting equality of opportunity for all
  members of the Constabulary

• encouraging and rewarding innovation

• recognising and valuing individual hard
  work and corporate achievement

• promoting a safe work environment

• promoting team work

• recognising the contribution of the staff
  associations

• the pursuit of excellence




                                          4
 Our ten point plan...

 We will achieve our vision by...

 1. building the trust and confidence of all our
    communities

 2. focusing all our operational effort on reducing
    crime and disorder and promoting reassurance
    and safety, working in partnership with the
    community and other organisations

 3. developing the talents and abilities of all members
    of the Constabulary to achieve Constabulary and
    professional goals

 4. developing the skills and talents of those who
    exercise leadership within the Constabulary

 5. consulting effectively with all our communities

 6. communicating our intentions, actions and
    achievements effectively within the County
    and the Constabulary

 7. maintaining individual and team integrity

 8. achieving best value in delivering our services

 9. improving quality of service and overall
    performance

10. providing equipment, buildings and technology
    which promote effective and efficient services




                                           5
         Our strategic aims:

         Each of the 10 points represents a strategic aim which will be of the
         same five year duration as the overarching Vision 5 Strategic
         Development Plan. The principal features of each strategic aim are set
         out in the pages which follow. Each strategic aim will have its own lead
         Chief Officer, or Officers where appropriate. The aims will be achieved
         through the development of 10 corresponding Business Area Strategies.
         In each successive financial year there will be a specific Force
         Development Plan which will identify ‘how’, through the Business Area
         Strategies, the Constabulary is to progress towards the five year vision
         of making us the most operationally effective police force in the country.
         Each division and department will contribute towards the vision through
         their own annual Divisional and Departmental Plans. These will all
         dovetail with the Police Authority’s Annual Policing and Best Value
         Performance Plan which will specify ‘what’ the operational priorities are
         for each year.

         In developing our strategies we have consulted widely, taken into
         account the Government’s current overarching objectives for the Police
         Service and issues arising from the Police Reform Programme.


                                           Vision 5
                      To be the most operationally effective police force

                            Achieved through 10 Strategic Plans

                              Annual Force Development Plan
Police Authority                                                                Home Secretary
                                 Annual Policing & BVPP


                           Divisional                 Departmental
                      Implementation Plans        Implementation Plans

                              INA’S                        Unit
                           Action Plans                Action Plans

                        Individual PDR’s              Individual PDR’s




                                                 6
   1. Building the trust and confidence of all our communities


We need the support of all our communities to police effectively. For this we
need their trust and confidence. All our communities have a right to receive the
protection of their police service, particularly from racism and other forms of
hate crime which can undermine the very foundations of civil society.

We will achieve our vision by...

• combating racism and other forms of hate crimes wherever
  we find them

• treating people courteously and sensitively according to
  their community circumstances, cultural heritage and
  ethnicity

• working in partnership with our communities, their
  representatives and other organisations

• applying the principles of equality of opportunity to
  ensure that we recruit, retain and develop an ethnically
  and culturally diverse work force which reflects the
  communities we serve

• ensuring that all our policies, procedures and practices
  comply with the Human Rights Act, the Race Relations
  Amendment Act 2000 and other relevant legislation

• valuing the racial and cultural diversity of communities
  and our staff and promoting an understanding of these
  issues

• ensuring that all our staff are trained to meet the
  requirements of this strategic aim and fully understand
  the need to prevent discrimination from occurring

Strategic lead: Assistant Chief Constable, Corporate Services




                                         7
   2. Focusing all our operational effort on reducing crime and
   disorder and promoting reassurance and safety,working in
   partnership with the community and other organisations


This aim sits at the heart of all that we do and reflects the need of our
communities to live free from crime and disorder, and to feel safe in their
homes, places of work and on our roads. Everything we do ultimately must be
directed at achieving this aim which has four linked goals, each with its own
strategic implementation programme. These goals cannot be separated and the
key to success will be our ability to integrate fully our operational policing delivery
in order to deliver sustainable crime and disorder reductions. This is an
ambitious aim but we must be willing to strive to attain it if we are going to
succeed.

The four goals within this strategic aim are:


1. Promoting community confidence and reassurance in
   policing

2. Promoting community safety by tackling crime and
   disorder

3. Investigating crime and engaging criminality

  And...

4. Making our roads safe for all users


Strategic lead: Assistant Chief Constable, Operations




                                          8
  2. Focusing all our operational effort on reducing crime and
  disorder and promoting reassurance and safety, working in
  partnership with the community and other organisations

1. Promoting confidence and reassurance in the policing of
   our communities

We will do this by...

• consulting with our communities, ensuring we understand
  their concerns and expectations

• using intelligence and incident analysis to address
  problems and concerns, and to target the appropriate response

• maximising resources on Inspector Neighbourhood Areas
  and flexibly using divisional and corporate resources to
  support INA policing

• deploying resources to increase confidence within communities

• increasing accessibility to our services, using new
  practices and technology

• providing support to victims of crime, either directly or in
  partnership with other agencies or organisations

• maintaining an effective capability to deal with major
  incidents and events

• employing media and marketing techniques which
  maximise the effect of our resources and increase public confidence

• maintaining police buildings in locations and in a condition
  which promote public confidence

• communicating our actions and successes

And by...




                                           9
   2. Focusing all our operational effort on reducing crime and
   disorder and promoting reassurance and safety, working in
   partnership with the community and other organisations

2. Promoting community safety by tackling crime and disorder

We will do this by...

• using intelligence and incident analysis to identify and address local problems
  and concerns, ensuring the most effective deployment of resources

• working in partnership with our communities, agencies and other organisations
  in the voluntary and statutory sectors to achieve sustainable solutions to crime
  and disorder problems

• promoting initiatives which make best use of technology, design and planning
  techniques to reduce the opportunities for crime and disorder

• promoting initiatives and activities which prevent or reduce offending and anti-
  social behaviour by individuals or groups

And by...




                                        10
   2. Focusing all our operational effort on reducing crime and
   disorder and promoting reassurance and safety,working in
   partnership with the community and other organisations


3. Investigating crime and engaging criminality

We will do this by...

• maintaining an ability to engage successfully with local
  volume crime and incidents (Level 1) and serious and series offenders who
  work across boundaries (Level 2), and also support investigations into
  organised national and international crime (Level 3) in accordance with the
  National Intelligence Model

• promoting an investigative culture amongst all staff

• developing divisional and corporate intelligence services within the
  Constabulary

• maximising the availability of forensic and technological techniques

• identifying and using national and local good practice

• implementing new legislation and other statutory requirements

• improving file quality and timeliness, working with other agencies to support the
  courts in arriving at the correct verdict

And by...




                                        11
   2. Focusing all our operational effort on reducing crime and
   disorder and promoting reassurance and safety, working in
   partnership with the community and other organisations

4. Making our roads safe for all users

We will do this by...

• working with partners to educate all road users to be more conscious of road
  safety

• assisting our partners to improve the safety of roads and vehicles by designing
  out problems through engineering

• using problem-solving and intelligence-led techniques to identify and address
  road safety problems

• using enforcement techniques to influence driver and other road-user
  behaviour towards higher levels of safety




                                       12
   3. Developing the talents and abilities of all our staff to achieve
   Constabulary and professional goals



We can only achieve our vision through the commitment and imagination of all
our staff. Everyone has a vital role to play. We need to take positive action to
ensure that our staff are recruited, trained, developed, progressed and equipped
to ensure we become the most operationally effective police force in the country.

We will achieve our vision by...

• ensuring that principles of equality of opportunity apply to recruitment, retention,
  progression and development of all staff

• valuing the role of staff associations, consulting with them in the development
  of policies, procedures and working practices

• applying the principles of succession planning to ensure continuity of service
  delivery within INAs, divisions and departments

• recognising and rewarding personal and team contribution to corporate
  achievement

• dealing effectively with individual development requirements and poor individual
  performance

• revising the Personal Development Review system to ensure its relevancy to all
  staff and to improve its overall effectiveness

• ensuring that personal training and development is fully integrated with
  corporate goals and needs

• developing the use of new technology and alternative methods of delivering
  training

• investing in the training and personnel infrastructure, ensuring adequate
  resourcing to reflect the strategic importance of both activities

• progressing to meet the Investors In People standard

Strategic lead: Director of Resources



                                         13
   4. Developing the abilities of all those that exercise leadership
   within the Constabulary


Effective leaders, providing direction and motivation at every level of the
Constabulary, are essential to realise Vision 5. We owe it to the Constabulary
now, and for our future, to identify those with leadership skills and to train,
support and mentor them in this vital role.

We will achieve our vision by...                                                     Formatted


• valuing leadership at all levels within the Constabulary

• creating a leadership culture which is inclusive and builds strong teams

• developing leadership skills, using best practice from within the Constabulary,
  other sources in the Police Service and from public and private sector
  organisations

• ensuring that leaders are deployed within the Constabulary to best effect and in
  sufficient numbers

• identifying the next generation of leaders and ensuring that they receive
  development training to equip them for their task

• wherever possible, ensuring that our leaders achieve the appropriate level of
  professional qualification


Strategic lead: Director of Resources




                                         14
   5. Consulting effectively with all our communities



We police with the consent of our communities. We must, therefore, understand
their needs and expectations. We can achieve this through effective
consultation, supporting the Police Authority in the discharge of its statutory
responsibilities in seeking new and imaginative ways to fully understand what all
our diverse communities need and expect.

We will achieve our vision by...                                                    Formatted


• developing a ‘Consultation Charter’ which recognises and values community
  consultation, taking account of our communities’ views in setting strategic and
  operational priorities

• developing the most effective means of consulting with our communities,
  encompassing majority opinion as well as ‘hard to hear’, special interest
  groups, and other stakeholders

• developing, where appropriate, collaborative schemes with other organisations
  to carry out community consultation efficiently and effectively

• seeking and using new and imaginative ways of finding out what our
  communities want in terms of policing, and what they think of the service they
  receive


Strategic lead: Assistant Chief Constable, Corporate Services




                                        15
   6. Communicating effectively our intentions, actions and
   achievements to our communities and to all members of the
   Constabulary


For our communities to have confidence in the rule of law we must communicate
our intentions, actions and successes effectively.We also need to communicate
effectively throughout the Constabulary. Our staff must know what is expected of
them, how we are performing and how they can assist in the achievement of our
goals.


We will achieve our vision by...

1. Effective communication with our communities through...

• developing a new and dynamic corporate identity

• using new technology to improve communication with the media and our
  communities

• continuing to develop an open and positive attitude to the local media

• increasing awareness of the Constabulary’s achievements amongst our
  communities, opinion formers and other stakeholders

• training our staff to increase awareness of marketing opportunities and to
  support the open press media policy

And by...

2. Improving internal communications through...

• increased personal presence of leaders throughout the organisation

• using an effective blend of traditional and innovative methods of two-way
  internal communication

• developing and implementing the principles of ‘team briefings’


Strategic lead: Assistant Chief Constable, Corporate Services


                                        16
   7. Maintaining individual and team integrity


The vast majority of the Constabulary’s members are dedicated people of
unquestionable integrity. However, we must acknowledge that from time to time
individuals fall below the standard that we, and our communities, expect.
Therefore it is essential that we set out our standards and have the means of
dealing effectively with unethical and other behaviour where we fall below those
standards.

We will achieve our vision by...

• promoting awareness amongst our staff of their responsibilities for personal
  integrity and for the Constabulary’s corporate integrity

• developing structures which deter and prevent corruption, and dishonest or
  unethical behaviour

• developing systems, with appropriate protocols, to identify suspect members of
  staff and remove suspicion from honest members of staff

• developing an effective proactive internal investigation unit, which is intelligence
  led and is commensurate with the size and scope of the problem to be
  addressed

• developing, with appropriate protocols, the use of forensic and technical means
  to identify and investigate dishonest members of staff

• investigating complaints made by members of the public quickly and
  thoroughly, in accordance with legislation and with national standards and
  guidelines

• promoting a culture that acknowledges and is willing to learn from mistakes


Strategic lead: Deputy Chief Constable




                                         17
   8. Achieving best value in the delivery of our services


To achieve our Vision we will rely on the financial support on both Central
Government and our local communities. The financial future is always uncertain
and resources hard won. For these reasons it is important that we make the
best use of resources, maximising efficiency and always looking for continuous
improvement in both the use of resources and our service delivery.

We will achieve our vision by...                                                   Formatted


• applying the principles of the ‘Four Cs’ - Challenge, Compare, Consult and
  Compete - to all our service delivery, financial and procurement activities

• identifying and using best practice from police, other public services and the
  commercial sector

• promoting collaborative arrangements to maximise efficiency and effectiveness

• developing internal techniques which improve our capability of monitoring the
  most efficient and effective use of all our resources, and which show greater
  links between resources and performance

• developing and implementing annual Efficiency Plans to ensure the most
  efficient and effective use of resources in the context of the strategic
  development of the Constabulary

• completing the five year cycle of fundamental reviews required by the
  Government best value framework

• maximising alternative sources of finance within Authority regulations

Strategic leads: Deputy Chief Constable & Director of Resources




                                        18
   9. Improving performance and quality of service delivery


Our focus must be on outcomes and improvements in service delivery to the
public. We will use our performance review and quality audit processes to share
best practice and to identify and remove barriers to improved performance.

We will achieve our vision by...                                                    Formatted



• developing a performance culture, with structured internal inspection processes
  at every level of the Constabulary

• seeking continuous improvement in the provision of management information to
  support the performance culture

• developing the internal Quality of Service Audit process

• continuously reviewing business processes to improve quality of service
  delivery

• implementing change through efficient project management, identifying critical
  success factors

• encouraging innovation by all staff


Strategic lead: Deputy Chief Constable & Assistant Chief Constable,
Corporate Services




                                        19
   10. Providing equipment, buildings and technology which
   promote the delivery of effective and efficient services



Our buildings, technology, uniform, vehicles and other equipment must fit us
for the purpose of becoming the leading 21st century police force, providing for
timely and quality access to our services and ensuring that official safety
standards are met. Our staff must be provided with the tools to deliver a quality
service to ensure that public confidence in our professionalism and service
capability is maintained.

We will achieve our vision by...

• modernising our estate to meet current and future operational need in a way
  that reflects the high value in which we hold our staff and the communities we
  serve

• upgrading our communications network to meet current and future operational
  requirements

• providing our staff with the most efficient and effective equipment to meet
  operational need

In progressing to these goals we will...

• meet the requirements of health and safety legislation

• use environmentally efficient materials

• apply the principles of ‘Best Value’

• seek partnerships and collaborative arrangements which achieve Best Value


Strategic lead: Deputy Chief Constable & Director of Resources




                                         20
   The future operating environment


Vision 5 requires us to look to the future for the lifetime of the Plan and beyond.
In doing so we must take account of our operating environment so that we are
strategically prepared to respond flexibly and appropriately to both local
demands and changes imposed by Central Government. In addition to
considering changes to the county infrastructure, business community and
demographics highlighted in the Gloucestershire County Structure Plan, further
principal influencing issues which informed our assessment are outlined in this
section.

At the time of preparing Vision 5 the Constabulary is regarded as a very
successful force, achieving national upper quartile status in relation to many key
performance indicators and receiving praise from external auditors in relation to
our effectiveness and efficiency. New demands have been accommodated within
existing resources and public satisfaction maintained at a high level. We have
laid the foundations to ensure our staff are equipped to police increasingly
culturally and ethnically diverse communities with sensitivity and understanding.
Community and race relations will therefore remain at the core of our strategic
thinking and operational service delivery.

However, it is accepted that greater challenges lie ahead and the key to breaking
through the performance ceiling will be our ability to read our operating
environment and adapt to it. We must continue to explore new ways to establish
informed dialogue with ‘hard to hear’ groups and provide reassurance to the
public, continuing to respond appropriately to changing public needs.

Gloucestershire is becoming increasingly popular as a tourist attraction, a prime
area for business relocation and the establishment of light industry, hi-tech and
other commercial enterprises, fuelled by ease of accessibility from the North,
South, East and West. This, together with a rising number of retired residents,
the building of housing estates at new localities, the changing nature of rural
communities and national uncertainty surrounding the future of the rural
economy, will place greater demands on policing and will require increasing
flexibility in relation to the deployment of our resources.

Although we can anticipate small increases in our staffing levels in the short
term, (22 officers in 2002-2003), our continuing ability to recruit top quality staff in
sufficient numbers will remain problematic for a variety of reasons. At the same
time it can be anticipated that calls on our services will significantly increase,
particularly with the proliferation of mobile phones and improved accessibility to
our services through ‘e-technology’.
The impact of the Government’s modernisation agenda is also likely
to be significant. The main implications are now becoming clear with a focus on

                                          21
engaging criminality, reassurance, leadership, advances in forensic science
techniques and technology and detailed costing of police activity. The need to
balance traditional local accountability, local operational autonomy and local
needs with the requirement to meet national directives will become a critical
feature of our developing strategies.

Having already achieved significant reductions in burglary and car crime,
maintaining this downward trend will also pose a major challenge, particularly
with national changes in crime counting rules and projected increases in car
ownership and household numbers. We must continue to invest in an
intelligence-led approach and advanced technological and scientific support if we
are to realise our full potential in detecting and reducing such acquisitive crimes.

In other areas, mirrored by increases in the number of licensed premises and
extended opening hours, increased CCTV coverage, improved public confidence
in reporting domestic violence and racist incidents, projected increases in the
number of 16-24 year olds in the County and continuing lifestyle changes around
the 24 hour/365 day society, further rises in violent crime and disorder are
predicted. These issues can have a detrimental effect on quality of life and are
the main contributing factors to the public’s perception of crime levels and their
fear of crime. Visible police presence in public places and improved timely and
quality access to our services will reassure the public, as will the opportunities
that may be created by the extended police family such as Neighbourhood
Wardens. However, effective, impactive, working relationships with our statutory
and voluntary partners will remain essential to achieving long-term solutions.

During the next five years we must also be prepared for significant internal
change. The new Airwave digital radio scheme, the Tri-Service Control Room
and Waterwells Headquarters Relocation Projects will test our change
management and leadership skills to the full, the latter being the biggest project
the Constabulary has ever undertaken. At the same time, we must also remain in
a state of preparedness to respond to the uncertainty of the international
situation in the post-Cold War world. We must be equipped to deal with terrorism
and major crimes, whilst ensuring our officers are trained to the highest level to
policedemonstrations organised by single issue direct action groups, balancing
effective policing with an understanding and application of human rights. We
must also maintain the capability to play a significant role in the management of
major incidents, a critical requirement clearly evidenced during the floods, fuel
crisis and foot and mouth outbreak.

These are challenging times but with positive and visible leadership,
demonstrable integrity, effective partnership working and a focus on continuous
improvement in service delivery, we will deserve the trust and confidence of all
communities in Gloucestershire and ultimately realise our Vision: ‘to become the
most operationally effective police force in the country’.




                                        22
   The financial future

Vision 5 emphasises the importance of our staff in achieving the strategic aims.
Nearly 89% of the Constabulary’s 2001/02 revenue budget covers staff related
items, including 14% to cover police pension costs. Following a national police
pay review in the mid 1970s there was a significant increase in recruitment. The
projected retirement bulge in the next 5 years will increase pension costs at an
average rate of 10% per annum, adding 1.5% per annum to the total revenue
budget. When added to pay awards, we can predict an annual budget increase
requirement of 4 - 5% per annum just to stand still. A national solution to the
pension bulge is urgently required.

Wherever possible the Constabulary funds new developments from efficiency
savings. However with under 12% of the budget linked to non-salary items,
our ability to generate further real savings is limited. Vision 5 is framed around
the best use of resources, identifying efficiencies and reallocating existing
resources to new priorities. However to achieve all of the ambitions in Vision 5,
sustainable growth is likely to be needed.

The Government provides about 77% of police funding, with the balance being
met by local precept through Council Tax. The average national funding is likely
to be around 3% per annum and with the Constabulary’s anticipated annual
4 - 5% budget increase requirement this will impact on the funding that will
have to be obtained from the local precept.

Government funding is determined by the national funding formula which is due
to change in 2003-04. We may then lose one element of budgetary provision
based on former Home Office determination of our police numbers. Any loss
may be limited though a mechanism designed to limit year on year changes for
individual forces’ increases but we must be prepared for a funding reduction.

In recent years the Government has ‘top sliced’ an increasing element of police
national funding, allocating specific grants for particular policing purposes such
as Airwave radio technology. This reduces funding for local determination and
we must now be more innovative and dynamic in our bids for sponsorship and
Government funding made available for partnership initiatives, ensuring we
reap the benefits in terms of improved operational effectiveness.

In addition, the Constabulary has supported past capital development with
proceeds from the disposal of surplus property. As the estate rationalisation
programme is almost complete, this source of funding will not be available in
the future and alternative financing must be sought, such as Private Finance
Initiative funding which is already supporting the Tri-Service Control Room and
new Headquarters.



                                         23
   Time scales and targets

Not all of the goals set out in this Plan have specific targets. Some are cultural,
conceptual or philosophical and do not lend themselves to specific target setting.
Others have targets that will be developed during the lifetime of the Plan. Others
are quite specific and are set out below. There will be additional annual targets
reflecting shorter priorities. These will be incorporated in the annual Divisional
and Departmental Plans. All targets will be reviewed and revised annually.

Vision 5

Goal                               Target                           Date

To be the most operationally       To be placed in the top          31 March 2007
effective police force in the      quartile of national HMIC
country                            performance tables, be
                                   highly placed in ‘similar
                                   force’performance tables
                                   and to have met all
                                   nationally set operational
                                   police targets


Strategic Aim 1: Building the trust and confidence of all our
communities

Goal                               Target                           Date

To have recruited, retained and    % of minority ethnic officers,   31 March 2007
progressed a workforce which       support staff and Special
reflects the ethnic                Constabulary in force to be
diversity of our resident          at least equal to the % of
communities                        minority ethnic population of
                                   working age (BVPI 25)

                                   To achieve the Government        31 March 2007
                                   targets in relation to the
                                   progression of ethnic
                                   minority officers (HO:
                                   Dismantling Barriers)




                                        24
…… cont


Goal                           Target                          Date

To combat racism and other     All reported racist incidents   31 March 2007
forms of hate crime wherever   to be fully investigated
we find them                   (BVPI 141a)

                               To achieve a detection rate     31 March 2007
                               for racially aggravated
                               crimes of at least 50%,
                               aggragated over 5 years
                               (BVPI 141b)




                                    25
Strategic Aim 2: Focusing operational effort on reducing crime
and disorder

Goal                              Target                          Date

To continue to reduce crimes of   To reduce domestic              31 March 2005
concern                           burglaries per 1000
                                  households to a rate of no
( * adjustments will be made      more then 15.6 (BVPI 126a)
when new crime recording
standards are introduced by the   To reduce vehicle crime per     31 March 2005
Government.)                      1000 population to a rate of
                                  no more than 14.9 (BVPI
                                  128a)

                                  To increase the number of       31 March 2007
                                  offenders dealt with for
                                  supply offences in respect
                                  of Class A drugs to a rate of
                                  at least 0.19 per 10,000
                                  population (BVPI 129)

                                  To reduce public order          31 March 2007
                                  incidents to a rate of no
                                  more than 60 per 1000
                                  population (BVPI 130)




                                       26
…… cont


Goal                             Target                           Date

To secure an environment         In line with the DTLR ‘Safer     31 December
where people can use the roads   for Everyone’ road safety        2005
with confidence, safe            initiative, to reduce by at
from death and injury, damage    least a quarter the 1994-98
and crime                        average number of persons
                                 killed or seriously injured in
                                 road collisions in the
                                 County. (see BVPI 132)

                                 To prepare a partnership     31 December
                                 business case to obtain      2002
                                 DTLR approval to enter the
                                 ‘netting off’ scheme so that
                                 a % of funding obtained
                                 from speed enforcement
                                 cameras can be used to
                                 further reduce road
                                 casualties through road user
                                 ducation, engineering and
                                 enforcement.




                                      27
Strategic Aim 3: Developing the talents and abilities of all our
staff

Goal                             Target                         Date

Progress to meet the Investors   To obtain IIP status           31 March 2007
in People standard




Strategic Aim 4: Developing the abilities of those who exercise
leadership

Goal                             Target                         Date

Develop the next generation      To identify and support        31 March 2007
of leaders                       leaders at all levels in the
                                 force and to develop
                                 effective succession
                                 planning



Strategic Aim 5: Consulting effectively with all our communities

Goal                             Target                         Date

Improve community                To develop a Consultation      31 March 2003
consultation in setting          Charter
strategic and operational
priorities




                                      28
Strategic Aim 6: Communicating effectively with our
communities and members of the Constabulary

Goal                             Target                        Date

Improve external                 To develop an effective       31 March 2003
communication with our           Communication Strategy
communities and internal
communication with our staff




Strategic Aim 7: Maintaining individual and team integrity

Goal                             Target                        Date

Promote a culture that           To investigate all complaints Annual
acknowledges and is willing to   within national standard
learn from mistakes              target guidelines

                                 To reduce complaints per      31 March 2007
                                 annum to a rate, at most,of
                                 210 per 1000 officers.
                                 (BVPI 21)



Strategic Aim 8: Achieving Best Value in the delivery of our
services

Goal                             Target                        Date

To complete 14 Best Value        Implement findings of the     31 March 2005
Reviews of Constabulary          Best Value Reviews to
fundamental services within      facilitate continuous
the five year Best Value         improvements in service
Review Programme                 delivery




                                     29
Strategic Aim 9: Improving performance and quality of service
delivery

Goal                Target                                 Date

Develop internal    To carry out internal inspections of   Annual
inspection and      two divisions and two Departments
quality assurance   annually.
review processes

                    To Quality Review five key             Annual
                    business processes annually


Strategic Aim 10: Providing equipment, buildings and
technology which promote the delivery of effective and efficient
services

Goal                Target                                 Date




                                    30
Modernise the estate   Develop a Force Estate Management        28 February 2002
to meet current and    Strategy
future operational
need                   Provide for an annual estate             Annual
                       management and enhancement
                       programme

                       Meet requirements of Disability and     31 March 2007
                       Discrimination Act in ensuring all
                       Police Authority buildings open to the
                       public are suitable for, and accessible
                       to, disabled people

                       Complete Inspector Neighbourhood         31 March 2003
                       Area main station refurbishment
                       programme

                       Tri-Service Control Room to be ready     31 March 2003
                       for operational use

                       Full implementation of Airwave digital   31 December 2003
                       radio communication system

                       Complete the move of Constabulary        30 September 2004
                       Headquarters to Waterwells.




                                      31
Our performance will be judged against our goals, not only in terms of
achievement but also in the manner in which we realise our vision.

Gloucestershire Constabulary, Police Headquarters,
Lansdown Road, Cheltenham, Gloucestershire GL51 6QH
www.gloucestershire.police.uk
Tel: 0845 090 1234




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