Policing Plan 2008 copy by pmh86300


									Nottinghamshire Police Authority and Nottinghamshire Police


        & POLICING STRATEGY 2008-11

Annual Policing Plan 2008-11
Nottinghamshire Police Authority and Nottinghamshire Police

Our Vision: “Policing for You”
„Policing for you‟ by working in partnership to protect and reassure through a visible
and accessible service that is flexible and responsive to community and individual

Our Strategic Aims
Five new Strategic Aims that mirror the delivery of the key areas of the Vision are:

        Partnership Working: Maximise the benefits of working with our partners to improve
        service to our communities.

        Protection and Reassurance:            Working together to protect and reassure our

        Visibility and Accessibility: Lead more visible, responsive and accountable policing.

        Flexibility and Responsiveness:           Listening, changing and responding to local
        priorities for policing.

        Community and Individual Needs: To provide a truly local and customer tailored

The supporting „Policing for You‟ work streams are:

           People and Culture.
           Leadership.
           Demand Management and Quality of Service.
           Protective Services and Partnerships.
           Best Use of Resources; and
           Information.

Our Public commitment is:                              Our Leadership commitment
       To provide a service that we are               Leaders at all levels will be visible
        proud to deliver.                              and will:
       To deliver the service that you                          Listen to and understand the issues
        expect.                                                   that affect your work.
       To deliver a service that                                Leave you in no doubt as to what is
        understands you as an individual                          important.
        and your circumstances.                                  Recognise and appreciate where
       To make the best use of our people                        you „go the extra mile‟.
        and our resources.                                       Ensure the best use of your time.
       Together, all be responsible and
        accountable for delivering our

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Annual Policing Plan 2008-11
Nottinghamshire Police Authority and Nottinghamshire Police

Nottinghamshire Police Authority & Nottinghamshire Police
Annual Policing Plan & Strategy 2008-11

Foreword                                                                       4

Part I: Setting our Strategic Framework

        Section 1: Introduction

        Section 2: Developing our Three-year Strategy

Part II: Delivering our Strategic Aims
         Section 3: Partnership Working:
         Maximise the benefits of working with our partners to improve
         service to our communities.

        Section 4: Protection and Reassurance:
        Working together to protect and reassure our communities.

        Section 5: Visibility and Accessibility:
        Lead more visible, responsive and accountable policing.

        Section 6: Flexibility and Responsiveness:
        Listening, changing and responding to local priorities for policing.

        Section 7: Community and Individual Needs:
        To provide a truly local and customer tailored service.

Part III: Delivering Value for Money

        Section 8: Police Performance Assessment                               Need to
        Section 9: Our Finances                                                Need to
        Section 10: Locally-managed Performance Targets                        Need to
We want your views                                                             Need to
Appendices                                                                     Need to

Annual Policing Plan 2008-11
Nottinghamshire Police Authority and Nottinghamshire Police

Welcome to Nottinghamshire Police‟s               we are seeking to do.
Annual Policing Plan for 2008-11. The
Annual Policing Plan is our main                  We have refreshed our vision for
strategic planning document, providing            policing in Nottinghamshire.        The
a framework for the delivery of our               vision will shape the objectives and the
services.                                         style of policing that we are committed
                                                  to delivering from now on. The vision
This year‟s Plan will clearly outline our         is:
intention to continually provide high
quality services for the people of                „Policing for you‟ by working in
Nottinghamshire and deliver the best              partnership to protect and reassure
possible value for money. The Plan                through a visible and accessible
also contains the three-year strategy
detailing our organisational intents,             service that is flexible and
priorities   and    commitments        to         responsive to community and
delivering our strategic aims, which              individual needs.
underpin achieving our „Policing for
You‟ vision.                                      The range of services we provide for
                                                  protecting      and     reassuring   our
The range and scale of the challenges             communities have diversified whilst
that face modern day policing means               public expectations have grown. We
that we have to manage our demands                will be alert to the threat of terrorism
in more complex and stretching                    and dismantling serious and organised
environments. We need to fight the                crime are still key priorities.
threats that confront our communities
to minimise the harm that crime                   We recognise that the services we
causes and to manage the risks we                 deliver need to involve working
face in combating serious crime and               effectively with our partners at local,
building local confidence.                        regional and national levels. Just as
                                                  we will seek collaboration and best
To continually achieve reducing crime             practice working to achieve our
in Nottinghamshire we recognise that              strategic aims and organisational
community        engagement       and             intents, we will wherever possible
consultation ensures that our role in             support theirs.
public protection is reinforced and
strengthened through meeting local                Achieving our vision is only possible
priorities.   The confidence in our               with      the      commitment        and
delivery of success to community                  professionalism of all our staff and
safety is our commitment to improving             partners. We aim to be more visible
Nottinghamshire communities quality               and accessible and ensure that
of life.                                          everyone who comes into contact with
                                                  Nottinghamshire Police receives a
This Plan describes not only what will            high quality service that is tailored to
be achieved, but how. We want our                 them. We strive continually to be
communities clearly at the centre of              trusted to protect our communities and
our service delivery. We have our                 ensure that our staff are proud to work
Public Commitments to ensure that we              for       Nottinghamshire         Police.
listen and explain more clearly what

               John Clarke                                    Steve Green
                 Chairman                                     Chief Constable
     Nottinghamshire Police                                   Nottinghamshire Police

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Nottinghamshire Police Authority and Nottinghamshire Police

Part I: Setting our Strategic Framework

Section 1: Introduction
Nottinghamshire Police‟s Annual Policing Plan 2008-11
The Annual Policing Plan aims to provide a clear statement of our vision, strategic
aims, policy and organisational development priorities for the next three years. The
Plan also outlines the key actions, which will support the delivery of these priorities
during 2008 to 2011 and the performance measures, which will demonstrate our

The production of the Plan is a legislative requirement with the draft being prepared
by the Chief Constable and submitted to the Police Authority for approval and

Decision Making
The quality and cost of services depends upon the decisions that are made nationally
by the Home Secretary, locally by Nottinghamshire Police Authority and
Nottinghamshire Police. The governance of the police service in England and Wales
is operated through what is commonly termed the “tripartite relationship” between:

   The Home Secretary responsible to Parliament for overarching efficiency and
    effectiveness of the service as well as the maintenance of minimum standards.
   The Chief Constable who has the responsibility for the operational effectiveness
    of the Force.
   The Police Authority who are responsible for the efficient and effective police
    service provision and consulting with the people of Nottinghamshire on policing

Nottinghamshire Police Authority
The Police Authority has seventeen Members, seven County Councillors, two
Nottingham City Councillors, three Magistrates and five Independent Members of the

The roles and responsibilities include:

   Setting the budget for the Force, which includes setting the level of the amount of
    council tax that is paid towards policing.
   Scrutiny of the performance of the Force against the targets and agreed in
    consultation with the Chief Constable, partners and local community.
   Community engagement and consultation on the expectations of policing for
    Nottinghamshire, the feedback forms part of the local and Force priority setting
    for service delivery and use of resources.

Police Authority members sit on different committees depending on their skills,
interests and experience. Figure 1 identifies the committee structure, which consists
of the following:

   Performance Committee.
   Standards Committee.
   Police Professional Standards Committee.
   Community Engagement Committee.

Nottinghamshire Police Authority – Home

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Figure 1: Police Authority Committee Structure

Annual Policing Plan 2008-11
The Plan takes into account the following:

       Strategic policing priorities set by the Home Secretary (see page 35 of the
        National Community Safety Plan).
       Current national community safety and policing plan priorities.
       The Authority and Force‟s three-year Strategic Plan 2008-11.
       The Efficiency and Productivity Strategy for the Police Service: 2008-11.
       The Force and divisional strategic assessments, which consider how
        emerging issues impact on policing.
       Local objectives and performance targets determined by the Police Authority.
       Local policing priorities identified in community engagement and consultation
        with our communities and partners.
       Crime reduction strategies produced by local community safety partnerships.
       Local Area Agreements (LAA) between Nottingham City, Nottinghamshire
        County Council and the Government.

The structure of the Plan reflects our strategic direction identified in the next section.

Publishing the Plan
The Plan will be published on the Nottinghamshire Police Authority and
Nottinghamshire Police websites:


The Plan is intended to be the document, which provides information of progress in
meeting objectives, which will be scrutinised by the Police Authority. The progress
made by the Force will be reported in the Local Policing Summaries to be sent to
each household in Nottinghamshire later this year.

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Policing Nottinghamshire
The locality
Nottinghamshire Police serve a population of approximately
750,000 people and cover an area of approximately 2,085 sq
km (805 sq miles). The largest concentration of people is
found in the Greater Nottingham conurbation, the suburbs of
which lie mostly in the county. In total (including Nottingham
city, 275,000 with a workforce of 100,000) this area has a
population in excess of 530,000.

The other main towns of the county are Mansfield (87,000),
Kirkby-in-Ashfield (27,000) Sutton-in-Ashfield (42,000),
Newark-on-Trent (35,000), Worksop (39,000) and Retford

The county of Nottinghamshire is diverse with urban, rural and former coalfield areas
within it. The make up of its population, in terms of young people, people of working
age and of pensionable age is very close to both the regional & national averages.
With a lower than average live birth rate and a higher death rate per 1,000 population
than both the regional and national averages it is forecast that the county‟s
population will reduce by nearly two per cent by 2010, compared with nearly four per
cent growth regionally.

The county comprises seven district and borough councils: Ashfield, Bassetlaw,
Broxtowe, Gedling, Mansfield, Newark and Sherwood and Rushcliffe. Two districts,
Mansfield and Ashfield, are significantly deprived and one in six of the county‟s
population live in the most deprived wards, which is three times the national average.

Policing in Nottinghamshire

Operational Activity:

We carry out a range of activities to reduce crime and promote safer
neighbourhoods, but we still attend approximately ??? 999 incidents a year and over
??? calls a year are dealt with by the control room staff.


Nottinghamshire Police serve a population of approximately 750,000 people and
cover an area of approximately 2,085 sq km (805 sq miles).           The largest
concentration of people is found in the Greater Nottingham conurbation, the other
main towns of the county are Mansfield, Kirkby-in-Ashfield, Sutton-in-Ashfield,
Newark-on-Trent, Worksop and Retford.

Police Structure

The structure of the police service in England and Wales is operated through what is
commonly termed the “tripartite relationship” between:
    The Home Secretary responsible to Parliament for overarching efficiency and
       effectiveness of the service as well as the maintenance of minimum
    The Chief Constable who has the responsibility for the operational
       effectiveness of the Force.

Annual Policing Plan 2008-11
Nottinghamshire Police Authority and Nottinghamshire Police

       The Police Authority who are responsible for the efficient and effective police
        service provision and consulting with the people of Nottinghamshire on
        policing matters.

Structure of the Force

The Force is split into four geographical area commands (Divisions) which are,
supported by thirteen specialist departments.

Our Divisions are:
Nottingham City
Bassetlaw, Newark & Sherwood
Mansfield & Ashfield
South Nottinghamshire

Our Supporting Departments are:

Community Youth & Race Relations (CYRR)
Corporate Development
Criminal Justice
Demand Management (Control Rooms)
Force Crime Directorate
Force Intelligence Directorate
Human Resources
Information Directorate
Learning & Development
Operational Support Department
Professional Standards
Scientific Support
In addition to this Nottinghamshire Police also receives support from outside law
enforcement agencies for example Serious Organised Crime Agency (SOCA), HM
Customs & Revenue and the Border & Immigration Agency.

Location of Operational Resources

Nottinghamshire Police has ??? Local Area Command (LAC) stations from where
Safer Neighbourhood Teams and emergency response officers work, these stations
are staffed 24/7. The Force also has ??? contact points, which are smaller stations
staffed by Safer Neighbourhood teams throughout the county, their opening can be
found on our website (Web link)


As of 29th February 2008 Nottinghamshire police employs ??? police officers and ???
police staff, as well as ??? PCSO‟s, ??? wardens supported by ??? Special
Currently ??? of police officers are from minority ethnic communities and ??? of
police officers are women.

Chief Officer Team

Nottinghamshire Police is led by Chief Constable Steve Green.
The Chief Constable is responsible for the delivery of day-to-day policing services
which includes:
     managing operational requirements;
     monitoring performance;

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Nottinghamshire Police Authority and Nottinghamshire Police

       allocating resources to achieve priorities;
       allocating budgets between departments and area commands;
       consulting with partners and the public;
       appointing police officers and police staff; and
       providing efficient, effective and economic policing services.

His Chief Officer team and their areas of responsibility are:

Acting Deputy Chief Constable
Susannah Fish
Force Development & Corporate Standards
Corporate Development
Professional Standards

Assistant Chief Constable (Territorial)
Ian Ackerley
Criminal Justice
Demand Management
Partnerships/Citizen Focus
Community Youth & Race Relations

Acting Assistant Chief Constable (Crime)
Peter Moyes
Force Crime Directorate
Level 2 Crime
Level 1 Crime
Operational Support Division

Director of Finance
Ann Williams

Director of Information Technology
Martin Hansen
(Portfolio areas to be inserted)

Director of Human Resources
Tony Smith
(Portfolio areas to be inserted)


In 2007/08 the Police Authority set a budget for Nottinghamshire Police of £186.9
million. This equates to a cost of ??? per head of population.

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Section 2: Developing our Three-year Strategy

Nottinghamshire Police Authority and Nottinghamshire Police have been developing
our Three-year Strategic Framework, which provides a refreshed approach to
tackling crime and increasing community safety for Nottinghamshire through the
development of our vision. Setting our local priorities and has been part of a
continuing programme of community engagement and consultation, to identify key
areas for service priorities to deliver the policing our communities expect, which is
complimented by the national priorities being set for the police service, with a key
outcome being to improve satisfaction and confidence in the services we provide.

Nottinghamshire Police‟s Strategic Direction
„Policing for You‟ is the new vision for Nottinghamshire Police, it guides our strategies
and policies to provide effective policing for the communities of Nottinghamshire.

The vision has been developed during the last year and continues on from the work
and success that A Safer Nottinghamshire for All gave the Force.

A Safer Nottinghamshire for All brought great achievements to the Force. For
example since 2001 Nottinghamshire has recorded the seventh largest reduction in
crime of any Force area in England and Wales and is now closer to the average
overall crime rate of the family of most similar forces since 1987.    It is this
accomplishment in reducing crime that has been the catalyst to re-evaluating the
vision as the Force constantly strives towards sustainable improvements and

The change in vision to Policing for You does not in anyway lessen the importance of
continuing to reduce volume crime and increase detections. The need to sustain
performance improvements in these areas is unrelenting. But as important as crime
reduction and detections are, they cannot be our only objectives and obligations. It is
every bit as important to deliver strong protective services that minimise terrorist
activity and serious and organised crime, to embed the latest intelligence models into
daily work and provide a truly local and customer-tailored service.

The „Policing for You‟ vision statement is:

        „Policing for you‟ by working in partnership to protect and reassure
        through a visible and accessible service that is flexible and responsive
        to community and individual needs.

The vision is underpinned by a Strategy Framework which provides the strategy to
deliver the vision and a clear sense of purpose and direction. This Framework is
shown within the diagram on page 10.

This is a new strategy to clearly outline how we will continue to deliver the vision.
The Strategy provides the framework to deliver our vision over the next three years,
which forms an integral part of our Strategic Planning, ensuring continuous
monitoring and evaluation of learning and achievement to ensure sustainable
improvements to service delivery.

This Strategy provides a clear sense of purpose through identifying the strategic aims
and organisational intents, supported by prioritisation, enabling strategies and

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Nottinghamshire Police Authority and Nottinghamshire Police

alignment to our Performance Management Framework. Our business plans for each
Division and Department will set out how we intend to achieve the supporting delivery
objectives, which will be reflected in our Personal Development Reviews of members
of our staff.

Figure 2: „Policing for You‟ Strategy Framework

Our Strategic Aims
At the heart of our vision are the Force‟s strategic aims, these have been developed
as part of our Strategic Business Review process which is identified in Appendix A.
Our five strategic aims are:

    1. Partnership Working: Maximise the benefits of working with our partners to
       improve service to our communities.

    2. Protection and Reassurance: Working together to protect and reassure our

    3. Visibility and Accessibility: Lead more visible, responsive and accountable

    4. Flexibility and Responsiveness: Listening, changing and responding to
       local priorities for policing.

    5. Community and Individual Needs: To provide a truly local and customer
       tailored service.

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Our Organisational Intents
Our strategic aims are further supported by our organisational intents, which are:
Table 1 Organisational Intents
Strategic Aims                                 Organisational Intents
Partnership working

Protection and Reassurance

Visibility and Accessibility

Flexibility and Responsiveness

Community and Individual Needs

Efficiency, Productivity, Performance and Quality
The delivery of strategic aims is dependent on identifying risks, opportunities and
priority setting. These are then aligned to strategies and policies supported by our
Performance Management Framework, which includes Local Area Agreements
(LAAs) and the Public Service Agreements (PSAs) with the Government, together
with National Policing Performance measures and local measures which are outlined
in Section 9.

This year‟s performance will be vital in achieving the stretching targets agreed by the
Police Authority and meeting the Government‟s efficiency agenda to demonstrate
value for money.

The police service is taking steps at a national level to address issues of efficiency
and productivity. The Home Office, Association of Police Authorities and Association
of Chief Police Officers (ACPO) have developed a tripartite Efficiency and
Productivity Strategy for the Police Service: 2008-11. Sir Ronnie Flanagan, in his
recent independent review of policing, provides recommendations for the police
service to maximise its use of resources.

The efficiency savings the Force will achieve include the civilianisation of certain
functions in line with the Workforce Modernisation programme, increasing the
amount of time being spent by officers on policing duties, which has risen by 4.4%
over the last three years to 63.9% in 2006-07 and will continue to rise. There are also
significant efficiencies in procurement.

Police Use of Resources Evaluation (PURE) 2007-08
The Police Authority and Force will increasing need to demonstrate improved value
for money in the use of our resources. Over the next two years, the Police Use of
Resources Evaluation (PURE) will be developed and enhanced to focus more
specifically on value for money outcomes. In November 2007, the Audit Commission
published, and is currently consulting, on a proposed approach to assessing use of
resources at police authorities, councils, fire and rescue authorities and primary care
trusts in respect of the 2008-09 financial year.

Annual Policing Plan 2008-11
Nottinghamshire Police Authority and Nottinghamshire Police

The Force is currently preparing for the 2007-08 PURE assessment, which is due to
be conducted by the Audit Commission in April of this year. We have been gathering
information in line with the key lines of enquiry (KLOEs) and we aim to secure higher
than a level 2 score that we confidently secured in the 2006-07 assessment. The
auditors will make scored judgements across five themes:

       Financial reporting.
       Financial management.
       Financial standing.
       Internal control; and
       Value for money.

Further information on PURE and the developments in line with the Comprehensive
Performance Assessments can be found at: www.audit-commission.gov.uk

Medium Term Financial Plan (MTFP)
To make sure that our resources align with our priorities, we have a Medium Term
Financial Plan (MTFP) that looks ahead to the next three financial years. The main
purpose of the MTFP is to seek to identify and estimate resources available for this

Through our community engagement and consultation programme we asked for
comments to assist in the setting of our budgets for 2009-11, the following question
was asked:

“If additional funds are available, which one area of service would you like to
see them be given to?”

Neighbourhood Response                 Protective         Split Equally No Response
Policing                               Services           Across    All
42%                 10%                10%                38%           0%

Delivering Improved Services & Transforming Nottinghamshire Police
Nottinghamshire Police have achieved major change through difficult times, through
the excellent staff we have and working with our partners and communities. The
Force will continue to transform through placing the customer at the very heart of our
services. Figure 3 provides an overview of the High-level timeline for delivering the
work streams to deliver the vision.

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Nottinghamshire Police Authority and Nottinghamshire Police

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Nottinghamshire Police Authority and Nottinghamshire Police

Delivering the „Policing for You‟ work streams
Each work stream is sponsored by a Chief Officer Team member and is supported by
the delivery of key projects. An overview of the projects are identified in the following

Table 2 Work streams
Command            Work Stream         Work Stream Area
Deputy Chief       Leadership           Programme governance / reporting
Constable                                structures
                                        Leadership overview / interdependencies
                                        Performance management regime /
                                         performance against strategic objectives
                                        Risk Management
                                        Communications Strategy
                                        Environmental Scanning
Director of        People and           Leadership and Culture
Human              Culture              Recognition and rewards
Resources                               Communication Strategy
                                        Personal Development
Assistant Chief    Demand               Demand Management
Constable          Management &         Quality of Service
(Territorial)      Quality of
Assistant Chief    Protective           Protective Services
Constable          Services and         Partnerships
(Crime)            Partnerships
Director of        Best Use of          Best use of resources
Finance and        Resources            Performance and resources
Corporate                               Budget Scrutiny
Services                                Collaboration
Director of        Information          Increase quality and accessibility of
Information                               information
                                        Improve communication with the public and
                                        Provide right information to officers in the
                                          right place at the right time
                                        Demand Management/mobile data

What will the work streams deliver?
The work streams have clear measures of success which will be monitored and
reviewed to ensure that we embed the benefits in line with the strategic aims.

 Programme governance / reporting structures
   Development of a clear programme approach to setting up the work streams,
   through a monthly Programme Board chaired by the Deputy Chief Constable
   which is attended by the Chief Officer Team, together with the Chief Executive of
   the Police Authority.

   Leadership overview / interdependencies
    Linking the dependencies of the work streams to maximise the delivery of all of
    the benefits of all of the projects.

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   Performance management regime / performance against strategic objective
    Continually improving the approach to the way that we link performance,
    efficiency and productivity.

   Risk Management
    The Risk Management Strategy is being embedded throughout the Force, being
    facilitated by training and reviewing and monitoring of our risk registers and areas
    for improvement in our Strategic Risk Working Group and our Strategic Risk

   Communications Strategy
    This is being developed to support internal and external communications for the
    Force, and is a key success factor for community engagement and internal staff

   Environmental Scanning
    This is a continually improving area involving „Futures‟ scanning for the Force,
    which feeds into assessing the national drivers and local interpretation. This is
    being developed further to embed a learning culture for the Force.

People and Culture
 Leadership and Culture
   This focuses on the delivery of leadership training, development of core values
   and competencies, business planning and ensuring identification of the type of
   culture the Force needs to develop to meet the complexities of policing our

   Rewards and Recognition
    The Force rewards and recognises good work undertaken by all of its staff which

       Examining the benefits of introducing a scheme that rewards excellent
       Exploring the potential to introduce career progression schemes for support
       Considering whether there is a need for new categories of „annual awards‟
        presented by the Chief Constable.
       Bringing about consistency in how commendations are presented throughout
        the force and in how good work in general is highlighted and recognised by
        senior management teams.

    The work of the Reward and Recognition group is viewed as a key enabler to
    underpin force performance and staff morale. Throughout the year, the group will
    benchmark the Force against national best practice.

   Communication
    The Force recognises that effective internal communications channels are
    essential to keep officers and staff well informed and motivated. There will be an
    evaluation of all internal communications channels in the Force to identify areas
    for improvement.

   Personal Development Plan
    To align individual performance and development needs with the requirements
    and direction of the Force, through the effective application of Performance

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    Development Reviews, Attendance Management, Capability and Performance

Demand Management and Quality of Service
 Demand Management
  Demand Management is a key work stream of the force‟s Policing for you
  vision, which will inevitable lead to changes in the way the organisation manages
  its demand and ensures effective use of all of its resources in order to provide a
  first class service to the public.

    The Demand Management Department provides a 24-hour service 365 days a
    year for the people of Nottinghamshire. The Department‟s primary responsibilities
    are to answer emergency and non-emergency calls from the public and
    command and control the deployment of resources to incidents across the force

    The department also manages the airwave radio system carried by all officers,
    Police Community Safety Officers (PCSOs) and neighbourhood wardens,
    ensuring that the officers‟ requests for assistance or back office enquiries are
    conducted with speed and efficiency.

    During the coming year there will be a fundamental change in the way the force
    delivers services and responds to the needs of the public. This change has taken
    into consideration the recommendations outlined in the HMIC Thematic reports
    „First Contact and Beyond the Call‟ and the more recent publication of the
    „Review of Policing‟ by Sir Ronnie Flanagan, together with best practice from
    across the country.

    Plans for 2008 to 2009 fall into three main areas:

          Recruitment of a senior call handling manager and a
           business/performance analyst.
          Dedicated personnel team within the department.
          Additional role specific training for all staff within Demand Management.
          Integration of the current divisionally-based crime desks into Demand
          Robust enforcement of the Attendance Management Policy.
          Implementation of the Public Service Desk to deal with all calls for service
           at the first point of contact.
          Introduction of real time intelligence to the control rooms to ensure
           intelligence-led responses to incidents.
          Managed incident car with diary appointments to allow dedicated
           resources to attend incidents at mutually agreed times.
          Embedding and further development of the virtual divisional control
           rooms to support the team ethos across the talk groups.
          Upgrading the Force Command and Control system to the latest version
           called “Vision” in line with the advances in technology.
          Continued development and research into making the best use of the
           airwave radio system in line with our regional partners.
          Introduction of “Pegasus” database giving speech impaired caller‟s easier
           access to police services.
          Introduction of enhanced voicemail systems across the Force giving the
           public direct contact with police officers and police staff.
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    Within the Demand Management work stream sits the previous initiative „On the
    Street‟. This was a scheme designed at increasing police visibility by changing
    and encouraging new working practices that would allow officers greater time on
    patrol and away from their station. The areas of work identified under „On the
    Street‟ are predominantly incorporated within the Demand Management work
    stream but a few areas also fall within other work streams but all working towards
    the vision.

   Quality of service
    The Force is committed to providing a service that is flexible and responsive to
    the needs of the public, in consultation with service users and partner agencies.
    In order to do this, each element of the organisation is putting the customer at the
    heart of everything they do, leading the way by providing diaried appointments
    with Police Officers, PCSOs and Council Wardens.

    A review of front counter opening hours and services is uder-way in consultation
    with customers. More than 50 of the most senior officers and members of police
    staff are committed to meeting service users each quarter.

Protective Services and Partnerships
 Protective Services
   Protective Services support the „protect and reassure‟ strand of the Force vision.
   They are areas of policing where we have a responsibility to protect the public, in
   contrast to local policing where the police work with the public and volume crime
   where the police work for the public.

    The Force will maintain an efficient and effective Protective Services capability,
    proportionate to the risk and threat level identified both locally and nationally.
    This will include the ability to respond to current threat levels and those that can
    be reasonably foreseen, planning to meet exceptional demand without impacting
    significantly on other policing activity and meeting the commitment to mutual aid
    and Force mobilisation.

    Protective Services focus on the following areas:
     Counter Terrorism and Extremism.
     Serious, Organised and Cross Border Crime.
     Civil Contingencies and Emergency Planning.
     Critical Incident Management.
     Major Crime Management.
     Public Order.
     Strategic Roads Policing.
     Firearms.

    Work is taking place both within the Force and at a regional level to ensure that
    Protective Services are fit for purpose and suitable to meet the threats currently
    faced and those that can be foreseen in Nottinghamshire.

       Partnerships
        Nottinghamshire Police is committed to working in partnership and in support
        of this has appointed a Chief Superintendent to the role of Head of Strategic
        Partnerships. The post holder has been embedded at County Hall working
        closely with the Community Safety Team although the funding has, since
        2006, come from Territorial Divisions, Force Intelligence and Force Crime

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        The post holder represents the police at a strategic level with partners
        working with County and District Councils, Health Authorities, Fire Service,
        Benefits Agency, Government Office for the East Midlands, Probation
        Service, Voluntary Sector and Community Groups; and also works to avoid
        duplication of effort and make best use of resources by ensuring partners
        share information and work together efficiently and effectively.

        The Chief Superintendent has represented the police service in the Local
        Area Agreement (LAA) process, which sets priorities and measures
        achievement against targets for public services across Nottinghamshire. The
        post holder jointly leads the crime and crime reduction domain of the LAA and
        supports and influences other programme managers where their domains are
        either affected by, or impact on, policing issues. For example, the post holder
        assists with the Joint Area Review of Children‟s Services and has helped to
        ensure that National Indicator 111 Reducing the Number of First Time
        Entrants to the Youth Justice System, has been included in the County LAA.
        Other areas of support are targeting assistance toward those that are not in
        education, employment or training. While this is an economic measure there
        is a potential link with acquisitive crime.

        Other areas of work include planning Weeks of Action that are carried out
        throughout Nottinghamshire. These are joint initiatives by police and partners
        to target specific issues in an area. For example, working with education
        officials to reduce truancy by returning truants to school or by visiting troubled
        families, or working with the fire service to remove abandoned vehicles to
        stop further offences occurring and reduce the perception of anti-social

Best Use of Resources
 Best Use Group (BUG)
   The group, made up from a number of key staff members from across the Force,
   has a lead role in examining and probing areas of activity to identify where the
   Force could be more efficient.

    Maintaining the Force Efficiency Plan enables the BUG to highlight to the Police
    Authority and Home Office areas that are being examined and of the efficiency
    savings made as a result of activities undertaken at force and local divisional

    Throughout this year the BUG will maintain its profile and continue to ensure that
    efficiency planning remains a key objective for everyone within the Force. In
    planning its work, the BUG will be supporting a number of projects and initiatives
    in areas where the Force can operate more efficiently, these will include:

       Implementing a workforce modernisation pilot to support volume crime

       The development of a Business Intelligence Unit to undertake detailed
        analysis to identify the linkages between finance and performance across the

       Further work on collaboration opportunities internally across the force and
        with our regional forces.
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       Learning from the Operation QUEST – the national programme looking at
        system and process improvement.

       The use of modelling techniques and of process mapping to identify how key
        systems and processes can operate more efficiently.

       The work undertaken by the Demand Management Project Board that is
        redesigning the way in which demand and calls for assistance are dealt with
        and managed to ensure a more efficient service is delivered within a quality
        framework putting the customer at the heart of the service provided.

    Throughout the year the BUG will also maintain a close link with national
    developments and regularly review learning opportunities as the drive from the
    Home Office Efficiency and Productivity Strategy (2008-2011).

   Linking Performance & Resources

This aims to develop the financial management service beyond the current service of
financial accounting, which involves the fundamental and critical tasks of
safeguarding the assets, balancing the budget, transaction processing and meeting
statutory requirements, to a function that also delivers a management accounting
This essentially consists of both the production of and interpretation of management
information that demonstrates clearly where resources are allocated, what activities
they are engaged in, and the value, in terms of performance or productivity, that is
being delivered by those resources.
This will enable management to see what resources are going where, and with what
productivity. It will give confirmation, or otherwise, of whether the organisation‟s
business plans and priorities are being played out in reality. It will demonstrate where
use of resources is inefficient and where there are opportunities to redirect these
resources to more effective or higher priority activities.
 It will enable management to ask incisive questions about where resources are
deployed, why, and what productivity they are delivering. It will allow the business
and financial planning processes to be much more closely integrated as the
organisation becomes more resource intelligent about which areas are utilising
resources effectively and how their deployment is driving performance and quality of
It is about developing the management tools to allow the productivity agenda, as set
out by HM Treasury for the Police Service, to raise performance by improving the
impact of people and other resources, to become part of day-to-day business.
It will be successful when questions about value for money are asked, and answered,
at the time of making decisions about new activities or resource deployment from
senior managers downwards. It is a big task, and it carries a big strategic prize.
Three key steps have been identified:
     1. Understanding the cost base. The police service needs to measure costs in a
         more detailed and timely way. Work is being done to design management
         reports that demonstrate what proportion of resources are allocated where,
         and what the trend has been over recent years. This will demonstrate how
         well resource allocation reflects the organisation‟s business plans and
         priorities. A common format is being designed for divisional and departmental
         reports to illuminate more clearly and in more detail how resources are
         expended and allow benchmarking across the organisation. Common
         protocols on accounting treatments and cost allocation will be agreed to
         ensure that consistent data is used in comparisons.
     2. Developing performance drivers, efficiency indicators and measures of waste
         that will form part of regular management information. The aim is to give an
         understanding of where resource utilisation is effective, and identify inefficient

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        expenditure or waste to be redirected to where it adds value to the customer.
        Examples of these are:
       Numbers of sick days lost, cost of sickness and cost of sickness per FTE by
        division/department to give a new view and greater understanding of the
        impact on different areas of the organisation, further highlighting the
        importance of managing this.
       Ratios demonstrating police officer and staff turnover and the stability rate of
        the workforce in differing areas of the organisation. The feasibility of further
        developing this into costing the organisation‟s staff turnover is being
        investigated. The internal staff turnover is very high compared to other
        sectors, resulting in high overall staff attrition. Identifying the cost and the
        level of resources invested in this will involve an assessment not only of the
        costs of recruiting, training and equipping an individual for a post in terms of
        equipment and uniform, but also the cost associated with the length of time it
        takes for the individual to become fully competent in the post taking into
        account factors such as developing relationships with key individuals,
        knowing the geographical area, the particular technical skills, along with an
        understanding of the key performance issues to be addressed, and the
        impact of short term buy-in to a post. In other industries this has been
        assessed as high as £80k per staff move. Discussions are being held with
        Nottingham University on the feasibility of research into this area.
       Average cost/or time for a PSU case to be concluded
       Average cost/ time for a referral to OHU to return to work, once the referral
        has been made.
       Benchmarking of overtime levels compared to basic pay.

    3. Linking resource data to performance. Once the cost base is understood this
       link can be made. Examples of comparative data that can be produced:
     Costs compared to officer workload, detections of PBTJ
     Costs compared to customer satisfaction levels
     Costs of each major crime incident, and comparisons to averages/
       benchmarks for category of incident
     Identification of performance indicators for teams such as ANPR, burglary
       and CID.

   Budget Scrutiny – Charlotte Radford

   Collaboration – C/Supt Khan
See below (Part II Section 3) for Collaboration document from Regional Collaboration team – where do we
want it?

From M Hansen

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National Policing Priorities
A key task for the Force is to achieve a balance between delivering national and local
priorities. Our „Futures‟ scanning process supports our strategic planning, some of
the drivers include:

   Comprehensive Area Assessments: which will provide the first holistic
    independent assessment of how joint public agencies deliver their services to
    local people. The assessments will provide the communities of Nottinghamshire
    with an overview of the quality of the public services they receive. The focus is
    about how through partnership working Nottinghamshire Police can contribute to
    shaping the place of Nottinghamshire through reducing harm and improving
    community safety, which improves quality of life.

   Public Service Agreements (PSAs) 2008-11: set out the Government‟s high-
    level objectives for public service delivery.

   The National Community Safety Plan:which has been
    refreshed to reflect a shared endeavour to deliver safer
    communities recognising that community safety cannot be
    delivered successfully by the police on their own, but must
    involve broadly based partnerships at both local and
    national level The National Community Safety Plan 2006-
    09. The plan sets out a greater emphasis on more serious
    violence, greater flexibility for local partners to deliver local
    priorities, a specific outcome to increase community
    confidence and the need to reflect the increased threat to
    communities posed by violent extremists.

    The Plan outlines six Strategic Policing Priorities (SPP) which are:

    SPP1        Reduce crime in line with national PSAs (23 and 25), including
                focusing on more serious violence (particularly involing the use of
                firearms and other weapons), serious acquisitive crime (particularly
                prolific and priority offenders and drug-misusing offenders), alcohol-
                related crime and disorder and anti-social behaviour.

    SPP 2       Increase public confidence in and satisfaction with the police through
                an emphasis on the quality of service provided to the public.

    SPP 3       In line with PSA 24, work in partnership to deliver a more effective,
                transparent and responsive Criminal Justice System (CJS) for victims
                and the public.

    SPP 4       Work jointly to ensure that adequate capability and capacity exists
                across England and Wales to deliver effective policing to tackle
                serious and organised crime and to provide other protective services.

    SPP 5       In respect of counter-terrorism and violent extremism in line with
                CONTEST and the counter-terrorism PSA, work with and through local
                communities as appropriate to disrupt terrorists and their operations;
                protect key sites and people going about their daily lives; deter those
                who facilitate terrorism; stop people from becoming or supporting
                terrorists or violent extrermists; and be prepared to respond to a
                terrorist attack and its consequences.

    SPP6        The tougher financial settlement for the Comprehensive Spending
                Review (CSR) period requires both police authorities and forces to

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                make the best use of resources, with a continuing commitment to
                achieving significant cashable improvements in efficiency and
                productivity. The Police Service should see resource management as
                a core responsibility of delivering sustainable improvement.

   Cutting Crime: A New Partnership 2008-11: which describes a refreshed
    approach to tackling crime and increasing community safety, setting out the
    strategic framework for crime and community safety for the next 3 years.

   The Review of Policing by Sir Ronnie Flanagan: which identifies the significant
    challenges policing faces. It also highlights that whilst resources have increased,
    the threats and tasks the police have to manage have also considerably expanded.
    It identifies clear focus on increasing trust, confidence and satisfaction with
    policing and offers 33 recommendations. Home Office | Police | Independent
    Review of Policing by Sir Ronnie Flanagan - Final Report

   Every Child Matters: a radical reform of children‟s services prompted by the
    Children‟s Act 2004 aimed at bringing together the work of the health sector and
    local government and improving the delivery of services for children and young
    people. Publications - Every Child Matters

   Sustainable Communities, People, Places and Prosperity: a five year strategy
    setting out the Government‟s vision for sustainable communities, with a focus on
    vibrant local leadership, residence engagement and participation and improved
    service delivery of performance.

   The Police Reform Green Paper: The Home Secretary has announced her
    intention to publish a Green Paper to build on the findings and recommendations
    of Sir Ronnie Flanagan‟s Review of Policing and consult on wider policing issues.
    White Papers in 2001 and 2004 have initiated a significant programme of reform
    for the police service with a further need to continually improve the police service.
    The publication of a Green Paper will provide the means for wider consultation.

    The Green Paper will explore the progress to date in achieving the Government‟s
    aims for police reform and focus on the following four key themes:

       Getting the best use from our resources and capacity.
       Effective leadership and governance.
       Clear, effective performance machinery; and
       Clarity and co-operation over competing demands.

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                Part II: Delivering our Strategic Aims

                Section 3: Partnership Working - Maximise the benefits of working with
                our partners to improve service to our communities.

                Nottinghamshire Police Authority and Nottinghamshire Police recognise the
                importance of partnership working to meet safer community agendas, this requires a
                key focus on serious violence, greater flexibility for delivering local priorities and
                influencing improved confidence and satisfaction with the services we provide.

                To achieve this strategic aim we will:

                       Maximise the benefits and create further opportunities from working with our
                        partners to improve service to our communities.
                        Actively create partnerships to support the delivery of the vision.

                       Maximise partnership-working opportunities in order to deliver quality of
                        service of locally shared priorities.

                       Maximise opportunities for early intervention and prevention of youth crime by
                        identifying those young people at risk of re-offending in partnership with YOT
                        and other agencies.
                        Considered by group B as an enabling strategy - Maximise opportunities for
                        early intervention and prevention of crime - broader than youth crime - with
                        statements - Strategy to have preventing offending. Work in partnership to
                        engage with young people and their families to identify those most vulnerable
                        and in need of partnership support

                       In partnership maximise procedures and processes to support and intervene
                        with those who cause disproportionate crime and anti-social behaviour.
processes and           procedures to support vulnerable members of the community who may
                        cause or may be affected by disproportionate levels of crime or anti-
                        social behaviour

                       Minimise significant levels of risk to individuals and communities by working
                        with partners to maximise opportunities to manage specific offenders
                        Maximise offender management opportunities to minimise the levels of
                        risk and harm posed to individuals

                       To increase opportunities and collaborative working across BCU’s and
                        Protective Services.

                       To work in partnership with CJ to bring about timely and effective resolutions
                        of cases and offences.
                        Collaborative working - within Force and regionally and sharing of best

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Offender Management
(Subject to approval by COT).

Nottinghamshire Police is committed to significantly reducing serious acquisitive
crime1. In particular the commitment is to reduce the rate of burglary dwelling in the
Force area. We will embed an integrated Serious Acquisitive Crime Offender
Management Scheme in Nottinghamshire.

In recent years significant reductions have been made in the level of some of the
most harmful acquisitive crimes - burglary, robbery, and vehicle crime As part of our
vision we are committed to make further reductions in these crimes.

We have shown through our award winning Sherwood Project, (Prolific and Priority
Offender Strategy) that using established techniques, with our partners in Crime and
Disorder Reduction Partnerships (CDRP‟s), CDP, DAAT and the probation service to
tackle prolific and drug-misusing offenders can have a significant impact on levels of
these serious acquisitive crimes.

Equally, our Drug Intervention Programme is now fully aligned to our Prolific and
Priority Offender Strategy.

The scheme will be locally based on each of our divisions, support by Force
Information Directorate (FID) and Force Crime Directorate (FCD). The scheme will
have the following strands of responsibility: [DN 1 – subject to approval by COT].

       Prolific and Priority Offenders.
       Drug Interventions Programme; and
       General Offender Management.

Prolific and Priority Offender Scheme
The Sherwood Project PPO Scheme is a countywide initiative with five co-located
multi-agency teams. Each team has police, probation and drugs services personnel
who manage offenders on a daily basis. These teams also have links to the prison
service, thereby providing access to prison data.

These multi agency teams conduct daily checks on all PPO‟s for fresh intelligence,
arrests or violations of tagging orders. All PPO‟s are risk assessed on a weekly
basis at team meetings and once an offender is identified as a high risk of re-
offending all tactical options are considered e.g. recall to prison, further licence
conditions, breach of court proceedings, covert/overt policing.

To assist in the successful prosecution of PPO‟s they are all subject to a „Premium
Service‟ while they go through the police and the criminal judicial system. This
protocol represents the commitment of the Force, the Crown Prosecution Service,
Magistrates‟ Courts, Crown Court, Probation Service, Criminal Justice Intervention
Teams, Youth Offending Teams, Victim Support and Witness Service within
Nottinghamshire to a multi-agency approach to the PPO Scheme. An evaluation of
the service has been conducted and a further comprehensive review is due to be
completed by August 2008, this will benchmark working practices and identify
potential efficiencies.

By developing these close working links it facilitates the sharing of real time
intelligence and allows for intensive supervision which PPO‟s experience. During

1Serious acquisitive crime is defined as robbery, burglary dwelling, TOMV, TMFV and
aggravated TWOC.
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this supervision each PPO is also assessed in relation to their drug treatment,
housing and other areas to see what support mechanisms can be introduced to help
reduce the drug taking and thereby its associated acquisitive crime.

Drug Interventions Programme (DIP)
The Drug Interventions Programme (DIP) is a key part of our Drugs strategy for
tackling drugs and reducing crime. The strategy was introduced in 2003, with new
elements having been phased in each year since, the Programme aims to get adult
drug-misusing offenders out of crime and into treatment and other support. The
programme is currently funded from Home Office funding, which is in place at each of
our Custody Suites.

Offenders who test positive for „opiates‟ or „cocaine‟ on arrest for a trigger offence are
required to under go an assessment with a drugs worker. This assessment is then
followed up with further assessments and treatment plans. People on DIP have to
attend assessments – if they fail they commit a further offence that has a power of
arrest. Often DIP offenders are placed on „Restrictions on Bail‟ and if they fail to
comply with treatment they can be arrested. The DIP offers many opportunities for
Offender Management. [DN 3 - subject to approval by COT].

The Force is also adopting a „Top Testers‟ scheme where fortnightly lists of the top
ten people most frequently arrested for a trigger offence and who then test positive
for opiates or cocaine are produced by a Force database – BRIGIT. Once identified
Nottinghamshire Police and our partners meet and if these top testers are also
involved in serious acquisitive crime, they will be proposed for the PPO project, if
they are not accepted on that scheme they will be recommended as General
Offender Management (GOM) targets. This work is still ongoing to fully establish
these new working practices.

General Offender Management (GOM)
General Offender Management (GOM) seeks to use the lessons learned from               the
PPO scheme and extend those practices to a wider number of offenders in               the
community. GOM is therefore primarily aimed at tackling those responsible              for
serious acquisitive crime who are not identified as PPOs, by complimenting and        not
compromising either the PPO scheme or the DIP.

There are two broad approaches to GOM:

    a)      Those who are on a statutory supervision order/licence with probation and
            identified as a priority by Nottinghamshire Police and other partners
            (Statutory offenders); and
    b)      Those offenders who are released from custody without Probation
            Supervision but requiring reducing re-offending interventions to divert
            them away from Crime and other anti-social activities (Non Statutory

Each of the four Divisions in Nottinghamshire, in partnership with other agencies will
have their own processes for identifying and managing those offenders. Details of
these arrangements will be individually agreed and implemented by the Force and
probation service at a local level. [DN 4 - subject to agreement by Probation].

Youth Crime
Nottinghamshire Police will continue to maintain its strong focus on preventing youth
crime and victimisation, but increasing emphasis particularly, on engagement and
early intervention to both reassure young people and to enable them to aspire and
achieve through the „Every Child Matters‟ agenda. The Force will aim do this through

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engagement of Schools Officers, Neighbourhood Police Teams and multi-agency
partnership working.

Anti-Social Behaviour (ASB)
Nottinghamshire Police recognises the impact that anti-social behaviour (ASB)
causes to the community and therefore regards this as a key priority for the Force.
The Force has recently launched its Anti-Social Behaviour Strategy
www.nottinghamshire.police.uk/npa to joint partners, with its principle aims being:

   Enforcement.
   Partnership Engagement.
   Community Empowerment.
   Information and Communication.

In achieving these aims, the Force will work jointly with Crime Disorder Reduction
Partnerships (CDRPs) to effectively manage problems, through co-ordinated weeks
of action and other activities, in order to sustain work undertaken, thereby preserving
the quality of life in local neighbourhoods.

Criminal Damage

Nottinghamshire has enjoyed a reduction of 11.5 per cent in the number of reported
cases of criminal damage since April 2007 which equates to 3000 fewer offences.

This reduction has come about not just through the continued work in reducing the
opportunities and offending but by undertaking more specific crime analysis.
Pioneering incident and crime analysis methodology has been adopted by divisions
to identify, in detail, the streets or areas that suffer the greatest level of criminal
damage and anti social behaviour. Using collaborative work with partners and the
Local Authority problem solving initiatives have been undertaken by the safer
neighbourhood teams which has resulted in this remarkable success.

In addition to this the Force is currently developing a greater emphasis on problem
solving criminal damage and anti social behaviour by utilising a demographic and
lifestyle database (Mosaic) alongside a highly detailed mapping tool. This will allow
a much more in depth analysis of incidents of criminal damage and anti social
behaviour. The software will not only provide the identification of geographic hot
spots but will allow demographic analysis within these areas. The main outcomes of
this work will allow the Force to:

       Identify crime attractors in specific hotspot areas
       By identifying the crime attractors problem solve not only the issues pertinent
        to that area but to identify other geographic areas with the same crime
        attractors and with partners carry out crime prevention work.
       Identify crime patterns suffered by demographic areas, problem solve the
        issues within these areas and then target other similar demographic areas
        utilising the same problem solving techniques. This will allow the force to
        work in a smarter and more efficient way.

Nottinghamshire Police is the first force in the country to undertake such a project
and with both public and private sector partners hopes to lead the way in not only
tackling criminal damage and anti social behaviour but utilising this innovative IT for a
range of issues.

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Collaboration within the East Midlands
The East Midlands Special Operations Unit is one example of collaboration. It was
set up to tackle serious and organised crime in the East Midlands. Another example
is the joint air support unit serving Nottinghamshire and Derbyshire. Chief Constables
and the chairs of Police Authorities from Derbyshire, Leicestershire, Lincolnshire,
Northamptonshire and Nottinghamshire are committed to working together in this
way to improve efficiency and performance in the future. Collaboration will achieve
improved levels of service from within existing resources and/or similar levels of
service at reduced cost. Collaboration does this whilst retaining local police forces
and local accountability.
Figure 4:

Following the HMIC report, Closing the Gap, the five East Midlands forces and their
police authorities considered how best to identify and address gaps within protective
services (serious and organised crime, major crime strategic roads policing, civil
contingencies, critical incidents and public order). New emphasis was placed on
working collaboratively after the Home Office withdrew its 2005 plans to merge police
forces. The East Midlands region has been recognised as being at the forefront of
collaborative working.

The five police forces individually and collectively identified those areas where there
is the greatest need to increase capacity and capability to address protective service
gaps. This assessment drew on local, regional and national data and will be updated
periodically. The areas with the most urgency for improvements in protective services
across more than one force are the priority for a regional programme and for
significant progress by 2009. The current areas of regional protective services work
are set out in Table 1.

Table 3 Regional protective services work programme
Witness protection                      Hi-tech crime
Making best use of police officers with Ability to tackle cross-regional and
specialist operational skills           national criminality impacting on the
Domestic abuse                          Live and cold case reviews
Technical support to police operations  Surveillance support teams

Parallel work conducted with support from consultants identified opportunities for
greater productivity. Current projects are set out in Table 2.

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Table 4 Regional productivity projects.
Tape summarising                       Forensics and identification
Managing demand                        Authorisation for specialised surveillance
Managing resources                     Mobile data
Prisoner processing & file preparation Aligning policy and procedure across
workforce modernisation                forces

A collaboration programme team manages the programme of regional work. The
Team will cost £1.13m in 2008-09 and £1.2m in 2009-10. It is funded jointly by the
five police forces. Projects are led by chief officers from around the region. The
programme is overseen by a collaboration board, comprising Chief Constables, the
chairs and members of Police Authorities. This board meets approximately every six
weeks. It provides the detailed management of the programme. There is further
oversight of the work through the East Midlands Joint Police Authorities Committee,
which meets quarterly in public. More information can be obtained from Simon Hobbs
(simon.hobbs@nottinghamshire.pnn.police.uk; 0115 977 4897; Nottinghamshire
Police Authority, County Hall, West Bridgford, Nottingham, NG2 7QP).

Detailed information about the programme of regional collaboration on protective
services and productivity, including work beyond 2008-09 is set out in the East
Midlands Regional Collaboration Plan. This can be found at Nottinghamshire Police
Authority – Home. A printed version of the plan will be available from Simon Hobbs
from 30 June 2008.

Working with Business
Nottinghamshire Police has a strong history of building lasting partnerships with local
businesses and looks forward to developing this further. Commercial organisations
play an important role in supporting the development of new initiatives relating to
community safety and cohesion.

Experian continues to support the “On Track Life Skills” programme, which provides
resources for children aged between seven and nine about growing up in a drug-
using world. This partnership has been in place for almost seven years, and has
involved a great deal of collaboration between the Force, Nottinghamshire County
Council Education Department and Experian, who have made a major financial

The Force is in the process of developing a programme called “Ten to Make a
Difference” with support from Capital One. This will see ten young people with
learning difficulties trained to deal with community safety and financial issues and
enabled to train ten more young people.

Criminal Justice (needs re writing to remove the „getting serious themes‟
The Force is putting Victims and Witnesses of Crime at the centre of our business by:

       Reviewing the structure and location of witness care units.
       Leading on victims and witness projects such as the witness charter, the
        victim code and victim plus; and
       Working with partners on key projects such as Intermediaries, Achieving Best
        Evidence and Witness Pre Trial Interviews.

The Force is also looking at ways of speeding up the information flow to meet the
needs of victims and witnesses more efficiently. For example in 2008 the (in full first)

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NSPIS-CMS link will be rolled out to ensure that witness care units get the best
information in the quickest time.

Getting Volume Down
The Force is currently developing and using new powers to deal more appropriately
with offenders, such as Conditional Cautioning, Street Bail and the roll out of the new
Penalty Notice for Disorder rules.

New system interfaces to ensure that offenders are brought to justice efficiently, for
example through the Video Witness Interface and the new version of Livescan, are
also being implemented.

The Force is working with partners to ensure a successful roll out of the Simple,
Speedy Summary Justice project, which aims to bring offenders to trial within six
weeks and to maximise the potential for guilty pleas.

The potential of the Quick Process file to enable appropriate cases to be dealt with
quickly is being examined with the Criminal Prosecution Service (CPS).

Getting Serious
All Custody staff will continue to be trained in the latest procedures and techniques
for dealing with terrorists.

Getting Safe
Service will continue to be prioritised to meet the needs of domestic violence victims.

The Force leads the LCJB Action Delivery Board for Persistent Young Offenders and
will work with partners to continue to ensure that Nottinghamshire meets the vision.

Health and Safety of all our staff and visitors is a priority for the Force. Staff will
continue to receive training to become fire wardens, (need in full) DSE assessors and
Risk Assessors and all managers will undergo Health and Safety training.

The Force will, together with partners, continue to look at the latest technology and
legislation in order to improve efficiency and effectiveness, for example:

       Directors‟ Quick Process.
       The CMS link.
       Development of NSPIS Custody and Case; and
       The introduction of digital technology into custody suites and criminal justice

The Force will continue to improve the provision of management information to meet
the needs of managers and try to collaborate further with regional forces to improve
service and cut costs.

The Force will continue to improve our service delivery through membership of the
LCJB‟s Performance Delivery Board, the Prosecution Team Strategic Board and
Victim and Witness Action Delivery Boards. These will enable us to work with
partners efficiently and effectively to bring about justice for the people of

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Section 4: Protection and Reassurance                         - Working together to protect
and reassure our communities.

Protection and reassurance……

To achieve this strategic aim we will:

                   Maximise service quality provided to victims and witnesses,
                    recognising their individual needs (7 – WAVES survey)
                   Base all aspects of our operations on the principles of minimising
                    threat of harm and risk to communities 1 –
                   Maximise procedures and processes to support vulnerable people
                    and families – 2
                   Develop and maximise a deployment model that enables options
                    to be considered between resources deployed on prevention and
                    enforcement activities – 3
                   Maximise all opportunities to undertake operations to detect and
                    disrupt serious crime and organised crime groups.
                   Maximise all opportunities to support and protect, prepare, pursue
                    and prevent the counter terrorism strategies
                   Develop knowledge and understanding of organised crime
                    networks and their harm to communities – feel good factor
                    measure, housing waiting list, media analysis
                   To protect the organisation against corruption
                   Develop objective and effective processes to enable decision
                    making in respect of competing demands at all levels of the

Serious and Organised Crime
Nottinghamshire Police continues to make the county a difficult environment for
criminal networks to operate in with some significant successes in the past year. The
Force Intelligence Directorate and Force Crime Directorate work together closely to
tackle modern day crime groups and consider the use of a range of investigative and
intelligence-gathering techniques to achieve this.

Positive relationships have been established with regional forces, other law
enforcement agencies and partners so that a range of knowledge, expertise and
techniques are employed to tackle serious and organised criminality.

It is recognised that criminal groups do not operate solely within Force boundaries
and the co-operation of the East Midlands Special Operations Unit and the Serious
Organised Crime Agency are important in supporting the efforts of the Force.

The Force Intelligence Bureau (FIB) continues to develop effective methods of
obtaining and responding to intelligence from local officers and communities. The FIB
is evolving communication systems to further disrupt and dismantle serious and
organised criminality as well as making use of intelligence-led policing opportunities
to support neighbourhood policing.

The Force Crime Directorate‟s Serious and Organised Crime Unit is dedicated to
investigating professional teams who engage in activity such as drug trafficking,

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armed criminality and people trafficking. A number of the investigations are sensitive
and complex in nature.

Financial Investigation
The Fraud Squad, Asset Confiscation Unit (ACU) and e-Crime Unit (e-CU) are now
established as part of the Serious and Organised Crime Unit, under a single
department, FACET. These units are now an integral part of operations that target
organised crime groups.

These units deploy their specific skills from the outset of an investigation and form a
key part of any investigative and disruptive strategy. In particular, the seizure and
subsequent forfeiture of cash and other assets owned by organised criminals is seen
as a hugely important and effective tool in combating this type of criminality.

In addition to their contribution towards disrupting and dismantling organised crime
groups, FACET also carries out complex fraud investigations, particularly those
involving public sector corruption and the loss of public funds. The department also
assists divisions and departments in all aspects of asset confiscation and computer
examination, with an emphasis on providing forensic, computer-based evidence of
the making and possession of indecent and abusive images of children.

Homicide Reduction
Nottinghamshire continues to have one of the lowest rates in England and Wales for
more serious violent crime, including homicide and serious wounding. Throughout
2007-08 the Force continued to secure convictions against a number of dangerous
individuals, following major, complex investigations.

The development of a coherent intelligence picture continues to evolve through the
Force‟s national influence and contribution to harm reduction strategies. This
complements regional and local partnerships by further developing the approach to
tackling incidents that pose the greatest risk of homicide or serious harm.

The Force‟s willingness to learn from major enquiries is demonstrated by the
investment in investigative reviews and recognising and responding to national
developments, ensuring issues are identified and applied locally. Incidents defined as
a „near miss‟ are subject of immediate review and issues raised through established

The focus on other high risks areas, such as the management of dangerous persons,
domestic abuse and armed criminality continues to be maintained through senior
detectives working together to address the issues and minimise the impact on
communities, vulnerable groups and individuals.

Public Protection
In the four important areas of Public Protection: Child Abuse, Domestic Violence,
Public Protection and Missing Persons, the Force has been the subject of national
scrutiny by Her Majesty's Inspector of Constabulary.

The hard work and achievements in Nottinghamshire were graded 'good' in every

However, the Force is not complacent in respect of its performance and continues to
review and improve both internally and externally and in respect of partnership
arrangements such as City and County Local Safeguarding Children‟s Boards
(LSCBs) and Multi Agency Public Protection Arrangements (MAPPA).

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The focus next year will be on the response to the unexpected and sudden death of a
child, with the introduction of Rapid Response Teams and participation in the newly-
formed statutory LSCB Child Death Overview Panels. This will contribute to a better
understanding of the issues and improve the health and safety of children.

Working with partners, significant developments and investment have been made in
providing a sensitive and dedicated service to meet the needs of victims of rape and
serious sexual assault. Over the next year the Force aims to train more Sexual
Offences Liaison Officers (SOLOs) so that victims will receive immediate specialist
support at such a distressing time.

There has been a review followed by an improvement in the Force‟s response to
people reported as missing, including the appointment of a dedicated Missing
Persons Manager with a particular focus on vulnerable persons. The reinvigorated
partnership with the National Society for the Prevention of Cruelty to Children
(NSPCC) Home and Away Project is a good example of multi-agency working.

The Force‟s objective is to devise more effective means of engaging with young
people so that issues that concern them can be identified and strategies developed
that reduce the need to run away and increase their vulnerability.

Domestic Violence
Contained above in public protection

Counter Terrorism and Extremism
The London bombings on July 7, 2005, carried out by British citizens, killed and
injured many people. The threat to Britain‟s security has since remained real, as
shown by the attempted bombing in London on June 29 and the attack on Glasgow
airport on June 30 in 2007.

In Nottinghamshire, the Force works closely with colleagues on a national and
regional basis to ensure a co-ordinated and consistent response in countering the
threat to national security. The East Midlands has a developing regional support
capability, which unites intelligence agencies, partners and other forces in the region
in support of ongoing national and regional investigations, operations and counter
terrorism activity.

Nottinghamshire Police, with the support of regional and national assets, supports
the Government‟s Counter Terrorist Strategy, CONTEST, which focuses on initiatives
under the headings of: Prepare, Protect, Prevent and Pursue. A significant challenge
for the Force is to prevent people from becoming terrorists or supporting terrorism
and violent extremism, and to approach this challenge in a manner that engages and
wins the support of all our communities.

The Force recognises that to be successful in confronting this threat we need
assistance from all communities to identify those people who actively support,
promote or undertake terrorist activity.

The Force is therefore, deploying a broad range of policing resources and services to
engage with communities and support them in protecting their communities against
terrorism. Nottinghamshire Police is committed to ensuring that the challenge of
counter terrorist policing is accepted at all levels.

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By raising awareness and delivering counter terrorism training, we will be equipping
officers and communities with the ability to identify intelligence to assist operational
activity and preparedness. By working together in this way we are seeking to create
an environment which is resilient to the threat of terrorism and which enables
communities in Nottinghamshire to go safely about their daily business.

The Force has a dedicated Special Branch with a primary role to gather, collate,
analyse and exploit intelligence related to terrorism, espionage, subversion, counter
proliferation, animal rights, anti-globalisation and environmental extremism, together
with threats posed to public order. Domestic extremism continues to be a critical area
of business due to the potential of economic disruption to local businesses. Special
Branch staff also include Counter Terrorist Security Advisors (CTSAs) who work the
National Counter Terrorist Security Office in addressing all physical security advice.

Violent Crime - Gun and Knife Crime
The Force continues to have a seconded officer at the Nottingham Crime and Drugs
Partnership dedicated to co-ordinating the Nottingham Stands Together Strategy to
tackle gun and knife crime.

This aims to reduce the amount of weapons carried by young people through
education, promoting diversionary opportunities and targeted enforcement action
working with partners.

Nottingham Stands Together is working with the Office of Criminal Justice on reforms
around witness support.

IAG meetings with local community representatives are held regularly. The
representatives act as critical friends of the police around gun and knife crime issues
affecting their communities and keep them informed about incidents involving

In 2007 there were no homicides as a result of any firearm discharges in

For the next 12 months the Force will be looking at the Government‟s recently
published Action Plan for Tackling Violence and building on the successful
partnership working, looking for further opportunities for interventions and education
for those young people at risk of becoming involved in serious violence.

Night-time Economy
The night time economy that can bring both employment and enjoyment to so many
also has a very significant impact on both individuals and communities alike.
Concerns about violent and disorderly behaviour in town and city centres are often
associated with what is known as the „night-time economy‟. This consists primarily of
bars, pubs and nightclubs, and also fast-food outlets, often clustered within our

Nottinghamshire Police will continue to tackle issues associated with the night time
economy by working with partners to prevent problems and providing effective
enforcement where they do occur, stopping violence from escalating.
The Force will continue to work with licensed premises (both on and off licenses) to
ensure that the sale of alcohol and its consumption are managed in a responsible
Where this partnership approach does not result in more responsible retailing or
management of premises, the powers contained in the Licensing Act will be used

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The Force employs a range of tactics to tackle the issues around the night time
economy, including:

       Hot spot premises are identified and high risk venues agree action plans for
        improvement with the Force.
       Routine work with Trading Standards to undertake Test Purchase operations
        to identify under-age sales of alcohol.
       Trials of Head Cameras for our police use in support of evidence gathering at
       Regular operations by Safer Neighbourhoods Teams to prevent anti social
        behaviour and criminal damage by patrolling the streets and confiscating
        alcohol from under 18s.
       The issuing of Police Penalty Notice for Disorders (PND‟s) to deal with
        incidents of disorder and anti-social behaviour
       A Designated Public Place Order has been agreed in Mansfield with the local
        authority to cover the town centre and other key areas with a ban on street
       Within B Division „Challenge 21‟ schemes are now a minimum expectation
        with many venues operating on a „Challenge 25‟ basis.
       In Nottingham City the Crime and Drugs Partnership coordinates multi-
        agency weeks of action and includes multi-agency enforcement activity.
       Within D Division there are regular individual meetings with designated police
        supervisors and manages of premises to discuss incidents and problems.
        When problems are highlighted recommendations for improvement are made
        then monitored.

Roads Policing
The latest breathalyser device was introduced throughout the force during the spring
of 2007. The Drager 68.10, which was rolled out nationally and funded by the
Department of Transport, eliminates the need for a paper-based system. The simple
to use device can be plugged into a (in full first) USB port and will download all the
data it has collected into a computer.

This enables the Force to provide a more accurate picture of how many breath tests
are conducted, which is of particular importance in enforcement campaigns.

Hand-held speed guns have now been purchased for every beat team across the
Force. Officers in every area have been trained to use them to enforce limits in
locations where residents have identified speeding as a problem, such as near
schools. Officers will be able to stop offenders and give them a ticket at the
roadside, which will relieve problems being suffered by individual neighbourhoods.

The Force‟s first „Off-road Teams‟ were deployed earlier in the year. Trained officers
in the city, Bassetlaw and South Notts have been equipped with off road bikes to
support Neighbourhood Policing Teams in areas where there are problems. The
officers are now equipped to deal with complaints about nuisance motorbikes and
mini motos in parks.

Operation Rustproof removed 3,500 uninsured vehicles from roads in the county
during 2007. Fifty per cent of these were crushed and the others were returned when
they had been insured.

The Force carried out the biggest number of seizures in the East Midlands and plan
to continue this robust activity during 2008. The number of accidents involving
uninsured drivers has dropped and the number of fatal road accidents on
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Nottinghamshire roads fell by nearly 20% to 54 in 2007, compared with 67 the year
before. Work by different agencies and a variety of education programmes have all
contributed to the reduction in deaths and has kept the force on track for the casualty
reduction target set for 2010.

Collaborating with Loughborough University on a road safety project has provided the
Force with useful feedback from collisions on Nottinghamshire roads.            The
information is analysed and passed on to the motor industry to enable them to
produce safer cars and also helps to shape future policies and practices.

The use of ANPR (Automatic Number Plate Recognition) is expanding more in
Nottinghamshire than anywhere else in the East Midlands, providing information
about criminal movement. Checks have led to significant arrests and huge drugs and
firearms seizures. The Force is sharing this data with the Serious and Organised
Crime Unit and partner agencies.

Operational Support
Nottinghamshire Police will continue to make full use of the helicopter, which is
owned jointly with Derbyshire Police. It provides an excellent service to the force
when it is deployed during firearms incidents, police pursuits and missing persons

Nottinghamshire is one of only two forces in the region to have a diving unit and
therefore provides assistance to other forces. The underwater search team will
continue to provide support to missing persons, murder or serious crime
investigations and at times of flooding will continue to help with evacuations and
monitoring water levels. Key areas of operational support include:

   Force Support will continue to work with divisional colleagues and CDRPs to
    execute drugs warrants and police special events.
   Armed response vehicles are successfully targeting criminals and specially-
    trained officers will continue to carry out pursuits.
   After a great deal of preventative work there has been a decrease in armed
    incidents in Nottinghamshire, but support will continue for regional colleagues at
    the East Midlands airport.

The introduction of Taser has given the Force an additional way to safely resolve
potentially lethal incidents, avoiding any injuries. In the first five months of being used
in non firearms incidents, Taser was successfully deployed 20 times without causing
injuries. The Force will watch with interest the outcome of a national pilot, which has
given unarmed officers in 11 other forces the use of Taser.

The Force Dog Section achieved a great deal of success in competitions over the
last year including scooping the prestigious first prize at the National Police Dog
Competition. PC David Buckley and his dog Chaz took the top prize and also went
home with spot prizes for Best Searching Dog and Best Obedience Dog. Third prize
overall also went to Nottinghamshire Police and PC Mark Johnson and his dog Jet
received the Starritt Trophy and first prize for tracking, use of force and agility.

Later in the year PC Mark Stirland and PC Dave Gough picked up the National
Service Dog Bravery and Achievement Award for their work with police dogs Tye and
Finbar. PC Geoff Tordoff added to the success when he was presented with the
National Service Achievement Award.

Operational Support are also hoping the success continues with the appointment of
our first passive drugs sniffer dog, Fred. Several operations have been conducted
with Fred both in Force and on loan to Leicestershire with good results. The section

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has recently converted another dog to be able to search in this manner and are
looking to further this type of work in the county as a whole.

Operationally the Dog Section is very busy supplying patrols 24/7 to support the
divisions with their projects and incidents. The section also has a vital role in
response to firearms incidents. There have been some outstanding pieces of work
done by the handlers, who are often at the forefront of violent situations.

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Section 5: Visibility and Accessibility                  - Lead more visible, responsive
and accountable policing.

Visibility and accessibility…………..

To achieve this strategic aim we will:

       Maximise the time and productivity of operational officers and staff spent out
        of stations – 8 – activity analysis
       Maximise opportunities for co-locating front line services in premises with
        partner agencies
       Have an effective marketing strategy that promotes the 'Policing for You'
        vision and brand

Best Value
The Police Authority is still responsible for ensuring that the Force          operates
effectively and efficiently and does this through the Performance and           Scrutiny
Committee. The Force and the Police Authority will continue to work to         develop,
review and improve processes that support the delivery of efficient and        effective

The Force is reviewing and improving a number of key processes to ensure that
customers receive an appropriate level of service and response. The Police
Authority has revised the Best Value regime in response to section 4 of the Police
And Justice Act 2006 that came into effect on 31 March 2007.

Best Value is now monitored through a range of activities. In addition to the overall
review of performance at the Police Authority Performance meeting specific areas of
Force activity are reviewed through the attendance of officers and staff at the
Performance Scrutiny Board. Police Authority Members sit on a variety of working
groups and projects to provide first hand knowledge and input on issues and
improvement activity. This ensures that:

   Services are responsive to the needs of users rather than the convenience of
   The force engages local communities, staff and other partners in shaping local
   The Force delivers improvements in policing as experienced by local people.
   The Force focuses on outcomes not processes or compliance for its own sake.
   The Police Authority provides a rigorous, not rigid, framework for assessing Best
   Best Value activity enhances national and local accountability.

Best Value Activity
In addition to routinely reviewing performance against public targets with senior
officers, the following departments and activity have been subject to scrutiny at the
Performance Scrutiny Board:

   Specific Operations to review their effectiveness.
   Forensic Services.
   Force Crime Directorate.
   Community and Youth Relations.
   Mounted Unit.
   East Midlands Special Operations Unit.
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   Demand Management.
   Staff Attitude Survey; and
   Results of External Audits.

The Force efficiency plan details the financial efficiencies achieved against Home
Office targets.

Information Management

    The Data Services Departments' plans for 2008/9 will significantly focus on
    improving the quality of police information and the ways in which this information
    is managed. This includes the following initiatives:

    The introduction of Management of Information (MoPI) requirements will be
    integrated into all policing activities. MoPI was developed following the
    recommendations of the Bichard Inquiry into the Soham murders, MoPI provides
    a national framework for the management of police information, highlighting the
    importance of meeting common standards in high risk areas of activity. It is
    anticipated that implementing the principles of MoPI will considerably assist the
    Force to gain more benefit from the police information that it holds, in particular
    by introducing improvements to the way that this information is collected,
    recorded, evaluated, actioned, shared, linked and reviewed.

    The Crime System's Bureau will change its focus from correcting data quality
    issues arising on the Force's Crime system to taking steps to prevent
    inaccuracies and omissions occurring in the first case. This will include providing
    feedback to officers and staff on the quality of the information that they have
    submitted and collecting statistical data to enable more effective analysis and
    remedial work to take place. An automated audit facility will also be introduced to
    enhance the data quality checking and auditing that already takes place within
    the Bureau.

    The newly created System Audit section will conduct data quality audits on the
    Force's core policing systems in order to identify problems, establish causes of
    these problems and recommend methods of addressing them.

    Geographical Information Services will continue its work to improve the accuracy
    of addresses and locations recorded on key Force systems and to provide
    demographic and mapping products to assist officers and staff with their work.

    The Information Management Section will undertake considerable work on
    information disclosure and sharing, ensuring that this enhances partnership
    working whilst complying with legal requirements.

Reducing Bureaucracy
Do we want this as an additional title?

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Section 6: Flexibility and Responsiveness - Listening, changing and
responding to local priorities for policing.

Flexibility and responsiveness……

       Continually improve and sustain all aspects of service quality provided
        internally and externally
       Maximise all recourses available to deliver the principle of „same day service‟
       Maximise environmental scanning functions to signal in advance issues that
        impact on the organisation medium and long-term – 5 analysis of risk
        registers to pick up problems to be avoided
       Develop an evidence based framework to evaluate operations and business
        processes, demonstrating performance benefits and deficiencies
       Have a planned programme to review key processes and procedures to
        maximise effectiveness and efficiency across all parts of the organisation
       Through the PDR process to maximise the concepts of a learning
        organisation enabling the continuous development of staff so that
        performance improvement is planned and sustained – this is an enabling
       Maximise benefits realisation management, enabling options to be considered
        about the re-distribution of resources across the organisation to meet new
        demand – 6
       Innovation
       Business continuity

Do we need to ref here our SIA & Control Strategies that inform our SBR?

Volume Crime Management
Successfully investigating and reducing the numbers of volume crime offences, such
as burglary, theft, vehicle crime, violence, drug offences and criminal damage,
remains a key objective for the force and its partner agencies.

Public feedback from consultation events and surveys highlights that these crimes
and their effective investigation remain a high priority and concern within local
neighbourhoods. Because of this, the detection of these offences and work in
partnerships to reduce their occurrence continue to be a priority for the Force and the
Police Authority.

The Force has continued to make significant progress in reducing crime, between
2001-02 and 2006-07 Nottinghamshire has achieved the 5th largest reduction in All
Crime out of the 43 Forces in England and Wales and the highest in the most similar
forces (MSF), in percentage terms.

House Burglary
Burglary cannot be tackled by the police alone and during the last year we have
worked closely with crime partnerships in the county and city. Key areas which have
been focused on during 2007-08 were catching offenders and preventing burglaries
happening in the first place, which are detailed as:
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Catching offenders
 Together with Trading Standards we took part in a national operation 'Rogue
   Trader' to tackle offenders who carry out offences surrounding poor services at
   high costs and links to distraction burglary, making good use of Automated
   Number Plate Recognition (ANPR) technology.
 We continue to make the best use of forensic evidence at burgled houses to
   identify offenders from their fingerprints and DNA.
 Concentrate on those prolific offenders who commit a majority of offences
   ensuring that we have plans in place to reduce their offending on release from
 Target those persons selling on or buying stolen goods through targeted

Preventing burglaries
 We have worked with housing providers and planning departments to improve
   security on houses.
 Developed the use of property marking through products such as Immobilise or
 Provide advice about leaving windows and doors insecure, a major factor in
 Worked with Trading Standards in relation to controlled calling zones where there
   has been rogue trader or distraction burglaries.

During 2008-09 we will:
 Continue to make the best use of forensic techniques and intelligence sources to
   catch and convict burglars.
 Make the best use of the Proceeds of Crime Act to ensure that offenders do not
   benefit from their crimes.
 Continue to work with partners to divert offenders released from prison away
   from burglary through a range of measures including drug support.
 Continue to work with partners to ensure that houses built in Nottinghamshire
   have appropriate security.
 Provide advice at key periods as to the best way to protect your property.



Offender Management
Included above – where do we want it?

Market Reduction
The Force will continue to pursue the following market reduction activities, which
have already shown good results:

   Covert visits to shops selling second hand electrical goods. These resulted in the
    successful prosecution of the owners or managers under the Proceeds of Crime
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   Joint visits with Trading Standards to second hand shops and scrap dealers to
    review records and deter crime, also at fast food venues where intelligence
    indicated stolen goods were being sold.
   Continued promotion and widespread use of „Immobilise‟ and „SmartWater‟ at
    point of sale, in schools, colleges and universities at crime hotspots and during
    weeks of action.
   Force wide publicity for the sanctions for buying stolen goods.
   Campaign targeting city-based licensed premises suspected of allowing goods to
    be sold.
   Searches of domestic and commercial properties targeting the handlers of stolen
   Roll out of „Immobilise‟ and „SmartWater‟ checks to all property stores.

We also plan to:

   Use the Cell Intervention Team to develop intelligence.
   Use Divisional FIs to increase assets seized under (in full first) POCA; and
   Look at advancements in technology to make identifying stolen goods easier.

Vehicle Crime

Thefts of and from motor vehicle have continued to fall within Nottinghamshire but we
still continue to strive to further reduce these levels.

Across the force we shall, with our partners, continue to reinforce the simple and
inexpensive measures people can take to help prevent themselves from becoming a
victim of vehicle crime.

In addition to this the force uses a range of measures to tackle vehicle crime, some
of those are:
     Automatic Number Plate Recognition teams utilising in car technology to
        identify and target vehicle crime offenders.
     The development of exclusion zones for persistent vehicle crime offenders.
     Joint divisional operations to pool resources to specifically target force wide
     Crime reduction initiatives utilising the latest intelligence products to ensure
        resources are tasked specifically and appropriately.
     Work with partners in both the public and private sector to encourage a joint
        approach to tackling vehicle crime.
     Car clinics where victims of crime may take their attacked vehicles to be
        forensically examined.

The AGIS Project
The AGIS Project, Tackling Drugs-Reducing Crime, is an EC-funded research
project, led by the Police Authority with partners in Assen (Netherlands), Poznan
(Poland) and Stockholm (Sweden). The 500,000 Euro project received 296,000
Euros from Brussels, the remainder being provided by both local and European
partners. This is the first time in the UK that a Police Authority has secured European
funding to tackle crime and the Home Office see it as a model for future European
involvement in police projects.

The project‟s aims are to research and develop best practice in disrupting drug
markets and managing drug-using offenders. The Jill Dando Institute, supported by

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the Police Academies of Poland and the Netherlands, leads the research. During
2007 placements from Nottinghamshire Police and partners spent one week in
Poznan and Assen examining the different ways of working and making
recommendations for our own improvements. Placements from Poznan and Assen
also spent one week in Nottinghamshire learning about local working practices.

Three seminars have taken place in each city. The first one, held in Nottingham at
the Council House was a successful event leading to a number of positive actions.

In November 2007, the ACPO Drugs Committee                    PICTURE OF IAN
presented the project lead, Chief Inspector Ian Bates,        BATES
with an award at the national ACPO Drugs Conference
for his work in leading the project.

A final pan-European conference is due to be held in Nottingham in April 2008. A
total of 130 delegates including representatives from every European country will be
present. The conference will discuss the findings of the research, recommendations
from those who went on the placement and the development of various initiatives
during the project.

In Nottinghamshire a number of projects have developed from AGIS. These include
the “Adopt an Offender Model”, which is now part of the Sherwood Project. The “Lots
Project” is being rolled out across the Force, enabling Neighbourhood-Policing
Teams to be more informed about local treatment services. The “Able to Work”
project recently secured £20,000 funding from the County Council to carry out a
feasibility study on the development of a project to assist ex-users and offenders into
training and employment. The “Amphetamine Project” identified that Nottinghamshire
has a significant underlying amphetamine problem using voluntary drug testing and
data capture from partners.

The project concludes at the end of May 2008. There are other projects currently
under development to secure additional European funding.

Business Crime
The Business Crime Partnership initiative is to receive support from the Home Office
from April 2008 to develop the original model to make the transition from estate-
based business crime to cover three additional areas of work: Resilient Design, E-
Crime and Retail Crime.

Resilient Design: This element is aimed at reducing soft target vulnerabilities in new
and renovated buildings. The Force Architectural Liaison Officers (ALOs), will work
with planning authorities and architects to design out crime at the design stage of
buildings, which will also allow the team to assist in the development of Business
Continuity with the businesses they work with. A good example of this application is
in the building design of the new Broadmarsh Centre where the ALOs will look at
crime reduction and secured by design methodologies.

E-Crime: The project team is now able to trace on line crimes and some members of
the team are able to develop this further by tracing offenders on line. This partnership
runs in conjunction with Trading Standards who also have trained staff. The Business
Crime Team Coordinates the combined efforts and best practice is developed by a
police officer seconded to the project, who is funded by the County Council.
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Retail Crime: The project analyst and project manager now act as the conduit for the
town centre retail partnership intelligence sharing process. This is then distributed
through town centre managers and Crime and Disorder Reduction Partnerships

Forensic Science
The Force will continue to make full use of the latest forensic science techniques
available for detecting crime and will produce quality evidence for court to ensure the
quick and efficient conviction of offenders.

Plans for 2008-09 include:

   Delivery of a high-quality, responsive forensic service to victims of:
   Burglary (25 per cent within three hours and 85 per cent within 24 hours of being
    reported). (Doesn‟t add up)
   Making the best use of forensic opportunities when investigating burglary and
    vehicle crime, such as DNA, fingerprint and footwear impressions.
   Explaining to victims what has been examined, what has been found and what
    will happen in the next stages of the forensic process.
   Operating a „fast track‟ processing service for searching fingerprints and DNA
    against the National Databases (seven days for fingerprints and 13 days for DNA
   The Force‟s high-quality responsive forensic service to victims of vehicle crime
    will either be through a Vehicle Recovery Scheme (for stolen motor vehicles
    (vehicle recovered to a contracted duty garage and examined within three days of
    recovery), or police Car Clinics (one hour turn round time) for cases of theft from
    motor vehicles.
   Drivers will be surveyed for their views on the way to provide the best service.

A detailed description of the Force‟s Forensic Strategy can be found on the
Nottinghamshire Police Website www.nottinghamshire.police.uk

Science and technology continue to make an important contribution to solving both
serious and volume crime and bringing offenders to justice. The Force seeks to make
the best use of new developments to improve its productivity and the quality of the
service delivered to the public.

The National Fingerprint System, IDENT1, continues to be developed with several
new useful enhancements. All custody suites in Nottinghamshire are now equipped
with „Livescan‟ units for taking fingerprints. All people arrested are fingerprinted using
„Livescan‟ and the fingerprints obtained are automatically checked to verify the
person‟s identity and whether they can be linked to any outstanding crime (this is
known as Livesearch). This is being carried out while the prisoner is still in police

The Force has invested in a new, state-of–the–art Fingerprint Laboratory. It is now
able to develop fingerprint marks in circumstances that were previously not thought

New DNA techniques have been applied on a routine basis to all forms of crime and
to many old, unsolved serious crime cases, which include murder and rape.
Unsolved cases are systematically reviewed and re-examined for potential forensic
evidence. In some cases, which were more than ten years old, these new techniques
have led to an offender being identified and brought to justice. The Force has also
worked with its forensic supplier partners, (in full first) LGC Forensics, to develop new
and sensitive DNA methods for firearms.

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A comprehensive footprint service has been established and has started to deliver
benefits towards detecting crime.

The Force has one of the fastest fingerprint, DNA and footprint services in the UK.
The systems for taking, storing and using facial images of prisoners will be
developed and there will be a better service for the identification of offenders through
the production and viewing of photographic albums by witnesses so that the benefits
of Facial Image National Database (FIND) will be experienced in Nottinghamshire.

Work will be done in partnership with other forces to ensure that the benefits of the
National Automated Ballistics Intelligent System (NABIS) are brought to
Nottinghamshire. The best value for money will be delivered from the Force‟s
forensic budget, which will include developing a number of in-house services and re-
tendering contracted services. All casework will continue to be closely managed to
ensure that the maximum positive results and that the best evidence is obtained and
presented in court to secure safe convictions.


Nottinghamshire Police expects to record a significant achievement in robbery
performance for the period 2007 to 2008.
The 7 per cent reduction target set for the City Division is set to finish at a 24%
While robbery is a force priority the significant risk to the organisation has always
come from the City Division and activity has been based on this premise.
How success has been:

   Use of standard operational protocols such as the Response & Investigation
   Preventative strategies such as Operation Country, which continues to educate
    students about personal safety and crime prevention techniques. This activity
    occurs in September and is refreshed every year.
   Systems and process stemming from Sherwood project have enabled operational
    decision making to target those who may be inclined to carry out robbery. This
    includes those pending release from prison.
   Civil remedy approaches are far more embedded as a tool to manage offenders‟
    behaviour. For example, the risk of eviction to families of robbery perpetrators is
    very real and this message is made clear in seeking to alter behaviour.
   Acquisitive crime and stolen property markets continue to be an area of business
    to target. Through use of the National Mobile Phone Register (NMPR) and
    Immobilise property registration, it is becoming far easier to identify stolen
    property in possession of robbers and handlers. Use of civil remedies and POCA
    are effective tools in changing the dynamics of the stolen goods market. By
    creating disruption in stolen goods networks, offenders are more likely to make
    mistakes as new networks emerge. This cycle of disruption and intelligence build
    puts the handler and robber on the back foot.

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Section 7: Community and Individual Needs -                          To provide a truly
local and customer tailored service.

Community and Individual needs …………..

To achieve this strategic aim we will:

           Deliver and continually improve the effectiveness of safer neighbourhood
            teams – include confidence of the local communities
           Quality community engagement and consultation is at the centre of Force
            and local priority setting within the communities – simple and effective
           Maximise
           Maximise leadership styles at all levels of the organisation
           Encourage staff to be innovative

5 Star Project
In the last year Nottinghamshire Police have recruited and trained a number of
community volunteers to provide a mystery shopper service enabling us to use
customer feedback to improve our quality of service. Our first project saw every front
counter in our Force area visited by a mystery shopper. The feedback is being
actioned by the Front Counter Services Improvement Team. From January 2008 the
mystery shopper service became commissionable by heads of divisions and
departments to provide a bespoke test to any service we provide.

Front counter services and brand strategy management
Nottinghamshire Police have 46 front counter's across the Force. Each community
has differing requirements, but all of them deserve to receive a level of service we
are proud to deliver. This project aims to marry opening hours and services provided
with the needs of the community. The project is reviewing training of staff, availability
of services, opening hours and customer information to name a few. We will also be
ensuring our core values are reflected in the service we provide through the creation
of a brand strategy.

Internal Service Level Agreements
We acknowledge that enabling services within our organisation are key to us
delivering a service we are proud of. Current levels of service provided internally are
being reviewed to ensure that our vision is supported by an internal framework
designed to ensure we deliver on our promises.

Neighbourhood Policing
Neighbourhood Policing provides a visible, accessible and responsive team of police
officers, police community support officers (PCSOs) and special constables to work
in partnership with local people and other agencies to tackle crime, antisocial
behaviour and problems that affect individual communities.

In Nottinghamshire these teams are called Safer Neighbourhood Teams. The teams
have now been deployed in every area of the county, with a total of 265 PCSOs
supporting dedicated police officers.

In addition, 100 Community Protection Officers (CPOs) from Nottingham City Council
and wardens from other District Councils have become an essential part of the

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Key plans for 2008 to 2009:
 Increasing the opportunities people have to make contact with their Safer
   Neighbourhood Team, both to shape local policing priorities and enable them to
   find out what action is being taken in response to issues they raise.
 Working with partner agencies and communities to deliver a joint problem-solving
   approach to tackling local issues.

Working with the Nottinghamshire Criminal Justice Board to build on the success of
the community justice initiative in Nottingham. The aim is to bring together the justice
system and the community to solve problems, reduce crime and increase confidence
in the system.

Embracing Diversity
The Police Authority and Force continue to recognise the importance of providing a
professional policing service that respects the diversity of everyone they serve.

Equality Schemes
The year 2007 to 2008 has seen a number of positive developments with the
introduction of the Gender Equality Duty in April 2007 which has been integrated with
existing equality schemes to produce a single equality scheme. This reflects the
amalgamation of the existing equality commissions into the Commission for
Equalities and Human Rights in October 2007.

The single Equality Scheme seeks to ensure that the force provides equality of
opportunity not only for those areas covered by duties, but also across all six
recognised strands of diversity, namely: race, age, gender, disability, religion or belief
and sexual orientation. The Equity Monitoring report is published every six months
and shows the Force‟s performance in key areas of equality and service delivery.

The Equality Scheme Action Plan is being developed to consolidate the various
individual action plans across the Force. While acknowledging the inconvenience in
the delay in publishing the action plan, it is believed to be important to ensure that
there is an effective plan, which can be embedded within business plans throughout
the force. The progress of the Plan will be managed through the Confidence and
Equality group, chaired by the Assistant Chief Constable (ACC)(Crime).

Independent Advisory Groups
The Police Authority and Force continue to work closely with Independent Advisory
Groups (IAGs). These groups include representation from various communities and
minority groups across Nottinghamshire and provide the Police Authority and Force
with „critical friend‟ advice about different aspects of policing policy and practice. In
November 2007 there was an IAG seminar, where all the groups were brought
together to explore and discuss future development and involvement.
Various work projects have emerged from the work of IAGs:

   Pegasus: Which is a proposal for development of a database to improve
    communication between disabled people and the police and to increase
    accessibility to services. This system will be piloted in 2008 and negotiations are
    ongoing with other local and national agencies.
   Stop and Search sub-group: The aim of this group is: “To improve the stop
    search processes within Nottinghamshire Police.” This particularly relates to the
    quality of encounters, communication with the public and addressing issues of
    disproportionate searching of black and minority ethnic (BME) people within our

Key progress for the 2008 to 2009 period will include:
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   Integration of the Equality Scheme Action Plan into the Force, divisional and
    departmental business plans.
   Implementation of the Pegasus database.
   Continued participation in partnership initiatives such as UNITY, County
    Community Cohesion Group and BME strategic group to develop and deliver
    services to BME young people.

Community Engagement and Consultation
The Force has achieved national recognition for its commitment to Independent
Advisory Groups as part of the drive to maintain effective communication and
consultation methods. The work of the Market Research Section is due to expand
beyond the current user satisfaction consultation process with further residents‟
surveys and focus groups planned.

The Force is in regular contact with partners such as Nottinghamshire County
Council and will be making use of the consultation findings from the Citizens‟ Panels,
which already exist. The Force has changed the way it surveys victims‟ satisfaction
by conducting telephone surveys instead of postal questionnaires to get better quality
information about how victims feel about the service they receive.

The telephone surveying process was instigated in January 2007. This programme is
in the process of expanding and additional surveys will be conducted to increase
understanding of the service local communities have received when reporting an
incident or crime to the police.

The cycle of consultation activity is coordinated so that feedback from the public can
directly inform the regular review of the Force‟s planning, the setting of priorities and
the budget planning process by the Police Authority.

Since the introduction of telephone surveys, the Force has developed a Service
Quality Improvement Group. This group meets every six weeks and its purpose is to
shape the services provided by Nottinghamshire Police in order to meet and exceed
customer expectations.

In addition to feedback from telephone surveys, the group consolidates the findings
of other public feedback such as information from the Professional Standards
Department and Tell Us, a system for recording and managing the response to
complaints, compliments and comments from the public about policing in

Representatives from each of the four Base Command Units within Nottinghamshire
Police have now been established as users of the system and expressions of
appreciation and organisational concerns are logged by them. Since the introduction
of Tell Us, a generic monthly report has been created that monitors both the usage of
the system as well as an analysis of concerns and appreciations. The information
recorded has featured at performance meetings such as Force Focus and will
continue to do so in the future.

Human Resource Management

People Strategy

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The force vision Policing for you recognises that good customer service and
satisfaction will only be achieved by creating a culture, capacity and climate that is
supportive for officers and staff to achieve this aim.
Supervisors at all levels are committed to demonstrating positive leadership to direct
and support their teams and colleagues, to ensure the best use of people to deliver
front-line policing.

The People Strategy has been developed to focus on Policing for you. There is
greater emphasis on leadership, reward and recognition, learning development
and communication. This is designed to support qualitative as well as
quantitative aims and targets.

Managing Diversity

Recruitment and         Retention              Development          Health, Safety and
Resourcing                                                          Welfare

Leadership & Organisation Changes

For 2008/09 the following targets have been agreed:

The following section of the Policing Plan expands on the corporate priorities in
relation to Human Resource Management, Learning and Development and
Occupational Health and Safety. It also presents a summary of anticipated Police
Officer and Police Staff levels for 2008 to 2009.

Human Resource Management

The human resource function (corporate and devolved) supports the Policing Plan
through the application of the People Strategy.

Plans for 2008 to 2009 include:

       Increased emphasis on retention and progression of under-represented
      groups as well as achieving recruitment targets for BME and female officers.
       Organisational Learning, with particular reference to officers and staff covered
      by the DDA.
       To apply the new Attendance Management Policy to increase attendance
      levels and manage restricted/recuperative officers to maximise resource
       Maintain medical retirement levels within budgetary limits including reviewing
      Injury Awards in line with Regulations.
       Contribute to the corporate cashable efficiency savings or redirection to
      support front-line policing via a civilianisation programme of 71 police officer
       Further develop workforce planning and workforce modernisation. This will
      include, where possible, regional collaboration.
       To run the Staff Perception Survey again.

Staffing Levels
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Projected staffing levels for Nottinghamshire Police in 2008 to 2009 are summarised
in the table below. Table A shows police officer numbers (full-time equivalent) and
Table B shows police staff numbers (full-time equivalent). Each table also shows the
number of white and black and minority ethnic (BME) staff.

Health, Safety and Environment
Health and safety remains a strategic priority for the Police Authority and Force.
There has been significant progress in developing a Health and Safety Management
System and programme for the Force.

Three audits in 2007 showed that there is still a great deal of work to do, but also that
some areas are being managed well and local good practice has been developed,
such as the effectiveness of health and safety committees where significant risks are
being discussed and addressed. One significant step forward has been the
introduction of dynamic risk assessment training for operational police officers and

The main challenge in 2008 to 2009 is to achieve divisional and departmental
ownership of health and safety risks, further developing health and safety risk
assessors and assessments, ensuring that staff understand the risks they face and
their responsibilities for health and safety.

Other challenges will be to embed health and safety performance into the way the
Force does its business and to develop regional collaboration on health and safety
policy and audit.

It is intended to issue an updated Force Health and Safety Policy, comprising
statement, organisation and arrangements, with the latter linked to mandatory

The main aim of the department in 2008 to 2009 will be to assist the force to meet
the requirements of the ACPO Strategy for a Healthy Police Service 2006-2010,
which prioritises attendance management, health and safety management and
compliance with the Police Pensions Regulations.

The department‟s objectives will be to work in partnership to:
 assist the force to meet its legal requirements relating to occupational health and
   safety, ensuring that its people are fit and well at work
 assist the force to manage performance, including management of staff, learning
   lessons and prevent recurrence of mistakes where possible.

KPI for 2008 to 2009 Reduce percentage days lost due to sickness absence.
 3.7% for police officers (equivalent to 8.2 days lost)
 4.3% for police staff (equivalent to 9.7 days lost)

Review all former officers in receipt of an injury award under the Home Office
Guidance 2004.
For FMO to review four cases per week during their current working hours.

Key priorities are defined by the ACPO Strategy for a Healthy Police Service,
supported by the applicable legislation and working in partnership:

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   To ensure that Occupational Health, Safety and Welfare is integrated within the
    force and that the positive benefits of creating and maintaining a healthier, safer
    workforce are delivered through leadership and strategic initiatives across the
   To develop and implement an effective health and safety management system,
    based upon the ACPO benchmarking standards for health and safety. To reduce
    the number of work-related accidents by managing health and safety risks
   To maintain and improve the physical and mental well being of staff at work.
   To effectively manage the implementation of the Police Pensions Regulations
    and The Police (Injury Benefit Regulations 2006) to minimise the number of
    medical retirements and to review Injury Awards.

Learning and Development
Learning and Development activity in 2008-09 will continue to support the delivery of
the Force‟s key priorities and the vision of Policing for you. Last year a Force wide
programme on citizen focus was rolled out and training was introduced to support
Neighbourhood Policing teams and partnership working.

This year a new Leadership Programme for Sergeants and Inspectors under the
People and Culture work stream will be introduced. Training to help reduce crime and
tackle serious and organised crime will continue. Plans include:

   A revised two-year programme for new student constables that includes law,
    community placements, „on the street‟ role play exercises, tutoring and
    assessment to ensure they meet high standards of performance.
   Training for new PCSO‟s and Special Constables to equip them for their roles.
   Training operational staff to use mobile data so that they can have up to date
    information when they need it and to save time inputting data.
   Restructure of crime training to include more regional delivery and to develop
    detectives to improve how investigations are carried out.
   A comprehensive training package for Firearms Officers to respond professionally
    to incidents and provide advice on tactics.
   Training to support the new Health and Safety Strategy.
   A review of quality assurance processes so that learning requirements and their
    effectiveness can continue to be measured.

Staffing Levels
(Shown above in HR Management)

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Part III: Delivering Value for Money

Section 8: Performance
Need a clear introduction and lead                   into     performance   management
principles……….Need to improve this section

Police Performance Assessment
The Performance framework will change in 2008/09 to the Assessment of Policing
And Community Safety (APACS) framework and separate tables are set out to show
the targets set in conjunction Local Area Agreements for 2008/09. The APACS
domain structure is outlined below:

         Confidence and Satisfaction

         Promoting                 Tackling                   Crime and
         Safety                    Crime                      Protection

         Organisational Management

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                                     CONFIDENCE AND SATISFACTION

                                                                              Target            Actual
                                                                              2008/09          2008/09
     People who agree that the police and local councils seek
                                                                         Benchmark and
                                                                        monitor for baseline
     their views on anti-social behaviour and crime in their areas
     People who agree that the police and local councils are
                                                                         Benchmark and
2    dealing with anti-social behaviour and crime that matter in
                                                                        monitor for baseline
     their area
     Percentage of people who 'agree that the police in your area        Benchmark and
     understand the issues that affect this community?'                 monitor for baseline
     Percentage of people who 'agree that local police are
                                                                         Benchmark and
4    dealing with anti-social behaviour and crime that matter in
                                                                        monitor for baseline
     this area'
     Percentage of victims who are satisfied with the overall               65% Very &
     service provided by the police                                     Completely satisfied
     Satisfaction gap between white and BME victims when                0% disparity between
6    comparing victim satisfaction with the overall service
     provided by the police                                             White and BME users
     Victim satisfaction with the overall service provided by
                                                                           65% Very &
8    police/local agencies/local councils in dealing with anti-social
                                                                        Completely satisfied
     Satisfaction of victims of racist incidents with the overall          65% Very &
     service provided by the police                                     Completely satisfied

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                                                  PROMOTING SAFETY

                                                                                    Target             Actual
                                  Indicator                                        2008/09            2008/09
              Percentage of people with high level of perceived anti-
    13                                                                               16%
              social behaviour ('the seven strand measure')
              Percentage of people who perceive people being drunk
    14        or rowdy in public places to be a problem in their local
                                                                            To monitor (as they
                                                                           sit within indicator 13)
              Percentage of people who perceive drug use or drug
              dealing to be a problem in their local area
              Number of deliberate primary fires and secondary
              deliberate fires per 10,000 population                             * see below
              Number of a. people abd b. children killed in under 30          Maintain the 40%
    17        days or seriously injured in road traffic collisions per 100 reduction target for
              million vehicle kilometres travelled                                   2010

* Sitting beneath the 'Minimisation of Risk of Harm' heading measure within the Policing Plan. The Force are
committed to supporting the Fire & Rescue Service in reducing the number of deliberate primary fires and
secondary deliberate fires per 10,000 population


                                                                                   Target              Actual
                                                                                   2008/09            2008/09
         Overall satisfaction with the contact had with the criminal
  7      justice system by victims and witnesses of crime whose
         cases reach the point of offender being charged                     LCJB targets to be
         Percentage of the public who are confident that the criminal         incorporated into
         justice system as a whole is effective                                 policing plan
         Percentage of the public who are confident that the criminal
         justice system as a whole is fair
                                                                            0% disparity in levels
              Satisfaction gap between white and black and minority
                                                                               of satisfaction
  11        ethnic vicitms when comparing victim satisfaction with the
                                                                             between White and
                     overall service provided by local agencies
                                                                                 BME users

                                               TACKLING CRIME - REDUCTION

                                                                                    Target              Actual
                                Indicator                                           2008/09            2008/09
              Number of serious acquisitive crimes per 1,000
              population                                                            -13.6%
              Burglary Dwelling (Burglary Dwelling & Aggravated
              Burglary Dwelling)                                                    -14.4%
              Vehicle Crime (Theft Of a Motor Vehicle, Aggravated
              Vehicle Taking & Theft From a Motor Vehicle)                          -12.5%
 Internal     Robbery (Personal and Business Robbery)
    20        Assault with injury (exc. 8/1)
                                                                            Improve data quality of
              Percentage of domestic violence related offences that
    21                                                                        both recording and
              result in an arrest
                                                                               collection during
            Annual Policing Plan 2008-11                     54              2008/09 and monitor
              Percentage reduction in repeat vicitmisation for those
                                                                               attrition through
    22        domestic violence cases being managed by a Multi-
                                                                            process, from report to
              Agency Risk Assessment Conference (MARAC)
           Nottinghamshire Police Authority and Nottinghamshire Police

                                          TACKLING CRIME - DETECTION

                                                                                Target               Actual
                                                                                2008/09             2008/09
  23        Sanction detection rate for serious acquisitive crime                12.0%
            Burglary Dwelling (Burlgary Dwelling & Aggravated
Internal                                                                         15.4%
            Burglary Dwelling)
            Vehicle crime (Theft Of a Motor Vehicle, Aggravated
Internal                                                                         10.0%
            Vehicle Taking & Theft From a Motor Vehicle)
Internal    Robbery (Personal and Business Robbery)                              21.7%
                                                                        Improve data quality of
                                                                          both recording and
                                                                            collection during
            Sanction detection rate for crimes flagged as 'hate
  24                                                                     2008/09 and monitor
                                                                            attrition through
                                                                        process, from report to
                                                                        Use formula to convert
            Percentage of serious acquisitive offences brought to       sanction detection rate
            justice                                                     to OBTJ rate - awaiting

                                            TACKLING CRIME - OTHER
                                                                                 Target              Actual
                                                                                2008/09             2008/09
                                                                         To link in with existing
                                                                        three year LAA target to
            Number of convictions recorded against Prolific and
  26                                                                        reduce number of
            other Priority Offenders
                                                                           convictions against
                                                                              PPOs by 1155
            The percentage of adult offenders (aged 18 and over)
            on the Probation caseload who are proven to have re-
            offended within three months from the month the
  27                                                                         No target set
            snapshot was taken compared with the predicted
            reconviction rate for that Probation Area and Local
  28        Rate of proven re-offending by young offenders
                                                                         Scruffy' targets to be
            Number of first time entrants to the youth justice system           agreed.
            The rate of offending by those identified as Class A drug
  30        misusers in the course of their contact with the criminal        No target set
            justice system
            Race disproportionality at key stages of the criminal        Scruffy' targets to be
            justice process                                                     agreed

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                                    SERIOUS CRIME & PROTECTION

                                                                           Target           Actual
                        Indicator                                         2008/09          2008/09
                                                                    Sitting beneath the
                                                                   'Minimisation Risk of
      Re-offending rate of Multi-Agency Public Protection
                                                                      Harm' headline
33    Arrangements (MAPPA) Category 1 Offenders who are
                                                                    measure within the
      being managed at Levels 1, 2 and 3
                                                                      Policing Plan -
                                                                   baseline and monitor
34    Ratio of assets recovered per 1,000 population               Target set nationally
      Number of most serious violent crimes (PSA: Priority
35                                                                     -8.0%
      Action 1) per 1,000 population
      Number of recorded serious violent knife crime offences
36                                                             Baseline and monitor
      per 1,000 population
                                                               improve data quality
      Number of domestic violence homicide offences per
37                                                             of both recording and
      1,000 population
                                                                   Use formula to
      Percentage of serious violent offences (PSA 23: Prioirty    convert sanction
      Action 1) brought to justice                                detection rate to
                                                                     OBTJ rate
      Number of recorded life threatening gun crime per 1,000
      population                                                      -12.0%
                                                                   Use formula to
      Percentage of serious sexual offences (PSA 23: Priority     convert sanction
      Action 1) brought to justice                                detection rate to
                                                                     OBTJ rate
      The proportion of victims of a serious sexual offence
      aged 16 and above (who report the offence to the
41                                                                  To monitor
      police) that receive support from a specialist sexual
      violence and abuse service
      Percentage of arrests resulting from Automated Number
42    Plate Recognition (ANPR) hits as a population of all          To monitor

                                    ORGANISATIONAL MANAGEMENT
                                                                         Target             Actual
                                                                         2008/09           2008/09
46    Delivery of cashable efficiency targets                      Target set centrally
      Percentage of working hours lost due to sickness for
47    police officers
      Percentage of working hours lost due to sickness for
48                                                                        4.3%
      police staff
      Proportion of pokice officer recruits from minority ethnic
      groups compared to the proportion of people from
49                                                                        5.0%
      minority ethnic groups in the economically active
      Percentage of female police officers compared to the
50    overall force strength

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                                        LOCALLY MANAGED AREAS: ICT

                                                                     Target     Actual
                            Indicator                                2008/09   2008/09
Combined availability of:
- Telephony
- Command &8:8Control
- Airwave

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Statutory Performance Indicators
The Policing Performance Assessment Framework (PPAF) is the method used by
the Home Office to assess the relative performance of each police force in England
and Wales across the breadth of policing responsibilities.

PPAF is structured around a framework of categories or domains, as shown in Figure
6. Each domain contains a series of performance indicators that are set nationally,
called Statutory Performance Indicators (SPIs).

                                     Domain A – Citizen Focus

                                        Local Policing Domain

                          Domain 1       Domain 2       Domain 3        Domain 4

                          Reducing     Investigating Promoting    Providing
                           crime          crime     public safety assistance

                                     Domain B – Resource usage

The following Tables 1 to 7 set out, for each domain, the Statutory Performance
Indicator actual performance data against these indicators in 2006/07.
                                            DOMAIN A: CITIZEN FOCUS

                                                                                             Target       Actual 2007/08
 User satisfaction measures                                                                 2007/08
   1     Satisfaction of victims of domestic burglary, violent crime, vehicle crime and road traffic collisions with
         respect to:
         a. Making contact with the police                                                   90%
         b. Action taken by the police                                                       80%
         c. Being kept informed of the progress                                              85%
         d. Their treatment by staff                                                         90%
         e. The overall service provided                                                     80%

 Confidence measures
  2a    Using the British Crime Survey, the percentage of people who think their
        local police do a good job

 Fairness, equality and diversity measures
  3a    Satisfaction of victims of racist incidents with respect to the overall
        service provided
  3b    Comparison of satisfaction for white users and users from minority ethnic         Aspire to the
        groups with respect to the overall service provided                                  same
  3c    Percentage of PACE searches which led to arrest, by ethnicity of the              Aspire to the
        person searched                                                                      same
  3d    Comparison of sanction detection rates for violence against the person            Aspire to the
        offences, by ethnicity of the victim                                                 same
  3e    Proportion of police recruits from minority ethnic groups compared to the
        proportion of people from minority ethnic groups in the economically                  5%
        active population
  3f    Percentage of female police officers compared to the overall force strength           22%

Annual Policing Plan 2008-11                           58
Nottinghamshire Police Authority and Nottinghamshire Police

                                             LOCAL POLICING DOMAIN

                                                                                           Target         Actual 2007/08
                                     DOMAIN 3: PROMOTING PUBLIC SAFETY
 Customer satisfaction: anti-social behaviour                                             2007/08
 User satisfaction in respect of being kept informed                                      Target
                                                                                        Base 50%          Actual 2007/08
                                                                                       Stretch 85%
 Traffic measures                                                                        2007/08           (Jan-Dec 06)
 National Standards for Incident Recording
 Rate of compliance                                                                     -40.0% on
  9a      (i) Number of people killed in under 30 days or seriously injured in road   1994-98 average
 National traffic collisions Standards
           Crime Recording                                                               by 2010
 Rate of compliance                                                                         95%
 Quality of Life measures
         Using the British Crime Survey, fear of crime:
         Burglary                        DOMAIN 1: REDUCING CRIME
  10a                                                                                  In line with
         Vehicle crime                                                                 moving MSF
                                                                                          Target          Actual 2007/08
        Violent crime                                                                    average
 Measures of crime level                                                                 2007/08
 10b    Using the British Crime Survey, perceptions of anti-social behaviour               19%
  4a    Using the British Crime Survey, the risk of personal crime
        Using the British Crime Survey, perceptions of local drug use/drug                5.2%
 10c    Using the British Crime Survey, the risk of household crime                     To19%
  5a    Violent crime (including Section 5 notices)                                     To monitor
  5b     Violent crime (excluding Section 5 notices)                                      24,440
  5e     Life threatening and gun crime                                                     440
   5f    Acquisitive crime              DOMAIN 4: PROVIDING ASSISTANCE                   38,050

                                                                                         Target for       Actual 2007/08
 Front-line policing measure            DOMAIN 2: INVESTIGATING CRIME                     2007/08
                                                                                       70.3% (target
  11a    The percentage of police officer time spent on frontline duties                   Target         Actual 2007/08
                                                                                       set nationally)
 Offences brought to justice measures                                                     2007/08

  6b     Offences brought to justice                                                   29,717 (target
                                                                                        set nationally)
                                            DOMAIN B: RESOURCE USE
 Sanction detection measures
                                                                                           Target         Actual 2007/08
  7a    Percentage of notifiable offences resulting in a sanction detection                 24%
 Resource use                                                                             2007/08
 Enforcement measures                                                                   Target set
  12a   Delivery of cashable efficiency targets
        Average number of working days lost per with a due to sickness per
        Percentage of domestic violence incidents annum power of arrest where an
  13a                                                                                   To monitor
                                                                                         8.5 days
        arrest was made related to the incident
        police officer
        Average number of working days lost per annum per to sickness per
        Value of cash forfeiture orders and confiscation ordersdue 1,000                 Target set
  13b   population (£)                                                                   nationally
                                                                                         9.75 days
        police staff

Annual Policing Plan 2008-11                           59
Nottinghamshire Police Authority and Nottinghamshire Police

Locally-managed Performance Targets
In addition to the PPAF Statutory Performance Indicator targets, the Police Authority
sets local performance targets for crime reduction, sanction detections and other
activities. The targets take account of local policing priorities informed by consultation
carried out by the authority and force with policing partners and the local community.

Table ? sets out the local crime reduction performance targets for 2007-08 and
recent actual crime reduction performance in key crime categories. Table 9 sets out
sanction detection targets and recent actual sanction detection performance. Table
10 sets out targets for additional areas of activity.

The tables show at a glance whether past performance has met the target. Red
denotes performance more than 3 percentage points below the target; amber is
within 3 percentage points lower than the target; green means the target has been

Offence type                 2005/06                            2006/07                            2007/08

                    Target             Actual          Target             Actual         Target %            Target
                                                                                         reduction           number
burglary            -13.0%             -14.5%          -10.0%             1.4%              -8%
Business            Burglary of commercial and education premises. No specific
burglary                                                                                    -10%
                                   target set during these years
damage               0.0%              5.8%            -16.3%             -1.5%             -7%
crime               -12.0%             -1.0%           -11.0%             -8.7%             -11%

Violent                                                                               Targets set for individual violent
                     -1.0%             8.0%             -1.0%             3.8%
crime                                                                                        crime types below

Robbery              -5.0%             4.9%             -7.9%             15.2%             See Personal robbery

                              No specific target set during these years                     -6%

Rape                          No specific target set during these years
assault                       No specific target set during these years                     -5%

Wounding                      No specific target set during these years                     -10%

All crime            -7.0%             -3.5%            -8.6%             -1.3%             No specific target set

                                       ADDITIONAL AREAS OF ACTIVITY

                                                                            Target for 2007/08
                                                            To monitor sanction detections, evaluate and baseline
Domestic violence
                                                                         offences brought to justice
                                                         To monitor drugs arrests and seizures, evaluate and baseline
Disrupting drugs markets
                                                                        disruption of drugs markets

Demand management
999 calls answered within 10 seconds                                                  90%
Response to incidents graded Immediate (within 15

Force Crime Directorate
Reducing the number of divisional officers attached
to FCD Policing Plan 2008-11
 Annual                                                 60
Resource use
BME officer resignations                                            Proportionate to all officer resignations
Nottinghamshire Police Authority and Nottinghamshire Police

                              ADDITIONAL AREAS OF ACTIVITY (continued)

Resource use (continued)
                                                                Target for 2007/08
% of officers in organisational support posts                         0.5%
% of officers and staff with a completed PDR                    95.0% by June 2007
Medical retirements – officers                                           9
Medical retirements – staff                                              6
Number of officers on recuperative duties
Number of officers on restricted duties
Number of officers fit for post                                Evaluate and baseline
Number of officers/staff suspended
Number of accidents/incidents

HMIC Assessment Programme 2007-2009
Her Majesty‟s Inspectorate of Constabulary (HMIC) have moved away from a
Baseline Assessment approach to assess each police force‟s strengths and weaknesses
across England and Wales.The HMIC‟s new programme has a two-year phased
approach, which concentrates primarily on Protective Services.

Phase I covered:
                                                     Force Summary of Judgements:
Neighbourhood Policing                                                   Good
Protecting Vulnerable People
         Child Abuse                                                      Good
         Domestic Violence                                                Good
         Public Protection                                                Good
         Missing Persons                                                  Good
Performance Management                                                     Fair

The results of Phase I has considerably improved the position of Nottinghamshire
Police against the 43 forces within England and Wales. Nottinghamshire police have
moved from 42nd out of 43 forces to 29th position, which shows how far the Force has
improved since 2006.

The Phase I results show how Nottinghamshire Police are supporting the National
Community Safety Plan in specific key areas, notably:

  Making communities safer (PSA 23).
  Improving children and young people‟s safety (PSA 13).

Phase II, which is currently in progress, is looking at Major Crime and Serious and
Organised Crime. The inspection has taken place and the results will be published in
May 2008.

Phase III will begin in September 2008 and will concentrate on Critical Incidents
Management and Emergency Planning, Public Order and Civil Contingencies.

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Nottinghamshire Police Authority and Nottinghamshire Police

Police Performance Assessment

Using the results from Phase I of the Inspection Programme, comparative assessments
and statistical distributions, the HMIC and the Home Office published the 2006 to
2007 Police Performance Assessment for each of the 43 forces in the country. The
results for Nottinghamshire Police are shown in Fig…

2007 PPAF grades

Performance Area                                              Delivery
Tackling Crime                                                           Fair

Serious Crime and Public                                                 Good

Protecting Vulnerable People                                             Good

Child abuse investigations               Good

Domestic violence                        Good

Missing persons                          Good

Public protection                        Good

Satisfaction and Fairness                                                Fair

Implementation of Neighbourhood                                          Good

Local Priorities                                                         Fair

Resources and Efficiency                                                 Fair

Further Information

HMIC‟s Phase I Inspection results have led to a lessons learned report which can be
found on the HMIC website at


The 2006 to 2007 Police Performance Assessment for Nottinghamshire Police is
published on the Home Office website at


Annual Policing Plan 2008-11                 62
Nottinghamshire Police Authority and Nottinghamshire Police

Section 9: Our Finances

Need to complete

What is our budget for 2008/09 ?
Revenue expenditure on everyday policing and running costs will increase in 2008/09
to £186.9 million, a rise of 4.2% on 2007/08. Expenditure of £10.7 million on the
infrastructure of buildings, technology and other equipment is also planned for the
new year.

What priorities are reflected in the Budget ?

Financial plans are aligned to delivering the “Policing For You” vision (see separate
briefing on the intranet). Specific funding has been earmarked to deliver:-
 Public Service Desks & associated technology;
 Protective Services to meet Home Office threshold standards;
 Policing teams to tackle street offenders and fledgling crime groups with partner
 Leadership initiatives and development programmes
 A business intelligence function to better understand and demonstrate the links
    between performance and resource usage
 A more effective and „modernised‟ workforce mix
 A co-ordinated approach to measure and reduce the organisation‟s impact on the

What does this mean for overall staffing numbers in 2008/09 ?

The overall number of officers and staff, who will support and deliver policing
services to the communities which we serve, will rise by 55 posts in 2008/09.

How are we able to afford these developments ?

The Government has announced a three year funding settlement for Nottinghamshire
Police of 3.3% per annum for the next three years. This was higher than had
previously been estimated earlier in the year.

Nottinghamshire Police Authority has again supported the force by approving an
increase of 4.93% in the proportion of each household‟s Council Tax that contributes
to policing.

Business managers and their management teams have also helped to deliver
significant efficiency savings through the close scrutiny of the budgets that they
manage. This has enabled funding to be redistributed to meet “Policing For You”

How have you allowed for the current dispute over the police pay award in
budget planning ?

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Nottinghamshire Police Authority and Nottinghamshire Police

Full budget provision to settle the award back to September 1 2007 has been set aside
during budget planning should a subsequent national decision require this payment.

What’s the Medium Term financial outlook ?

Annual funding settlements of 3.3% have been reflected in the Medium Term
Financial Plan together with an assessment of all other significant factors on the
financial horizon e.g. pay awards, inflation, pension costs etc.

As “Policing For You” drives and shapes services and priorities in future years, the
significant challenge will be to deliver annual efficiency and productivity gains to
meet priorities; to reduce our reliance on reserves to fund ongoing expenditure as well
as meet minimum annual Home Office efficiency targets of 3.1% of expenditure

What will people pay towards policing through their Council Tax ?

A little over a quarter of the cost of policing for 2008/09 will be met through the
Council Tax. Compared to the previous year, the amounts to be collected from each
household is shown in the table below. For a Band D household, for example, the
increase amounts to less than 14p a week.

              Property                                         Annual
              Band             2007/08            2008/09      Increase
                               £                  £            £
              A                92.52                97.08      4.56
              B                107.94             113.26       5.32
              C                123.36             129.44       6.08
              D                138.78             145.62       6.84
              E                169.62             177.98       8.36
              F                200.46             210.34       9.88
              G                231.30             242.70       11.40
              H                277.56             291.24       13.68

In Nottinghamshire, the policing element represents about ten per cent of the overall
Council Tax bill, with the remaining 90% helping to fund council services and the
City and County Fire Authority.

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Nottinghamshire Police Authority and Nottinghamshire Police

Appendix A: The following diagram outlines the Strategic Business Planning
Framework (Commissioning and De-Commissioning Strategy 2008-13):

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Nottinghamshire Police Authority and Nottinghamshire Police

Annual Policing Plan 2008-11                 66

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