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Thames Valley Police Delivery Plan 2013-14 Q1 Report (April – June)
Force Performance Summary for April to June 2013 (Provisional)
Where applicable the Red / Amber / Green (RAG) status is shown for each performance indicator. (Green: Target achieved. Amber: Below the target but performing better than last year. Red: Below the target and performing worse than last year)
1. To Cut Crimes that are of most Concern to the Community
Performance Targets
Performance target Annual Target
June
Reduce the level of violence against the person - 2% 1.2%
Violence against the person increased by 1.2% between April and June compared to the same period of 2012 when there was a reduction of 14.3%.
Performance target Annual Target
June
Reduce the level of domestic burglary - 2% -16.0%
Domestic burglary has fallen by 16.0% in the period April to June 2013 when compared to the same period of 2012. Eight of the thirteen LPAs are achieving the target.
Performance target Annual Target
June
Increase the sanction detection rate for violence against the person with injury
45% 42.9%
The sanction detection rate for violence against the person with injury had increased to 42.9% between April and June, compared to 41.7% in the same period of 2012. This is below the target of 45%.
Performance target Annual Target
June
Increase the sanction detection rate for domestic burglary 18% 23.9%
The sanction detection rate for domestic burglary has increased from 22.6% between April and June 2012 to 23.9% in the same period of 2013. Nine of the thirteen LPAs are achieving the detection rate target.
Thames Valley Police Delivery Plan 2013-14 Q1 Report (April – June)
Performance target Annual Target
June
Maintain the sanction detection rate for rape 23% 21.1%
The sanction detection rate for serious sexual offences has improved from 14.7% between April and June 2012 to 21.6% in the same period of 2013. Five LPAs are achieving the target.
Performance target Annual Target
May
Reduce persistent and resistant anti social behaviour problems by dealing effectively with 50 such cases during 2013/14
50 48
Performance target Annual Target
June
Increase the level of enforcement activity targeted at those who steal metal and those who handle it. Carry out at least 40 operations against metal theft.
40 28
28 operations have taken place against metal theft between April and June.
2. Increase the Visible Presence of the Police
Performance Target
Performance target Annual Target June
Increase the hours of active duty worked by Special Constables 159,778 41304
3. Protect our Communities from the most serious Harm
Performance Targets
Performance target Annual Target
June
Disrupt 20 problem and organised crime groups that prey on vulnerable people and isolated communities
20 3
Awaiting data – to be added on 24.07.13.
Performance target Annual Target June
Thames Valley Police Delivery Plan 2013-14 Q1 Report (April – June)
The number of cash detention orders to be a minimum of 160 160 29
The number of cash detention orders recorded between April and June was 29. This is a small decrease from the 31 achieved in the same period of 2012.
4. Improve Communication with the Public in order to build Trust and Confidence with our Communities
No targets set
5. Tackle Bureaucracy and Develop the Professional Skills of all Staff
No targets set
6. Reduce Costs and protect the frontline
Performance target
Annual Target
Projected out-turn based on spend to the end of
June
Reduce non pay costs by £3.6m in 2013/14 £3.6M £3,693,298
Thames Valley Police Delivery Plan 2013-14 Q1 Report (April – June)
Part 2 – Progress against Delivery Plan actions
1. To cut crimes that are of most concern to the community
Delivery Plan action description RAG
1.1 Cut the level of violence against the person by 2% and the level of domestic burglary by 2%
1.2 Maintain the detection (outcome) rate for violence with injury above 45%; achieve a detection
(outcome) rate for domestic burglary of 18% and for rape of 23%
1.3 Continue to improve safety in the night time economy by making best use of licensing
legislation
1.4 Reduce 50 cases of persistent and resistant anti social behaviour problems affecting our
neighbourhoods and communities
1.5 Tackle rural crime through intelligence, enforcement and prevention
1.6 Tackle business crime through intelligence, enforcement and preventing
1.7 Tackle youth violence and gang –related criminality by working with our partner agencies to
analyse the problem and develop plans for those most at risk
1.8 Continue to take enforcement action including robust enforcement of new legislation, against
those who steal metal and those who handle it. Carry out at least 40 operations against metal
theft
1.1 Cut the level of violence against the person by 2% and the level of domestic burglary by 2%
Violence against the person increased by 1.2% between April and June compared to the same period of
2012 when there was a reduction of 14.3%.
A number of actions are being pursued this year to reduce violent crime.
The Night Time Economy (NTE) tactical plan including most effective practice from across the Local
Policing Areas (LPAs) will be launched in time for an October NTE conference organised by the Force.
The Licensing Toolkit has been updated to include four main powers of closure and a guide to
conducting Security Industry Authority checks. PCSOs have been given the authority, subject to distance
learning completion, to inspect door supervisor licences. Further analytical work is being undertaken on
repeat night time economy (NTE) violence locations to inform the NTE tactical plan.
Changes have been implemented in how we respond to domestic abuse incidents. There will now be a
MARAC (Multi Agency Risk Assessment Conference) referral for a victim, following seven standard or
medium risk level domestic abuse incidents reported in 12 months. There will also be a risk assessor’s
review following three standard risk level reported incidents in 6 months, with a tactical menu of
options to try to reduce further incidents.
Domestic burglary fell by 16.0% in the period April to June 2013 compared to the same period of 2012.
A number of actions are being pursued this year to reduce domestic burglary.
Thames Valley Police Delivery Plan 2013-14 Q1 Report (April – June)
Integrated Offender Management (IOM) officers attend local crime meetings and taskings to strengthen
intelligence links in respect of offender management. Operation Reacher which is aimed at preventing
burglary through intensive patrolling of hotspots based on predictive analysis of burglary patterns, was
launched in Milton Keynes LPA in May. The approach also involves ‘super cocooning’ victims’
households and households surrounding them through provision of crime prevention advice and
awareness raising. Twenty six burglary victims have been supported and 346 super cocooning visits have
been conducted. Op Reacher is well supported by a programme of internal communications and
predictive analysis tools.
Local Police Area (LPA) staff have been widely encouraged to make use of the burglary and violence
toolkits through an internal communications strategy. Training and compliance is checked during LPA
inspections. Crime Prevention and Reduction Advisers (CPRAs) are tailoring crime reduction methods to
the requirements of LPAs. We have actively published the criminal justice outcomes of 15 burglaries
since April. We are working with the Crown Prosecution Service to find a method of automatic
notification of convictions in order to increase the number of outcomes published. All are published on
the Thames Valley Alerts community messaging system.
1.2 Maintain the detection (outcome) rate for violence with injury above 45%; achieve a detection
(outcome) rate for domestic burglary of 18% and for rape of 23%
The sanction detection rate for violence against the person with injury increased to 42.9% between
April and June, compared to 41.7% in the same period of 2012. The sanction detection rate for
domestic burglary increased from 22.6% between April and June 2012 to 23.9% in the same period of
2013. The sanction detection rate for serious sexual offences increased from 14.7% between April and
June 2012 to 21.6% in the same period of 2013.
Forensic opportunities for investigation are being maximised: recovery rate targets have been set for
all crime scene investigators covering DNA; fingerprints and footwear and the professional skills of
forensic staff are being developed and enhanced with forensic scientist support and supervisor review
of serious sexual assault forensic submissions.
The Crime Strategy Team (CST) are advising LPAs on reviews of their burglary teams and burglary
performance and practice. Following a successful burglary masterclass in November 2012 a further
session is being developed. There are ongoing reviews by the CST in relation to burglary performance
and practices through attendance on LPA’s. The CST also reviews CID investigations of rape.
Integrated Offender Management (IOM) officers routinely submit intelligence and work is being
undertaken on training and standardisation of LPA briefings with links to IOM, and distribution of
information including arrest lists created by IOM analysts. Training for Supervisors and evidential
review officers is being updated.
Frontline officers will receive internal TVP Alerts to notify them when new information relevant to the
investigation of crime has been added to the investigation portal. The rape intranet portal is being
updated, with further initial forensic advice and a new rape and serious sexual assault (SSA) action
plan is in development. Rape and SSA files are subject to improved quality assurance and
negotiations have commenced with the CPS to further develop criteria around what is sufficient to
proceed for feedback to officers. The Criminal Justice team in TVP are discussing with CPS a framework
for consideration of conspiracy in the early stages of investigation and it has been agreed that
unsuccessful cases will be reviewed.
The Specialist Support team for Witness Care has been provided following a review of resources.
1.3 Continue to improve safety in the night time economy by making best use of licensing legislation
LPAs are working with Local Authority partners to consider introduction of the Late Night Levy. Local
Authority support for the NTL has to date been secured in Milton Keynes only, although the Licensing
Committee has asked for further information and has deferred a decision until September. An
information package is being developed, for LPAs to take to Local Authorities to dispel myths and
promote the benefits of the Late Night Levy.
Thames Valley Police Delivery Plan 2013-14 Q1 Report (April – June)
Night time economy (NTE) operations are underway and planned with LPAs and community safety
partnerships (CSP) (as of 30/7 34 operations have been completed). Following a series of LPA visits to
gather best practice a tactical plan is in development, including use of Special Constables. The plan
will be launched at a Tactical Conference in October. The conference will cover assistance with
licensing legislation, local licensing operations, use of body worn video, special constabulary and
volunteer involvement, briefing processes and tasking intelligence (hot spots). The NTE toolkits are
being used across all LPAs.
Engagement with nine Health Trusts is being sought and a working party will be set up to develop data
sharing criteria based on the ‘Cardiff Model’ of linking police and A&E data to improve the police
response to violent crime by obtaining information from victims who go to A&E about when and
where incidents are occurring .
Special Constabulary involvement in policing the night time economy is being strengthened following a
scoping of best practice from across the LPAs and other forces. A new training package for special
constables will be developed, on policing the NTE.
Licensing operations covering fake ID, drugs, test purchase and conditions of entry are being
conducted or planned. Work has started on training packages for licensing officers to improve the
success rate of licensing reviews instigated by TVP. Information gathering about incidents and licensed
premises is being improved with a clearer set of criteria
The alcohol licensing toolkit on the Force website is aimed at licensees and anyone who would like to
apply for a premises licence. It includes a licensee support pack covering guidance for use of force,
under age / proxy sales, CCTV, combating drugs, crime scenes, police ops, a poster catalogue and
useful links.
Since April TVP corporate communications have helped ensure that the media have attended 17 police
operations.
1.4 Reduce 50 cases of persistent and resistant ASB.
The new definition of ‘personal’ anti-social behaviour (ASB) has been agreed alongside work to
improve tracking and tasking of ASB reports. Further evidence- based work is considering whether a
revised classification could influence our resourcing model at point of call. Evaluation of the DFuse
force wide pilot project to train community representatives in the management of low level ASB will
be complete as soon as the remaining few LPAs have delivered training. A summary report of the
evaluation findings will be shared with the College of Policing. A pilot project to use Penalty Notices
for Disorder with an education option for alcohol-related ASB is being developed. Internal
communications are focussing on dissemination of work to tackle ASB.
1.5 Tackle rural crime through intelligence, enforcement and prevention
A rural crime definition and response standard have been launched following training for control room
operators and the development of a performance toolkit. The review of every rural crime at LPA Daily
Management Meetings was introduced on 1/7/13 to ensure scrutiny of the investigation and
allocation of appropriate investigative resources. A rural crime conference was held in June to
educate officers on tactics and partners available to help tackle rural crime.
Additional ANPR sites have been identified to support efforts to tackle rural crime. Technology work is
underway to enable operational use by September. Operation Ranger, aimed at increasing
enforcement activity against criminals who target rural businesses, will be starting in the Summer
2013.
All LPAs are aware of the requirement to align a special constable to each rural neighbourhood. An
online training package to support efforts to tackle rural crime is being developed.
The rural crime pages on the intranet have been extensively developed. All Crime Prevention and
Reduction Advisers (CPRA) are aware and promote at local training days and briefing sessions.
CPRAs are now looking at the repeat victim data and will be conducting a condensed period of farm
Thames Valley Police Delivery Plan 2013-14 Q1 Report (April – June)
and estate security assessment in early July, and will promote CESAR marking events during this
process. 5,498 people are signed up to receive alerts on rural crime. A launch campaign was
undertaken in April 2013, with the Police and Crime Commissioner for the Thames Valley leading the
media engagement.
A rural crime communications plan has been agreed and will support and publicise a forthcoming ‘100
days of action’.
1.6 Tackle business crime through intelligence, enforcement and prevention
Crime Prevention and Reduction Advisors will be visiting and surveying all repeat victims of business
crime to complete assessment and prevention surveys. TVP volunteers have been giving crime
prevention advice and support to businesses. Following a meeting in June with the Chamber of
Commerce we have strengthened links with the Chamber including links from the Chamber website to
the crime prevention section of our own website and we will raise the profile of TVP crime prevention
services through targeting speakers at events; publicising TVP business crime related events at
Chamber members and distribution of materials.
A Business Watch category is being developed as part of the Thames Valley Alert system; completion
is aimed for in October 2013. Work is in progress to identify all business crime partnerships. A pilot
using Face watch in Milton Keynes is being considered following evaluation of a similar pilot in
Basingstoke.
1.7 Tackle youth violence and gang-related criminality by working with our partner agencies to
analyse the problem and develop plans for those most at risk
Tackling youth violence and gang related activity together now forms part of a bi monthly intelligence
hub review meeting. The gang mapping process is aligned where possible with the priority crime group
and organised crime group mapping process. We are developing links with police forces that we
border with, to share information. We held a criminal gangs meeting with our partners in June. Gangs
intelligence from the Metropolitan Police is disseminated to Intelligence officers for awareness and
consideration of enforcement, intervention and disruption tactics.
1.8 Continue to take enforcement action including robust enforcement of new legislation, against
those who steal metal and those who handle it. Carry out at least 40 operations against metal theft
Operation Precious to tackle metal theft continues and includes recovery of stolen materials (cable
and lead); carrying out initial investigation; assisting Hampshire Constabulary prosecution of offenders.
There has been an arrest of a suspect in connection with BT cable theft total with a total value
£750,000. Further suspects have been arrested for metal theft in Wokingham and Oxford.
Regular visits are carried out on Scrap Metal Dealers, ensuring compliance with legislation (Scrap
Metal Dealers Act and environmental regulations). Two sites in Reading have been closed. We
coordinated and participated in a large multi site Environment Agency Operation with successful
results for police and other agencies involved. Multi-agency metal theft working groups are being
developed with LPAs.
We are advising Local Authority Environmental enforcement staff in the development of improved
working practices and more accurate records of scrap metal dealers, collectors of metal and waste
carriers. We have developed agreements with Revenue & Customs, allowing reporting process for
business and individuals obtaining irregular incomes from scrap metal transactions.
A press release was issued to publicise the 48% reduction in metal theft which received widespread
coverage and the media were invited to an event to mark Catalytic Converters. A metal theft portal on
the intranet is in development.
Thames Valley Police Delivery Plan 2013-14 Q1 Report (April – June)
2. Increase the Visible Presence of the Police
Delivery Plan action description RAG
2.1 Increase the contribution that Special Constables make to policing whilst maintain their
numbers and minimising their loss from policing
2.2 Review patrol strategies to ensure that the Force is maximising patrol and uniform deployment
in the most efficient and operationally productive way
2.3 Further use predictive mapping of crime hotspots to direct patrol and other resources to
reduce crime
2.4 Maximise the effectiveness of the use of stop and search whilst minimising its negative impacts
2.1 Increase the contribution that special constables make to policing whilst maintaining their numbers
and minimising their loss from policing
At the end of June there were 712 Special Constables . We are developing a refreshed marketing campaign
to target “Career” specials to focus on the volunteering aspect and specifically with a view to increasing BME
and female representation.
We held the first of twice yearly special constabulary workshops to share Neighbourhood Policing
expectations and to outline the support available, including a performance tool to monitor progress
including regular updates on special constables fit for independent patrol. We are reviewing how other
forces maximise the contribution of their special constables.
2.2 Review patrol strategies to ensure that the Force is maximising patrol and uniform deployment in the
most efficient and operationally productive way
The strategy for patrol productivity has been developed and a senior officers group has been established.
The Assistant Chief Constable (Operations) has commissioned a series of initial reviews on areas that affect
patrol productivity, which will be reviewed in July. Thereafter, priority areas to be progressed will be agreed,
alongside an implementation plan and appropriate governance to monitor delivery. The effectiveness of the
incident resource plan continues to be monitored on a regular basis and the implementation of status
messaging is being assessed to see how it improves response times. Work on implementing ‘Automatic
Person Location System’ continues. APLS will provide the location of all police resources, where they have
the relevant APLS enabled radio, to assist the effective deployment of officers to incidents by mapping these
on the IT systems used in the Control Rooms.
The revised shift pattern was agreed by ballot and duty changes are now being processed for a September
implementation of the new shift pattern.
2.3 Further use predictive mapping of crime hotspots to direct patrol and other resources to reduce crime
Operation Reacher which uses predictive mapping of crime hotspots to direct patrol and reduce crime was
launched in Milton Keynes in May. Oxford and Reading will join the operation in July. An evaluation is
planned for September. The ESRI mapping tool is being redeployed to Intelligence Analysts with links to
ibase. This will provide a better solution for this group of users. A pilot project is planned - Operation
Repertoire - featuring door to door intelligence interviews and subsequent enforcement by neighbourhood
officers in areas where organised crime groups are known to operate.
2.4 Maximise the effectiveness of Stop and Search whilst minimising its negative impacts
Thames Valley Police Delivery Plan 2013-14 Q1 Report (April – June)
A recent HMIC report on Stop and Search recommended that TVP should do more to explain to the public
how stop and search is used to tackle crime and ensure that Force messages about stop and search are
disseminated more widely. It was also recommended that the Force should gather views of the community
on the impact of stop and search and ensure that supervisory reviews of stop and searches were more
consistently completed across all Local Policing Areas. We will be running a three month pilot to establish
whether providing senior managers with Stop and Search activity data against acquisitive (burglary &
vehicle) and violent (robbery with weapons & assault with weapons) crime hotspot data improves the
effectiveness of stop and search and demonstrates its use in tackling crime.
A stop and search disproportionality review across the Force has been completed and improvements in
positive outcome were found in some LPAs following support and guidance at cluster performance
meetings. The HMIC report praised TVP for its work on identifying and addressing disproportionality. The
EHRC report ‘Stop and Think Again’ published following the conclusion of the Commission’s intervention
with five forces over disproportionality in their use of stop and search, highlights the progress made by
Thames Valley Police in reducing disproportionality and reducing the use of stop and search while continuing
to reduce crime across the Force area.
A proposal for procedural justice training around Stop and Search has been approved for a pilot in
Oxfordshire. Consideration is being given to capturing the geographical location of the stop and search
encounter, on completion of the S&S form. We are using the Strategic Stop and Search Independent Advisory
Group (IAG) to act as a critical friend in the use of stop and search, and we work with local IAGs to ensure local
community scrutiny of stop and search. Oxford Business Enterprise students attended a workshop to consider
how best to promote understanding of stop and search among the public; the output of the workshop will
be summarised into guidance.
Thames Valley Police Delivery Plan 2013-14 Q1 Report (April – June)
3. Protect our Communities from the Most Serious Harm
Delivery Plan action description RAG
3.1 Improve the protection of vulnerable people by working with our partners to ensure that the
most at risk are identified and the risk is reduced
3.2 Tackle ‘criminal on criminal’ offending and those criminals who prey on the most vulnerable or
isolated individuals and communities
3.3 Continue to identify those at risk of child sexual exploitation and those who seek to exploit
them. Prevent such exploitation by supporting and safeguarding the vulnerable and bringing to
justice the perpetrators
3.4 Ensure the Force meets national requirements in support of the Strategic Policing Requirement
3.5 Target criminals by maximising our use of the Proceeds of Crime Act and asset recovery
opportunities. Obtain 160 Cash Detention Orders
3.6 Ensure Thames Valley Police has an appropriate response to support the aims of the national
Action Fraud initiative
3.7 Continue to implement the ‘Local to Global’ strategy to tackle serious organised crime
3.1 Improve the protection of vulnerable people by working with our partners to ensure that the most at
risk are identified and the risk is reduced
Following training, the new domestic abuse recording form (DOM 5) has been introduced.
A review has been instigated of adult protection in the Thames Valley. Multi agency safeguarding hubs
(MASH) are being progressed in each hub (Oxon, Berks and Bucks). The MASH model, first introduced in
Devon in 2010, is becoming widely recognised as the way forward for providing triage and multi-agency
assessment of safeguarding concerns in respect of children and vulnerable adults. The hubs house
representatives from social care, local police, health professionals, education, youth offending teams and
voluntary organisations. In Thames Valley negotiations are ongoing between Children’s Services, Adult
Social Care, Police and Health professionals on location of MASH teams throughout Thames Valley.
An internal project team will meet in early September to scope requirements to deliver a MASH model for
launch in Oxfordshire by the end of the year with a view to expansion in the Buckinghamshire and Berkshire
in 2014.
Provisions for the Adult Safeguarding Board are now in the draft Care and Support Bill which has been out
for public consultation since July.
We are taking action to identify victims of financial abuse including discussions with Oxford City Council
trading standards around intelligence sharing protocols.
The Neighbourhood Return Project continues to be publicised and we are encouraging dementia sufferers to
sign up to the scheme. Work is underway to provide further access to the Neighbourhood Return Website by
neighbourhood inspectors and sergeants.
3.2 Tackle ‘criminal on criminal’ offending and those criminals who prey on the most vulnerable or
isolated individuals and communities.
Thames Valley Police Delivery Plan 2013-14 Q1 Report (April – June)
Crime Magnet (the strategy for dealing with situations where the victims is unwilling to co-operate due to
their own involvement in offending) is regularly reviewed by the Crime Strategy team. All LPAs have an
Organised Crime Group and Priority Crime Group tasking process which considers nomination of such
groups. Good practice from the Metropolitan Police is being used to inform disruption and intervention.
Force tasking is used to promote the use of Specialist Resources in supporting these areas. Regular
disruption meetings are held with the Assistant Chief Constable (Crime and Counter Terrorism). Covert Asset
Management (CAM) has been established and now informs the covert policing tasking process.
3.3 Continue to identify those at risk of child sexual exploitation and those who seek to exploit them.
Prevent such exploitation by supporting and safeguarding the vulnerable and bringing to justice the
perpetrators.
The Child Sexual Exploitation (CSE) strategy and action plan have a governance structure in place to ensure
oversight of all investigations. The Chief Constable’s Management Team will review this. A review of the
Kingfisher Team that was set up to improve practice between police and social workers in Oxfordshire has
been completed. All Local Safeguarding Children Boards have been briefed that it is the strategic intention
of TVP to see the Kingfisher concept implemented across TVP.
An extensive internal communications strategy through Operation Safeguard has been delivered to front line
staff. This message will be reinforced in training sessions for all frontline staff on the subject of missing
children / child sexual exploitation. The child sexual exploitation (CSE) intranet site has been launched. Work
is ongoing to dip check officers’ understanding of CSE. A communications strategy has been agreed, aimed
at raising awareness of CSE with partner agencies and the public.
A CSE intelligence desk has been established in the Force Intelligence Bureau to provide an overview that
informs CSE investigations. CSE organised crime groups are mapped and scored through an integrated
operating model in the Force Intelligence Bureau.
3.4 Ensure the Force meets national requirements in support of the Strategic Policing Requirement
The national Strategic Policing Requirement is prepared by the Home Secretary and sets out the national
threats which Police Forces must address and the national capabilities necessary to counter these threats.
The threats include cyber crime, serious organised crime, counter terrorism and cross-border crime.
A cyber investigations steering group has been set up. Training is being provided in cybercrime, Action Fraud
and E-Crime and we are contributing to a national and a South East cyber crime programme.
TVP will become the host force for the counter terrorism and serious organised crime command for the
South East Region. Work will be delivered in two phases: consolidation of the command arrangements in
the existing SE unit and building an enhanced and advanced South East and counter terrorist serious
organised crime command. New regional capabilities will include prison intelligence, a confidential unit,
cybercrime and fraud.
We have assessed the vulnerability, risk and threat levels of all Further and Higher Education institutions
across the region and offered support from a regional FE/HE coordinator. TVP Prevent Engagement Officers
are engaging with voluntary sector providers at Local Policing Area (LPA) level.
3.5 Target criminals by maximising our use of the Proceeds of Crime Act and asset recovery opportunities.
Obtain 160 Cash Detention Orders in 2013/14
We secured 27 Cash Detention Orders between April and June 2013 under the Proceeds of Crime Act (POCA)
(annual target is 160). A recent benchmark review of TVP’s POCA delivery identified a need to increase
service provision for money laundering investigations. Priorities are being considered for the new 3 year
POCA delivery plan for the Force (2013-16).
We have established feedback loops with financial Institutions to encourage more reports of money
laundering. Pilot engagement meetings with Money Service Bureaux have been held. Concerns over non-
compliance of certain institutions within the regulated sector have been flagged to the Serious and
Organised Crime Agency for remedial intervention.
Thames Valley Police Delivery Plan 2013-14 Q1 Report (April – June)
Considerable work has already been undertaken with LPAs in respect of education and the provision of
‘tactical advice’ face to face briefings as well as promotion of skills of Field Intelligence Officers (FIOs). The
model and approach employed last year will be further consolidated this year: FIOs will continue to provide
specialist knowledge and support.
Thames Chiltern CPS and TVP continue to drive the joint Local Criminal Justice Board POCA sub-group. A
presentation was delivered to resident judges of TVP Crown Courts on the principles and draft POCA Court
Practice Direction. Thames Chiltern CPS Restraint Order guidance to lawyers was refreshed to include a new
lawyer assurance scheme. Monthly meetings are held with the Head of Thames Chiltern Complex Cases to
review enforcement progress on the 10 largest value outstanding cases with Thames Chiltern CPS.
3.6 Ensure Thames Valley Police has an appropriate response to support the aims of the national Action
Fraud initiative
A TVP Special Operations DCI is the SE regional representative on the Action Fraud National User Group to
inform and influence good practice. The TVP AFfECT (Action Fraud featuring E Crime team) is fully staffed.
No significant cyber crime is currently being reported. TVP record all Action Fraud disseminations and calls
for service on the Force crime recording system. The first quarter approximation is that 18.2% of TVP victim
reports are NFIB (National Fraud Intelligence Bureau) viable enquiries .
Awareness of the national Action Fraud initiative has been raised with all staff internally through a video
message by the ACC (Crime and Counter Terrorism) and other briefing slides.
3.7 Continue to implement the ‘Local to Global’ strategy to tackle serious organised crime
A new organised crime group Management Desk is being set up in the Force Intelligence Bureau. This will
manage and facilitate the ‘Local to Global’ process. It will score, map and track organised crime groups and
identify opportunities for disruption, Ancillary Orders and prison intelligence processes. We are reviewing
organised crime group identification and mapping in Buckinghamshire and Oxfordshire.
TVP will become the host force for a counter terrorism and serious organised crime command for the South
East Region. The project is in phase 2 – transfer of existing collaborated units to a host force model with
Thames Valley as the host force – and is on track to be delivered by April 2014. The Operation Safeguard
communications plan has been completed.
Thames Valley Police Delivery Plan 2013-14 Q1 Report (April – June)
4. Improve communication with the public in order to cut crime and build trust and confidence with
our communities
Delivery Plan action description RAG
4.1 Use technology to enable easy access to Thames Valley Police services and productive two-way
communication
4.2 Publish more information about accessing delivery and outcomes of our policing services
4.3 Provide online crime prevention advice services focused on local community needs
4.4 Streamline service requests appropriately and efficiently for the public and Thames Valley
Police
4.5 Engage the community in partnership with the police to tackle crime
4.1 Use technology to enable easy two way access to Thames Valley Police services and productive two
way communication
The Twitter internal communications plan including ‘tweet of the week’ and promotion of best practice is
complete and is now business as usual. Weekly best practice emails are sent to all trained tweeters in TVP.
A successful ‘Coveritlive’ event was held as part of the Force’s Burglary ‘tweetathon’. 354 neighbourhood
officers are able to use BlackBerrys to sign people up to the Thames Valley Alert system. The Thames Valley
Alerts system had 70,132 subscribers at the end of June, and we issued 2780 messages to multiple
recipients, mainly via email but also using voicemail and text. Enhancements to the customer relations
management system (CHARM) have been agreed and commissioned. Charm is the existing system for
managing and recording contact with the public. Whilst this will be replaced under the Contact Management
Programme, the enhancements will provide improvements to the PEC operators in dealing with current
contact. 4.2 Publish more information about accessing, delivery and outcomes of our policing services
The Force website is being updated prior to a phased promotion of different sections of the website.
Accessibility of the Force web site through mobile devices is being reviewed. Key content will be identified
through research and focus groups in order for bespoke templates to be developed. We have publicised 118
press releases since the start of April, about arrests and convictions and 90 of those have also been sent out
via TV Alerts. In addition to standard information on the website the outcomes of 115 Freedom of
Information requests have been published on the website since April 2013 (the majority of requests
concerned crime statistics; roads policing or information about the organisation). Violent offences have
been renamed as Violent and Sexual Offences in the presentation of all police force crime data on the
national Crime Mapper website to assist public understanding of what violent crime comprises. Certain
theft offences and public order offences have been disaggregated on Crime Mapper, to improve clarity.
4.3 Provide online crime prevention advice services focused on local community needs
Alert templates have been drafted and are currently being reviewed in order to provide standardised crime
prevention advice. The crime prevention section of the Force website is being enhanced as part of the
Website review and communications strategy. 188 crime prevention Alerts have been sent.
Rural crime prevention advice has been reviewed and refreshed. It is published on the Country Watch web
page and micro site and promoted through Country Watch Alerts. We have published 15 burglary criminal
justice (CJ) outcomes. We are working with the CPS to find a process where we are automatically informed
of convictions. All outcomes are published on TV Alert. A plan is in place to liaise with LPA Burglary teams to
increase the number of criminal justice outcomes that are published.
Thames Valley Police Delivery Plan 2013-14 Q1 Report (April – June)
4.4 Streamline service requests appropriately and efficiently for the public and Thames Valley
A commercial phase was initiated in January 2013 and we commenced our engagement with Bluelight
Works in May, to develop requirements and procurement options for a new way of managing interaction
with the public, from initial contact through to deployment of officers. The overall conclusion is that the
Bluelight Works concept has the potential to support the police service in strategic decision
making but this proof of concept (POC) has not fully proven this assertion due to a range of
factors which will be documented in a report to the Home Office. A scoping document for the
website review will be created in July 2013 and will link into the Force Contact Management Programme.
The Information Management Helpdesk has been introduced and enquiries from both public and staff are
routed through here. The ICT Service Desk is providing more self service opportunities for staff to log and
track incidents and search a knowledge base of known user issues that will assist staff in resolving minor
issues themselves and this enhanced model will go live in October. The desks will also incorporate an
enhanced knowledge base to enable swifter resolution of queries. Work has commenced to assess the
benefit of a knowledge management approach to information access. An early scoping activity will
commence in July to review knowledge management in other private and public sector organisations.
4.5 Engage the community in partnership with the police to tackle crime
The Neighbourhood Action Groups are being reviewed through a survey of neighbourhood sergeants.
Options are being considered for better integration between neighbourhood policing teams and
Neighbourhood Watch Schemes.
Thames Valley Police Delivery Plan 2013-14 Q1 Report (April – June)
5. Tackle bureaucracy and develop the professional skills of all staff
Delivery Plan action description RAG
5.1 Continue to review and develop the leadership and professional skills of our staff with a focus
on ethics and integrity
5.2 Establish a supportive and productive relationship with the College of Policing
5.3 Continue to develop the people management capability of our line managers
5.4 Continue to develop the ways we recruit and train our officers and staff with an emphasis on
efficiency, professionalism and prior learning
5.5 Review our workforce staffing profile and skills requirements to best meet the demands of
policing
5.6 Continue to develop and manage the employment relationship with our staff taking into
account the impact of changes introduced as a result of the Winsor and Hutton reports
5.7 Manage the Stage 2 Transition of Staff in the best interests of service delivery
5.8 Reduce levels of bureaucracy and streamline key processes
5.9 Improve the effectiveness and efficiency of criminal justice through exploiting technology and
improving the skills of our staff
5. 1 Continue to review and develop the leadership and professional skills of our staff with a focus on
ethics and integrity
The Core and Senior Leadership courses continue to be delivered. The new Police Professional Framework is
being implemented in this Performance Development Review (PDR) year and the new professionalism
competency, which includes ethics and integrity, is embedded in leadership training. Latest Cohorts for
Talent Management and Coaching Champions are underway.
An outline proposal has been developed for delivering awareness training around ethics and integrity. A
communications lead has been identified, to actively promote the leadership and development
opportunities.
A draft communications plan on ethics and integrity has been created to support the College of Policing
national integrity programme work.
5.2 Establish a supportive and productive relationship with the College of Policing
A communications plan has been created to facilitate communication between Thames Valley Police and the
College of Policing.
The Force Head of Learning and Development is the South-East region representative on the ACPO L&D
Managers Group, and also a member of the National Learning and Development Strategy working group,
working with the new College of Policing on the national Strategy.
5.3 Continue to develop the people management capability of our line managers
The Police Professional Framework is being implemented for the 2013/14 PDR year and this is being
embedded in leadership training delivery. Attendance masterclasses continue to be delivered on demand.
The move to a new PDR IT system is underway.
Thames Valley Police Delivery Plan 2013-14 Q1 Report (April – June)
The replacement PDR system has been initiated and software has been purchased. The implementation
phase is ongoing.
5.4 Continue to develop the ways we recruit and train our officers and staff with an emphasis on
efficiency, professionalism and prior learning
An inspector is carrying out a Professional Entry to Policing study, which is developing a set of
additional/alternative entry routes into the role of police officer. A system of virtual classrooms to create a
more flexible approach to training has been tested. The TVP Information Management intranet portal is
nearing completion and will go live in July.
5.5 Review our workforce staffing profile and skills requirements to best meet the demands of policing.
A draft Workforce Modernisation Strategy will be developed in July. This will create a framework for
business leads to scrutinise their areas for workforce modernisation and help identify the required
productivity savings.
5.6 Continue to develop and manage the employment relationship with our staff, taking into account the
impact of changes introduced as a result of the Winsor and Hutton reports.
Home Office Circular 007/2013 which covered constables’ pay scales, CRTP, on-call and regional allowances
has been implemented.
5.7 Manage the Stage 2 transition of staff in the best interests of service delivery
On 22 November 2012 the Police Reform and Social Responsibility Act replaced Police Authorities with
Police and Crime Commissioners. At that time all police staff employed by the Police Authority automatically
transferred to the employment of the Police and Crime Commissioner (PCC) for Thames Valley; this is
referred to as the ‘stage one’ transfer.
Since that time discussions have taken place between the PCC and Chief Constable, to take forward the work
and to meet the requirement to submit a formal ‘stage two’ transfer submission to the Home Secretary by
16 September 2013, covering the subsequent movement of certain staff, property, rights and liabilities from
the PCC to the Chief Constable and a joint project board has been set up to co-ordinate this work.
Communications have been issued to staff and formal consultation with UNISON has begun.
A detailed paper on the various options was considered by the PCC at a Level 1 meeting on 10 July where it
was agreed that all police staff should transfer to the employment of the Chief Constable other than those
currently employed within the Office of the Police and Crime Commissioner, under the direction and control
of the PCC, to directly support the exercise of his functions. A submission paper reflecting that
recommendation is being prepared for final endorsement at Level 1 Meeting on 6 September before the 16
September deadline set by the Home Secretary.
5.8 Reduce levels of bureaucracy and streamline key processes
The Wasteline staff suggestion scheme is being reviewed and other forces consulted on their approaches.
Some options for a refreshed scheme will be submitted to the DCC in August 2013.
The ICT Equipment Bids process has been streamlined and subject to rigorous scrutiny. Regular monitoring
meetings are held with key stakeholders. The desktop estate is currently being reviewed, with a view to a
reduction in numbers.
We continue to align Force policy and joint TVP/Hants policies with Authorised Professional Practice (APP)
and anticipate that this will gather further momentum with the launch of the APP website in Autumn 2013.
Work is underway to plan the procurement and implementation of the firearms management system.
A communications campaign is being designed to improve consistency in the use of email with a target to
reduce the amount of internal email traffic. 32 out of 65 Information Sharing Agreements have been
reviewed (49%).
Thames Valley Police Delivery Plan 2013-14 Q1 Report (April – June)
A collaboration project to implement a digital evidence capability is underway. A pilot location will be
identified. A replacement system has been selected to streamline the records and evidence processes across
Hampshire Constabulary and Thames Valley Police. The mobile data tactical project has been established
and will align with the ‘smarter ways of working’ to improve communication.
5.9 Improve the effectiveness and efficiency of criminal justice through exploiting technology and
improving the skills of our staff
Electronic transfer of magistrates’ summary and summons cases will commence in July. The quality
assurance process is under review to ensure consistency. Action is underway to improve file completion
rates by supervisors. The Mobile Technology Board approved a proposal for the Major Crime team to trial
the use of 5 Hampshire Constabulary laptops to capture electronic witness statements. Options are being
discussed with CJS Partners for the use of video links for witnesses to give evidence remotely to magistrates’
courts. We have agreed a joint project with Hampshire to move to Digital Case Files. The first commissioning
board was held in April for the NHS to provide medical services in custody and the grant was approved.
Thames Valley Police Delivery Plan 2013-14 Q1 Report (April – June)
6. Reduce costs and Protect the Frontline
Delivery Plan action description RAG
6.1 Deliver the cost reductions identified in the productivity strategy 2013/14 and 2014/15
6.2 Develop the productivity strategy for 2015/16 – 2016/17
6.3 Identify new opportunities to delivery services through collaboration or partnership
6.4 Reduce non-pay costs by £3.6m in 2013/14 to achieve a total of £18.7m over the 4 year CSR
period ending 2014/15
6.5 Rationalise our estate and optimise the use of space
6.6 Reduce our carbon footprint
6.1 Deliver the cost reductions identified in the productivity strategy
We are on track to deliver the savings for 2013/14. The latest calculations were presented for review by the
Productivity Board. All budget savings have been removed from the budget which was approved by the
Police and Crime Commissioner in February 2013.
6.2 Develop the productivity strategy for 2015/16 – 2016/17
CCTV provision: We are maintaining contact with County and Unitary Authority CCTV leads whilst developing
a project approach.
Business Support: Year 1 of the Business Support Review is focusing on a review of transactional services
across HR and L&D. The work is focusing on designing and implementing a single shared approach to HR and
L&D transactional services for the business, which is effective, efficient and productive. This work will feed
into the re-baselining of the HR and L&D establishment, which is scheduled to be implemented from April
2014.
Workforce Modernisation: the draft Workforce Modernisation strategy to be developed in July will create a
framework for business leads to scrutinise their areas for workforce modernisation and help identify the
required productivity savings.
Patrol productivity: work scoped at first Patrol Productivity strategic meeting; a range of work was
commissioned which will be initially reviewed in July 2013.
Future opportunities for Zero Based Budgeting are routinely investigated as part of the quarterly review
meetings of the productivity strategy.
6.3 Identify new opportunities to deliver services through collaboration or partnership
A meeting has been held to begin financial and legal negotiations for a pilot of shared public access/front
counter services with local partners.
The Collaborative Change Process was agreed at the meeting of joint chief officer teams. A Terms of
Reference for the Collaborative Change Group was signed off by the Collaboration Programme Executive
Board in June and work is now underway to formalise the process.
6.4 Reduce non-pay costs by £3.6m in 2013/14 to achieve a total of £18.7m over the 4 year CSR period
ending 2014/15
Thames Valley Police Delivery Plan 2013-14 Q1 Report (April – June)
2013/14 savings have been taken and on-going monitoring work is underway to ensure delivery is not
compromised. 2014/15 savings are under review as part of the 2014/15 Medium Term Financial Planning
process.
6.5 Rationalise our estate and optimise the use of space
The Asset Management Opportunities Plan is being reviewed. The works to the Sulhamstead Officer Training
Centre remain on programme for completion by the end of November 2013 and the work to Headquarters
South ‘A’ Block remain on target for completion by the end of 2013.
The building works to the new Records and Evidence Centre are now completed and the move of material
into the new site has commenced. Full occupation of the new site and the hand back of the previous site is
on programme to be completed by the end of August 2013.
The building works to allow greater utilisation of High Wycombe and Maidenhead have been completed.
The more complex works required to make maximum use of Loddon Valley have been scoped
One floor of Beaumont House, Kidlington has been released and the remaining staff will be moved into HQ
South in early 2014 to allow the remainder of the building to be surrendered.
The works to the new Police Office in Thame have been completed and the operational staff have now been
moved to the new facility. The Station Duty Officer (SDO) will remain at the old site until the building is
demolished by the new owners and the site redeveloped. A temporary facility is to be provided for the SDO
pending a new Police Office being provided within the new development. Negotiations with the purchaser
are continuing to finalise details of the transaction.
Tenders for the required works to the part of the Henley Police Station that the Force is retaining have now
been received and the work is planned to commence in September 2013
We are working to increase the intensity of use of retained floor space whenever we have the opportunity in
office/accommodation projects. Property Services work continually and directly with ICT on this initiative. A
project manager has been assigned to co-ordinate all estates work on behalf of ICT.
The Automatic Number Plate Recognition implementation group is providing clear prioritisation for the use
of ANPR across the Force.
6.6 Reduce our carbon footprint
The Force’s Carbon Management Plan (CMP) provides the framework for delivering actions and initiatives to
reduce CO2 emissions, with resulting indirect benefits associated with reduced energy consumption and
revenue savings. The aim of the CMP is to reduce TVP’s carbon emissions by 30% over a 5-year period to
March 2015 based on our baseline carbon footprint data for 2009/10. Progress towards the 30% reduction
target is positive so far, with the estimated reduction at the end of March 2013 being 14.3% (the target in
the plan at this stage was 15%). In the latest version of the Carbon Reduction Commitment national ‘league
table’, in relation to the twenty-two other participating forces TVP, is the third best performing force.
The Force is investing in renewable technologies which are designed to both reduce carbon emissions and to
reduce energy consumption. Solar Photo-Voltaic panels (PV’s) for electricity generation have been installed
at the new police base in Wantage, our new Records & Evidence Centre and by the end of 2013/14 will be
installed in the main Training Block at Sulhamstead, and in the refurbished ‘A’ Block at HQ South. In
conjunction with the development of the new training facility at Sulhamstead we will be installing a Biomass
boiler.
A number of other energy reduction initiatives are underway covering voltage optimisation, LED lighting and
movement sensors, improved insulation and inefficient boiler replacements.
A programme is focusing on the generation of cashable efficiency savings based on continuous
improvement within the Chiltern Transport Consortium. Location and operational mix analysis of the TVP
fleet is ongoing (due for completion in August). Work has started to look at systems and processes to
support the better utilisation of pool cars.
Thames Valley Police Delivery Plan 2013-14 Q1 Report (April – June)
A South East region network contract with BT has been signed. The new network will facilitate a number of
‘smarter ways of working’ initiatives (webconferencing, communications etc). The signing of the contract
enables this work to now be clearly scoped. Low energy desktop hardware has been assessed and is being
introduced in hardware replacement cycles and new builds.