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POLICING the THAMES VALLEY HOW WE CUT CRIME and PROTECT OUR COMMUNITY Contents 1

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POLICING the THAMES VALLEY HOW WE CUT CRIME and PROTECT OUR COMMUNITY Contents 1 ITEM 14 (b) POLICING THE THAMES VALLEY HOW WE CUT CRIME AND PROTECT OUR COMMUNITY Contents 1. How we decide what to police HOW DO YOU CUT CRIME AND INSPIRE TRUST AND 2. Organised to cut crime CONFIDENCE IN THE POLICING OF THAMES VALLEY? 3. Cutting crime and protecting Thames Valley communities: What steps do you take to make sure that your officers and staff are ready and able to respond, patrol, investigate — Neighbourhood policing THREE and prevent crime and disorder? — Response and resilience 2.2M — Crime investigation and intelligence And how do you make sure that your effort is as effective — Protecting people and communities in a city centre as a remote rural village; as considerate to COUNTIES — Strategic policing the concerns of a single-parent family as to those of an 700POPULATION elderly couple in sheltered housing? Despite overseeing a 13 per cent fall in levels of crime in Illustrations Thames Valley in 2011–12, safeguarding the lives of its SPECIAL — Protecting communities from crime 2.2 million people remains a challenging task for our 14 LOCAL — Policing Royal Ascot police officers and staff. — Investigating a major crime CONSTABLES Over the following pages, we will describe how our team POLICE AREAS 2,200 sets about achieving it. We will illustrate the factors that influence our decision- SQUARE MILES making and the way we assess risk within our borders and beyond. We will describe how our ability to cut crime depends upon a carefully balanced blend of policing styles and 2,744 the teamwork of talented professionals throughout 4,202 our organisation. We will explain how we have reshaped our organisation and adopted strategic partnerships that will reduce our costs by £55 million over the four-year period 2011–15 without compromising our focus upon policing more POLICE STAFF visibly, more locally. 196 And we will show how we forge partnerships locally, regionally and nationally to catch criminals, prevent crime OFFICERS MILES OF and protect vulnerable people in our community. In November 2012, the Thames Valley public will be invited to elect their first Police and Crime Commissioner (PCC). The PCC will be accountable to the public for setting MOTORWAY policing priorities and working with Thames Valley Police to implement them. 613 This document describes how we police Thames Valley. 507 VOLUNTEERS POLICE COMMUNITY SUPPORT OFFICERS SIX 263MILLION PCSOs NEIGHBOURHOODS ANNUAL VISITORS 3 DECIDING OUR OPERATIONAL • What are the operational policing The strategic intelligence assessment, HOW WE DECIDE WHAT TO POLICE requirements that will enable us to meanwhile, is used to identify patterns POLICING PRIORITIES address these risks? and trends in criminal behaviour which • What is the best way to organise our are likely to have a bearing on our As a police force, we know that the people and resources to meet our strategic policing priorities. We are able to deploy 4,202 police But following the Government’s and budget against which it is able to visible presence of patrol officers in our operational policing requirements? officers, 507 PCSOs and 700 special spending review in 2010, we face a assess our performance. This is cities, towns and villages is a source of Feeding into these strands of our constables to carry out policing activity period of austerity in which we must approved by TVPA who hold us to reassurance for all of us. We address these questions by strategic assessment are findings – with the support of 2,744 police staff reduce our annual spending by 20% account for its delivery. evaluating factors that are likely to gathered through independent market and more than 600 volunteers. in real terms – a total of £55 million And we know that our community influence policing requirements in research that is commissioned by in our annual running costs – by 2015. values the role that our neighbourhood Thames Valley in the future. In order Thames Valley Police Authority Our officers are equipped with 22,500 FEWER VICTIMS officers and Police Community Support to do that, we draw together two and conducted with 1,753 residents operational assets including 326 Officers (PCSOs) can play in tackling We must achieve at least as much as OF CRIME IN 2011-12 THAN IN 2010-11 strands of strategic analysis: in Thames Valley – which offer insight marked police cars, 93 vans, 4 lorries, we do now, with less. anti-social behaviour, theft and into public sentiment about crime in 15 motorcycles, 7 4x4s, 9 police vandalism on our doorsteps. • a political, economic, social, Thames Valley and confidence in horses and 52 dogs. So we must have a means – a strategy From 15 November 2012, this technological, environmental, Thames Valley Police. – for deciding upon the best way to cut responsibility will pass to the new Police But, as a police force, we also know that legal and organisational As one of three forces which form the most crime, the best way to protect and Crime Commissioner (PCC) who is neighbourhoods are protected from the (PESTELO) analysis; Alongside this research survey, we the Chiltern Air Support Unit, we also our community from the most harm, chosen by the Thames Valley public. most serious harm by less visible but • a strategic intelligence assessment. also include findings from our own have the ability to deploy up to two and to do so in a way which inspires vital policing. half-yearly surveys conducted across helicopters to support our operations. public confidence in our policing. And In Thames Valley, we have a three-year From an operational policing our 263 neighbourhoods. to achieve this we must ensure that the strategy – agreed by TVPA in 2011 – to For instance, we invest in specialised perspective, the PESTELO enables financial, personnel and organisational achieve the following: support like forensics, intelligence us to consider the potential effects Finally, we bring together data that resources at our disposal are harnessed analysis or information technology in of external factors that may lead to helps us assess our operational and 8,600 FEWER VICTIMS 1. order to capture those who commit OF VIOLENT CRIME THAN IN 2010-11 in a way that achieves the best possible To cut crimes that are of most a heightened risk of criminal behaviour organisational performance. Drawing operational policing outcome for concern to the community; serious crimes like homicide or or disorder which, in 2012 for example, on Home Office, Her Majesty’s Thames Valley. 2. To increase the visible presence of robberies or serious sexual assaults. ranges from the potential for rising Inspectorate of Constabulary (HMIC) With these resources at our disposal the police; levels of metal theft as its value on assessments and Thames Valley in 2011–12, we have been able to achieve 3. To protect our communities from the If we lack the appropriate blend of global markets rises, to the risks posed Police’s own annualised management significant falling levels of crime in PUBLIC ACCOUNTABILITY most serious harm; policing skills and resources to combat by the presence of an Olympic venue information, we are able to objectively Thames Valley: almost 24 per cent 4. To improve communications with the threat of regional or national in Thames Valley. assess our actual performance against fewer incidents of violence against the AND POLICING the public in order to build trust and terrorism or serious organised crime, the objectives set out in our existing person and a drop of 13 per cent in confidence within our communities; for example, the consequences for our Organisationally, we may consider delivery plan. burglaries and robberies. Our Force exists to serve the public 5. To tackle bureaucracy and develop community – and public confidence the ways in which innovation in mobile and is funded by taxpayers, so how we the professional skills of all staff; in our policing – may be serious. technology, for instance, could be both By pooling this data and insight, and Meanwhile, in 2012, detections of invest policing resources is decided 6. To reduce costs and protect a help and a hindrance. On the one refining our understanding of what violence with injury have risen to by a body that is representative of the the frontline. But deciding upon the skills and hand, it may be another way to enable it suggests, we then begin to set out almost 45 per cent and satisfaction Thames Valley public. resources we will need cannot only people to report non-emergency crimes; potential tactical steps we will take with Thames Valley Police’s service These are our strategic goals for be based on what we have learned on the other – as we saw in the summer in the forthcoming 12 months. increased to 84.8 per cent. That body is the Thames Valley operational policing, and the strategic in the past and the demands of the disorder in London in 2011 – it presents Police Authority (TVPA) which principles that determine the shape of present; we must also anticipate the challenges for public order policing. In 2012–13, we will invest £371 million comprises elected and non-elected the organisation required to deliver it. consequences of social, technological of taxpayers' money in policing representatives from across Thames and economic events upon likely Thames Valley. Valley who oversee our work. And, for each year of our strategy, criminal behaviour. we provide a delivery plan of tactical TVPA asks our Force to propose a actions that sets out what we will do In other words, the priorities we decide OUR APPROACH TO STRATEGIC PLANNING 3,700 FEWER VICTIMS three-year strategy for policing Thames to get there. upon not only have repercussions for We draw together two strands of strategic analysis – a strategic intelligence OF BURGLARIES/ROBBERIES THAN IN 2010-11 Valley and, annually, a Delivery Plan public safety today; they also influence assessment and PESTELO – in order to assess risks of criminal behaviour and our ability to cut crime and inspire establish the operational policing requirements to address them public confidence in the future.
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