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Hampshire, Havant Basic Command Unit Inspection

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Hampshire, Havant Basic Command Unit Inspection HM Inspectorate of Constabulary South of England Region Inspection of Havant BCU Hampshire Constabulary April 2005 Inspection of Havant BCU - Hampshire Constabulary April 2005 Introduction 1. Between 11 and 15 April 2005 Chief Superintendents Frank Sullivan, Peter Driver and Chief Inspectors Nicole Coppinger and Bill Halsey carried out an inspection of Havant Basic Command Unit (BCU), (referred to locally as a division) on behalf of Her Majesty’s Inspector of Constabulary (HMIC). 2. There are approximately 300 Basic Command Units (BCUs) in England and Wales and no two are alike. They vary in size from a little over 100 officers to a little over 1,000; some serve densely populated, ethnically diverse inner cities, while others cover vast tracts of sparsely populated countryside. What they do share are some key aims and objectives, specifically to work with partner agencies on reducing crime in their areas, and do so with integrity. Scrutiny of police performance has moved from aggregate force outcomes to the performance of individual BCUs, with the recognition that policing is essentially a locally delivered service. But BCUs are not islands; they operate within a framework of policy and support determined by headquarters-based chief officer teams. The precise configuration of policing units and the balance of resources between HQ and BCUs varies across the 43 forces in England and Wales. 3. The focus on performance in reducing crime is likely to be relentless. Forces and police authorities, working with local authorities and other community safety partners, will need to raise performance outcomes year upon year. Indeed, the statutory regime of Best Value demands ‘continuous improvement’ and an array of sanctions exist if authorities fail to deliver this. The potential for the Service as a whole to deliver better results in crime reduction and detection cannot conceal an inescapable fact – that performance between BCUs operating in similar policing environments and with comparable resources varies to a degree that is, at times, remarkable. 4. Leadership by BCU commanders is undoubtedly pivotal in determining the effectiveness of a BCU. Without exception, staff in pilot site inspections wanted their management teams to be more visible and accessible. ‘Leadership’ is an intangible concept but we know that the majority of good leaders are made, not born, and so one outcome from BCU inspections should be a better understanding of the practical manifestations of effective leadership. 5. The HMIC report Getting Down to Basics – The emerging findings from BCU inspections in 2001 highlights the fact that there is no single way of leading; an effective approach is contingent upon the situation and the individuals being led. The inspection seeks examples of leadership at all levels, and does not confine expectations to those holding certain roles. The more senior the role, the more outward-focused the post-holder needs to be. This has become increasingly evident in partnership settings, and inspections to date have identified a strong correlation between high-performing BCUs and effective partnerships. 6. In trying to make sense of the variations in operational performance, which exist – to differing degrees – in every force, a key ingredient is focus. The best performers focus the effort of all their staff through timely, dynamic local Page 1 Inspection of Havant BCU - Hampshire Constabulary April 2005 briefings that are supported by a well-managed intelligence system. They set targets and make sure that staff are aware of them, they communicate results and celebrate success, and they hold individuals to account for how they have used their time and resources. The inspection process is intended to help enhance performance whilst identifying and spreading potential good practice1 (Box A). Box A – Aims of BCU Inspections Promoting effective leadership. Disseminating potential good practice. Identifying inefficiencies. Providing pointers to enhance performance. Strengthening the capacity for self-assessment and improvement. Leaving behind a BCU management team that has learnt about itself and is even more committed to self-improvement. 7. The inspection methodology is tightly focused on leadership and performance, coupled with a pre-inspection analysis of key data and documents. These documents, data and other BCU issues are explored through an initial meeting with the district commander, and then a series of interviews, meetings and focus groups during the week of the inspection. The process is brought to an end with a verbal debrief, and outline of the key findings to the BCU commander and his or her senior management team (SMT). 8. A total of 28 structured interviews and focus groups were conducted. Apart from time spent at Havant police station, where the inspection team were based, visits were made to the divisional headquarters and the other sector station, the custody suite and two patrol briefings were attended by the inspection team. The inspection team interviewed a total of 86 members of staff and members of the Special Constabulary. The inspection team was also given an opportunity to interview the community safety wardens employed by Havant local authority, an example, in itself, of the good partnership arrangements found on the BCU. 9. This inspection took place as part of the five-year HMIC BCU inspection programme and the inspection team wishes to place on record its thanks for the co-operation and assistance provided by the BCU commander and all his staff during the course of the inspection. Force Overview 10. Hampshire Constabulary is the second largest non-metropolitan provincial police service in England and Wales and polices the counties of Hampshire and the Isle of Wight, covering an area of 418,000 hectares and serving a population of nearly 2 million in 730,158 households. The Force has a total of 10 territorial BCUs and numerous support departments. The largest of the existing BCUs are in the cities of Southampton and Portsmouth. Hampshire is primarily a mix of villages and 1 Potential Good Practice is that considered to be effective but has yet to undergo formal external assessment and validation. Page 2 Inspection of Havant BCU - Hampshire Constabulary April 2005 towns with some of the busiest roads in the country, including stretches of the national motorway network. The force area contrasts thriving modern towns and a tourist industry that has developed among the historic market towns and rural countryside. The Isle of Wight is predominantly rural in nature and is dependent to a large extent on tourism. 11. The Force Headquarters is at Winchester and houses the ACPO team, comprising the Chief Constable, Deputy Chief Constable, two Assistant Chief Constables and Directors of Personnel and Finance. 12. Hampshire Constabulary has 3861 Police officers and 2095 support staff. The Force also employs 358 special constables and 26 traffic wardens. Hampshire Constabulary faced a period of change with the amalgamation of four of its BCUs to two at the beginning of the financial year 2004/05. During this time the Force plans to implement Project Oberon to replace some of its principal IT applications with a records management system. Strategic Priorities2 Working in partnership to increase public reassurance by reducing crime and anti-social behaviour and ensuring visible and accessible policing. Making the most efficient use of resources and achieving Best Value for money spent and providing the highest quality of service possible. Reducing road collision casualties in Hampshire and the Isle of Wight, particularly those which are serious and fatal. National Priorities (These priorities are set by the Government for all police forces) Providing a citizen-focused service to the public which responds to the needs of individuals and communities and inspires confidence in the police, particularly amongst minority ethnic communities. Tackling anti-social behaviour and disorder. Continuing to reduce burglary, vehicle crime, robbery and drug- related crime in line with the Government’s Public Service Agreement targets. Combating serious and organised crime, both across and within force boundaries. Narrowing the justice gap by increasing the number of offences brought to justice. 13. The Force has a focus on managing resources against a background of rising public expectations and demand for service provision. Some progress has been made in devolving budgets to BCU commanders and responsible budget holders with systems in place to ensure clear lines of accountability. The Force has invested in business systems for finance and procurement that have improved the availability of relevant management information. There is some linkage between 2 Source: Annual Policing Plan 2004/05 Page 3 Inspection of Havant BCU - Hampshire Constabulary April 2005 the provision of resources and the delivery of performance improvement but the Force is working to strengthen this link. 14. In relation to policing style and performance, police patrol is the corner stone of police work for Hampshire Constabulary. Patrol is intelligence-led to make it effective in making Hampshire and the Isle of Wight a safer place to work and comprises three distinct levels. Response policing provides the visible and effective response to the demands for service. Proactive policing is the planned reaction to demands predicted through the effective use of intelligence. Problem- solving policing will provide long term solutions to policing problems through partnership activity. The manifestation of this approach is PRIME (Problem Resolution in Multi-Agency Environments) which is badged as a problem- solving initiative both within and outside of the Force. A sector based policing model has recently been implemented in full across all BCUs as the dynamic and citizen focused mechanism to reduce crime and the fear of crime. Havant BCU 15. Havant BCU covers approximately 50 square miles of a predominantly rural area, and the BCU is divided through the centre by the busy A3 (M) which leads southwards to the city of Portsmouth and northwards towards London. 16. The BCU has two main sectors – Waterlooville Sector and Havant & Hayling Island Sector.
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