STRATEGIC PLAN 2020-23SUMMARY 20/23

Foreword

The purpose of this plan is to set the priorities for Suffolk Constabulary for the years 2020-23.

In setting this plan I have taken account of the Police and Crime Commissioner’s Plan for 2017 – 21, and our Force Management Statement.

Policing is complex and this plan is not meant to be an exhaustive list of all that we do as a service, but to identify areas where we want greater focus in the coming years.

Suffolk Constabulary will work hard to stop crime happening in the first place with a renewed focus on preventing harm, particularly concerning the most vulnerable in our communities. Much of our work will continue to be done in collaboration with .

Everything in this plan will be achieved through a programme of work called Creating Capacity. Our aim will be to create capacity in order to catch and convict criminals and keep the public safe.

A leadership programme will be developed and implemented across the Constabulary. I am proud to say that we have an amazing workforce and as I will be investing in training, development, health and well-being so that we continue to be hardworking, selfless and courageous. Steve Jupp Chief Constable As Chief Constable I want Suffolk Constabulary to deliver an Suffolk Constabulary excellent service, and be regarded as an outstanding police force by the communities we serve and this plan sets out how we will achieve this. March 2020 Force Plan 2020/23 on and c vict cri atch min C als How we work Our priorities Outcomes Work together with To investigate: Driving down crime o H d our partners and i and catching more e g h communities w criminals l s l t a Serious violence Neighbourhood Serious sexual a

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ACHIEVING THE NATIONAL POLICING VISION 2025 - KEEPING THE PUBLIC SAFE PriorityPriority Outcomes Outcomes 2020/23 2020/23

Operational

Proactive policing Quality investigationscrime Problem solving with Building confidence to catch criminals. toinvestigations improve service to to our communities and and increasing victims.improve service to partners. satisfaction in Suffolk victims. Constabulary.

Investing in our Creating Capacity Leadership based on We will be audacious,courageous, people and ensuring to catch and convict our values; everyone is innovative and we are fit for the criminals and keep the a leader. ambitious exploiting future. public safe. technology.

Organisational Summary of Operational Priority Outcomes for 2020/23

Priority Outcome Focus for the Force Measures of Success The force will focus on: • Reduction in violent crime, particularly knife crime. • Organised crime and drug supply. • Effective identification & more disruption of the most impactful organised crime groups. Proactive policing • County Lines and urban street gangs. • More disruption of County Lines and urban street gangs. to catch criminals. • Serious violence. • Reduction in personal robbery. • Serious sexual offences. • Reduction in neighbourhood crime (burglary, vehicle crime and theft). Owner: Assistant Chief Constable • Neighbourhood crime. • Modern slavery and human trafficking. • Tackling criminals causing the most harm. • Cyber crime and fraud. • Increasing our capacity and capability regarding proactive policing.

The force will focus on: • An improvement in the quality and timeliness of investigations. • Robbery • Improving standards of investigations. Quality crime • Burglary • Vehicle crime • Increase in number of positive outcomes. investigations to • Improve crime data integrity performance. improve service to • Anti-social behaviour • Domestic abuse • Obtain a grading of “good” from HMICFRS regarding volume crime victims. • Fraud/Cyber Crime investigations. • Increase the number of neighbourhood crimes that are solved or lead to a Owner: Assistant Chief Constable positive outcome.

The force will focus on: • Develop and implement an intelligent problem-solving and evidence based • An intelligent problem-solving policing approach. Problem solving with approach. • Enhanced problem solving approach with partners focused on victims, • A more multi-agency integrated our communities and offenders and locations. partners. approach with our partners. • Victims, offenders and locations • Greater focus on offenders causing most harm. • Developing improved ways of identifying and addressing threat, harm and Owner: Assistant Chief Constable presenting the greatest threat, harm and risk. risk focusing on repeat offenders causing most harm in our communities. • Delivering sustainable solutions. • Improved early intervention with partners

The force will focus on: • Improved trust and confidence in Suffolk Constabulary. • Leading a programme of work to • Improved Suffolk’s position in the crime survey of and Wales. Building confidence and rapidly improve performance. • Improved our performance regarding the Victim’s Code of Practice. increasing satisfaction • Carrying out a comprehensive public • Improved caller and victim satisfaction by creating a new Crime in Suffolk Constabulary. survey to better understand issues to Coordination Centre. focus on. • Improved the way we communicate with the public. Owner: Assistant Chief Constable • Identifying what improves confidence • Increased representation of BAME, women and other under-represented and satisfaction and implementing groups with a focus on officers at all ranks. changes. Summary of Organisational Priority Outcomes for 2020/23

Priority Outcome Focus for the Force Measures of Success

Creating Capacity Embed the Creating Capacity • Actively progress Blue Light Integration. to catch and convict programme to become even more • Implement an improved operational tasking and coordinating process. criminals and keep effective and efficient. • Implement a new performance management framework. the public safe. • Expand our capacity and capability to innovate and continually improve.

Owner: Chief Constable

Investing in our Suffolk Constabulary will focus • Implement an attraction plan to reach and sustain establishment levels. people and ensuring on the retention, recruitment, • Sustain high performance in respect of staff surveys. we are fit for the development and wellbeing of • Increased understanding of the health of the workforce with particular future. all officers and staff to effectively focus on mental health and wellbeing. tackle the most serious, complex • Enhanced learning and development to ensure staff are able to deal Owner: and challenging risks. with modern day challenges. • Improve understanding of future demand focusing on priorities set out in the Force Management Statement and Force Performance Framework. • Effectively introducing the Policing Education Qualifications Framework.

Leadership based on Enhance our investment in • Deliver a new leadership strategy. our values; everyone our leaders so they can be • Implement a leadership programme for our 1st and 2nd line managers. is a leader. courageous leaders and fit to lead • Reinforce the values of the organisation through leadership days. in line with our values. • Develop a data quality improvement plan in the organisation. Owner: Deputy Chief Constable • Improve the quality of supervision, particularly focused on volume crime investigations. • Delivery of savings to enable reinvestment in priority areas.

We will be Suffolk Constabulary will deliver an • Exploit benefits from Windows 10 and Office 365. courageous, effective digital strategy adopting • Deliver the digital policing strategy action plan. innovative and innovative business processes and • Introduce a digital asset management system. ambitious exploiting cultural change to improve service to • Introduce a digital evidence transfer system. technology. the public. • Deliver the digital public contact programme improving the way we transact, engage and interact with the public. Owner: Deputy Chief Constable • Introduce new technology to improve operational processes bringing and Assistant Chief Officer about cultural and behavioural change.