1. Art and Diseño

ESSEX POLICE AUTHORITY
AND ESSEX POLICE
STRATEGY 2012 - 2015
PLAN 2012 - 2013
www.essex.police.uk
ESSEX POLICE AUTHORITY AND ESSEX POLICE
STRATEGY 2012 – 2015 - PLAN 2012 – 2013
CONTENTS
FOREWORD
3
ABOUT THE STRATEGY AND POLICING PLAN
4
STRATEGY 2012 – 2015
5
POLICING PLAN 2012 – 2013
8
TACKLE CRIME AND ANTI-SOCIAL BEHAVIOUR
9
PROTECT PEOPLE FROM SERIOUS HARM
12
IMPROVE SATISFACTION IN POLICING
17
MAKE BEST USE OF OUR RESOURCES
20
APPENDIX A
26
Force performance against 2011 – 2012 objectives
APPENDIX B
28
Force objectives and targets for 2012 – 2013
APPENDIX C
To contact us
2
CONTENTS
30
ESSEX POLICE AUTHORITY AND ESSEX POLICE
STRATEGY 2012 – 2015 - PLAN 2012 – 2013
FOREWORD
Welcome to the combined three-year strategy and annual policing plan which has
been jointly prepared by Essex Police Authority and Essex Police. The strategy sets
a clear direction for the policing of Essex over the next three years and provides a
framework for the annual plan.
Through collaboration with other forces and partners we will continue to explore
opportunities to enhance operational effectiveness, deliver services more efficiently
and reduce costs. The force and authority are committed to delivering policing
services that are exceptional value for money.
Our vision, quite simply, is to be trusted to protect, help and serve everyone in
Essex and make our communities even safer. We will achieve this by focusing on the
following priorities:
We are determined to build upon our achievements so far and confident of our
ability to deliver the ambitious programme set out in this plan, making Essex an
even safer place for the people we serve.
•
Tackling crime and anti-social behaviour
•
Protecting people from serious harm
•
Improving satisfaction in policing
•
Making best use of our resources
We are in a time of unprecedented economic change and the coming year and
beyond will be extremely challenging. Through the Reform Programme we have
reconfigured our policing services to improve efficiency and productivity and make
the necessary cost savings.
Despite the financial challenges, we are determined to reduce crime and anti-social
behaviour, with a particular focus on those crimes that are of most concern to local
communities.
At the forefront of our business is public safety and Essex Police will continue to
protect the most vulnerable and deal robustly with the threat from organised crime
and dangerous offenders. Our ability to tackle serious criminality and deliver a
range of other policing services is strengthened by our collaboration programmes
with Kent Police and other forces in the region.
Essex Police has a key role to play in the events of the coming year. These include
helping to deliver a safe and secure Olympic and Paralympic Games and working
with the Police Authority to ensure a smooth transition to the first elected Police
and Crime Commissioner in November 2012.
3
FOREWORD
Mr Anthony JacksonMr Jim Barker-McCardle
ChairmanChief Constable
Essex Police Authority
Essex Police
ESSEX POLICE AUTHORITY AND ESSEX POLICE
STRATEGY 2012 – 2015 - PLAN 2012 – 2013
ABOUT THE STRATEGY AND POLICING PLAN
Essex Police Authority, in conjunction with Essex Police, is required to produce a
joint three-year strategy and annual policing plan that incorporates both local and
national policing priorities.
Essex Police Authority is an independent statutory organisation whose purpose is to
support and oversee the work of Essex Police. Further information on the role of the
authority can be found on the Police Authority website at:
www.essex.police.uk/authority
The authority enjoys a strong working relationship with the force and plays a vital
role in making sure the communities of Essex receive an efficient and effective
policing service. It also holds the force to account for progress against the priorities
set within the strategy and plan.
In November 2012 accountability for securing an efficient and effective police
service in Essex will move from the Police Authority to directly elected Police and
Crime Commissioners. This represents a significant shift in the way the police are
governed and held to account. The force and the authority are working together
closely to ensure a smooth transition.
The strategy outlines the direction for policing in Essex over the next three years
and provides the framework for the policing plan. The plan itself sets out the
priorities and supporting programme of work for the coming year and embodies
our core values:
•
We work to earn the trust of the public
•
We are accountable for our actions and treat people with respect
•
We work together and are professional in all that we do
•
We are honest and act with integrity
4
ABOUT THE STRATEGY AND POLICING PLAN
The plan reflects the views and concerns of the people of Essex and takes account of
other key influences such as the government’s priorities for the police service.
This document represents the shared aim of Essex Police Authority and Essex Police
to deliver a high quality policing service that is focused on the needs of the citizen.
ESSEX POLICE AUTHORITY AND ESSEX POLICE
STRATEGY 2012 – 2015 - PLAN 2012 – 2013
STRATEGY 2012 - 2015
The strategy sets out the future direction for policing in Essex and our commitment
to deliver high quality policing services that put the citizen at the heart of all we do.
The strategy takes account of national influences and other strategic challenges,
such as the extensive development planned for the county over the next fifteen
to twenty years, in particular the Thames Gateway and Stansted/M11 corridor.
Planning for the impact on Essex of the 2012 Olympic and Paralympic Games has
been underway for a number of years and is now at an advanced stage.
We are in a time of unprecedented economic change and the coming year and
beyond will be extremely challenging for the police service. In 2010 the government
announced spending cuts for the police service of 20% over four years. In response
to the significant reduction in budget, Essex Police is implementing the Reform
Programme to identify and realise recurring cost savings in the region of £42.2
million between now and 2014 - 2015. The programme will manage the budget cuts
and endeavour to make the most effective and efficient use of our resources.
The force and authority have undertaken a fundamental review of all aspects
of policing in the county which has culminated in the implementation of a new
policing model for Essex, called the Blueprint. The Blueprint consists of a number
of functional ‘commands’ each responsible for delivering a specific policing service
across the entire force area. The new commands are:
•
Neighbourhood Policing (locally based policing and partnership working)
•
Public Protection (protecting vulnerable adults and children,
tackling serious sexual offences and on-line exploitation)
•
Investigations
•
Operational Policing Command
•
Criminal Justice
5
STRATEGY 2012 – 2015
The new model will deliver a high level of policing services with a reduced number
of police officers and staff by making more effective use of intelligence and
technology and better matching of resources to demand.
We police in a complex, challenging and fast-changing environment and with
increasing pressure on resources we must prioritise our activities if we are to
succeed. We will, therefore, focus our energy, activity and resources on the priorities
outlined in this strategy.
ESSEX POLICE AUTHORITY AND ESSEX POLICE
STRATEGY 2012 – 2015 - PLAN 2012 – 2013
STRATEGIC PRIORITIES 2012 – 2015
Essex Police will achieve its vision and deliver the strategy by focusing on the following priorities:
Tackle crime and anti-social behaviour
Improve satisfaction in policing
We will reduce recorded crime and incidents of anti-social behaviour by:
We will achieve a high level of public satisfaction with our service by:
•
Targeting those crimes that are of most concern to local people through an
intelligence-led approach
•
Consistently delivering our service standards4 to every
neighbourhood in Essex
•
Building on the strong links with partnerships and communities to tackle those
issues that most affect people’s quality of life, especially anti-social behaviour
•
Providing a prompt and effective response to calls for assistance
•
Providing a visible and accessible service through Neighbourhood Policing Teams 1
•
Improving access to services and information through better use of technology
•
Tackling violent crime, including domestic abuse and hate crime 2
•
Engaging effectively with communities to help shape the service we deliver
Protect people from serious harm
Make best use of our resources
We will reduce the risk of harm to the public by:
We will maximise the use of our resources to support the delivery of policing
services and achieve value for money by:
•
Working in collaboration with Kent Police and other forces and agencies at a
local, regional and national level to deliver Protective Services 3
•
Disrupting or dismantling organised crime groups and seizing their funds and assets
•
Bringing dangerous offenders to justice
•
Tackling anti-social use of the roads and helping to reduce the number of
people killed or seriously injured in road collisions
1 Neighbourhood policing teams include police officers, police community support officers (PCSOs), special constables and other
volunteers and accredited persons.
2 Hate crime is any incident which constitutes a criminal offence perceived by the victim or any other person as being motivated by
prejudice or hate.
3 Protective Services areas have been defined as; counter terrorism, civil contingencies, firearms, major crime, public order, road
policing, serious and organised crime, domestic extremism, critical incidents and public protection.
6
STRATEGY 2012 – 2015
•
Implementing our new policing Blueprint to improve productivity, availability
and reduce costs
•
Establishing a highly productive and motivated workforce
•
Reducing bureaucracy and optimising the use of information technology to
enable more time to be spent on operational duties
•
Maximising the opportunities to collaborate with other public service providers
to reduce costs and improve service delivery
4 The Essex Police Service Standards set out what you can expect when you contact us. Further details can be found under the section
entitled: ‘Improve Satisfaction in Policing’.
ESSEX POLICE AUTHORITY AND ESSEX POLICE
STRATEGY 2012 – 2015 - PLAN 2012 – 2013
Policing style
Collaboration
The style of policing in Essex is intelligence-led and citizen focused. Policing at the
neighbourhood level is delivered through dedicated neighbourhood policing teams
that provide a visible and accessible service to local communities. These teams are
responsible for one or more council wards and work closely with our communities
to identify the issues of most concern and seek solutions to address them.
Police forces and authorities are required by the Police Reform and Social Responsibility
Act 2011 to work collaboratively to better protect the public and save money.
The force has a range of specialist policing services to combat major challenges to
public safety including serious crimes and critical incidents. Further details can be
found under the section entitled ‘Protect people from serious harm’.
Essex Police is determined to be at the forefront of policing development and
together with our partners we will seek innovative ways to reduce crime and
anti-social behaviour and make our communities even safer.
Managing risk
Essex Police Authority and Essex Police continue to refine their approach to managing
risk. Through its Risk Management Strategy the force actively monitors and manages
risk across a range of operational policing services and supporting functions.
In support of the strategy we have developed contingency plans that are subject to
regular testing and review, which will ensure the force can continue to deliver key
frontline policing services in the event of a critical incident.
Essex and Kent police authorities and forces have been working collaboratively since
2008 to enhance operational capability, deliver support services more efficiently and
reduce costs. The programme has achieved savings of £8.7 million to date, of which £3.9
million relates to Essex.
We have recently created a joint Support Services Directorate, which will bring
together the delivery of Human Resources, Finance, Estates, Transport Services,
Administrative Support and Procurement Services. We are considering further
opportunities for collaboration, including operational training and resource
management.
The Essex and Kent Serious Crime Directorate is one of the largest in UK policing. It
is dedicated to tackling serious and organised crime, with more than 1,000 officers
and staff working together across both counties to reduce the harm caused to local
communities.
In addition we continue to collaborate with other forces in our region and beyond to
tackle serious and organised criminality.
Essex is leading the largest joint police IT project in the United Kingdom - Project
Athena – which, from 2012, will bring together the IT systems for crime management,
intelligence and defendant management. Currently eleven forces (Essex, Suffolk,
Norfolk, Bedfordshire, Cambridgeshire, Hertfordshire, Kent, the City of London,
British Transport Police, Northamptonshire and Sussex) are collaborating on the
implementation of this IT system.
The force will continue to collaborate with other public sector providers to find
more effective and cost efficient ways of delivering policing services. This includes a
programme of property sharing at appropriate locations across Essex, releasing capital
and reducing building maintenance costs. There are already initiatives in place at
Tiptree, Wivenhoe and West Mersea, where the local Neighbourhood Policing Team
shares the Fire Station building. A similar solution is being implemented at Brightlingsea
and other sites will be assessed for partnership opportunities during the coming year.
7
STRATEGY 2012 – 2015
ESSEX POLICE AUTHORITY AND ESSEX POLICE
STRATEGY 2012 – 2015 - PLAN 2012 – 2013
POLICING PLAN 2012 - 2013
The policing plan explains what we will be doing between April 2012 and March 2013
in support of the priorities outlined in our three-year strategy. It sets out our priorities
and targets and an ambitious programme of work for the coming year. It also provides
details of our performance during 2011 - 2012.
The plan takes account of the views and concerns of the people of Essex, which have
been identified through wide-ranging engagement and consultation. The areas you
want us to focus on are reflected in the policing priorities set out in the plan.
Key influences on the policing plan
This diagram shows the key sources for establishing the priorities and targets for
policing in Essex which are incorporated in the policing plan.
Government’s key
priority for the Police
Community
Safety
Partnerships
Essex Police Authority
and Essex Police ThreeYear Strategy and
Annual Policing Plan
Essex Police Priorities and
Targets for 2012 - 2013
Essex Police Strategic Assessment,
which considers emerging issues
that impact on policing
Local policing priorities, agreed
by Essex Police Authority
following public engagement
The plan also takes account of the Home Secretary’s shadow Strategic Policing
Requirement which sets out the national threats that require a cross-boundary
policing response and the policing capabilities needed to counter those threats.
The threats include organised crime, terrorism and public disorder.
8
POLICING PLAN 2012 - 2013
Although the Strategic Policing Requirement does not yet have statutory effect,
it will become a legislative requirement during the life of this plan.
Essex Police will continue to work in collaboration with other forces and agencies
at a local, regional and national level to counter the threat from criminality and to
protect the public.
The coming year will be particularly challenging for Essex Police. Against a backdrop
of significant financial constraints, the force will be delivering policing services
through a new model. We will also play a significant role in the policing of the
London 2012 Olympic and Paralympic Games.
To deliver a safe and secure Games will require the largest peacetime policing
operation ever. Essex plays host to the Olympic Mountain Bike venue at Hadleigh
Castle and three Olympic training venues. In addition, the Olympic Slalom Canoe
venue straddles the Essex/Hertfordshire border at Waltham Abbey.
Significant parts of the Games spectator transport infrastructure are sited in or pass
through Essex, and Stansted Airport will welcome international visitors including
Heads of State and members of the ‘Olympic family’. Prior to the Games, Essex will
host two days of the Olympic torch relay with the flame passing through every
district in the county.
To meet these additional demands and maintain our usual policing response we
will maximise our available resources throughout the period of the Games. We will
ensure our policing is proportionate to the identified threats whilst maintaining the
traditional ‘look and feel’ of policing in Essex.
In November 2012 the Police Authority will cease to exist and a Police and Crime
Commissioner will be elected by the people of Essex. The Police Authority and
Essex Police will work together to ensure that the transition is smooth and does not
impact on service delivery.
The policing plan sets out how we will meet these considerable challenges whilst
continuing to reshape our organisation to deliver the best possible policing services
to the people of Essex.
TACKLE CRIME AND
ANTI-SOCIAL BEHAVIOUR
Key achievements
2011 - 2012 5
•
Essex remains one of the safest counties in the
country 6
•
Anti-social behaviour incidents have been
reduced by 15.4 percent
•
Recorded crime has been reduced in a number of
specific crime categories including: serious violent
crime (4.0%), racially aggravated crime (7.1%) and
criminal damage (8.4%)
Key priorities
2012 - 2013
•
To reduce recorded crime
•
To reduce incidents of anti-social behaviour
•
To solve recorded crime offences
5U
nless otherwise stated, data is from April 2011 – December 2011, compared
to April 2010 – December 2010. 6 Essex is ranked 13th out of 43 forces for crime per head of population based
on 12 months’ data to December 2011.
PAGE
9
ESSEX POLICE AUTHORITY AND ESSEX POLICE
STRATEGY 2012 – 2015 - PLAN 2012 – 2013
Reducing crime and bringing offenders to justice remain fundamental priorities for
Essex Police. Although some types of crime have risen, Essex remains a very safe
county. During April to December 2011 there was a 2.8% increase in recorded crime
compared with the same period for 2010-11. As at the end of February 2012 this
increase had reduced to 1.4%. A significant proportion of the year-on-year increase
is attributable to more robust recording of domestic abuse offences since June
2011. The Public Protection Command is taking action to tackle these offences.
In addition the force will continue to focus on those crimes that are of most
concern to local communities, including anti-social behaviour and disorder.
Community Safety Partnerships
Essex Police and Essex Police Authority play a full and active role as statutory
partners within the Community Safety Partnerships (CSP).
Each district and unitary authority has a CSP that aims to reduce crime and
disorder in their area through a multi-agency approach. Anti-social behaviour (ASB)
and volume crime reduction remain key priorities and by building on effective
partnership working with other agencies, voluntary groups, business sectors and
local communities, we will help to improve people’s quality of life across the county.
Neighbourhood Policing
Neighbourhood Policing continues to develop to meet the needs of local communities.
The new Blueprint places great emphasis on neighbourhood policing teams being
visible and accessible to communities. Police officers and Police Community Support
Officers (PCSOs) will continue to work with communities to address local issues through
a problem-solving approach. Neighbourhood teams will be responsible for reducing
crime and anti-social behaviour in their area and you can expect to see them on foot
and cycle patrol as well as in police cars.
Alongside face-to-face contact, we continue to develop methods to improve
engagement with the public and our website provides details of police officers and
PCSOs working in each neighbourhood across the county. We have increased use of
social media, such as YouTube and Twitter, to raise awareness of relevant policing issues
and seek support in addressing local issues.
10
TACKLE CRIME AND ANTI-SOCIAL BEHAVIOUR
Tackling anti-social behaviour remains a key priority for Essex Police. We have improved
our response to repeat and vulnerable victims of anti-social behaviour and continue
to work with partner agencies to tackle those who persist in causing nuisance and
disorder. Essex Police chairs the Essex ASB Forum which shares best practice and ensures
all agencies are working together to reduce ASB and repeat victimisation.
We will build on work undertaken during the past year, such as Operation Pumpkin,
which reduced crime and ASB during the Halloween period, and similar initiatives
are planned for the coming year.
Essex Police remains committed to reducing the number of young victims of crime,
promoting positive relationships with young people and ensuring appropriate
enforcement is in place to reduce the risk of offending and re-offending. We will
have dedicated youth officers in each local authority area, expanding the traditional
‘schools officer’ role to improve engagement with young people.
The ‘night time economy’ will be subject to increased focus as we build on existing
schemes such as ‘Behave or Be Banned’, an initiative to tackle alcohol related
disorder in licensed premises. There will also be officers dedicated to addressing
problems specific to the night time economy working within our neighbourhood
policing teams.
ESSEX POLICE AUTHORITY AND ESSEX POLICE
STRATEGY 2012 – 2015 - PLAN 2012 – 2013
Bringing offenders to justice
Working with our many partner agencies and local communities, Essex Police
continues to target the offending behaviour of those individuals who cause most
harm to local communities, whilst seeking to continually improve the support
provided to victims and witnesses.
We will ensure that offenders are dealt with in a way which satisfies the victim and
best fits the crime. This may be through traditional processes, such as a caution or
court appearance, or by using neighbourhood resolutions which can be applied to
young or first-time offenders who commit low-level crime or anti-social behaviour.
The following objectives will help us assess our performance
in tackling crime and anti-social behaviour
(A full list of objectives and targets for 2012-2013 is shown at Appendix B)
TACKLE CRIME AND ANTI-SOCIAL BEHAVIOUR
To further reduce the harm caused to local communities, Essex Police, in
conjunction with Essex Probation and other partners, is implementing a multiagency approach to managing offenders. Integrated Offender Management will
allow local agencies to identify those offenders causing the most damage to their
communities and to develop joint plans to manage their offending behaviour and
reduce the likelihood of further crimes being committed.
To reduce all recorded crime
Essex Police recognises the important role victims and witnesses play in bringing
offenders to justice. The force has invested in a centralised Witness Care Team to
ensure it meets and exceeds the statutory requirements of the Code of Practice for
Victims of Crime and the Witness Charter, supporting individuals through the court
process. The establishment of a county Witness Care Team provides all victims and
witnesses with a professional and consistently high level of support.
To reduce incidents of anti-social
behaviour
Essex Police is at the forefront of developments to help create a more streamlined
and efficient criminal justice system. The programme will help to minimise
bureaucracy and waste, reduce the time spent by officers at court and support
witnesses to give their evidence.
Future work will include the streamlining of case administration and the creation
of a digital criminal justice system in order to eliminate functions duplicated across
police forces, the Crown Prosecution Service and HM Courts Service.
New initiatives are also planned to establish ‘Live Link’ which will enable victims and
witnesses to give evidence to the court via a live video link and to introduce ‘virtual
courts’. It will enable officers to give evidence via ‘Live Link’ reducing time spent
waiting in court and making them more available to their communities.
11
TACKLE CRIME AND ANTI-SOCIAL BEHAVIOUR
To increase the all crime solved
rate
7
To be updated when full year data available
Performance
(Apr 11 – Dec 11 vs
Apr 10 – Dec 10) 7
Target
2012-2013
2.8% increase
1% reduction
Performance
(Apr 11 – Dec 11 vs
Apr 10 – Dec 10) 7
Target
2012-2013
15.4% reduction
2% reduction
Performance
(Apr 11 – Dec 11) 7
Target
2012-2013
30.5% solved
1% point
increase
PAGE
Key achievements
2011 - 2012 8
•
25 organised crime groups have been disrupted or
dismantled across Essex - two more than during
the same period last year
•
The force has seized funds and assets obtained
from criminality totalling £2.87 million
•
Road traffic casualties involving death or serious
injury have been reduced by 13.2 percent
Key priorities
2012 - 2013
•
Reduce the risk of harm to the public through the
delivery of Protective Services
•
Help to reduce the number of people killed or
seriously injured in road collisions
•
Increase detections for serious sexual crimes
8 U
nless otherwise stated, data is from April 2011 – December 2011,
compared to April 2010 – December 2010.
12
ESSEX POLICE AUTHORITY AND ESSEX POLICE
STRATEGY 2012 – 2015 - PLAN 2012 – 2013
Safeguarding all those people who live in, work in and visit Essex is at the heart of what
we do. This has many aspects including dealing with dangerous people who threaten
the safety of our communities and protecting those who are amongst the most
vulnerable in our society.
The force has recently established a Public Protection command which focuses on the
protection of vulnerable adults and children and the policing of dangerous offenders.
The command includes a 70-strong team of detective officers dedicated to the
investigation of serious sexual crime.
Public safety remains at the forefront of our business and we are determined to build on
our capability to tackle the most serious crimes and dangerous offenders across Essex
and Kent through the joint Serious Crime Directorate. The focus of the directorate is to
reduce the harm to communities by disrupting organised crime groups, tackling drug
networks and seizing the funds and assets obtained from criminality.9
A priority of the directorate is to reduce the threat of harm caused to local communities
by the theft of metal. Together with local authorities and other agencies we work closely
with scrap metal dealers to try to prevent stolen metal being recycled. We will also
conduct operations to target and disrupt organised crime groups dealing in the theft of
metal and associated criminal activities.
Protective Services
A priority for Essex Police is to ensure that it maintains a first-class capability to
deal effectively with the most serious crimes and incidents. These policing services
are described as ‘Protective Services’ and have been the subject of significant
investment in our collaborative work with Kent Police in the areas of serious and
organised crime and major crime.
The ten Protective Services areas are: counter terrorism, civil contingencies, firearms,
major crime, public order, roads policing, serious and organised crime, domestic
extremism, critical incidents and public protection.
9 Under the Proceeds of Crime Act 2002, the police are able to achieve confiscation orders which deprive criminals of the benefits from their
crimes. When payments to satisfy the confiscation order are received, the money is split four ways - 50% to the Home Office, 18.75% to both the
police and Crown Prosecution Service and 12.5% to the court services.
In addition, the civil process of cash seizure under the Act allows police to seize cash over £1,000 where it is suspected it has come from criminal
activity. The magistrates’ court can order the cash seized to be forfeited, with 50% retained by the Home Office and 50% returned to the police.
T he courts also have powers to forfeit property which has been used in criminal activity. The forfeited property can be utilised for policing
activities and to benefit charitable causes.
13
PROTECT PEOPLE FROM SERIOUS HARM
Essex Police is in a strong position with regard to Protective Services following
significant development work since 2007. However, the force recognises there are
opportunities for further improvement and we have an ongoing programme of
work to develop further our capabilities in partnership with Kent Police and other
forces in the region.
The priority areas for development over the coming year include:
•
Protecting vulnerable people and children
•
Tackling serious and organised crime
•
Countering the threat of terrorism
•
The management of critical incidents
The following diagram shows the ten Protective Services areas, together with a brief
summary of the work to be undertaken over the next twelve months.
ESSEX POLICE AUTHORITY AND ESSEX POLICE
STRATEGY 2012 – 2015 - PLAN 2012 – 2013
PUBLIC PROTECTION
DOMESTIC EXTREMISM
We will continue to
work with our partners
to identify and protect
the most vulnerable in
our communities and
manage those who
pose the greatest risk.
Our response to dealing
with public protection
will be based upon the
assessment of threat,
risk and harm.
SERIOUS AND ORGANISED CRIME
Working with our partners
and the wider community
we will seek to improve
our working relationships
and information sharing
to strengthen vulnerable
institutions and disrupt
those involved in violent
extremism and disorder
to ensure that peaceful
protests are not disrupted
by extremist elements.
We will disrupt or
dismantle organised
crime groups and reduce
the harm they cause to
communities. We will
continue to target the
suppliers of Class A
drugs and take every
opportunity to seize
illegally obtained funds
and assets from those
involved in criminality.
CIVIL CONTINGENCIES
We will maintain
our commitment
to training
and exercising
emergency plans
with our partner
agencies to ensure
operational
readiness.
PUBLIC DISORDER
14
We will pursue those who
commit acts of terrorism
and seek to dismantle
such networks. Through
neighbourhood policing and
multi-agency working we
will improve our community
intelligence to identify those
vulnerable to radicalisation
and challenge extremist
messages to try to prevent acts
of terrorism being committed.
MAJOR CRIME
Delivering
We will continue to
strengthen our capability
to investigate and
bring to justice those
who commit major
crime offences. This
will include developing
our awareness of
vulnerable and emerging
communities to prevent
serious crime.
PROTECTIVE SERVICES
to reduce the risk
of harm to the public
CRITICAL INCIDENTS
We will continue to
train and exercise
our public order
response to ensure
operational readiness
and take action
against those
persons intent
on disrupting the
peace within our
communities.
COUNTER TERRORISM
We maintain an effective
capability to respond
to, and deal with,
critical incidents. We
work closely with our
communities to identify
situations that are likely
to escalate and take
positive action to prevent
them becoming critical
incidents.
PROTECT PEOPLE FROM SERIOUS HARM
FIREARMS
ROADS POLICING
We will ensure that we
have the resilience to
deal effectively with
firearm related incidents,
as well as providing
firearm support to other
areas of policing. We
will continue to work
closely with other police
forces on a regional and
national level.
We will continue to work
closely with partners and
local communities to reduce
the number of people killed
or seriously injured in road
collisions, deny criminals the
use of the road and tackle antisocial driving behaviour. We will
achieve this through education,
community engagement and
enforcement activities.
ESSEX POLICE AUTHORITY AND ESSEX POLICE
STRATEGY 2012 – 2015 - PLAN 2012 – 2013
Protecting vulnerable people
Roads policing
The new Public Protection command focuses on the protection of vulnerable
adults and children, the effective policing of the most dangerous offenders and the
investigation of sexual assaults.
Essex Police is responsible for policing some of the busiest roads in the country,
including sections of the M25 and M11 motorways and routes to major international
connections such as Stansted Airport, Harwich, Tilbury and the Dartford River
Crossing.
A new Risk Management Conference involving partner agencies focuses
systematically on high risk offenders, seeking the most effective interventions for
victims most at risk and offenders that present the greatest threat.
The new Sexual Offence Investigation Team assisted by the multi-agency Sexual
Assault Referral Centre seeks to improve the investigation of serious sexual offences
and the service that is provided to victims, take effective action against offenders and
improve the detection rate of serious sexual offences.
The dedicated team will also help to raise standards of investigation and continue to
work with partners to reduce the likelihood of serious sexual crimes being committed.
Tackling all areas of vulnerability, additional resources have been invested to combat
a wide range of issues including domestic abuse, hate crime, missing persons,
vulnerable adults, child abuse, honour based violence and forced marriage.
These structures feed directly into county and unitary authority arrangements under
Safeguarding Adults and Safeguarding Children Boards.
In line with the national Road Policing Strategy we aim to enhance the safety and
security of all road users, encouraging habitual compliance and improving public
confidence and satisfaction. Essex Police will focus upon those road users who pose
the highest threat of harm whilst responding appropriately to those who have shown
a momentary lapse of judgment or care.
During the coming year we will focus on the following priorities:
•
Help to reduce the number of people killed or seriously injured in road collisions
•
Disrupt criminality on the road network
•
Counter the threat of terrorism
•
Maintain a visible presence on the strategic road network and within local
communities
•
Combat anti-social use of the road
We will seek to influence driver behaviour through a careful mix of enforcement,
education and engineering. Through the Casualty Reduction Board, Essex Police
works closely with partners and other agencies across the county, including Essex
County Council and Thurrock and Southend Unitary Authorities, to make the road
network safer. With a strong focus on education, we continue to interact with a
range of road users, in particular those at greatest risk such as young drivers and
motorcyclists.
In response to public concerns, road policing operations will continue to focus on
speeding and anti-social driving, thereby increasing confidence in local communities.
Essex Police continues to work closely with neighbouring forces to address common
problems across the region’s road network and make our roads safer. Collaboration
with Kent Police has strengthened our capability to disrupt and detect those who
use the road network for criminality. Initiatives include the utilisation of automatic
number plate recognition to target criminal activity on both sides of the Thames.
15
PROTECT PEOPLE FROM SERIOUS HARM
ESSEX POLICE AUTHORITY AND ESSEX POLICE
STRATEGY 2012 – 2015 - PLAN 2012 – 2013
The following objectives will help us assess our performance in protecting
people from serious harm
(A full list of objectives and targets for 2012-2013 is shown at Appendix B)
PROTECT PEOPLE FROM SERIOUS HARM
To disrupt or dismantle
organised crime groups
across Essex and Kent
Performance
(Apr 11 – Dec 11) 9
Target
2012-2013
40 (25 across Essex)
60
Performance
(Apr 11 – Dec 11) 9
Target
2012-2013
551
Fewer people killed/
seriously injured than
in 2011-12 10
To reduce the number of
people killed or seriously
injured in road collisions
To increase the number
of detections for serious
sexual crimes
9
Performance
(Apr 11 – Dec 11) 9
Target
2012-2013
193
18% increase
To be updated when full year data available.
10 The final 2011 - 12 baseline figure will be available in April 2012
16
PROTECT PEOPLE FROM SERIOUS HARM
PAGE
Key achievements
2011 - 2012 11
•
Met the national standards for answering
emergency 999 calls
Key priorities
2012 - 2013
•
To improve the level of satisfaction with policing
services
•
To improve our response times for attending
emergency incidents
11 U
nless otherwise stated, data is from April 2011 – December 2011,
compared to April 2010 – December 2010.
17
ESSEX POLICE AUTHORITY AND ESSEX POLICE
STRATEGY 2012 – 2015 - PLAN 2012 – 2013
Essex Police is committed to delivering a policing service that responds to the needs of
local communities and inspires public confidence. We will provide a prompt and effective
response to calls for assistance and strive to improve further the level of satisfaction with
the services we deliver through our policing style, which is responsive, accessible and
puts the citizen first.
Essex Police Service Standards
The Essex Police Service Standards are based on what you have told us is important. The
standards focus on four key areas and outline what you can expect when you contact us:
Delivering a high quality service
Keeping victims of crime informed
•
If you are a victim of crime we will agree with you how you would like to be kept
informed of progress. You have the right to be kept informed at least every month if
you wish and for as long as is reasonable
We aim to improve further our service delivery through the Blueprint. A new Crime
and Incident Management Bureau will provide a 24-hour crime administration service
ensuring that victims receive the most appropriate level of support and investigation into
their crime.
We will also improve our response to emergency incidents through the introduction of a
dedicated response and patrol function.
•
We will always treat you fairly with dignity and respect and ensure that you can easily
contact us
In line with the Service Standards the public can access regular information about crime
and anti-social behaviour in their area via the following website: www.police.uk
•
We will get back to you within 24 hours if you report you are not happy with our service
In the ‘My Neighbourhood’ section of the Essex Police website, people can find out
further information about local policing priorities for their own area and see how the
police are dealing with those issues.
Protecting the public
•
We will aim to answer emergency calls (999) within 10 seconds and to do our best
to be with you in 15 minutes if you are in a town and 20 minutes if you are in a place
that is harder to get to (rural areas)
•
We will answer all non-emergency calls (101 or +44 1245 491 491 for international
callers) as quickly as possible
•
If we need to see you we will give you an estimated time of arrival or make an
appointment to see you at a mutually agreeable time
Providing a local service
•
We will give out information about your local officers so that you know who they are
and how to contact them
•
We will listen to feedback about our services. We will arrange regular opportunities
to meet you and give updates on our work and the progress we are making
•
We will publish local crime data on our website
•
We will ensure your local officer calls you back within 24 hours if you ring or text
them about an issue
18
IMPROVE SATISFACTION IN POLICING
ESSEX POLICE AUTHORITY AND ESSEX POLICE
STRATEGY 2012 – 2015 - PLAN 2012 – 2013
You can help to shape policing in your area by visiting the Essex Police Authority website
and let the authority know what you want from the service Essex Police provides.
The Essex Police website can be viewed at: www.essex.police.uk
The Essex Police Authority website can be viewed at: www.essex.police.uk/authority
The force and the authority will continue to learn from the feedback you give us about
the service you receive and the information you request to enhance further the service
we deliver. The force has a comprehensive programme of survey activity which helps to
inform us of the issues that concern the public and how well they think we are doing in
dealing with them.
Equality and Diversity
Essex Police is firmly committed to providing and promoting a fair and equitable service
to the communities it serves and ensuring equality of opportunity for its workforce. To
find out more about how we do this, see the ‘Equality Information Report’ on our website:
The following objectives will help us assess our performance
in improving satisfaction in policing
(A full list of objectives and targets for 2012-2013 is shown at Appendix B)
IMPROVE SATISFACTION IN POLICING
To increase the satisfaction of
victims of dwelling burglary,
vehicle crime and violent crime
with respect to:
Performance
(Apr 11 – Dec 11) 12
Target
2012-2013
Being kept informed of progress
74.3% 13
80%
The overall service provided
82.4%
14
87%
Performance
(Apr 11 – Dec 11) 12
Target
2012-2013
Attendance at emergency
response incidents (90% attended
within 15 minutes in urban areas
or 20 minutes in rural areas)
84.6%
90%
Answering emergency (999) calls
(90% within 10 seconds)
90.2%
90%
Answering non-emergency
(switchboard) calls (90% within 30
seconds)
90.2%
90%
To meet the standards for:
www.essex.police.uk/equality
Recognising and understanding the different needs of our communities enables us to
provide the best possible policing services. We continue to work closely with our force
Strategic Independent Advisory Group, which comprises community members who act
as ‘critical friends’ to the force, providing information and perspectives on diversity issues
whilst also helping to make the force more transparent to all communities.
During the coming year we will continue to build on the relationships we have
developed with our communities and workforce to further improve policing services in
Essex.
Key aims for 2012 include:
•
Improving our response to hate crime
•
Increasing support for vulnerable victims and witnesses
•
Improving accessibility to our website and information
•
Continuing to raise officer and staff awareness of mental ill health, autism and
transgender issues
19
IMPROVE SATISFACTION IN POLICING
12 To be updated when full year data available.
13 C
onfidence interval of plus or minus 2.0 percentage points. ‘Confidence interval’ relates to the degree of accuracy of a survey result,
which is dependant on the size of the survey sample. For example, a result of 74.3% with a confidence interval of plus or minus 2.0
percentage points means that, if all victims had been surveyed, the actual result would be anywhere between 72.3% and 76.3%.
14 Confidence interval of plus or minus 1.7 percentage points.
15 T he non-emergency (switchboard) call handling refers to primary calls only. It does not include secondary call handling
undertaken by the Force Control Room or the Crime and Incident Management Unit. Primary calls are those received by
the Force Control Room (emergency calls only) or the force switchboard, and include all calls from the public. Secondary
calls are those transferred from the force switchboard to other departments.
PAGE
Key achievements
2011 - 2012 16
•
Implemented our new policing Blueprint to
improve productivity and reduce costs
•
Achieved cost savings of £16 million
Key priorities
2012 - 2013
•
To develop further our officers and staff to
improve productivity and deliver a high quality
service
•
To continue to make savings (via the Reform
Programme)
16 Data is from April 2011 – December 2011.
20
ESSEX POLICE AUTHORITY AND ESSEX POLICE
STRATEGY 2012 – 2015 - PLAN 2012 – 2013
Essex Police is committed to delivering a high level of service whilst managing
significant funding cuts. Through the Reform Programme the force and authority
will manage the required budget reduction whilst continuing to deliver a quality
policing service.
The scale of the cuts will inevitably mean a further reduction in the number of officers
and staff employed. However, we have reconfigured our policing services under the
Blueprint to improve efficiency and productivity and reduce costs, whilst keeping the
impact on frontline policing to a minimum.
We will continue to build on our strong record of saving money. Prior to 2011 - 12 we
had already made savings of over £20m which were reinvested in frontline policing.
The force will continue to reduce costs and improve service delivery through the
collaboration programme with Kent Police and partnership working with other forces
and public sector bodies.
To support the delivery of high
quality services we will develop an
effective workforce with the skills
and values to meet the needs of
the communities we serve.
It is more important than ever
that Essex Police makes the very
best use of its resources and we
will remain focused on reducing
bureaucracy to increase the
time spent by police officers on
frontline duties and make best use
of staff time.
We will continue to manage our
resources wisely and through the
Reform Programme the force and
authority will negate the impact of
a shrinking organisation on both
productivity and service quality
for the people of Essex.
21
MAKE BEST USE OF OUR RESOURCES
Human Resources and Learning and Development
Our HR strategy is designed to attract, retain and develop a highly motivated
and representative workforce which is able to meet the challenges of changing
operational needs.
During 2011 - 12 HR has played a key role in delivering the significant changes
necessary in order for the force to meet the Reform Programme savings. We will
ensure that we use our resources in the most efficient and effective way to deliver
the best possible services through our new policing Blueprint.
The key HR and Learning and Development priorities for 2012 - 13 include:
•
Continued investment in learning and development, with particular emphasis
on developing the leadership skills of police officers and staff
•
Assessing our current skills capability to identify critical skills gaps and
developing our workforce to meet the challenges of the new policing model
with a particular emphasis on Crime Training
•
Implementing a joint HR Department with Kent Police, which will improve
efficiency and our resilience to respond to future demands
•
Continuing to play a key role in delivering the significant organisational
change programme by managing the reduction in workforce numbers whilst
maintaining the skills and motivation required to deliver a high level of service
•
Implementing the recommendations from national reviews of police officer
and staff remuneration, conditions, pensions, leadership and training, such as
Winsor, Hutton and Neyroud reports
•
Ensuring that the resourcing of the 2012 Olympic and Paralympic Games is
achieved whilst maintaining the delivery of day-to-day policing services
•
Developing a Health and Wellbeing Strategy that reflects current government
initiatives to promote the health of employees and reduce levels of absence
ESSEX POLICE AUTHORITY AND ESSEX POLICE
STRATEGY 2012 – 2015 - PLAN 2012 – 2013
Staff numbers
The actual number of police officers and police staff employed as at 31st December
2011 is shown below.
Full Time Equivalent
Male
Female
Total
Police officers
2478
968
3446
Police staff
744
1079
1823
PCSOs
171
218
389
Special constables
405
149
554
TOTAL
3798
2414
6212
Minority Ethnic
Workforce
Male
Female
Total
Police officers
66
23
89
Police staff
15
29
44
4
4
8
Special constables
12
3
15
TOTAL
97
59
156
PCSOs
Additional Volunteers
Police Support Volunteers
Accredited Persons
Total
47
407
The force has recently resumed recruitment of police officers and we anticipate
running a number of recruitment campaigns during 2012. This will include an
internal campaign aimed at police staff and special constables.
Essex Police and Essex Police Authority remain committed to building an inclusive
and supportive working environment that encourages the development and
progression of all staff, with a particular emphasis on those groups underrepresented in Essex Police. We will provide an environment that values and
respects the identity, ability and culture of each individual and that challenges
discrimination, harassment, bullying and victimisation.
Audit and Inspection
Policing services are subject to a rigorous external audit and inspection process.
The force is regularly reviewed by Her Majesty’s Inspectorate of Constabulary
(HMIC), and other external auditors, to ensure we meet national standards.
Throughout the year HMIC has worked closely with the force, monitoring the
development and implementation of plans designed to make recurring savings of
£42.2 million, which Essex Police is on target to achieve by 2015.
During the year, inspections of Crime and Incident Data Recording and Integrity
were carried out by HMIC. Essex Police received a positive report on Crime and
Incident Data Recording. Some recommendations for improvement were made and
work is already underway to address these. Findings from the Integrity inspection
were included in a thematic report on all forces. Essex Police has responded by
implementing an action plan to ensure the integrity of the force remains at the
highest level.
Anti-social behaviour, originally inspected in 2010, was revisited early in 2012
when HMIC inspectors came into force to monitor progress against their earlier
recommendations.
In the coming year HMIC will continue to focus upon value for money and productivity,
ensuring that, whilst meeting its budgetary obligations, the force continues to provide
the highest possible level of policing services to the people of Essex.
22
MAKE BEST USE OF OUR RESOURCES
ESSEX POLICE AUTHORITY AND ESSEX POLICE
STRATEGY 2012 – 2015 - PLAN 2012 – 2013
Financial information
2012 - 13 Funding headlines
•
The 2012 - 13 budget will be £261.9m, a decrease of £7.0m (2.6%) on 2011 - 12
•
For 2012 - 13, Essex Police will receive government grants of £173.1m, a
reduction of £12.3m (6.6%) on 2011 - 12
•
The approved council tax will provide receipts of £88.8m, which will result in a
3.47% increase over the 2011 - 12 council tax level
2012 - 13 Budget highlights
The 2012 - 13 revenue budget includes the impact of:
•
Price increases to 31st March 2013 and other unavoidable and committed cost
pressures totalling £5.5m
•
Budget reductions and efficiency savings, totalling £15.1m
•
One-off costs totalling £8.3m
Capital investment
•
The annual government capital grant for 2012 - 13 is £2.4m
•
Capital spending requirements for 2012 - 13 have been identified, totalling
£7.5m. These payments will be phased over three years to 2014 - 15. There is
also a draft capital spending requirement for 2013 - 14 to 2015 - 16 totalling
£13.6m
•
This spending will be funded from the authority’s capital reserves or from
capital receipts achieved by selling existing capital assets
Planned budget reductions
During 2012 - 13 savings of £15.1m have been identified to help balance the
budget. The full breakdown is shown in the table below.
£m
Reduction in police officer establishment
6.4
Reduction in police staff establishment
6.8
Non-pay savings
1.0
IT savings programme (known as Project Kestral)
0.6
Joint Essex and Kent Serious Crime Directorate savings
0.3
Total
15.1
Medium Term Finance Strategy
The authority has considered its longer term financial stability. Assumptions are
based on future grant levels reducing by a further £3.1m by 2014 - 15 and council
tax levels increasing annually at 2.5% from 2013 - 14. The current assessment of the
impact on the Medium Term Finance Strategy (MTFS) is set out in the table below.
Medium Term Finance Strategy – Current Assessment
2011-12
2012-13
2013-14
2014-15
Total
£m
£m
£m
£m
£m
Required savings
17.0
14.7
4.4
6.1
*42.2
Savings identified to date
17.0
15.1
Use of reserves to fund
budget shortfall
0
0
0
0
0
Use of reserves to fund
one-off costs
7.9
8.3
0.2
0
16.4
32.1
*Note – the £42.2m saving will be a recurring annual saving from 2014 - 15 onwards
23
MAKE BEST USE OF OUR RESOURCES
ESSEX POLICE AUTHORITY AND ESSEX POLICE
STRATEGY 2012 – 2015 - PLAN 2012 – 2013
Value for Money
The authority’s council tax level is 12 percent below the most similar force average
and 23 percent below the shire forces average.
Planned VFM Improvements
The Essex Police Blueprint
This remains the lowest council tax level of all shire forces in England and Wales,
saving Essex residents £12m each year against the most similar force average and
£25m against the national shire average.
In order to find financial savings on the scale required, the force has carried out
a fundamental review of all its services under the Reform Programme. As part of
this work, the force has developed a new Blueprint policing model.
Whilst the force will need to reduce its police officer and police staff headcount we
will continue to maintain a strong focus on performance. By reconfiguring how we
deliver our policing services we will increase productivity and provide services that
are excellent value for money.
Improvements in the redeployment of officers and staff
In parallel with the required budget savings, the force produces a Value for Money
statement, which sets out planned improvements in efficiency and productivity,
where possible.
The new policing model consists of a number of functional commands, each
responsible for delivering a specific policing service across the entire force area.
The simple structure of the new commands will mean that all officers work to
a common high standard across the county. The nature of this structure also
means we can ensure officers working in a particular function can be given the
most appropriate training and support to enable them to improve the delivery of
policing services to the public.
The most significant improvements are summarised in this table and include:
Borderless policing – operating some services, e.g. emergency response, in
a way which is not constrained by geographical boundaries within Essex and
ensures that in every case the nearest appropriate officer is deployed.
Better use of intelligence – being increasingly intelligence-led in our continuing
fight against crime.
Better matching of resources to demand – we have undertaken a detailed
study to understand exactly when and where various teams need to be working
in order to provide the best service. We have changed our shift patterns and this
will help us improve our service, improve productivity and reduce costs.
£10.3m savings
24
MAKE BEST USE OF OUR RESOURCES
ESSEX POLICE AUTHORITY AND ESSEX POLICE
STRATEGY 2012 – 2015 - PLAN 2012 – 2013
Reductions in overtime
Measures to achieve national convergence of Information Technology
Essex is already a low spender on officer overtime compared to other forces
and our planned changes in shift patterns will help us improve further our
productivity and reduce the need for some overtime spending.
Essex Police has established a programme of work in conjunction with Kent Police
to converge the two IT Departments into a single IT Directorate. The Kestral (Kent
and Essex Strategic Alliance) IT programme will result in an increased number of
converged IT systems across both forces, as well as other forces from within the
Eastern Region and beyond, including major IT applications such as a single crime
and intelligence system (Project Athena). This programme of convergence will
also enable a single IT service to be provided across Essex and Kent, with benefits
being realised from the merger of IT support functions across both forces.
Programmes of process improvement work
Better use of technology – by actively tracking our operational resources and by
giving our officers better access to information when they are on the move they
will work more efficiently. Improvements in technology will enable a reduction in
the amount of paperwork completed by officers.
The wider Reform Programme has also targeted a reduction in back-office activity,
which will streamline further the force’s support processes.
Reductions in bureaucracy
Reduced management costs – we will reduce the number of senior police
officers by 25% as part of the Blueprint and we plan to reduce the number of
supervisory posts in our support services.
Greater collaboration – continuing collaborative work between the Essex and
Kent police forces and with other public service partners highlights a number
of opportunities to reduce bureaucracy, including greater use of IT and less
paperwork needed to be shared between partners.
£1.0m savings
Adoption of national frameworks for procurement
Essex Police established a joint procurement unit with Kent Police two years ago.
In line with government expectations the joint team has achieved procurement
savings in 2011 - 12 of over £1m and will seek more in 2012 - 13 by:
a) adopting national framework contracts (e.g. Fleet, Forensics and IT purchases)
b) adopting regional contracts (e.g. the Athena crime and intelligence IT system;
uniform and insurance cover)
c) increasing the number of joint contracts with Kent Police (e.g. cleaning).
£0.3m savings
25
MAKE BEST USE OF OUR RESOURCES
£0.6m savings
Streamlining support services
A key component of the Reform Programme is examining supporting structures
across the force to identify how they might be reconfigured to improve
productivity and reduce cost. The creation of a joint Support Services Directorate
with Kent during 2012 - 13 and the implementation of an Essex-based Business
Support Centre from 2nd April 2012 will contribute further to the streamlining of
the force’s support activities and processes.
£2.2m savings
Reducing overheads
A comprehensive review of all support budgets was completed last year, when
£2m was taken from non-pay budgets. This work has resulted in further savings,
which have all been assessed in terms of impact and how they complement the
Reform Programme (e.g. reduction in building maintenance and provision of
training).
£0.7m savings
APPENDIX A
FORCE PERFORMANCE AGAINST 2011-2012 OBJECTIVES
26
ESSEX POLICE AUTHORITY AND ESSEX POLICE
PAGE– 2013
STRATEGY 2012 – 2015 - PLAN 2012
This appendix sets out force performance against the objectives that were set in the 2011-2012 Policing Plan.
TACKLE CRIME AND ANTI-SOCIAL BEHAVIOUR
To reduce all recorded crime
To reduce incidents of anti-social
behaviour
Performance
(Apr 2010 - Dec
2010 vs. Apr 2009
–Dec 2009)
Performance
(Apr 2011 - Dec
2011 vs. Apr
2010 – Dec
2010)
Target
2011-2012
2.5% reduction
2.8% increase
1% reduction
11.5% reduction
15.4% reduction
1% reduction
Performance
Performance
(Apr 2010 – Dec (Apr 2011 - Dec
2010)
2011)
To solve recorded crime offences
33.2% solved
(29.7% detected by
sanction detection)
30.5% solved
(27.3% detected by
sanction detection)
Target
2011-2012
At least 33%
solved
(including 30%
solved by sanction
detection)
PROTECT PEOPLE FROM SERIOUS HARM
To disrupt or dismantle organised
crime groups
26
Performance
(Apr 2010 –
Dec 2010)
Performance
(Apr 2011 - Dec
2011)
Target
2011-2012
Data not available
(Essex and Kent)
23 (Essex only)
40 (Essex and Kent)
25 (Essex only)
40
(Essex and Kent)
Performance
(Apr 2010 – Dec
2010)
Performance
(Apr 2011 - Dec
2011)
Target
2011-2012
Data not available
(Essex and Kent)
147 (Essex only)
200 (Essex and
Kent)
112 (Essex only)
300
(Essex and Kent)
635
551
800
15.2%
13.5%
15.7%
Data not available
50
40
187
193
281
To seize money under the
Proceeds Of Crime Act
Performance
(Apr 2010 – Dec
2010)
Performance
(Apr 2011 - Dec
2011)
Target
2011-2012
Confiscation
Data not available
(Essex and Kent)
£3.29 million
(Essex only)
£6.44 million
(Essex and Kent)
£2.74 million
(Essex only)
£4.04 million
(Essex and Kent)
£2.02 million
(Essex only)
Forfeiture
Data not available
£0.69 million
(Essex and Kent)
£0.13 million
(Essex only)
£0.8 million
(Essex and Kent)
£0.4 million
(Essex only)
To charge people with supplying Class
A drugs
To help prevent road collisions where
people are killed or seriously injured
Help to sustain the percentage of
cases reviewed at Multi-Agency Risk
Assessment Conferences (MARACs)
where there have been repeat
incidents of domestic abuse
To reduce the number of repeat
victims of hate crime offences
To increase the number of detections
for serious sexual crimes
APPENDIX A
27
ESSEX POLICE AUTHORITY AND ESSEX POLICE
PAGE– 2013
STRATEGY 2012 – 2015 - PLAN 2012
INCREASE SATISFACTION IN POLICING
To increase the satisfaction of
victims of dwelling burglary,
vehicle crime, and violent crime
with respect to:
Performance
(Apr 2010 – Dec
2010)
Performance
(Apr 2011 - Dec
2011)
Target
2011-2012
Being kept informed of progress
76.9% 17
74.3% 18
80%
The overall service provided
84.5% 19
82.4% 20
87%
Performance
(Apr 2010 – Dec
2010)
Performance
(Apr 2011 - Dec
2011)
Target
2011-2012
(Pre- Reform
Programme)
£16 million
£17 million
(as a contribution to
an overall reduction
of £41 million by
2014 - 2015)
MAKE BEST USE OF OUR RESOURCES
To make savings (via the Reform
Programme)
17 Confidence interval of plus or minus 2.2 percentage points. ‘Confidence interval’ relates to the degree of accuracy of a survey result,
which is dependant on the size of the survey sample. For example, a result of 76.9% with a confidence interval of plus or minus 2.2
percentage points means that, if all victims had been surveyed, the actual result would be anywhere between 74.7% and 79.1%.
18 Confidence interval of plus or minus 2.0 percentage points.
19 Confidence interval of plus or minus 1.9 percentage points.
20 Confidence interval of plus or minus 1.7 percentage points.
27
APPENDIX B
Force objectives and targets for 2012 - 2013
28
ESSEX POLICE AUTHORITY AND ESSEX POLICE
PAGE– 2013
STRATEGY 2012 – 2015 - PLAN 2012
This appendix sets out the objectives and targets for 2012 - 2013.
TACKLE CRIME AND ANTI-SOCIAL BEHAVIOUR
To reduce all recorded crime
PROTECT PEOPLE FROM SERIOUS HARM
Performance
(Apr 11 – Dec 11 vs.
Apr 10 – Dec 10) 21
Target
2012-2013
2.8% increase
1% reduction
The key purpose of policing is to prevent crime and disorder. By 31st March 2015 we will have reduced
recorded crime by 3%22, with a 1% reduction in 2012 - 13. A significant contribution to this will be a
reduction in acquisitive crime23 of 3% over three years, with a 1% reduction in 2012 - 13. We aim to
balance our crime reduction efforts with the need to encourage crime reporting in certain areas (e.g.
sexual offences, hate crime and offences that are related to domestic abuse). We also recognise that
proactive policing tactics have the ability to increase crime recording (e.g. operations to target drugdealing).
To reduce incidents of anti-social behaviour
Performance
(Apr 11 – Dec 11 vs.
Apr 10 – Dec 10) 21
Target
2012-2013
15.4% reduction
2% reduction
We recognise that anti-social behaviour (ASB) can greatly affect quality of life and that repeatedly experiencing
ASB can adversely affect people’s lives. We will continue to work with our communities and partner agencies
to reduce the number of ASB incidents yearly until at least 31st March 2015. We recognise that success can
only be achieved through concerted partnership effort.
To increase the all crime solved rate
Performance
(Apr 11 – Dec 11) 21
Target
2012-2013
30.5% solved
1% point increase
We are committed to working with our partner agencies and local communities to detect crime and bring
offenders to justice. We will increase the crime solved rate each year, achieving a rate of 35% by 31st March
2015. We will continue to ensure that offenders are dealt with in a way which satisfies the victim and best
fits their crime. This may be through traditional processes, such as a caution or a court appearance, or by
using neighbourhood resolutions, which make young or first-time offenders face up to the consequences
of their actions.
To disrupt or dismantle organised crime
groups across Essex and Kent
Performance
(Apr 11 – Dec 11) 24
Target
2012-2013
40
(25 across Essex)
60
Led by the Essex and Kent Serious Crime Directorate, we will continue to target those criminals
involved in serious and organised crime and major crime. In addition to tackling organised crime
groups, the directorate will reduce harm to our communities by disrupting drug networks and seizing
the funds and assets obtained from criminality.
Performance
(Apr 11 – Dec 11) 24
Target
2012-2013
551
Fewer people killed/seriously
injured than in 2011-12 25
To reduce the number of people killed or
seriously injured in road collisions
The prevention of death and serious injury resulting from road collisions remains a priority for the
force. Building on our year on year reductions, we will continue to promote road safety, through
enforcement and education, recognising that to achieve this requires the continued collaborative
effort of our partner agencies as well.
Performance
(Apr 11 – Dec 11) 24
Target
2012-2013
193
18% increase
To increase the number of detections for
serious sexual crimes
Sexual crime, and the fear of sexual crime, has a profound and damaging effect on individuals and
communities. By using every means available to identify the perpetrators of these serious crimes
we will achieve 18% more detections for serious sexual crimes than we did in 2011 - 12. We will also
continue to encourage the reporting of serious sexual crimes, which may increase the number of such
crimes recorded by the police.
21 To be updated when full year data available.
22 Against the 2011 - 12 baseline as at 31st March 2012.
23 Acquisitive crime is a grouping of offences which relate to the theft of items. This includes a range of offences including burglary
and vehicle crime.
24 To be updated when full year data available.
25 The final 2011 - 12 baseline figure will be available in April 2012.
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APPENDIX B
29
ESSEX POLICE AUTHORITY AND ESSEX POLICE
PAGE– 2013
STRATEGY 2012 – 2015 - PLAN 2012
IMPROVE SATISFACTION IN POLICING
To increase the satisfaction of victims
of dwelling burglary, vehicle crime
and violent crime with respect to:
Performance
(Apr 11 – Dec 11) 26
Target
2012-2013
Being kept informed of progress
74.3% 27
80%
The overall service provided
82.4% 28
87%
We aim to provide a professional service to everyone with whom we come into contact. We expect our
officers and staff to be prompt, helpful and polite and to treat everyone fairly regardless of personal
circumstances. In particular we aim to help and support victims of crime, many of whom may be
emotionally and/or physically distressed. We recognise that it is vital we get this right.
To meet the standards for:
Performance
(Apr 11 – Dec 11) 26
Target
2012-2013
Attendance at emergency response incidents
(90% attended within 15 minutes in urban
areas or 20 minutes in rural areas)
84.6%
90%
Answering emergency (999) calls (90% within
10 seconds)
90.2%
90%
Answering non-emergency29 (switchboard)
calls (90% within 30 seconds)
90.2%
90%
In 2012 - 13 there will be a fundamental change in the way in which Essex Police delivers policing.
During this time of change we recognise the importance of striving to meet the National Standards
for both answering emergency calls and attendance at emergency response incidents. In responding
to emergency incidents we will ensure that the safety of all road users is not compromised.
26 To be updated when full year data available.
27 Confidence interval of plus or minus 2.0 percentage points. ‘Confidence interval’ relates to the degree of
accuracy of a survey result, which is dependant on the size of the survey sample. For example, a result of 74.3%
with a confidence interval of plus or minus 2.0 percentage points means that, if all victims had been surveyed,
the actual result would be anywhere between 72.3% and 76.3%.
28 Confidence interval of plus or minus 1.7 percentage points.
29 T he non-emergency (switchboard) call handling refers to primary calls only. It does not include secondary call
handling undertaken by the Force Control Room or the Crime and Incident Management Unit. Primary calls are
those received by the Force Control Room (emergency calls only) or the force switchboard, and include all calls
from the public. Secondary calls are those transferred from the force switchboard to other departments.
29
APPENDIX C
TO CONTACT US
30
ESSEX POLICE AUTHORITY AND ESSEX POLICE
PAGE– 2013
STRATEGY 2012 – 2015 - PLAN 2012
Essex Police and Essex Police Authority welcome your views about
the service we provide. For further information or to contact us:
Crimestoppers
Essex Police
Essex Police Authority
Senior PR Officer
Essex Police Headquarters
PO Box 2, Springfield
Chelmsford
Essex CM2 6DA
101 – ask for Public Relations
[email protected]
www.essex.police.uk
The Chief Executive to the Essex Police
Authority
3 Hoffmanns Way
Chelmsford
Essex CM1 1GU
01245 291600
[email protected]
www.essex.police.uk/authority
If you wish to contact your local neighbourhood police officer, their mobile
telephone number can be found on our website at www.essex.police.uk
This is an independent charity helping to fight crime which enables people to
pass on information about crime anonymously online using the website
www.crimestoppers-uk.org or by calling the freephone number: 0800 555 111
In an emergency, always dial 999
24-hour non-emergency number 101
Callers to the non-emergency number will be charged a single rate of 15 pence per
call for either mobile or landline, regardless of call length.
Emergency text-messaging service
People with impaired hearing can call the Minicom number 01245 452828.
An emergency text messaging service is available to people who are deaf, hard of
hearing or who have speech difficulties. To be able to use this service, you must
register your mobile phone beforehand.
For a large-print version or a translation of the plan, please ring 101 and ask for
Public Relations.
For more information, or for details about how to register to use the emergency text
messaging service, visit the website at www.emergencysms.org.uk
30