Page added on January 31, 2013
From The Police and Crime Commissioner for Leicestershire:
This Plan covers the whole of the Police and Crime Commissioner’s term in office but will be reviewed and considered against emerging threats and opportunities. It will be re-issued in September 2013, once certain financial and other plans have been finalised.
Three key strands that were considered in the development of this plan are:
1. Setting the strategic direction and accountability for policing.
2. Contributing to resourcing of policing response to regional and national threats.
3. Working with partners to prevent and tackle crime and re-offending.
Through consultation and engagement with the communities of Leicester, Leicestershire and Rutland and with the Police and Partners, the PCC has identified: strategic priorities for Leicestershire Police to tackle and reduce crime; shared strategic priorities to tackle with partners; and a strategic priority relating to the financial situation.
The confidence and trust of victims to seek the help of the police, and their experiences when they do so, is a golden thread throughout this plan. The PCC has purposely chosen measures of success that are meaningful and transparent, so that performance is not restricted to achievement against targets on crime or disorder reduction, but more specifically on meeting the needs of victims.
The core values of selflessness, integrity, objectivity, accountability, openness, honesty and leadership will shape the way in which the PCC will act, make decisions, deploy resources, invest public money, and engage with the Chief Constable and key partners for the purpose of ensuring the achievement of this Police and Crime Plan.
The PCC will hold routine and regular local meetings throughout his term of office so that he can listen to the concerns of local residents and address their priorities.
1. Provide a general service to the communities of Leicester, Leicestershire and Rutland that is recognised at good or excellent.
2. Provide a recognised good quality of service and response to victims of crime and anti-social behaviour.
3. Reduce crime overall.
And, in particular:
4. Reduce domestic burglary.
5. Reduce commercial burglary.
6. Demonstrate a positive outcome for victims of recorded domestic violence (including without injury).
7. Create a safe and supportive environment for the reporting of child abuse and child sexual exploitation.
8. Demonstrate a positive outcome for victims of serious sexual assault.
9. Demonstrate a positive outcome for victims of recorded hate crimes.
10. Reduce violence against the person (with injury).
11. Reduce vehicle crime.
12. Provide a recognised good quality of service and response to victims of anti-social behaviour.
13. Work with partners to reduce offending amongst young people.
14. Work with partners to reduce alcohol/drug-related offending.
15. Work with partners to reduce calls to the police for assistance by those suffering from mental ill health.
16. Work with partners to reduce the offending behaviour that stems from troubled families.
17. Reduce the level of repeated missing person reports.
The Financial Priority
18. Develop and produce a comprehensive suite of change options to create a force that is fit for 2016/17 within the funding available.
Contributing to regional and national threats
In responding to public protest, it is important that Leicestershire Police are able to meet high demands and have the resilience to support national and regional forces (where appropriate and necessary). The PCC will ensure both that Leicestershire Police maintain the capacity to provide trained Police Support Units available for deployment nationally when needed, and that officers are trained to common minimum standards and common deployment methods with regional forces.
The movement of central government funding to the PCC, combined with existing Force funds, will become the ‘commissioning budget’, allowing him to commission activities that contribute to the delivery of the Police and Crime Plan priorities. A clear commissioning framework will be used which will focus on delivering tangible outcomes in reducing crime and improving community safety.
Opportunities, initiatives and aspirations
It is the PCC’s expectation that the Chief Constable and Leicestershire Police will seek opportunities to reduce running costs and find new ways to make our communities safer through innovation, creativity and the development of aspirational ideas. The Chief Constable will develop plans to deliver the aspirations set out in this section.
Services to the public must be provided in an efficient way. The location and opening hours of Front Enquiry Offices will be reviewed to ensure they meet demand and provide good value for money. 3
New channels of communication, as may be preferred by different groups, will be developed (e.g. online facilities, new media opportunities and text messaging services).
Linking with the Voluntary Sector
The Force will build on its relationships with the likes of Neighbourhood Watch, Farm Watch, Voluntary Action Leicestershire and Voluntary Action Rutland, and will capitalise on its own police volunteers in order to reap the maximum benefits from their excellent work. Much stronger links will be formed with the likes of (e.g.) the National Farmers’ Union, both to understand their concerns and aspirations, and also to help them better protect themselves. This will be supported through the Force’s Rural Policing Strategy.
Maximising Officers on Front Line Duties
The time that officers are employed on ‘front line’ duties will be maximised wherever possible. Efforts will be made to continue to drive down paperwork and bureaucracy, allowing officers to make best use of the time they are on patrol, when they are visible to the public and engaged in preventing crime. The Chief Constable will develop both rural and urban policing strategies that draw on the local knowledge of officers and PCSOs (e.g. farming and the countryside or commercial burglary) to help drive down crime and provide bespoke policing services to different communities. In the first year, at least, PCSO numbers will be maintained.
The number of Special police officers will increase from 300 to 400 by 2016, and the deployment of ‘Specials’ should look at their skills and local knowledge and link to the Chief Constable’s rural and urban crime strategies.
On all three of these initiatives, the PCC has asked the Chief Constable to report back to him by July 2013 to outline his plan to achieve them. He also expects him to include his views on any other initiatives that might bring improvements and efficiencies in policing through the use of innovation and initiative.