Setting the Strategic direction: Refreshing Everybody’s Business
The Police Reform and Social Responsibility Act (2011) That Police and Crime Plans should include the following: the PCC’s police and crime objectives, this includes the discharging of the police force’s national and • international functions e.g. Strategic Policing Requirement the policing of the police area which the Chief Constable is to provide • the financial and other resources which the PCC is to provide to the Chief Constable • the means by which the Chief Constable will report to the PCC on their provision of policing • the means by which the Chief Constable’s performance in providing policing will be measured • the crime and disorder reduction grants which the PCC is to make, and the conditions (if any) of • which such grants are to be made.
Overview The changing landscape of Community Safety & Criminal Justice Promises set out by the PCC in his election manifesto Renewing a shared vision and priorities for the county The role of the PCC in changing culture and making it ‘everybody’s business’ Public concerns that police are ‘filling the void of other agencies shortfalls of service delivery’ Where the strategic direction meets operational practice
Translating the vision into (SMART) actions Vision (Keeping people safe) Strategic theme (Putting Victims at the Centre) Aim (e.g to deliver a victim centred approach) Shared outcome (e.g victims and witnesses are placed at the heart of the criminal justice system and have access to clear pathways of support) Objectives (e.g victims and witnesses are treated with respect and their needs are acknowledged during the criminal justice process) Priority for action (e.g processes within the CJS are reviewed to ensure they consider the impact upon the experience of victims and witnesses).
Review, Engagement and Consultation • Review of Bedfordshire and Cambridgeshire Police and Crime Plans & FMS • Review of countywide strategies incl. Safeguarding, Drug & Alcohol, Serious Violence • Forward Look Event with partners - October 2018 • Feedback from the Police Foundation’s Research on public priorities • Consultation and early discussion at the county boards � Youth Justice Management Board – 19 th February � Community Safety Board – 26 th February � Health and Wellbeing Board – 7 th March � Drug and Alcohol Board – 13 th March � Children and Adult Safeguarding Partnership – 22nd March � Hertfordshire Criminal Justice Board – 10 th April � Integrated Offender Management – 4 th June � Head of Housing Group – Date TBC
eview, Engagement and Consultation • April – May 2019 – Early draft chapters shared with partners and county boards • Early June 2019 – Draft out for public consultation • 13 th June 2019 – Strategic Executive Board discuss first draft of the CSCJ Plan • 13 th June 2019 – First draft discussed with the Police and Crime Panel • 10 th July 2019 – Strategic Executive Board discuss second draft of the CSCJ Plan • 13 th August 2019 – Strategic Executive Board sign off final version • 16 th September 2019 – Police and Crime Panel final version & publication
Partner feedback What do our partners consider to be the top priorities? � Safeguarding and vulnerability. � Reducing demand through early prevention, intervention and diversionary activities, particularly for young people � Preventing vulnerability and responding to Cybercrime, Serious Violence, Modern Slavery and Cuckooing � Investing in training of frontline staff around priority crimes � Maintaining and protecting visible neighbourhood policing and the wider policing family, including PCSOs. � Responding to the demand on mental health services � Taking a whole systems approach to tackle issues across Hertfordshire
Partner feedback � Response to domestic abuse and requirements of the new Act in 2019. � Support innovative solutions to deliver transformational change. � Better utilising technology in the criminal justice system � Realising Police and Fire and Rescue collaboration in the absence of the governance transfer � Public reassurance and confidence. � Streamlining governance.
Public feedback to date � Tackling dangerous driving, speeding, parking on our roads and use of mobile phones and driving under the influence of drugs � Tackling Rough Sleeping � Visible police presence in our communities � Increased security and cameras � Teenagers carrying knifes � Harsher penalties to enforce the principle of ‘crime does not pay’ - start with increased "fines" for fighting , anti social behaviour � A greater emphasis on the impact of drugs, dealing and abuse
Public feedback to date � The closure of police stations and concern that each of Hertfordshire’s 10 districts and boroughs no longer have a major police station where their core local police team are based � Increase PCSO numbers – perception that as policing is very much intelligence led, members of the public are more likely to confide in a PSCO than a regular officer � Better dissemination of information to the public on crime committed and ensure work is visible to provide reassurance � More information on what resources are planned (e.g. increased officers) and where they will be concentrated (e.g. persistent and prolific offenders, particular offences, particular geographical areas)
Your thoughts � What are the gaps in addressing community safety and criminal justice issues? � What should the Plan continue to focus and prioritise?
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