By setting out how the Force will tackle Key Crime Areas, the Crime Strategy is an important tool for achieving the Constabulary’s strategic objectives of:
- Reducing crime and anti-social behaviour
- Detecting a higher proportion of crime
- Reducing the fear of crime and anti-social behaviour
- Improving citizen focus and customer service
- Combating serious and organised crime
Summary
The Crime Strategy allows OCUs and departments to develop appropriate local approaches to crime within a sound corporate framework. This framework is formulated around the following areas:
- Underpinning Principles - Fundamental values and processes upon which the Strategy is built
- Key Crime Areas - Priority areas of crime, which the Strategy will address
The Crime Strategy operates at different levels. At one level the Strategy provides the vision for long-term achievement of local and national priorities thereby functioning as a key medium to link the planning process to service delivery. It sets down accountability for performance and, through delivery plans, illustrates how the Force will ensure continuous performance improvement.
At another level the Strategy determines how Hampshire Constabulary will use its resources to best effect in the Key Crime Areas. It defines roles and responsibilities in crime management processes and provides staff with tactical options, guidance and best practice for dealing with crime and crime related issues. It aligns and makes accessible policies and procedures that direct and guide working practices in crime investigation. It sets minimum standards required of police officers and police staff carrying out crime related tasks and those supervising them.
Whilst much of the detail is not new, it is the corporate application of these policies, procedures and standards which will maximise the effectiveness of the Constabulary’s approach in driving up performance and reducing crime.
Context
The Crime Strategy itself does not set priorities for the Force. Local and national priorities are determined, through intelligence-based assessments and stakeholder consultation, and set out within the National Policing Plan, the Three-Year Strategy Plan and the Force Control Strategy. The Key Crime Areas have been identified through internal consultation, having regard to these documents.
The Crime Strategy is comprehensive and designed to be flexible enough to respond to changing national and local priorities. In particular it recognises that the Control Strategy may change on a twice-yearly basis. Whilst, in reality, changes are likely to be minimal, a comprehensive portfolio of Key Crime Areas ensures an efficient and effective response to emerging crime issues.
In order to align with the strategic planning process, the Strategy is set as a three-year document, subject to six-monthly review where necessary. The delivery plans within each of the Key Crime Areas will be updated annually. Policies, procedures and best practice guides will be reviewed and updated more regularly.
Underpinning Principles
Each of these principles should be viewed as a component part of the overall Strategy as they collectively provide the fabric upon which the Strategy operates. Adherence to, and development within, these areas will assist in delivering performance in the Key Crime Areas and ensuring the Crime Strategy operates effectively.
- Working in partnership with local authorities, other agencies and the public
- Using the National Intelligence Model to determine strategic direction, make tactical resourcing decisions and manage risk
- Delivering a citizen focused service to the public, especially victims and witnesses, which, as far as possible, meets the diverse needs of individuals who receive it and inspires confidence in policing amongst all communities
- Ensuring the highest standards of integrity and professionalism within the organisation and throughout the criminal investigation process
- Working in partnership with other criminal justice agencies to improve the effectiveness of the criminal justice system, thereby increasing the number of offences brought to justice
- Operating a sector policing style, which is intelligence led, community based and problem-oriented
- Making the best use of resources
- Exploiting science and technology
Key Crime Areas
Tackling crime successfully relies on clear, concise and workable strategies that focus on the main elements of criminal activity. The Crime Strategy provides effective delivery plans to enhance service delivery and performance within each Key Crime Area. Each delivery plan sets out ownership, accountability and performance measures for that Key Crime Area. Each delivery plan incorporates a description of the crime area, aims and objectives, performance measures, an account of how resources are managed and details of implementation, monitoring and review.
Finally, links to relevant policy, procedure, legislation and other relevant documents are provided. Within each Key Crime Area a number of priorities are listed. Whilst the Key Crime Areas are set for the lifetime of this strategy, the priorities within them are subject to annual review.
The Key Crime Areas have been identified as:
- Volume Crime, including
- Domestic Burglary
- Vehicle Crime
- Robbery
- Violence
- Drugs
- Major Crime, including
- Homicide
- Crimes in Action
- Stranger Rape
- Serious & Organised Crime, including
- Class A Drugs Trafficking
- Organised Immigration Crime
- Rape & Serious Sexual Assault
- Predatory Paedophile Crime
- Special Priority Crime, including
- Hate Crime
- Domestic Abuse
- Sexual and Violent Crime Against Children
- Vulnerable Adult Abuse
- Crime Involving Children and Young Persons
- Terrorism, including
Measuring Success
Performance will be assessed against the Statutory Performance Indicators (SPIs) and Force Performance Indicators, contained within the Policing Performance Assessment Framework (PPAF).
OCUs and departments will choose to set challenging targets to contribute to overall Force performance. It is recognised that some departments will need to establish performance measures and targets, which are not contained within PPAF, in order to appropriately account for their performance. The relevant ACPO portfolio holder will approve these measures and targets, which may be both quantitative and qualitative.
The Delivery Plans will specify performance measures within each Key Crime Area. These will include both quantitative and qualitative measures. Each Delivery Plan will clearly set out the objectives for the forthcoming 12 months. These Plans will be:
- Specific
- Measurable
- Achievable
- Realistic
- Timed
- Accountable
Accountability is crucial in order to achieve sustained improvements in performance. Such accountability must be clear and meaningful. It must exist at every level of Hampshire Constabulary and within partnerships. Performance systems will be developed to provide accurate and timely information to enable response to emerging trends or identify and address a performance gap. Current practices will be continually challenged and development of new methods of working promoted. Good practice will be quickly identified, assessed and replicated.
A culture of achievement focus will be promoted where all staff are aware of the contribution they make. All personnel will be held to account for their performance and their contribution to the force’s aims through the process of performance and development review.
Communications
The Constabulary will maintain a proactive and positive approach to internal and external communication about crime investigation and reduction in line with our communication strategy. Accurate and timely information on crime related issues will help reduce the fear of crime, promote public reassurance and assist in the investigative process.
The Crime Strategy will be available internally to all staff via the force intranet. It is designed as an interactive document with hyperlinks to provide the user with the ability to access any aspect from strategic considerations to tactical implementation. Thus all staff will be able to access the relevant parts of the Strategy that are useful to them and their specific roles. The ability to do this will assist them in identifying their responsibilities and accountabilities and the minimum standards they must apply.
Ownership and Coordination
Overall ownership of this strategy belongs to the Chief Constable.
The Strategy will be co-ordinated by ACC Specialist Operations and ACC Territorial Operations as appropriate.
Review and Evaluation
The Crime Strategy will be evaluated by Detective Superintendent David Kilbride.
Review of the Strategy in its entirety will be on a three-year basis in line with the strategic planning process.
Priorities within each of the Key Crime Areas and their Delivery Plans will be reviewed on an annual basis in line with the annual planning process.
Policies, procedures and best practice guides will be subject to more periodic review as appropriate. This will ensure we learn from, and respond to, experience, incorporating and replicating what works as speedily as possible.
Crime Strategy Document
You can download a diagram showing the various elements of the Crime Strategy (.pdf, 80KB).
