Strategic planning, organisational management and value for money
Cause of concern
We do not have adequate strategic plans in place
Activity |
Outcomes |
Next step |
|
■ New Target Operating Model designed and adopted by the Force which will increase our |
■ Increasing resources in our Neighbourhood Policing Teams |
■ The second phase of the TOM review will look at how we manage serious and complex crimes and specialist departments |
|
■ Strategic planning summit held in November 2023 |
■ Outlined the operational environment, risks, finance and key strategies which will now direct the Strategic Plan objectives and Medium-Term Financial Plan (MTFP) |
■ Development of clear, long-term organisational plan |
|
■ Operational Deputy Chief Constable and Chief of Corporate Services roles created |
■ Strengthened strategic leadership and a real focus on performance culture |
■ New Corporate Governance and Accountability structure to be adopted |
|
■ Alignment of Corporate Services (predominately Operations police staff functions) |
■ Transformation of and investment in services such as learning and development, HR, ICT etc |
■ Local performance frameworks to be adopted for the local policing directorate, CCC, Crime, Justice & Vulnerability |
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Cause of concern
We do not have adequate strategic plans in place
Activity |
Outcomes |
Next step |
| Three new operational priorities have been established; Safer Public Spaces, Violence and Burglary | A new operational plan has been developed, reflecting on the requirement to focus on the Police and Crime Plan, developing strong foundations and aligning activity to the three operational priorities | Specific delivery plans to be developed supporting the overarching, single plan for Wiltshire Police |
| Re-introduction of Chief Inspector posts | Offering enhanced, robust supervision and oversight to frontline officers | Performance culture to be further embedded to increase accountability |
| Dedicated ‘Back to Basics’ taskforce established to oversee improvement planning and delivery | Introduction of Investigation Standards Officers and raft of briefing products created for frontline officers to improve the service victims receive from the Force | New senior police staff member now in place to ensure focus on tangible, continuous improvement activity |
Question 12 Cause of concern in the HMICFRS report stated that Wiltshire Police does not have adequate strategic plans in place, with the recommendations to:
- Make sure that senior leaders have oversight of the force’s priorities and challenges
- Develop an effective force plan so it can deliver a service that meets the policing needs of the community, now and in the future
- Develop and align departmental operational and strategic plans that are informed by accurate information
Our response so far:
Milestone 1 (Jul-Sep 2022)
- The Chief Constable has provided oversight of the Force’s priorities and challenges. This involved leadership events and whole force forums to over 1,700 officers and staff in total
- A Service Improvement Roadmap (SIRM) has been developed for the Force
- The Force’s strategic meeting structure has been revised – supported by the introduction of a Monthly Performance Dashboard and a refreshed Performance Strategy
- The Force has reviewed its business planning approach (including a more streamlined approach to the development of the annual Force Management Statement)
- Delivery of refreshed Performance Strategy
Two graphs showing a) that 99% of attendees to the Chief's forums said they understood what was discussed, and b) at the Leader's events, 99% of people said they understood what was expected of them and 86% understood the plan
Forward plan. Milestone 2 (Oct-Dec 2022)
Activity
- Embed the Service Improvement Road Map and Performance Strategy and further develop the performance scorecards to ground level
- Commission external assessment of Force demand
- Build department plans through business planning process
- Implement our Supervisors Qlik App
Expected outcomes
- Performance culture focused on outcomes, increased accountability and standards
- Relentless delivery on victim service, identifying vulnerability and Investigation standards
- Capability and capacity challenges are effectively understood and managed
- Increased operational leadership capability
- Comprehensive process to inform future planning and improved demand assessment
- Departmental plans aligned to business planning process
- Functioning audit team and process
- Implementation of the Supervisor App