Plan on a Page (PoaP) 2024-25 End of year Summary

Conduct effective problem solving with partners to prevent and reduce crime and ASB and maintain a relentless focus on tackling operational priorities.

Protect the most vulnerable in our communities.

Provide a consistently visible, accessible, and engaged service to all our diverse communities.

Strengthen Neighbourhood Policing, harm reduction and enhance Citizens in Policing capability.

Demand modelling has been conducted across a number of core policing functions, including Response, Contact Management, and Investigations. This insight is being considered to help inform improvement activity across the Force. This also includes consideration of the use of new technology or robotics where relevant.

Work continues to enhance core systems within the Crime and Communications Centre; this is a multi-year programme of activity. There has been an improvement in our emergency (999) answer times, with them remaining stable at 88-90%. Non-emergency (101) call answer times have also improved.

The Local Policing governance board is now structured around the 7 Neighbourhood Policing pillars. NPT has been focusing on modernising its approach to Neighbourhood Policing, using intelligence led opportunities to drive proactivity and undertake hotspot patrols. There is a greater focus on engagement with communities, as well as improved focus on Problem Solving with increased use of Problem Oriented Policing (POP) plans to address community issues. There has been enhanced targeted activity, including Op Spectre, Retail Crime week, and Rural Crime operations.

We have continued to progress our commitment to Evidence Based Policing and Problem Solving through increasing the use of Problem Oriented Policing Plans to tackle local priorities.

In April-24, Wiltshire Police was awarded £1million as part of a wider national funding scheme aimed at bolstering the response to Anti-Social Behaviour (ASB) and serious violence thanks to a successful bid entry from the Office of the Police and Crime Commissioner. The scheme started on 31st May-24, with part of the funding being used to fund overtime to ascertain the impact of visible foot patrolling on ASB and serious violence in small hotspot areas. Between May-24 and March-25, Officers and PCSOs spent a total of 3,549 hours patrolling our hotspot areas, made 128 arrests, undertook 84 stop searches and seized 11 weapons. 467 ASB incidents were dealt with during patrols, and over 1,100 recorded engagements with members of the public were recorded, alongside 262 intelligence submissions. As a result of this, we saw an overall decrease of -7% in ASB volumes across all hotspots, and an overall decrease of -8% volumes in violence with injury across all hotspots. These positive results indicate that proactively patrolling hotspot areas delivers positive outcomes and reduces ASB and serious violence.

The Vulnerability Tactical Oversight Meeting (VTOM) has been refreshed and re-launched; this meeting is in place to identify areas for improvement to help the Force provide an outstanding reactive and proactive response to vulnerability. One of the ways the VTOM helps to achieve this is through ensuring that vulnerability and the voice/lived experiences of service users is a constant theme and ‘golden thread’ throughout all areas of the organisation.

Adopt an intelligence led, offender centric approach to tackle perpetrators and reduce reoffending.

Optimise the delivery of justice through strong Criminal Justice partnerships.

Put Victims at the centre of our service and achieve good outcomes for them.

Train and equip our staff to conduct high quality investigations.

To clarify accountability and ownership, and to reduce siloed working in some areas, a new Crime Justice and Vulnerability Command was introduced during quarter three of 2024-25. This was based on HMICFRS recommendations and built upon the creation of a Vulnerability Directorate in September-24, which brought Violence against Women and Girls and Domestic Abuse Safeguarding teams into a single structure.

There had also been an evolution within our approach to other crimes – including the disbanding of the Serious Youth Gang Violence and Burglary teams with new Burglary and Youth Violence Reduction units moved to other areas of the business and an Integrated Gangs Team and Local Policing Tasking Team created.

The alignment of these teams under the Investigations Directorate and Intelligence Directorate has led to less silo working due to clearer improved governance. Financial efficiencies were also achieved with the reduction of one Supt post. The new Crime, Justice and Vulnerability portfolio now encompasses the following teams each led by a Supt; Investigations Directorate, Intelligence Directorate, Vulnerability Directorate and the Crime Standards and Justice Department

To help drive improvements in standards of investigation, a strategic umbrella programme, Phoenix, was launched focusing on six key pillars - Initial Response, Golden Hour, Victims and Witnesses, Investigative Standards (Audit & Assessment), Criminal Justice Outcomes, and Crime Data Integrity—Phoenix seeks to streamline processes, improve victim services, and enhance investigative quality. So far, the Force Investigation Plan has been updated and re-launched to help improve standards of investigation, providing support to officers. The Allocation Policy and HCR Policy have also been refreshed and re-launched, aimed at ensuring crime demand is managed in a streamlined manner and that timely supervisor reviews are taking place. A new Sergeants course was developed in October-24 which focuses on the roles and responsibilities of a Sergeant, particularly in terms of the supervision of crime and investigation.

VCOP compliance is one of the elements that is scrutinised as part of the Audit and Assessment pillar, and Robotics solutions have been developed and implemented to support officers with ensuring that victims are updated.

In addition to Phoenix, and in relation to enhancing Criminal Justice partnerships, a JOIM (Joint Operational Improvement Meeting) is now in place which is a joint meeting between the Police and the Crown Prosecution Service (CPS), with the aim of improving the interoperability of technology between the Police and the CPS. A Robotics solution has been introduced for pre-charge activity which is providing support to officers. Further solutions are being considered utilising MS Teams to provide a communications platform between Police and CPS. There are ongoing discussions and activity around the use of DEMS to further enhance interoperability.

We are seeing increased outcomes for victims, rising from 15.4% in March-24 to 18.4% in March-25.

Use data to understand and manage demand and deliver a more productive service.

Strengthen and develop the technology we use to enhance operational effectiveness.

Share & coordinate with multi agency partners to understand & manage system wide demand more effectively.

Ensure value for money and collaborate to improve efficiency, sustainability and deliver for policing.

Now in our second year of development, demand and resource modelling has been deployed into investigative teams and the Crime and Communications Centre to inform the management of demand and resources. The Target Operating Model programme has used this insight to make model changes to ensure investigative resources are effectively aligned to demand. This demand insight is now being deployed into other improvement programmes including the Financial Review Programme (FRP).

Through our Employee Lifecycle Programme (ELP) we have improved the level and quality of people and skills data available to inform decision makers which aids our resource management and deployment.

New management information tools have been built in Qlik Sense, our Business Intelligence product, and provided to managers and front-line staff to aid daily decision making, as well as longer term planning. These include the most frequently used applications such as 'My Team and Me' (a supervisory performance management tool), and performance and audit applications.

We have implemented many new technological solutions this year which are helping to add efficiency and improve data quality. An automated process is now being used to streamline tasking processes for a number of corporate services including fleet and facilities and is being rolled out to wider departments. This has increased efficiency and improved reporting on demand and performance. KPIs have been embedded within recruitment tools and are helping to drive performance in a range of areas, such as Talent Acquisition. Robotics have been implemented across a range of business areas including the CCC. These automated processes have delivered many hours of efficiency savings and are also improving overall data quality. The Robotics team have recently been awarded an international Blue Prism award for the rapid adoption and delivery of this technology within Wiltshire Police.

Body Worn Video is providing invaluable data that is scrutinised, on stop search for example, to inform our drive for increasing transparency.

A range of new capabilities and tools have been rolled out on Pronto (our mobile app) which are saving many hours of officer time, including stop search forms, saving an estimated 102 hours per month, and completing statements via pronto, saving an estimated 400 hours per month. Similarly, we have embedded new redaction software which is adding efficiency to investigative processes.

We have used a combination of methods to engage with communities and stakeholders to keep them engaged with progress and updates from the Force. A fortnightly open letter from the Chief Constable to the PCC is  published via Community Messaging, and the Chief Constables quarterly Facebook live events provide an engaging platform for communities to engage with the organisation on key matters of significance such as Local Policing performance and the current Financial Review Programme.

We regularly share data with statutory and Community Safety Partners to understand common issues and collaborate on collective solutions. We also now benefit from a dedicated Community Safety Partnership (CSP) analyst who can provide insight into priority issues that are used to inform responses. We have worked with partners to implement the Right Care Right Person approach to build policy and procedure to more effectively provide the right support for a range of community needs. For significant cases, comprehensive internal and external stakeholder engagement plan is now embedded to brief key parties before, during and after key events.

Our Business Planning Process is effective in identifying efficiencies and areas of improvement across the organisation and this is used to inform the production of the Mid-Term Financial Plan (MTFP). We have commenced a process of upgrading many finance processes (such as procurement) in order to ensure that the service provided to the organisation is efficient, and to guide and direct delivery and planning. Such insight including benchmarking and value for money is used within our corporate transformation and change programmes such the Financial Review Programme (FRP).

Apply Evidence based solutions and organisational learning to create a progressive service and agile operating model.

Transform and professionalise our Corporate Services to empower operational policing delivery.

Embed an effective performance culture that achieves outcomes for the public.

We have four corporate boards, Performance, Improvement, Change and People which are supported by reinvigorated Organisational Learning, Legitimacy and Risk Boards. We continually review the effectiveness and efficiency of our governance structure, and this review has enabled us to reduce some meetings from the structure and give time back to the business to focus on delivery. Through this governance framework we ensure learning is embedded, including through policy development and benefits reviews. This is supported by a new dedicated audit and assessment capability, which is providing ongoing insight into how we can continuously improve our service.

We have delivered Leadership Forums and Chief's roadshow to staff across the organisation to share the key priorities and direction of the organisation. We also have a new Innovation pathway which encourages staff to submit ideas for change or improvement which are aligned to our organisational objectives, many of which become change projects that bring service improvements.

We have embedded an annual business planning cycle, through which we review our governance structure and make iterative changes to ensure it is efficient and effective. Review and restructures of key corporate services including People Services, Learning & Development, and Strategy & Change, have been completed and new capabilities introduced, such as Data Science. Other corporate services including ICT, Fleet, Estates and Facilities are now undergoing similar review to ensure they are fit to deliver their core service and able to demonstrate this through KPIs. This is now a standard part of business planning undertaken by all business areas.

We have created a performance focused culture with training inputs for Sergeants and leaders at many levels and a focus on use of performance and demand insight promoted through Continued Professional Development (CPD) events and bespoke inputs to teams. We have developed our Business Intelligence system further and regularly provide core performance products and insight to all our governance boards, which is helping identify areas of good practice and areas for improvement. We have developed corporate scorecards for the priority objectives for the Force, and this is shared widely and used by staff to inform decision making. We have also benefitted from a dedicated Audit and Assessment service which provides real time feedback on the quality of our service. Our staff regularly access core products such as niche intelligence portal and Qlik Sense to guide their decision making and manage their performance. Through this progress we are developing a strengthened corporate function and building a more resilient workforce. We have also driven improvements in leadership capability and embedded a continuous focus on more efficient management of demand.

Attract, Retain, Nurture and value talented staff.

Develop effective high-quality leadership for the future at every level.

Equip our staff with the right skills, development, and capabilities to provide a professional service.

Establish a strong ethical, inclusive, and professional culture.

Look after the physical and psychological wellbeing and safety of our staff.

Improvements have been made in how we recruit into the organisation, including an updated recruitment system, enhanced marketing for roles, and improved metrics to help us understand how well we are performing in this area. In addition, an onboarding survey has been developed to capture learning from new joiners and exit interviews have been rewritten to improve our understanding of why staff choose to leave the organisation.

We’ve improved our employee engagement with more regular communication from Chief Officers including Chief Constable Online Chats, weekly Vlogs, and a series of face-to-face Chiefs Roadshows and Leadership events.

A new Reward and Recognition Team has been developed to sit within the People function which will enable us to focus more on how we recognise and reward colleagues.

A training calendar was developed to ensure delivery of key development areas across the year. This includes enhanced focus on Leadership development, including First Line Leaders courses, the 'We Rise' programme, and a Sergeant Upskilling Programme, as well as an Equality, Diversity and Inclusion (ED&I) education programme.

We are now focusing on the best way to deliver an enhanced tutoring offering to our new police officer recruits. A new portfolio accreditation system, OneFile, has been implemented to support student officers in the submitting of evidence towards their accreditation, and a more streamlined sign-off process.

The ePDR system (our PDR system) has been updated and re-launched with enhanced functionality.

A revised Resource Management Policy was published in September-24, and the Resource Management Department has been restructured to ensure the best fit to manage demand and resources effectively.

Phase 1 of the Employee Lifecycle Programme (ELP) was delivered in December-24 which enabled the inclusion of skills in the system. This is a multi-year programme so further developments will be delivered over the coming 1-2 years.

A Culture and Standards Improvement Plan was developed and implemented within the first quarter of 2024/25. Progress against the plan is reported into the Deputy Chief Constable.

A governance review took place during Q4 of the year which has ensured the inclusion of Legitimacy within out meeting structure.

A refreshed version of the Code of Ethics was launched in January-24. The Professional Standards Department deliver inputs specific to the Code of Ethics to new recruits training as well as to Special Constables and transferees. A series of Professional Standards engagement sessions also took place throughout 2024-25 where content also focused on Code of Ethics.

New Equality, Diversity and Inclusion (ED&I) Strategy launched April-25 which was developed with the use of internal and external engagement.

The Force has made great progress towards the Police Race Action Plan, and we have aligned ourselves to the national framework.

A lot of activity has taken place over the last 12 months to improve the Forces approach to wellbeing. This includes (but not limited to):

Delivery of the Wellbeing Strategy 2025-25

Wellbeing survey for all staff

Completion of the Blue Light Wellbeing Framework

Introduction of the OK9 Wellbeing and Trauma Dog Support network

Summer of Wellbeing 2024 initiative

Introduction of Quiet/Reflection rooms

Continued development and promotion of Peer Support Networks

An Assault Reduction Action plan was developed and is now complete. An Assault Task Force was established which reviews key data such as assault trends and key themes, and lessons learned are captured.

The Forces TRiM offering has evolved during the past year with a dedicated coordinator in past and a delivery plan for improvement which is being progressed.