national policing plan for waleslibrary.college.police.uk/docs/wales/natpolplan-200811.pdf ·...

National Policing Plan

for Wales

2008-2011

Our Vision for Policing in Wales

“The police services of Wales will workwith our communities and partners tocreate a better, safer Wales, treatingeveryone with courtesy and respect"

NATIONAL POLICING PLAN FOR WALES 2008-2011

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Foreword

Introduction

Policing in a National Context

Police Authorities of Wales

Welsh Association of Chief Police Officers

The Vision for Policing in Wales

Priorities• Priorities For England and Wales (NCSP)• Our Strategic Priorities for Policing in Wales • Our Priorities for Policing in Wales 2008/11• Achieving Our Priorities• Timetable for Delivery

Resourcing Collaboration

How to Contact Us

Appendix APublic Service Agreements Relating to the Police

Contents


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C Designed and printed by Dyfed-Powys Police Graphics Department

ForewordThe Police Authorities of Wales and Chief Constables are pleased to present the firstNational Policing Plan for Wales.

There can be no doubt that keeping our communities safe and prosperous remains ourhighest priority as a police service. The UK Government also take this seriously, andthat is why they set out a new vision for tackling crime, disorder and anti-socialbehaviour over the period 2008–11 in a new strategy, ‘Cutting Crime: A New Partnership2008–11’.

The Crime Strategy is supported by the publication of a new set of Public ServiceAgreements (PSAs). The PSAs will have a powerful impact on how front-linepractitioners like the police service work, and where we focus our activities. It isintended that they will provide more flexibility to deliver on what matters to the people weserve locally. The National Community Safety Plan was updated to reflect this newvision and objectives, covering the period 2008–11.

Policing in Wales is becoming an increasingly complex landscape with Governmentpolicy being delivered on a number of levels, i.e. local, regional and UK National level.The police service in Wales is held to account for delivery of UK Government Strategies.

It must be recognised that there is a delicate balance to be struck between Governmentpolicy and Welsh Assembly Government policy. In Wales, the Home Office isresponsible for the delivery of the National Crime Reduction Strategy. However, we mustalso recognise that the Welsh Assembly Government’s responsibilities are linked directlywith those of the Home Office, particularly in the following areas:

• crime reduction • youth crime • anti-social behaviour • domestic violence • arrangements for mentally disordered offenders and their social supervisors • criminal law on sex offences and offenders • the development and implementation of a strategy against drugs misuse

As a result, it is imperative that we consider how we manage our relationship withdelivery partners. It is also essential that the Home Office and the Welsh AssemblyGovernment recognise that Policing in Wales is unique compared with the rest of theUK.

Despite the obstacles, the police service in Wales is second to none, we know andunderstand that tackling crime and the fear of crime is critical to help you feel safer inyour communities. We will continue to work with our partners to reduce crime and thefear of crime, to make Wales a safer place, in which to live and work.

Our Vision for Policing in Wales“The police services of Wales will work with our communities and partners to create abetter, safer Wales, treating everyone with courtesy and respect.”


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The purpose of this document is to set the strategic priorities for Policing in Wales tosupport the Government’s National Community Safety Plan and the Welsh AssemblyGovernment’s agenda for Making the Connections – Beyond Boundaries.

We are pleased to publish the first Policing Plan for Wales and hope that you will bereassured that the police service in Wales will continue to work with our communities andpartners to create a better, safer Wales.

Introduction


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Policing in a National ContextThe police forces of Wales provide a 24-hour service, 365 days a year to ensure that weare always accessible and able to provide our communities with a service that isresponsive to its needs.

Wales is the largest principality in the world and is located in central-west Britain; thesize of Wales is approximately 8,023 square miles. Wales is bordered by England to theeast and by sea in the other three directions: the Môr Hafren (Bristol Channel) to thesouth, St. George’s Channel to the west, and the Môr Iwerddon (Irish Sea) to the north.Altogether, Wales has over 750 miles of coastline. Policing in Wales is provided by fourpolice forces, namely North Wales, Gwent, South Wales and Dyfed-Powys Police.

Much of Wales' diverse landscape is mountainous, particularly in the north and centralregions. The four Welsh forces cover a mixture of densely populated urban areas, valleycommunities, costal areas and rural communities. The main population and industrialareas are in South Wales, consisting of the cities of Cardiff, Swansea, Newport andsurrounding areas, another significant population is in the north-east around Wrexham.

The population of Wales in the 2001 census was 2,903,085, which has risen to2,958,876 according to 2005 estimates. This would make Wales the 132nd largestcountry by population if it were a sovereign state. According to the 2001 census, 96% ofthe population was white British, and 2.1% non-white (mainly of Asian origin). Most non-white groups were concentrated in the southern cities of Cardiff, Newport and Swansea.

Wales has large ethnically Asian communities mainly in Cardiff, Newport and Swanseadue to immigration since World War II and more recently, since the European Unionenlarged to include many Eastern European nations. Much of Wales has seen anincreased number of immigrants settle from countries such as Poland - althoughconsiderable numbers of Poles also settled in Wales in the immediate aftermath of WorldWar II.

Wales has two official languages, Welsh and English. The proportion of people in Walesaged three and over who can speak, read and write Welsh has increased from 13% to16% over the last ten years. Even in the local authority with the lowest proportion,Monmouthshire, nearly 13% of people say they have one or more skills in the Welshlanguage. Due to the increasing use of the English language the numbers of Welshspeakers had been declining. However following a number of measures including theintroduction of the Welsh Language Act 1993, Welsh has enjoyed a strong revival inrecent years, it also has an equal status with English in the public sector (which includesthe whole of the Criminal Justice System) in Wales. Welsh is an international languagewhich is spoken throughout the world, most notably in the rest of Great Britain, theUnited States, Canada, Argentina, Australia and New Zealand.

The main artery road linking cities and other settlements along the south Wales coast isthe M4 motorway which also provides a link with England and eventually London. TheWelsh section of the motorway, managed by the Welsh Assembly Government, runsfrom the Second Severn Bridge to Pont Abraham in West Wales, connecting cities suchas Cardiff, Newport and Swansea. In North Wales the A55 expressway performs asimilar role along the North Wales coast providing connections for places such asHolyhead and Bangor with Wrexham and Flintshire and also with England, principallyChester. The main North-South Wales link is the A470 which runs from Cardiff toLlandudno. Cardiff International Airport is the only large and international airport inWales, offering links domestically and to European and North American destinations. It islocated some 12 miles south-west of Cardiff city centre, in the Vale of Glamorgan.


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Rail is also extensively developed throughout Wales, with Cardiff Central and Cardiff QueenStreet stations being the busiest and the major hubs on the national network. The WelshAssembly Government manages the rail network and has a programme of reopening oldrailway lines and extending rail usage. The extensive rail network provides access toLondon, Birmingham, English Midlands, North East England and Scotland. Additionally,regular ferry services operate from a number of ports across Wales to Ireland.

Wales is a diverse and accessible country and as a result our policing style needs to beadaptable to varying demands and the most appropriate for local delivery. It is the duty ofthe police forces of Wales to set local objectives to effectively manage demand and todeliver a high quality service to the public when they need us.

There can be no doubt that the police service has a major influence on the future prosperityof Wales. When the police service and our partners create an environment that is safe andsecure, investment in Wales will grow. It will enable the Welsh Assembly’s plans for health,education, transport and business to achieve sustainable growth, bringing benefit toeveryone who lives, works, visits or invests in Wales.


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Police Authorities of WalesPolice Authorities of Wales (PAW) is a representative body of the four Police Authorities in Wales. It is a Joint Committeeconstituted by the Police Authorities under the Local Government Act 1972.

The main aims of PAW are to:• Consider and act upon issues affecting policing in Wales, particularly those under the control of the National Assembly

for Wales • Seek to influence the policing agenda at a national level on behalf of Police Authorities and local communities in Wales • Support Police Authorities in securing efficient and effective policing services across Wales • Promote awareness of policing needs and the role and achievements of Police Authorities • Uphold and champion the principles of local accountability and policing by consent

PAW comprises of 16 members, four from each of the Welsh Police Authorities. Each of the Police Authorities will normallyappoint its Chair and will include at least one Councillor and at least one Independent or Lay Justice Member amongst itsMembers. Each of the Police Authorities may appoint Alternates (Councillors, Independent or Lay Justice Members) toattend in the absence of any of its Members with power to vote.

Members of PAW are empowered to ratify proposals relating to the provision of joint services or facilities where suchservices or facilities may be provided under the Local Government Act 1972 or where the approval of the Police Authoritiesto the provision of such services or facilities is required under Section 23 of the Police Act 1996, where these have beenincluded in the approved Annual Business Plan.

The Association of Police Authorities invited PAW to nominate an honorary vice president to represent the interests of policeauthorities in Wales for 2008/09. The vice president is Mr D. Hugh Thomas, CBE.

Dyfed PowysAuthorityMembers

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The Welsh Association of Chief Police Officers (WACPO) is an independent, professionally led strategic body. In thepublic interest and, in equal and active partnership with the Welsh Assembly Government and the Police Authoritiesof Wales. WACPO leads and co-ordinates the direction and development of the police service in Wales. WACPO onbehalf of all chief officers co-ordinates the strategic response in relation to issues affecting policing in Wales.

Dyfed Powys Chief Officer Group

Gwent Police Chief Officer Group

North Wales Police Chief Officer Group

South Wales Police Chief Officer Group

Welsh Association ofChief Police Officers

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Police Authority Chief Executives

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Home Office Strategic Priorities for Policing in England and WalesThe Home Secretary’s key strategic priorities for the Police Service for 2008/09 are :

Strategic Policing Priority

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2Strategic Policing Priority



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Strategic Priorities for Policing in England and Wales

Reduce crime in line with the national PSAs (23 and 25), including focusing onmore serious violence (particularly involving the use of firearms and otherweapons), serious acquisitive crime (particularly prolific and other priority offendersand drug misusing offenders), alcohol-related crime and disorder, and anti-socialbehaviour.

Increase public confidence in, and satisfaction with the police through an emphasison the quality of service provided to the public.

In line with PSA 24, work in partnership to deliver a more effective, transparent andresponsive CJS for victims and the public.

Work jointly to ensure that adequate capability and capacity exists across thecountry to deliver effective policing to tackle serious and organised crime andprovide other protective services.

In respect of counter-terrorism and violent extremism in line with CONTEST andthe counter terrorism PSA, work with, and through local communities asappropriate to disrupt terrorists and their operations; protect key sites and peoplegoing about their daily lives; deter those who facilitate terrorism; stop people frombecoming or supporting terrorists or violent extremists; and be prepared to respondto a terrorist attack and its consequences.

The tougher financial settlement for the CSR period requires both police authoritiesand forces to make the best use of resources, with a continuing commitment toachieving significant cashable improvements in efficiency and productivity. ThePolice Service should see resource management as a core responsibility ofdelivering sustainable improvement.

• Early intervention: tackling risk factors and enhancing protective factors to reducethe number of young people becoming offenders.

• Situational prevention: reducing opportunities for offenders to commit crime.• Enforcement: ensuring that when people do commit crime, it is detected, and there

is a penalty appropriate to both the offender and the offence.• Reducing re-offending: managing known offenders in such a way as to prevent

future re-offending.


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Prioritisation of our work is achieved against the context of the following corestrategic priorities for the Police Forces of Wales:

Core Priority

Core Priority

Core Priority

Core Priority

Core Priority

Core Priority

To ensure public protection and the protection of vulnerablepersons through a joined up approach to working nationallyacross all Authorities in Wales thereby improving standards of service to our communities and closing the protectiveservice gap.

To effectively counter terrorism, domestic extremism, seriousand organised criminality and major crime to ensure publicsafety across Wales.

To ensure that neighbourhood policing stays local and isembedded in all the communities in Wales, as a resultimproving communication and customer satisfaction.

To promote joint working/collaboration both within the policeservice and with other partners in local government and thecriminal justice system, the voluntary and private sector toprovide a joined up holistic community safety service in Wales.

To continue to engage with central government to lobby forsufficient funding to enable the police service to provide aneffective and efficient police service in Wales and ensuredelivery of our collaborative programme.

To raise the profile of police authorities and police service inWales and fully engage with the Welsh Assembly Governmentin order to influence the public service agenda. In doing so,improve transparency, and accountability to ensure a period of stability and sustainability in relation to communityengagement across Wales.


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PAW National Strategic Priorities for Policing in Wales


The Strategic Assessment for Wales and its Constituent Forces September 2007 takesaccount of progress against the issues raised in “Closing the Gap” as well as therecommendations included in the collaboration programmes “Agenda for Change”. It hasidentified a number of emerging threats to policing.

The threat and risk identified in Wales for each Protective Service was analysed utilisinga standard risk matrix.

The final score is translated into a guide as to the action required to bridge the ProtectiveServices gap in each force and across Wales.

The chart illustrates the level of threat/risk indescending order for each Protective Service.Even though scores fall into the mediumcategory, there are higher or lower scoreswithin that category. This does not give anorder of priority but assists with the decision asto what action should be taken.

Having taken due regard of information fromthis and sources such as the NationalCommunity Safety Plan, Home Office CrimeReduction Strategy, Welsh AssemblyGovernment’s devolved policy agenda andSubstance Misuse Strategy, as well as the newPublic Service Agreements 2008-2011 (seeAppendix A), the following priorities have beenidentified for Policing in Wales over the nextthree years.

Threat/Risk Scores Combined - All Wales

All Wales Medium

Counter Terrorism and Extremism High

Major Crime Medium

Serious organised and Cross Border Crime

High

Critical Incidents Medium

Strategic Roads Policing Medium

Public Order Medium

Professional Standards Medium

Civil Contingencies Medium

Tarian+ Medium

13Delivering Our Priorities in Wales 2008-2011

All Wales Threat/Risk Combined

Serious,Organised &Cross Border

Crime

CounterTerrorism &Extremism

Major Crime ProfessionalStandards

StrategicRoads

Policing

Public Order CriticalIncidents

CivilContingencies

Closing the Protective Service GapTo improve the capability and capacity of Welsh forces to provide protective servicesto a common standard in Wales through increased collaborative working and multi-agency partnerships. Thereby meeting the minimum standards for protective servicesby 2011.

Intelligence and InteroperabilityTo improve the capability of forces to collate, analyse and disseminate intelligenceacross the Principality.

Major CrimeTo work collaboratively to reduce the risk posed by lack of sufficient dedicatedcapacity to investigate Major Crime.

Serious, Organised and Cross Border CrimeContinue and enhance National initiatives to combat serious and organised crimeacross Wales. In addition to work collaboratively to increase the capacity needed toenhance other areas threat for example, sex and dangerous offenders.

Counter Terrorism & ExtremismTo work with our partner agencies and the public to ensure and promote the safetyand security of Wales by undertaking a collaborative approach to improve resilience,capacity and capability when dealing with counter terrorism and domestic extremismmatters across the whole of Wales.

Public ProtectionTo work collaboratively to deliver the principles and standards as outlined in the All Wales Public Protection improvement programme.


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To deny the criminal the use of the roads and to deliver an enhanced strategic roadspolicing capability across the whole of Wales.

Safety Camera PartnershipTo implement an All Wales partnership from April 2008 to harmonise the speed safetyenforcement to a coherent national level with consistent enforcement limits, speedawareness courses and a range of potential partnership interactions.

Road SafetyTo continue and enhance existing partnership work to help to deliver a range of panWales schemes which are increasing the degree of national corporacy.

Automatic Number Plate Recognition (ANPR)To continue with the existing collaboration in respect of spontaneous and pre-plannedoperations.

Strategic Roads Policing 15

Local PolicingTo develop and exploit collaborative opportunities in order to increase efficiency andeffectiveness in support of the Public Sector Reform agenda.

Custody ServicesTo implement the Safer Detention Code of Practice by January 2008, and in doing soalign policies, processes and practices.

Administration of JusticeTo examine existing policies, processes and practices and develop a programme ofactivity aimed at simplifying the way we work across the Forces.

Community SafetyTo continue to work in partnership and remain focused upon the prevention andreduction of crime and disorder across Wales.

Call Handling and CommunicationsTo work collaboratively to provide a quality call handling and communications serviceto the public.

Neighbourhood ManagementTo continue and enhance Neighbourhood Management across Wales by fullyembedding the neighbourhood policing concept and supporting communities in thedelivery of local solutions.


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To implement and continue to identify opportunities for collaborative working in order toincrease efficiency and effectiveness across the whole range of Business SupportServices provided to Police Forces in Wales. In doing so to become more strategicallyfocused, more technology driven, focused on transformation as well as control anddelivery and to reduce the bureaucratic burden for front line services.

To continue to facilitate the flow of information between forces, and to progresscollaboration initiatives in order to drive down the cost of fleet provision and improveservice delivery. To develop standardised management strategies, policies andperformance frameworks for the following areas:

Business Support

• Fleet Services• Estates Services• Finance Services• Corporate Services• Procurement Services• Legal Services• ICT Services• Human Resources Services

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How we will achieve our PrioritiesThis section of the Policing Plan provides more detail and a timetable for delivery for thework currently ongoing across Wales to deliver the priorities detailed previously.

Closing the Protective Services GapA key priority for the police service is to ensure that it deals effectively with terrorism,serious crime and other major challenges to public safety. These services are oftendescribed as "Protective Services" and were highlighted in the report "Closing the Gap"by HMIC in 2005 as needing to be strengthened in capability and capacity by themajority of police forces.

Protective services include counter-terrorism and extremism, serious organised andcross-border crime, civil contingencies and emergency planning, critical incidentmanagement, major crime, public order and protecting vulnerable people.

Following the decision in June 2006 not to pursue plans for creating strategic forces bymerging police forces together, the Police Authorities of Wales have commissioned anew programme of work which focuses on the police services' need to collaborate toensure barriers are overcome and to achieve greater efficiency in delivery of protectiveservices across Wales.

Intelligence and InteroperabilityThe Soham murders and subsequent inquiry by Sir Michael Bichard brought home toeveryone in the police service the importance of making the best use of intelligence,vetting practices and information sharing between forces and other agencies.

The Bichard Inquiry Report drew conclusions on these matters and maderecommendations which were relevant for police, social services, educationestablishments, vetting departments and the Government to protect children and thevulnerable nationally.

The purpose of the intelligence and interoperability project is to improve the capability offorces to collate, analyse and disseminate intelligence across the country.

The primary aim of the project is to allow staff from the four Welsh Force IntelligenceBureaus (FIBs) and Operation Tarian, to have access to the four Welsh Intelligencesystems. Although the project has experienced some technical difficulties, the principleof information sharing has been reinforced as part of this project.

In order to truly make the best use of intelligence and fully implement therecommendations from the inquiry we have recognised the need to support theintegration of intelligence systems and support the long term goal to align all informationhandling through the Management of Police Information (MoPI). Further work will beundertaken to secure standardisation of all policies, processes and procedures inrelation to information, intelligence and data management across Wales.

The longer-term vision as set out in the ICT Collaboration Strategy for Wales, is tosynchronise the change of systems across Wales, so that they become one systemservicing the intelligence management of the principality and beyond.


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Major CrimeIn the ‘Closing the Gap’ report, HMIC identified a need to improve police forces’ capacityand capability to tackle protective services effectively. The ability of the Welsh policeforces and our partners to deliver effective protective services requires appropriatestructures and processes to be put in place at all levels of delivery.

Currently, the dedicated response to major crime is different for each force. Werecognise the need for the principality to have a capacity to police this area effectively,but not all forces currently have the dedicated resources to cope with large investigationsor develop independent strategies.

At present South Wales, Gwent and North Wales have resources dedicated to majorcrime, although each force takes additional resources from frontline policing to supportlonger term major investigations. Major crime therefore, has a considerable impact oneach of the forces’ basic command units by abstracting officers from their normal duties.

The Home Office expects all forces to make improvements by 2009 in high need areasand to meet the new national standards by 2011 in all areas. We expect much of thisimprovement to come from collaborative working among our police forces andauthorities. To this end, we have initiated a programme to work collaboratively to reducethe risk posed by the lack of sufficient dedicated capacity to investigate major crime sothat resources are available to all forces and used effectively.

We have been successful in our bid to become a demonstrator site for major crime, aninitiative which is supported by the Home Office. This will allow us to work towards bettercollaboration between the Welsh forces in order to provide the best possible solution forproviding a major crime function. Success will be evaluated and measured by the newNational Police Improvement Agency.

Serious, Organised and Cross Border CrimeIn comparison to other areas of Protective Services, Wales is significantly ahead of thegame in respect of Serious, Organised and Cross Border Crime or as it is commonlyreferred to, Level 2 criminality. Each of the four forces in Wales have, to varyingdegrees, a Level 2 capability, which in recent years has been supplemented by adedicated Level 2 enforcement team in the form of the Regional Task Force (RTF) andan intervention team in the form of the Regional Asset Recovery Team (RART). The RTFand RART are teams that make up TARIAN.

Due to North Wales Police being geographically separated from other forces in Wales andbecause of the fact that crime patterns show cross border crimes affecting North Wales arefrom the north west region, TARIAN has evolved to concentrate on Level 2 criminality in thesouth of Wales and only Dyfed Powys, Gwent and South Wales contribute and benefitdirectly from TARIAN. However, it is important to recognise that task forces or crime teamsat force level also contribute to and benefit from (to some degree) the task force at TARIANin that Level 2 crimes invariably impact on BCUs and in force cross-border crimes andTARIAN takes some of the work away from individual forces.

From an all Wales perspective, TARIAN, supported by force Level 2 teams contributesconsiderably to the capacity to deal with serious, organised and cross-border crime. Thismeans that the forces in Wales are achieving many of the standards set by HMIC andcan demonstrate their commitment to closing the gap in this protective service. However,there is a need to examine what can be further achieved and develop what is consideredby HMIC as good practice. It is recognised that TARIAN is a good model to build on andthis is borne out by the fact that the Strategic Assessment shows better achievement ofNational Standards for the three forces in southern Wales when TARIAN is in theequation. Areas which could be developed further are the elements that make upserious, organised and cross border crime such as technical cupport, confidential unitsand back office support. In plain terms, these are the elements that show how capableWelsh forces are in dealing with Level 2 crime.


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How we will achieve our PrioritiesThe Strategic Assessment recommended that forces in Wales should continue andenhance National initiatives to combat serious and organised crime across Wales. Inaddition, to work collaboratively to increase the capacity needed to enhance other areasof threat identified within the assessment. We also recognise the need to develop robustperformance measures in Level 2 matters as forces merely collate ‘outputs’ such as thenumber of arrests or seizures without having regard to ‘outcomes’ and the reduction ofcrime through measuring outcomes.

The view of HMIC in ‘Closing the Gap’ is well known in that forces that do not haveresilience to respond to serious, organised and cross border crime are at greater risk offailing to meet the performance measures, and, of offering less of a service to victims inthis type of investigation. However, this must be considered alongside the All WalesStrategic Assessment and the Baseline Assessments of 2006, which, in the main, showthat Wales has a good track record in dealing with Level 2 crime. The overall view isthat Wales is responding positively to serious, organised and cross border crime.

Counter Terrorism and ExtremismThe UK is currently facing the most serious and sustained threat from InternationalTerrorism ever known. Recent events in London and Glasgow have reinforced the factthat there is every possibility that an attack could occur in Wales without either warningor early intelligence.

The four Welsh police forces have agreed to create one special branch for Wales : theWales Extremism and Counter Terrorism Unit (WECTU), to collaborate and respond tothe threats posed by International Terrorism, Irish-Related Terrorism and DomesticExtremism.

The fundamental ethos of WECTU is ‘centrally controlled - locally delivered’ rationalisingcentral control, communications and structures whilst ensuring that resources remainlocally engaged in delivering a service to local communities.

This innovative collaborative approach is designed to improve resilience, capacity andcapability when dealing with counter-terrorism and domestic extremism matters acrossthe whole of Wales.

WECTU will also be able to provide mutual aid to other counter-terrorism units in the UKwhen demands are at their highest.

WECTU will adopt a ‘cradle to grave’ approach, ensuring that resources are efficiently,effectively and economically directed at both long and short term priorities across thewhole spectrum of the UK Government’s “Countering International Terrorism”(CONTEST) strategy.

A 3-year strategic plan (2007-2010) for WECTU has been developed which sets out thekey policing response to counter-terrorism and domestic extremism in Wales. Over thelife of the plan WECTU will work closely with partner agencies to put in place thecapacity and capability to achieve:

• Governance structures that deliver strategic oversight of counter-terrorism anddomestic extremism activity

• Enhanced methods of working with communities that build confidence and trust,producing a richer picture of intelligence to target and disrupt terrorist and extremistactivity

• Enhanced protective security of key locations, including visitor attractions, crowdedplaces and vulnerable sites


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• Further development of joint agency exercising to counter new terrorist scenarios• Effective engagement with our staff, partner agencies, key stakeholders and

communities• An all-Wales counter-terrorism and domestic extremism infrastructure• Professional excellence amongst our staff• Continually improved performance

The plan will help prepare and position WECTU with regard to national influences andother strategic challenges. For example, planning to prepare for the impact on Wales ofthe Olympic Games (2012) and the Ryder Cup (2010) is already underway.

Public ProtectionInvestigating crimes committed against children and vulnerable adults and themanagement of sex and violent offenders, are amongst the most challenging and highrisk areas of work for modern day policing. When considering this area of work, thepublic deserves and expects a cohesive and corporate approach from the Police Servicethat both minimises the risks posed to the public and in so doing provides reassuranceto communities against a backdrop of increasingly intrusive media scrutiny.

Public protection is at a period of heightened public concern with rising expectationsabout the way public protection is managed generally. Independent reviews of recentcases have clearly underscored the importance of effective policing and offendermanagement.

All four Welsh police forces acknowledge that public protection is a very specialist areaof work, which demands collaborative working between Police Forces and strong multi-agency links with partner agencies.

Violent and sexual offenders are being better identified and managed more effectivelythrough the Multi-Agency Public Protection Arrangements (MAPPA). These publicprotection arrangements were put in place following the recognition that no singleagency has the capacity to deliver effective public protection on its own. Tackling thecomplexities of risk of harm effectively requires not only co-ordinated policy, but also co-ordinated practice. It is this co-ordinated approach to public protection that helps tomanage the dangerous and sex offenders across Wales and offers a quality service tovictims and witnesses in this area.

Public protection means different things to different organisations. Most partner agenciesonly regard the multi-agency public protection arrangements (MAPPA) as publicprotection and indeed, their role may be confined to this one area. The police serviceconsiders the following as being public protection:

• Child Protection• Sex Offender Management & MAPPA• Domestic Violence • Vulnerable Adult Abuse • Missing Persons • Witness Protection

It can be seen that Public Protection is wide reaching for the police service andcollaboration may be the primary preventative process the service has to tackle thisissue. Across all areas there is an increasingly demanding legal framework and publicprotection is the subject of much scrutiny by Inspectorates from all agencies.

We will work collaboratively to deliver the principles and standards as outlined in the AllWales Public Protection improvement programme and have been successful in gainingdemonstrator site status from the Home Office to further develop this important area ofwork. Again, success will be evaluated and measured by the new National PoliceImprovement Agency.


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How we will achieve our Priorities

Strategic Roads PolicingVirtually everyone in the country uses roads every day, as drivers or as pedestrians.

With 30 million vehicles in the UK, the roads are busy and hazardous. Their unlawful and anti-social use affects people's safety and sense of security. Bad road use also contributes to the3,500 people killed and 35,000 people seriously injured each year on the roads.

Strategic roads policing seeks to ensure that everyone is able to use the roads, go abouttheir daily life and get round their towns safely and without being harmed or intimidatedby unlawful and anti-social behaviour on the road. This is particularly important for theelderly, for children, and also for the economically and socially disadvantaged, whosechildren, as noted in the Government’s Road Safety Strategy, are five times more likelyto be killed than those of the most fortunate.

Strategic roads policing also seeks to deny criminals use of the road, and is therefore animportant and visible element in our commitment to protect the public, to help maintainsafe communities and civil society, and to support law abiding citizens' confidence in thelaw.

Because of the demographic nature of Wales, strategic roads policing can sometimesprove difficult, with two main East-West corridors in the North and South, connected by anumber of poor capillaries over sparse and undulating terrain. The partnership structureis also complex which makes harmonisation to an encompassing model difficult in theshort term. It is however, vitally important that we pursue the development andmaintenance of pro-active road policing, in partnership with the other authorities andagencies involved. This will contribute to and support the rest of the policing functionacross Wales.

There is the intention to pursue the longer term opportunity to deliver an enhancedstrategic roads policing capability within the whole of Wales. Despite the difficulties thereare several favourable long term drivers such as:

• Desire to work conterminously with Welsh Assembly Government• Improvement to performance (and acknowledgement of this via baseline

assessment)• Reducing the protective services gap

There has been clear progress in some of the distinct areas which make up this area of work.

Safety Camera PartnershipAn All Wales Safety Camera Partnership will be in place from April 2008. This will have astrategic board based at the Welsh Assembly Government with WACPO representation upon it.

Funding of £8.45m has been secured with a 64-36% divided between existing South andNorth partnerships. The unit will continue to be housed across two locations in existingpartnerships. This is a significant achievement and has overcome major differences instructure, philosophy, processes and IT incompatibility.

The partnership will work towards delivering the wider road safety agenda, includingharmonising the speed safety enforcement to a coherent national level with consistentenforcement limits, speed awareness courses and a range of potential partnershipinteractions on previously too difficult to reach areas such as engineering solutions.



22

Road Safety This area has a history of successful collaboration with badged successes, such as ‘Bikesafe’ and ‘Pass Plus Cymru’. There are also annual national campaigns on issues suchas drink drive and seatbelts. The existing partnership work is helping to deliver a rangeof pan Wales schemes which are increasing the degree of national corporacy.

Automatic Number Plate Recognition (ANPR)A Welsh National Service Level Agreement has been reached (which sits outside UKMutual Aid agreements already in place). It offers clear direction on how we can mutuallysupport BCUs with ANPR and appropriate support teams around suitable spontaneousor pre-planned operations.

Future DevelopmentWe will continue to seek opportunities for harmonisation of processes, working practicesand ethos, as the successes of our joint working and collaboration develop.


23

How we will achieve our PrioritiesLocal PolicingLocal policing is at the heart of providing a citizen-focused service to the public thatresponds to the needs of individuals and communities and inspires confidence in thepolice.

Local policing means reflecting the needs and expectations of individuals and localcommunities in decision-making, service delivery and practice. We aim to improve publicconfidence, to increase satisfaction of service users and to increase public involvementin policing through the exploitation of collaborative opportunities.

There is an expectation from the Home Office to develop collaborative opportunities.With increased efficiency and effectiveness, we can satisfy the expectations of the HomeOffice and evidence their support of the Public Sector Reform agenda, in particular inrespect of ;ocal policing.

Administration of JusticeThe remits of administration of justice have developed over the years to suit the needs ofeach individual Welsh Force, however, there are still distinct similarities across forceboundaries. The management of Criminal Justice Units and their alignment to the CrownProsecution Service and courts are vital relationships to building an effective criminaljustice process. Because of the complexities surrounding this area of work, there hasbeen a need to pace further development, although we will continue to exploreopportunities for collaboration as they arise.

CustodyWith the effective date of the Safer Detention Code of Practice starting in January 2008,we are naturally progressing towards an alignment of policies, processes and practices.Providing very similar functionality across Wales, there are still several areas to examineto exploit efficiency gains and a more streamlined approach to custody services. Theseareas would include general management structure, staffing, force medical examiner andinterpreter services, etc. There are also similar partnership relationships relating toprisoner handling, the Crown Prosecution Service, Courts and the Probation Service thatcould realise benefits through joint force relationships.

Community SafetySince the statutory creation and subsequent growth of the Community SafetyPartnerships, a robust culture has emerged across Wales in respect of partnershipworking; focused upon the prevention and reduction of crime and disorder. Twoimportant factors have supported this across Wales, namely the co-terminosity of LocalAuthorities and Police Basic Command Units and the co-ordination and increasinginfluence of the Welsh Assembly Government.

Each force has a community safety function delivering a service in respect of thefollowing areas across Wales:

1. Diversity and Community Cohesion2. Education and Youth3. Substance Misuse4. Partnership and the Wider Police Family5. Structural and Environmental Response

We will pursue opportunities to collaborate in these areas with support from the WelshAssembly Government and our local authority partners, in order to provide a holisticapproach to community safety across Wales.



24

Call Handling and CommunicationsAs commonly providing the first public contact with the Police Service, those chargedwith managing call handling and communications have been under increasing pressureto demonstrate improvements in performance. This has been measured throughquantitative means and an increasing qualitative approach. These developments havealso been re-enforced with the recommendations of the HMIC Thematic Inspection ofPolice Contact Management, The Quality of Service Commitment and the National CallHandling Standards.

The service is currently pursuing collaborative opportunities with other emergencyservices to develop an integrated response to all emergency calls. This work is beingundertaken under the mantle of the Joint Emergency Services Group. In addition SouthWales Police have implemented the Single Non-Emergency Number (101) in Cardiffwhich may be developed across the force and has real collaborative potential. Thisapproach needs to be carefully integrated within the whole response to call handling andcommunications across the whole collaborative programme.

Other considerations include the future developments of Airwave and mobile data, theTri-Service opportunities and Resource Management Systems to support deployment ofstaff.


25


Business SupportBusiness support is one of the keystones to delivering a collaborative agenda in Wales.A review of Business Support Functions across Wales was included in the collaborativeprogramme, there being an intuitive view that this was a business area where a sharedapproach in Wales could potentially lead to efficiency savings that could be reinvested inimproving protective services and other priorities.

It is envisioned that Government spending will be tight over the next few years with flatrate increases in funding expected over the period of the next spending review. Thelatest forward financial forecast for Wales projects a substantial shortfall in funding. TheTreasury has indicated that a future recurring cashable efficiency of 3% is expected overthe period of the next spending review to balance budgets. This means that the baselinebudget would reduce by £47 Million in Wales by 2010-11.

As a result of this there is an expectation within Government that large savings areavailable through sharing business support services across the Welsh forces, as well aswith other partners.

We will continue to identify opportunities for collaborative working in order to increaseefficiency and effectiveness across the whole range of business support servicesprovided to police forces in Wales. In doing so to become more strategically focused,more technology driven, focused on transformation as well as control and delivery and toreduce the bureaucratic burden for front line services.

As identified previously, information flows across forces and agencies are of highestimportance, we will continue to facilitate the flow of information between forces. We willalso progress collaboration initiatives in order to drive down the cost of service provisionand, but not at the cost of service delivery. In order to achieve this we will developstandardised management strategies, policies and performance frameworks for thefollowing areas:

• Fleet Services• Estates Services• Finance Services• Corporate Services• Procurement Services• Legal Services• ICT Services• Human Resources Services

It is essential that we embrace the emerging public sector reform agenda in Wales anddemonstrate that collaboration opportunities are grasped particularly in relation toBusiness Support functions.



26


Timetable for Delivery27


Closing the Protective Service GapProject Action Key Milestone

Intelligence andInteroperability

Continue to explore opportunities for collaboration

Identify options for collaboration and prepare project products in support of these options

Major Crime

Scientific Support

Establish one Scientific Support Co-ordinator for Southern Wales and pursue collaborativearrangements

31/03/2011

Intelligence and Interoperability 31/03/2011

31/03/2008

Level 2 K & E, CBRN regional covert forensic capacity - appointment of resources 31/12/2008

Major Crime Investigation

Policies and Procedures

31/03/2011

31/03/2011

Standardised Policies and Procedures across Wales meeting national standards 31/03/2011

SIO/SIM representation on Regional HOLMES Group 30/11/2007

Human Resources 31/03/2011

Development of accountability framework matching Strategic T&C processes and Mutual Aidagreements 31/03/2011

Pan Wales Mutual Aid Agreement signed by each force. Particularly relevant to cross border

major crimes, Category A+ Homicides and Category A Homicides31/03/2011

Continual Professional Development (PIP) and cross fertilisation of investigative skills bysecondment of operational staff across force boundaries. 31/03/2011

Standardisation of terms and conditions for staff on Major Investigation Teams. This will assist with mutual aid deployment. 31/03/2011

Establish regional Forensic Identification Unit 31/03/2009

Establish Level 2 Forensic Intelligence Unit 31/03/2009

Establish Regional Submissions Unit 31/03/2011

Establish NABIP central clearing house and DNA Clean Room 31/03/2008

Consider and Implement a common IT platform across Wales - SOCRATES 31/03/2011

Establish Regional Imaging Forensic Unit 31/03/2009

Collaborative service agreements to be drawn up in relation to Crime Scene Investigation 31/03/2010

Collaborative service agreements to be drawn up in relation to back office functions that needa regional approach 31/03/2011

Storage facilities and arrangements 31/03/2011

Skills of scientific support staff and training 31/03/2011

Policies and standard operating procedures 31/03/2011

Human Resources 31/03/2009

Standardisation of terms and conditions for regionally based SSU staff 31/03/2009

Regional agreement on provision of accommodation for regionally based staff 31/03/2009

Regional agreement in relation to fleet 31/03/2009

Regional agreement in relation to procurement and purchasing 31/03/2009


Timetable for Delivery

28

Project Action Key Milestone

Serious,Organised andCross BorderCrime

Collaborative arrangements

Multi-agency strategic tasking and co-ordinating

31/03/2011

31/03/2011

Force Level 2 teams will be supported through the TARIAN tasking and co-ordinating process 31/03/2011

Increased resource capacity at TARIAN and North Wales (through collaboration with NorthWest Region) 31/03/2011

Standardisation of terms and conditions, role profiles and competencies for staff involved inserious, organised and cross border crime. 31/03/2011

PIP accreditation of all staff. 31/03/2011

Regional Confidential Unit 31/12/2007

Development of regional TSU capability 31/03/2009

Existing mutual aid agreements to be extended and formalised 31/03/2011

Development of Regional Witness Protection Unit 31/03/2009

Kidnap and extortion regional operating procedures 31/03/2008

Business Structures 31/03/2011

TARIAN to reconfigure along a BCU model structure 31/03/2011

Rationalisation of back office support in collaboration with WECTU. eg supporting TARIAN asa stand alone BCU with finance, business and HR support 31/03/2011

All Wales standardised strategies and policies that meet national standards set by HMIC(specifically intelligence, enforcement, resilience) 31/03/2011

Serious, Organised and Cross Border Crime 31/03/2011

CounterTerrorism

Increased resource capacity across Wales 31/03/2009

‘Close the Gap’ – fully comply with ACPO threshold standards 31/03/2009

Develop an ICT Strategy for WECTU 31/03/2008

Develop a Service Level Agreement between WECTU and the four Welsh forces 31/03/2008

Create a standardised performance framework 31/03/2008

Business Structures 31/03/2009

Budget plan and agreement on future funding across Welsh forces for WECTU 31/03/2009

Agreement on procurement procedures for WECTU 31/03/2008

Agreement on fleet provision for WECTU 31/03/2008

Agreement on Estates provision for WECTU 31/03/2008

Standardisation of terms and conditions, role profiles and competencies for staff involved inserious, organised and cross border crime. 31/03/2009

Examine the scope for savings through structural change and sharing services

Integration of Business Support Functions with TARIAN+, WECTU, RART31/03/2009

Welsh Extremism and Counter Terrorism Unit 31/03/2009

PublicProtection

Principles Document approved 10/09/2007

Public Protection 01/04/2009

The designated ACPO lead for public protection should be an ACC/DCC with responsibility for crime within his/her Force. 31/05/2008

That a designated Police Authority lead member should be appointed for public protection. 31/05/2008

The lead member for public protection should sit on an appropriate Police Authority sub groupin order to discharge his/her function in this regard. 31/05/2008

The Police Authority lead should ensure that all Police Authority members are aware of theirresponsibilities under the Children Act 2004. 31/05/2008

Public Protection Principles 31/05/2008


29


PublicProtection

Police Authorities should monitor and scrutinise the delivery of public protection in accordanceto the minimum standards set. 31/05/2008

Each force should have a strategic lead for public protection who is able to spend a significantamount of their time dealing with public protection matters. This officer should be of Det. Supt.rank and should sit within the Crime Management department

31/05/2008

Each force should have a nominated operational lead for public protection. Where Operationalresponsibility has been devolved to BCU then this should be the BCU Commander 31/05/2008

Each force should ensure that there is a clear and effective line management/commandstructure identified between the operational lead and Public Protection Units. 31/05/2008

Persons responsible for the day-to-day management of Public Protection Units should be ofDetective Inspector rank. 31/05/2008

Public Protection Principles (Cont’d) 31/05/2008

Public Protection Units should be responsible for the following specialist areas of work: Child Abuse, Adult Abuse, Sex and Violent Offender monitoring and Domestic Abuse. 31/03/2011

Specialist roles within Public Protection, should be designated 31/03/2011

Job Descriptions for Public Protection Staff across Wales should be in accordance with thosealready set. 31/03/2011

Terms of Reference for Public Protection Staff across Wales will be the same and should bein accordance with those already set. 31/03/2011

Forces should ensure that Public Protection staff are subject to mandatory welfare checks,with built in processes to identify and monitor concerns. 31/03/2011

Each Force should ensure that Public Protection staff are vetted to the appropriate standardas endorsed within National Policy. 31/03/2011

Forces should ensure that policies and supervision are in place to ensure that PublicProtection information/intelligence features within the NIM process. 31/03/2011

Public Protection Units 31/03/2011

The Public Protection Strategy Group should be Chaired by an officer of the rank of ACC or above. 31/03/2011

The Welsh Association of Chief Police Officers (WACPO) should appoint a lead member forPublic Protection. 31/03/2011

Members of the All Wales Public Protection Strategy Group should ensure that staff within each of the Welsh Forces are fully appraised of the principles endorsed within thisdocument and should comply with the Communication Strategy

31/03/2011

A Sustainable All Wales Approach 31/03/2011

Child Abuse investigations across Wales will be dealt with in accordance with NCPE Policy and the All Wales Child Protection Procedures. Any local or internal policies should reflect the two above documents.

31/03/2011

Child Abuse referrals should be recorded on appropriate IT databases to ensure that effectivesupervision and information sharing takes place. 31/03/2011

The All Wales Public Protection Strategy Group will explore the availability of IT systems thatmay enhance the delivery of Public Protection training to both Police and multi agencypartners

31/03/2011

A working group should be set up (under the auspices of the All Wales Public ProtectionStrategy Group) to devise a suite of performance indicators for Child Protection. This workshould take account of ongoing ACPO work being progressed.

31/03/2011

Child Abuse Investigators should be trained to the same standard across Wales. Forcesshould work towards ensuring that “The Serious Child Abuse Investors DevelopmentProgramme” is fully implemented by 2009.

31/03/2011

Child Abuse Principles 31/03/2011


Timetable for Delivery (Cont’d)

30

PublicProtection

Plan to be developed on agreement of principles 31/03/2011

Domestic Abuse Principles 31/03/2011


Adult Abuse Principles 31/03/2011


Management of sex and violent offenders 31/03/2011


Missing Persons 31/03/2011


Strategic Roads PolicingProject Action Key Milestone

All Wales Roads Policing

All Wales Roads Policing 31/03/2011

Production of Strategic Assessment 18/02/2008

Plan to be developed on ratification of assessment and production of Control Strategy

ANPRANPR 31/03/2011

To continue with the existing collaboration in respect of spontaneous and pre-plannedoperations. 31/03/2011

Camera SafetyPartnership

Camera Safety Partnership

Implement Governance Arrangements 31/03/2008

• Develop governance structure for Welsh partnership 31/03/2008

• MOU 31/03/2008

• Meeting Structure 31/03/2008

• Financial 31/03/2008

• Performance Management 31/03/2008

Operational Deployment 31/03/2008

• Standardisation of meeting structures across Wales 31/03/2008

• Implementation of financial management processes 31/03/2008

• Inclusion of WAG guidance 31/03/2008

Appointment of Partnership Manager to develop future products for thedelivery of the wider road safety agenda

31/03/2008

Implementation of Financial Framework 31/03/2009

• Joining up of partnership funding arrangements 31/03/2009

Stakeholder Management 31/03/2009

• TAITH 31/03/2009

• SWWITCH 31/03/2009

• TRACC 31/03/2009

• SEWTA 31/03/2009

Speed Awareness 01/08/2008

• Confirm procurement process 01/08/2008

• Appoint successful training company 01/08/2008

• Identify back office impact and implement processes and technology to manage taking into consideration national project 01/08/2008

31


Camera SafetyPartnership

• Assess and monitor capacity of CTO 01/08/2008

Wider road safety agenda Development of Products and Initiatives to support 2009 onwards

• National Road Safety Partnership 2009 onwards

• The partnership to embrace a wider road safety agenda 2009 onwards

• Links into education and enforcement etc 2009 onwards


Local PolicingProject Action Key Milestone

Call Handling &Communications

Call Handling & Communications 31/03/11

Internal/External Customer Consultation 25/02/2008

Human Resource Strategy 26/05/2008

Performance Mgt Framework 26/05/2008

Contact Mgt Strategy 26/05/2008

Partnership Working 26/05/2008

Further Plan to be developed on agreement of approach 31/03/2011

Business SupportProject Action Key Milestone

HumanResources

Human Resources

PDR/PIP 01/05/2008

Mandate to proceed 10/09/2007

Prepare Wales user requirement 28/09/2007

Circulate user requirement 19/10/2007

Each force to Procure 01/02/2008

CommunitySafety

Community Safety 31/03/2011

All Wales Approach to Community Safety 31/03/2011

Obtain mandate to proceed with option 31/03/2008

Agree formula for redistribution of finance 31/03/2008

Initial team to plan project approach 31/03/2009

Develop Community Safety Unit in accordance with project approach 31/03/2010

Decision as to redeployment/secondment of staff 31/03/2011

Publish organisational structure for Community Safety 31/03/2011

Develop and publish all Wales Community Safety strategies and policies 31/03/2011

Adopt evolutionary approach to build up Community Safety to desired level 31/03/2011

Consideration of BCU staffing levels 31/03/2011

Wales Community Safety Strategic Unit goes live 31/03/2011

Engage in discussion with Welsh Assembly Government 31/03/2011

Further Plan to be developed on agreement of approach 31/03/2011


32

HumanResources

Install to force intranet 01/04/2008

Pilot/test 01/05/2008

Adopt Wales PDR 01/05/2008

Development of HR Approach for Wales 31/03/2011


ICT

ICT 31/03/2017

Implement Strategy for delivering ICT services for Wales

Develop a feasibility study for a Wales IT solution for intelligenceand information sharing

31/03/2009

Develop shared solutions for Wales:

• HOLMES2 provision 31/03/2009

• MISPER System 31/03/2011

• Duty Management 31/03/2011

• Disaster Recovery 31/03/2011

• Linking Command and Control Systems 31/03/2011

• ISS4PS - The Information Systems Strategy for the Police Service 31/03/2011

Fleet Services

Fleet Services

Standardise Service & Maintenance 28/02/2008

• Consider a shared motorcycle fleet 31/04/2009

• Develop a standard environment strategy 28/02/2008

• Develop Benchmarking Standards 28/02/2008

• Review shared maintenance opportunities 31/04/2009

• Standardise fleet management policies and procedures 31/04/2009

Estates Services

Estates Services

Develop an Estates Strategy for Wales 31/04/2009

• Implement a standard performance framework for estates 31/04/2009

• Develop benchmarking standards 31/04/2009

• Examine the scope for savings through joint tendering arrangements 31/04/2009

• Examine the scope for savings through cross border sharing of facilities 31/04/2009

• Undertake studies of space efficiency/utilisation across Wales 31/04/2009

• Develop a business continuity plan for estates across Wales 31/04/2009

• Produce a joint approach to energy and environmental issues 31/04/2009

• Set and implement efficiency targets 28/02/2008

• Examine the scope for savings through common procurement 28/02/2008

• Establish a central team for capital schemes 31/04/2009

• Establish a central team for environmental issues 31/04/2009

• Standardise livery fitment 28/02/2008


• Implement Barclaycard for fleet 28/02/2008

• Implement procurement card for fleet 28/02/2008

• Consider and implement a common IT platform across Wales 31/04/2009

• Prepare a business case for a shared fleet administration department 31/04/2009

• Provide support to collaborative projects in other areas 28/02/2008

• Examine the scope for savings through other sharing arrangements 28/02/2008

• Consider options for sharing/ outsourcing the delivery/ collection of mail 31/04/2009

33



Estates Services

• Prepare a business case for a single estates IT system 31/04/2009

• Prepare a business case for a shared estates administration function 31/04/2009• Examine ongoing possibility of further co-location projects between Forces and

Public Bodies 28/02/2008

• Provide support to collaborative projects in other areas 28/02/2008

Finance &CorporateServices

Finance & Corporate Services 31/03/2011

Financial Services

Extend the Remit of the Welsh Police Finance Group to become the Welsh Police Finance &Resources Group

Procurement

Procurement 31/04/2010

Create an All Wales Procurement Group

Legal ServicesLegal Services

TBA

• Implement procurement cards throughout Wales 31/01/2008

• Establish an All Wales Procurement Database 31/01/2008

• Share and review all current contract arrangements 31/01/2008

• Develop a procurement strategy for Wales 31/01/2008

• Develop an e-procurement strategy for Wales 31/04/2008

• Create a standardised performance framework 31/04/2008

• Establish standardised service level agreements 31/01/2008


• Review capacity, capability and resilience within procurement 31/01/2008

• Centralisation of procurement within forces 31/04/2009

• Prepare a business case for a single procurement unit for Wales 31/04/2010

• Simplify and standardise financial regulations and procedures 31/12/2008

Prepare business cases for joint procurement of specialisedoutsourced functions:

• Internal Audit 31/04/2008

• Taxation 31/04/2008

• Treasury Management 31/04/2008

• Pension Support 31/04/2008

• Banking 31/04/2008

Corporate Services

Prepare business cases for joint procurement of specialisedoutsourced functions:

• Explore joint procurement of telephone surveys 31/04/2008

• Share resources engaged in Environmental Scanning across Wales TBA

• Develop arrangements for sharing business intelligence and processes TBA

• Introduce a staff exchange programme 31/04/2008

• Examine the scope for savings through joint production of business products 31/04/2008

• Examine the scope for savings through structural change and sharing services 31/04/2008


34


FinanceAll of the police forces in Wales have a commitment to deliver a financial strategy that linksfinancial provision to operational performance. Police Authorities operate two budgets:revenue and capital. The revenue budget meets all pay and running costs together with thecost of paying off any loans. The capital budget meets the cost of land, buildings andequipment including communication and information technology.

The revenue budget is funded by a Police Grant from the Home Office, together with aRevenue Support Grant and the redistribution of National Non-Domestic Rates from theWelsh Assembly Government. The balance is derived from the council tax precept.

Financial AuditPolice Forces and Authorities are subject to external audit by the Wales Audit Office andinternal audit usually carried out under contract.

In addition to the statutory audit, the Wales Audit Office carries out an annual assessment ofthe arrangements that Forces and Authorities have in place to secure the effective andefficient use of resources.

The Wales Audit Office, in undertaking their external audit work, place significant reliance onthe work undertaken by internal audit on the Authorities systems of internal control.

BudgetOverleaf is the financial forecast budget for 2008/09 to 2011/12 for police forces in Wales.

Resourcing Collaboration 35

WalesTotal Police Authority CostsEmployees

Total Employee Costs

Police Officers 69,109,719 72,455,853 74,668,44722,517,392 23,878,358 25,362,23616,940,995 17,381,261 17,832,498

413,551 428,810 444,3471,521,433 1,540,001 1,558,108

110,503,089 115,684,284 119,865,636

Total Running Expenses 29,090,113 29,936,256 31,050,622

Total Expenditure 141,254,660 147,581,494 153,557,548

Total Income 11,614,502 11,591,524 11,575,551

Total External Support 78,485,651 80,448,151 82,459,766

Precepts on Billing Authorities 51,380,153 56,067,552 60,163,351

Surplus Expenditure 0 2,104,643 3,218,191

Total Resources 129,865,804 136,515,702 142,623,117

Taxbase 1,146,789 1,147,058 1,156,407

Council Tax Level

129,640,159 135,989,970 141,981,997

Police Staff

Police Pensions (Net)

Police Authority Staff Costs

Indirect Staff Costs

Running Expenses

Premises Costs 5,167,824 5,402,486 5,654,042

Income

Specific Grants 9,747,048 9,694,121 9,642,196Other income 1,867,453 1,897,403 1,933,355

Net expenditure to be met by: 129,866,516 136,531,137 142,641,164

Expenditure Increase

Grants and Precepts

Police Grant 51,708,769 53,001,491 54,326,565Floor Funding 0 0 0NNDR 19,947,412 20,444,800 20,954,624RSG 6,829,470 7,001,859 7,178,577

Total Net Revenue Expenditure

Use of/Contribution to Reserves 226,357 547,167 659,167

2,966,524 3,101,775 3,466,14616,003,525 16,387,308 16,790,406

321,588 326,598 331,6082,922,000 2,944,000 2,967,000

Transport Costs

Supplies and Services

Police Authority Running Expenses

PFI Costs

1,708,651 1,774,089 1,841,421Agency and Contracted Services

1,708,651 1,774,089 1,841,421Capital Financing Costs

Summary Financial Forecast Budget2008/09 to 2011/12

ProjectedBudget

2010/11 (£M)

ProjectedBudget

2009/10 (£M)

Actual Budget

2008/09 (£M)

Collaboration Demonstration SitesTo aid and promote joint working for the delivery of protective services the Home Office is supporting ten "demonstratorsites" to explore a number of different approaches to collaboration. These were announced in a written ministerialstatement on 17 July 2007. They will be fully evaluated to ensure that lessons learnt and best practice are fullydisseminated and inform future policy development.

The successful demonstrator sites for Wales are as follows:

• To improve the delivery across all of Wales of public protection (child protection, sex offender management, domesticviolence, vulnerable adult abuse and missing persons);

• To explore collaborative approaches to delivering major crime, serious organised crime and cross border crimeservice across the 4 Welsh forces;

The successfulsubmissions set out anoutline of the resource andstaffing requirements for theprojects and thesearrangements have beenconsidered by ChiefConstables. A summary ofthe costs included for eachbid are shown in the tablehere for information.

Funding a Collaborative ProgrammeThere is now a substantial budget available to takeforward collaboration in Wales. The current position inrelation to committed costs for the Wales CollaborationTeam is given in the table following this financialstatement.

The three Southern Police Authorities have earmarked£250K each of additional one-off funding towards thecollaboration programme. Under the proposals agreedby PAW, North Wales Police Authority have committedto a contribution of 10% or £32K towards the costs ofthe Wales Collaboration Team. In addition the force hasindicated a desire to provide funding towards thefeasibility study into the future delivery of HR andFinance at £35K and is funding a full timeSuperintendent’s post at approximately £75K to takeforward collaboration with Cheshire across a range ofpolicing functions.

The total demonstrator site funding awarded was£502K.

The total additional resources available amount to£1.312 million to take forward Welsh forcecollaboration.

Breakdown of contributions is provided here :


Cost of Collaboration

Demonstrator BidsTotal Cost

£’000Home Office

Bid £’000

Total ForceContributions

£’000

Major/Serious/Organised/Cross Border Crime 453 340 113

Public Protection 351 262 89

Total 804 502 202

EXPENDITURE £,000

PAW Office Costs 50

Wales Collaboration Team 420

FORCE CONTRIBUTIONS £,000

Dyfed-Powys Police -250

South Wales Police -250

Gwent Police -250

North Wales Police -55

Home Office Demonstrator Site Grant -252

Total Costs 996

INCOME 996

NET COSTS TO BE FUNDED 744

PREDICTED SURPLUS 2007-8 -61

TOTAL CONTRIBUTIONS -805

Demonstrator GrantsMajor, Serious, Organised and Cross Border CrimePublic Protection

300226

37

TarianTarian (Regional Task Force & Regional Asset Recovery Team) is our response to seriousand organised cross border crime, and contributes considerably to the capacity of the Welshforces to deal with such crime. The team is resourced by officers from across the Welshforces as well as other agencies such as HM Revenue and Customs and the CrownProsecution Service.

Regional Task ForceThe Regional Task Force is made up of staff and resources from the three southern Welshpolice forces (South Wales, Dyfed-Powys and Gwent). The team consists of 41 policeofficers and 10 police staff, which are broken down as follows:

The Regional Task Force is funded by the Welsh Assembly with the three forces makingcontributions, as listed below.

Regional Asset Recovery Team Resources


Dyfed-Powys 8

Gwent

Police Officers

Police Officers10

South WalesPolice Officers23

Police Staff10

Funding Split 2008/09

Total Force Contributions -1,641,920 -2,496,079

Home Office -70,000 0

Home Office Reserve -430,000 0

WAG -641,836 -642,000

TOTAL -2,783,756 -3,138,079

WAG Capital 0 0

Force Contributions

SWP -886,637 -1,347,882

Gwent -410,480 -624,020

DPP -344,803 -524,176

38

AgencyNo. of Staff Role

Gwent Police1 Detective Chief Inspector

HM Revenue and Customs1 Operational Team Leader

Asset Recovery Agency, HM Revenue andCustoms, Cardiff Trading Standards, NorthWales Police & South Wales Police

14 Financial Investigators

South Wales Police2 Administrative Assistants

South Wales Police1 Office Manager

North Wales Police & South Wales Police3 Detective Sergeants

South Wales Police8 Detective Constables

South Wales Police2 Financial Analysts

CPS1 Solicitor

Allocated Budget for 2008/09The Regional Asset Recovery Team receives a budget of approximately £1.1 million perannum.

WECTU

Allocated Budget for 2008/09The WECTU receive a budget of approximately £3.5 million per annum.


Dyfed-Powys 8

Gwent

Police Officers

Police Officers10

South WalesPolice Officers23

Police Staff10

39

WalesTotal Police Authority Costs

Executive Lead 70,462

Operational Officer (Major, Serious Organised)Policy and Procedures SimplificationProject Lead (SSU)Finance Input

Major Serious Organised & Cross Border Crime

Total

54,729

Total2008-9

70,462

UpdatedEstimate

1 Est

Days perweek

SWP

Force

GY

105,73367,134105,7335SWPJR

33,38921,20033,389Shared

111,52870,814111,5285GP/OthIB

2,50002,500Per ActGPSB

32,04320,23832,0433SWPDW

14,54710,95014,5472.5GPSB

19,00012,00019,000Shared

20,00015,00020,000Shared

16,42510,37416,425Shared

27,36216,86227,362Shared

HR SupportProgramme SupportTravel/Subs/OtherCo-location costs/Accommodation CostsConference/OtherConsultancy/Advice/Other Costs

452,991299,301452,991Estimated Gross Cost of Team

-339,743-142,202-339,743Less : Grant Funding

113,248157,099113,248Estimated Net Cost of Project

350,558225,659350,558Estimated Gross Cost of Team

-262,919-110,047-262,919Less : Grant Funding

87,639115,61287,640Estimated Net Cost of Project

Programme Lead Part Time 13,468

Operational Officer (PPU)Team ManagerTeam Member (West)Team Member (South)

Public Protection Unit

8,55113,4680.5 EstDPPAE

105,73367,134105,7335DPPMS

105,73367,134105,7335DPPRAL

10,5736,71310,5730.5DPPAJ

10,5736,71310,5730.5SWPMJ

10,5736,71310,5730.5NWPVAC

10,5736,71310,5730.5GPMD

21,55913,68921,5592SWPDW

10,7736,79710,7732.5WCTVarious

10,0005,00010,000Shared

9,5006,0009,500Shared

Team Member (North)Team Member (East)HR SupportProgramme SupportCo-location costsTravel/Subs

4,7503,0004,750SharedConference12,50012,50012,500SharedConsultancy / Advice14,2509,00014,250SharedOffice Budget

Ref

Costs of Demonstrator Site Projects


40

Police Headquarters, PO Box 99,Llangunnor, Carmarthen, SA31 2PF

www.dyfed-powys.police.ukTel : 0845 330 2000

www.dyfedpowyspoliceauthority.co.ukTel : 01267 226440

Dyfed-PowysPolice Headquarters, Turnpike Road,Croesyceiliog, Cwmbran, GWENT, NP44 2XJ

www.gwent.police.ukTel : 01633 838111

www.gwentpa.police.ukTel : 01633 642200

Police Headquarters, Glan-y-Don,Abergilli Road, Colwyn BayConwy, LL29 8AW

www.north-wales.police.ukTel : 0845 607 1002

www.nwalespa.orgTel : 01492 511903

Police Headquarters, Cowbridge Road,Bridgend, CF31 3SU

www.southwales.police.ukTel : 01656 655555

www.south-wales.police.uk/authorityTel : 01656 869366

Dyfed-PowysPolice and Authority


How to Contact Us

North WalesPolice and Authority

In an Emergency Dial 999

Other enquiries - Dyfed-Powys Police:

• Non-Emergencies & Enquiries - Tel : 0845 330 2000• Minicom Service - Tel : 01267 226140• Firearms Licensing - Tel : 01267 226499

GwentPolice and Authority

Other enquiries - Gwent Police:

• Non-Emergencies & Enquiries - Tel : 01633 838111• Minicom Service - Tel : 01633 877574• Firearms Licensing - Tel : 01633 642448

South WalesPolice and Authority

Other enquiries - South Wales Police:

• Non-Emergencies & Enquiries Tel :A. Central Area : 01656 655555B. Eastern Area : 02920 222111C. Western Area : 01792 456 999

• Minicom Service Dial 01656 656980• Firearms Licensing Dial 01656 655555

Other enquiries - North Wales Police:

• Non-Emergencies & Enquiries - Tel : 0845 607 1002• Minicom Service - Tel : 01978 294680• Firearms Licensing - Tel : 0845 607 1002

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How we will achieve our PrioritiesUseful Contacts

National Domestic Violence Helpline Tel : 0808 80 10 800

Victim Support National Support Line Tel : 0845 30 30 900

Crimestoppers Tel : 0800 555 111

Complaints

Complaints against the PoliceE-mail the IPCC (Independent Police Complaints Commission) [email protected] or:

OR• Contact your local Police Station

• Contact a solicitor or your MP and ask them to make a complaint for you

• Nominate a person to act on your behalf (they must have your written consent)

• Contact your Citizens Advice Bureau, Racial Equality Council, Youth OffendingTeam or Probation Service

• Write a letter with a full account of the incident to the Chief Constable

• Contact the IPCC


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Comprehensive SpendingReview 2007

Public Service Agreements Relating to the Police

Appendix A


43

Comprehensive Spending Review 2007PSA 13DeliveryAgreement

Improve children and young peoples safety

Police forces - will identify and act on child protection concerns, carry out criminal investigations,enforce road traffic laws and help to prevent harm. Police forces have specific child abuseinvestigation units and can exercise emergency powers where necessary to protect children believedto be at immediate risk. Police forces will be increasingly involved in Safer Schools Partnerships tohelp schools provide a safer and secure school community, including ensuring children are notvictimised. Community Support Officers increasingly have a role in ensuring the safety and cohesionof local communities and have a role in tackling bullying which occurs in the community.

Services for vulnerable adults - such as prisons, adult mental health, adult substance misuseand domestic violence intervention projects will recognise the links between service users who areparents and risks to their children’s safety and act to safeguard children;

PSA 21DeliveryAgreement

Build more cohesive, empowered and activecommunitiesIn building cohesive communities, the Home Office has a significant contribution to make inleading on the Government's objectives to reduce crime and tackle anti-social behaviour.Evidence shows that areas which have lower levels of all reported crime, (including burglary,vehicle crime and violent crime) have higher levels of cohesion. The Home Office will lead thecross-government safer communities’ strategies. These strategies include programmes of work tohelp local agencies tackle the issues of greatest priority in their locality (eg. neighbourhoodpolicing and the anti-social behaviour strategy)


Make Communities Safer

• Reduce the most serious violence, including tackling serious sexual offences and domesticviolence

• Continue to make progress on serious acquisitive crime through a focus on the issues ofgreatest priority in each locality and the most harmful offenders – particularly drug-misusingoffenders

• Tackle the crime, disorder and anti-social behaviour issues of greatest importance in eachlocality, increasing public confidence in the local agencies involved in dealing with theseissues

• Reduce re-offending through the improved management of offenders


Deliver a more effective, transparent and responsiveCriminal Justice System for victims and the public• ‘Effective in bringing offences to justice’ – A system that is effective in bringing

crime, and in particular the most serious offences, to justice so that it plays its part inreducing crime and re-offending

• ‘The public confident and engaged’ – Keeping people in local communities informedabout the performance of the system, consulted and engaged about their priorities so theycan be confident that it is fair, effective and meets local needs;

• ‘The needs of victims at its heart’ – Providing high standards of service for victimsand witnesses with the needs of victims at its heart; and

• ‘Simple, efficient processes’ – Speedy, streamlined and efficient processes supportedby modern technology that enable the police to focus their time on tackling crime.


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Reduce the harm caused by Alcohol and Drugs

The number of drug users recorded as being in effective treatmentDrug treatment is the intervention with the most developed evidence of effectiveness and it is thekey intervention to reduce drug-related crime. This indicator will also drive the reduction of theharms caused to health and well-being by frequent use of illegal drugs but drug dependence isalso directly linked to other harms this PSA sets out to address. It is also the key intervention toreduce drug-related crime.

The number of alcohol-related hospital admissionsThis indicator will drive the reduction of the harms caused to health and well-being by frequentconsumption of harmful levels of alcohol. But it will also measure the impact of preventioninterventions: when they are improved, hospital admission for specific chronic and acuteconditions are expected to slow in the short, medium and long term.

The rate of drug-related offendingDrug use, particularly of the Class A drugs, heroin and cocaine/crack (HCC), is a key driver forcrime and offending. This indicator will drive the reduction of the harm caused to the communityby drug related crime and offending, and thereby contribute to an overall reduction incrime/offending.

The percentage of the public who perceive drug use or dealing/drunk androwdy behaviour to be a problem in their areaProblem drug use and harmful alcohol use have a significant impact on society as a whole butdisproportionately affect the most deprived communities. These indicators will drive the reductionof the harm caused to the community by alcohol and drug related disorder, by measuring theperception of the public who perceive the use or associated crime/anti-social behaviour to be aproblem in their area.


Reduce the risk to the UK and its interests overseasfrom international terrorismIn order to achieve this aim, the Government’s specific objectives are to:• Stop terrorist attacks• Where we cannot stop an attack, to mitigate its impact• Strengthen our overall protection against terrorist attack and• Stop people becoming terrorists or supporting violent extremism

Pursuing terrorists and those that sponsor them• Preparing for the consequences• Protecting the public, key national services, and UK interests overseas and• Preventing terrorism by tackling the radicalisation of individuals

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