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Ensuring Efficient & Effective Policing

Efficient-and-Effective
Inspecting the Warwickshire Police 'drone' equipment with its chief pilot, PCSO Andy Steventon.

Inspecting the Warwickshire Police ‘drone’ equipment with its chief pilot, PCSO Andy Steventon.

As Commissioner I will ensure our police are properly equipped, trained and motivated with the latest tools and technology to make our policing more effective. This will help to reduce the time officers spend in police stations and more time out in the communities. Equally we need to invest in the health and well-being of officers and staff so they feel valued and respected, and are motivated and able to protect local communities.

Getting the greatest impact for every pound spent is crucial and Warwickshire taxpayers deserve to know their money is being well spent. The pressure to deliver policing as efficiently and effectively as possible remains, alongside the need to adapt and evolve to meet the needs of our communities and the changing nature of crime. I will ensure that Warwickshire Police is ahead of the game in responding to these changes, while also recognising the public’s desire to see locally-focused officers on the beat in communities across Warwickshire, enabling people to feel safer and more secure.

Having a police service where officers and staff are properly equipped, trained and motivated with the latest tools and technology will not only make policing more efficient but will also improve the service they can give to the public. While investment in technology in the past has not kept pace with developments, I have been determined to reverse this trend. Over the last twelve months I have made a number of significant decisions on investment, which in the long term will result in Warwickshire Police being transformed into a modernised force.

— Warwickshire PCC Philip Seccombe

My approach will be to:-

  • Work with my counterpart in West Mercia, John  Campion, to provide governance and oversight of all the modernisation and transformation programmes  taking place across the Alliance.
  • Fund over my term of office a significant programme of technology modernisation. This will include  a roll out of mobile devices for frontline officers, enabling them to easily and quickly access and process the information they require without having  to return to a police station, increasing the time they  can be visible within communities.
  • Scrutinise the police budget to ensure it is managed effectively and efficiently to enable officer, specials and PCSO numbers to be increased.
  • In partnership with the Chief Constable, invest to save, so the force can be more adaptable and make best use of its resources.
  • Support the Chief Constable to ensure our police are  properly equipped, trained and motivated with the latest tools and technology to make policing more
    efficient.
  • Support the Chief Constable to increase data quality in particular around compliance with national incident and crime recording standards.
  • Ensure the force is focused on solving crimes and providing positive outcomes for victims.
  • Support the internal Alliance Health and Wellbeing agenda for officers and staff, recognising the direct link between a fit and healthy workforce and achieving high levels of service for the public.
  • Ensure the public can contact Warwickshire Police easily when they need to and, when they do, that they can be confident that they will receive a good
    service in a reasonable time.
  • Scrutinise the estate strategy to ensure that we spend less on buildings overall, while ensuring that those we do hold or make use of are cost-effective
    and fit-for-purpose.
  • Give credence to the Home Office Best Use of Stop and Search scheme assessment of the force.
  • Support the Chief Constable in ensuring the force is more reflective of the communities it serves and understands and responds to the different needs of
    society.
  • Promote the benefits of the Special Constabulary ensuring people with a broad mix of skills and backgrounds are encouraged to offer their time, with a view to increasing the impact and effectiveness these roles have in supporting regular officers.
  • Support the Warwickshire Police Cadet, Citizens’ Academy and Police Support Volunteers schemes.
  • Support the Chief Constable to review the current processes and performance of firearms and explosives licensing and identify improved ways of
    working.
  • Review Operation Devonport and work with the Chief Constable to look at how in the long term funding can be mainstreamed into regular police budgets.
  • Oversee the Independent Custody Visitor scheme, whose role it is to visit police cells to check on the welfare of people held in custody.
  • Give credence to Her Majesty’s Inspectorate of Constabulary (HMIC) inspection findings.
  • Scrutinise the performance of the force to ensure that complaints to the police are recorded and responded to within nationally-determined timescales.

As a result of this plan I aim to:-

  • See increased levels of public confidence in Warwickshire Police, as measured by the Office of National Statistics Crime Survey for England and Wales, my own annual survey and the force quarterly performance reports.
  • Equip and train officers with appropriate modern technology to enable mobile working, resulting in them spending more time in the community and in turn increasing police visibility and efficiency.
  • Increase police officer, special constable and PCSO numbers.
  • Record incidents and crimes accurately and appropriately according to national standards.
  • Improve outcome rates for reported crimes.
  • Have strong and healthy workforce with reduced officer and staff sickness levels.
  • Have an efficient and effective Special Constabulary which can evidence its added value and benefits to Warwickshire residents.
  • Reduce the numbers of abandoned calls to the 101 service and shorten waiting times for calls to be answered, with the primary focus being delivering the right service at the right time.
  • Have improved and viable alternatives to 101.
  • Have strong estate management which maximises opportunities for co-location with partners and reduces the number of vacant and inefficient buildings.
  • Provide the community with an opportunity to engage and support the force to add value.
  • Have a workforce whose composition is reflective of the demographic makeup of Warwickshire.
  • Use Stop and Search in accordance with national best practice and maintain compliance with the Home Office ‘Best Use’ scheme.
  • Reduce the number of temporary firearms licences being issued and for applications and renewals of licences and certificates to be processed in the timescales recommended within the national guidelines.
  • Align the additional resources provided by Operation Devonport with the new county policing model and agree a long-term decision on funding with the Chief Constable.
  • Maintain an effective Independent Custody Visitor scheme which provides reassurance that those detained in custody are treated fairly.
  • Ensure Warwickshire Police is rated at a minimum as a ‘good’ force in Her Majesty’s Inspectorate of Constabulary PEEL Legitimacy inspections, and can sustain or improve this rating in future.
  • See complaints recorded appropriately and responded to within nationally determined timescales.
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Warwickshire Police Association of Police and Crime Commisioners Crimestoppers Warwickshire County Council Safe in Warwickshire Victim Support Action Fraud Her Majesty's Inspectorate of Constabulary and Fire & Rescue Services

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