Our work supports the delivery of the National Policing Vision - a vision owned by the police service as a whole, and setting out what policing will look like in 2016 and beyond.
The mission of policing is to prevent crime and protect the public.
This is the essence of the Statement of Mission and Values that the police service works to.
The office of police constable is the bedrock of British policing, with the unarmed officer on patrol its most distinctive feature.
The police are an emergency service and will respond to calls for assistance. The role of policing involves more than just law enforcement - the police also have a key role to play in keeping the peace. British policing will succeed in these roles by working with a broad range of partners.
The police service will listen to the views of local people and understand the impact it has on all communities. The law will be enforced fairly, firmly, with integrity and recognising human rights. This way the service maintains its ability to police through consent.
The police will maintain their operational independence and act without fear or favour. Discretion and professional judgement will be exercised in the public interest.
Police and crime commissioners will hold chief constables to account for maintaining an efficient and effective force, set the budget and decide how success will be measured. Chief constables will have operational independence and give direction to the forces they lead.
Her Majesty's Inspectorate of Constabulary inspects and reports to the public on the efficiency and effectiveness of police forces.
Police integrity is fundamental to legitimacy and public trust.
The police service will strive to be representative of the communities it serves and recognise Sir Robert Peel's guiding principle: that the police are the public and the public are the police. It will be an organisation that values individual differences and demonstrates the importance of a diverse workforce in providing services to all.
The police are committed to promoting equality in the services they provide to communities and in the way they treat their workforce.
The public will be able to communicate with the police in a variety of ways, including online and through social media. Improved online accessibility will enable members of the public to report crime more easily and update their crime reports themselves. They will also be able to access other policing services and information directly. When a member of the public contacts the police, their previous contacts will be readily available, allowing the service to tailor an appropriate response.
The police will provide relevant, easy-to-understand information to the public to keep them abreast of what is happening in their communities.
On behalf of the public, the police will identify and tackle evolving threats of crime and disorder wherever they occur. The response to these threats may be organised at the local, regional, national or international level, dependent on the risks involved. The service will have an online policing presence to assist it in preventing crime, catching offenders and engaging with the public.
From local neighbourhood teams to specialised teams, the police service will coordinate efforts to tackle the key threats to public harm.
Strategic Policing Requirement (SPR) sets out a broad range of national threats. These threats require a commitment from police forces and other agencies to work collectively in providing a suitable response. The SPR will be supported by a
National Policing Requirement. This document spells out planning assumptions and the local, regional and national policing capabilities and resources needed.
Reduced funding and evolving threats will demand new, coordinated operational responses and greater levels of cooperation. Forces will work closely with the National Crime Agency, new UK Border Force and counter terrorism network to develop a world-class policing response with international impact. Some police functions will be organised nationally or regionally and delivered locally.
The police service is here to serve the public. It will work with local communities to support them, and work with partners to prevent crime and deal with local issues, including through effective early intervention.
Local officers and neighbourhood policing teams will build relationships and confidence. They will solve problems, prevent crime and protect people through a focus on victims, offenders and locations. A greater emphasis on evidence-based practice will equip the workforce with the advanced skills needed to do this.
The primary aim of the police is to prevent crime, but when offences are committed the needs of the victim will be central to their service.
Best evidence will include the use of technology. Victims will be able to say what happened in digital audio/visual formats that are played in a paperless court environment.
Minor crimes and disorder will be dealt with at the neighbourhood level. Officers will consult with victims and use community disposals wherever appropriate. Officers will have discretion to make decisions in the public interest and be guided by the need to prevent crime, reduce the likelihood of future offending and consider the views of the victim.
Improved investigative skills, intelligence-led activity and advances in science and technology will put the criminal at greater risk of capture and conviction. The environment for offenders will become increasingly hostile, further enabling crime prevention.
Serious and persistent offenders will be dealt with firmly and brought to justice. The police service will work with partner agencies to give these criminals realistic opportunities to stop offending. Those who reject these opportunities and choose crime will be targeted and fast-tracked to court.
Each officer and member of staff will be supported so that they can operate more productively and efficiently. The right people will be available to deal with the anticipated calls for service. By ensuring interactions are dealt with effectively at the earliest opportunity, demand on other parts of the service will be reduced.
A workforce with the right mix and skills will enhance the police service. Special constables and volunteers will be encouraged to support effective policing.
The College of Policing will ensure that public interest is at the heart of policing policy and practice. It will identify what works in policing, enhance standards and share best practice. The higher education sector will play a key role in shaping the body of evidence on which staff and officers will rely, and training will be provided by the most appropriate means.
Modern and intuitive technology will drive improvements in investigations, proactive patrolling, the protection of vulnerable people and the management of offenders and dangerous people. Predictive analysis and real-time access to intelligence and tasking in the field will be available on modern mobile devices. Officers and staff will be provided with intelligence that is easy to use and relevant to their role, location and local tasking. This will allow a self-sufficient workforce to make timely and informed decisions.
Forensic technology will support fast and effective identification of offenders.
Everyone involved in the delivery of policing is a leader in their own right. Throughout this period of austerity and rapid change the police service will need the very best leadership. Senior leaders will work with the College of Policing to identify, develop and train the most capable future leaders at every level.
Policing remains a profession where the ultimate power and discretion to remove a person's liberty resides with the most junior in the organisation - and this should remain the position. Those on the front line deserve leaders with integrity who understand the application of this responsibility.
Leaders will develop and train their people in line with
Authorised Professional Practice and support the autonomy and local decision making which characterise British policing.
Police leaders will have the personal qualities, values and integrity needed to deliver the mission and vision of policing.
Staff will be recognised for the quality of their work, the contribution they make to improving services, preventing crime and protecting people and for enhancing the evidence of what works in policing.
Forces will be led by people who are highly competent in organisational and operational skill sets. Leaders will develop force-wide strategies and have access to the most modern and innovative ideas from the public and private sectors.
The previous paragraphs describe how policing will advance and improve through new skills, fresh approaches and the best technology. The police service will focus on what is important in its policing model. This includes community-based officers and staff operating to values understood and trusted by the public, who consent to be policed in this way.
Policing will balance demands by prioritising resources on the basis of threat, harm and risk. The
National Decision Model will provide the framework for such decision making.
Policing will continue to be supported through cooperation between forces and the public, private and community sectors. This will be done in a way that delivers the best value and builds on a commitment to serving the public, rather than a purely commercial interest.
Specialist assets will be delivered regionally or nationally where this increases efficiency and builds resilience.
Differences in size and capability between forces make it difficult to respond to austerity and local, regional and national threats. Collaboration may mitigate the problem, but does not solve it. Political will from the Government and police and crime commissioners is needed to re-shape forces to meet the threats ahead, while maintaining local policing as a priority. The police service stands ready to identify and adopt the best model for policing to benefit and protect the public and support local and cross-border policing.