Where we want to be in three years’ time
Appendix A of this plan outlines the actions which will deliver our strategic aims.
The purpose of these strategic aims is to build a railway environment where there will be less crime and disorder on the railways, and passengers and staff will feel, and be, safer. Criminals will be more vulnerable, and there will be a more visible and joined up use of the extended policing family. There will be a safer railway environment for passengers, but more hostile to those who wish to commit crime or engage in disorderly conduct. When incidents do occur on the railway (e.g. fatalities, route crime, etc.) the impact on services will be reduced, inconvenience to customers will be less and the direct and consequential costs to the industry will fall. The risk of a terrorist attack will have been minimised, and station closures and service disruption from threats will be less frequent.
Large groups of people travelling on the network will be managed safely through the system, on route to and from major events across the whole of the United Kingdom. This will be achieved through partnership with the industry, Home Office and Scottish police forces, better use of information and intelligence and improved risk management.
Frontline police officers and staff will have improved access to technology such as personal digital assistants which will reduce the time they spend inputting data (e.g. double keying of information) and increase the time they have available to them for visible patrolling and maximising their effectiveness through access to information.
All staff will have embraced and understood the qualitative elements of BTP’s performance culture, have a customer perspective toward service delivery, and see the need to provide timely feedback as an important part of their role. They will be trained to deliver their roles and to ensure that they get things right ‘first time – every time’.
BTP’s estates will be fit for purpose in terms of location and role, including the provision of sufficient custody cells to accommodate an increase in productivity in relation to the number of arrests.
In partnership with the industry, BTP will be routinely engaged in joint planning and regularly undertake joint operations with the industry, which through an appropriate mix of resources and improved understanding of problems, will produce higher outputs for the same or less cost.
BTP together with its partners will plan for the Olympic and Paralympic Games and be poised to ensure the effective delivery of policing services in support of this and other events due to take place across the country in 2012.
In summary, there will be effective policing services, tightly focused on the needs of the railways delivered to even higher standards. BTP’s reputation as the specialist police force for the railways, delivering through its operational and organisational competence, will be high. Passengers and the industry will be better served, and this will be achieved against a backdrop of significantly increased external demand and an improved internal efficiency having modernised the way policing services are delivered. Valuing diversity and promoting equal opportunities will lie at the heart of BTP. BTP’s staff will see the world through the eyes of its partners, stakeholders and the travelling public. They will be proud to be a trusted member of the railway family – being valued for what they do, and adding value by doing it.