It is vitally important that all of the police Area Commands within BTP continue to deliver high standards of performance. However, it is also essential that BTP’s Headquarters’ Departments are equally held to account in an effective way. This will be achieved by monitoring all Headquarters Departments’ Key Performance Indicators as part of BTP’s rigorous performance management framework.
BTP will continue to develop its localised planning process and use the new tasking machinery to improve external influence on, and scrutiny of, BTP’s overall performance. BTPA and Department for Transport (DfT) also have key statutory roles in monitoring BTP’s performance and holding the Chief Constable to account.
BTP is committed to offering on-going development opportunities to both police officers and police staff who wish to develop their careers. It is essential for the next three years that BTP gets the maximum innovation and drive from its people who represent approximately 75% of BTP’s revenue costs.
BTP will regularly review all staff learning needs to ensure that they are being met and will also set clear targets and equally clear ways of measuring how they will be achieved. BTP will work to develop a culture in which managers work with staff and identifying everyone’s individual learning needs is part of an everyday activity that is captured in the annual appraisal process.
Following a period of major investment, it is important that BTP has a firm grip on the use of all its physical assets. The control environment has been improved and BTP has started to develop and implement an Efficiency Review Programme (ERP). The primary focus for the ERP will be delivering additional frontline resources such as additional NPTs for BTP Areas. The programme to develop this will be known, in future, as the Frontlinefirst Programme. The Frontlinefirst Programme will embrace and take cognisance of all current activity in support of the pursuit of further efficiency in BTP, including Human Resources, Information and Communication Technology, Finance, Procurement, Fleet, Estates, Media and Communications, Strategic Development and Area-based Strategic Reviews.
The introduction of new technology, such as GPS-based Airwave radio, and a centralised duty management system, gives BTP the opportunity to understand and manage the use of its staff more efficiently and effectively.
It is important that BTP employees have the most effective processes and technologies to aid them in managing the information they use in their job. This will be achieved through the Information Management Strategy, which will direct activity in the most relevant areas. After a period of neglect of its support infrastructure, BTP is now better placed to develop policy, and to enforce it, so that best practice is more widely applied and the organisation is less at risk through weaknesses in compliance.
Partnership, shared ambition, mutual trust and respect will underpin the success of this plan. BTP will work hard to ensure effective relationships exist between officers and support staff, and between frontline and support teams. It will also be essential to secure first class relationships built on sound structures and processes with all stakeholders, including passengers, rail staff, local authorities, owning groups, the DfT, and other police forces. The relationship with the industry will be key to success, and BTP and the BTPA will continue to work hard with them to take forward the ideas which emerged from the Working Together Group.