Making Suffolk a safer place to live, work, travel and invest.
Keeping Suffolk safe.
We are courageous, professional, community and compassionate.
Attract and develop well. We aim to be an employer of choice; attracting, developing and retaining a professional and diverse workforce, and will identify and grow our talented officers and staff to meet our business critical roles and workforce plans.
Healthy, fit and supported. We will enable and encourage our people to stay healthy, fit and well, and support and engage with them in line with our comprehensive people strategy.
Innovate and improve. We will inspire our people to think and act innovatively to improve policing and ensure successful ideas are routinely shared across the organisation. We will provide a modern and sustainable estate and working environment.
Promote inclusion and diversity. We will have an anti-discriminatory culture and workforce that truly reflects and represents the diverse communities we serve and undertands and addresses the barriers to creating a truly diverse team.
Communicate and engage well. We will be clear, consistent, genuine and honest in what we say and do, while listening to and being open to the views of others.
Build trust and confidence. We will build a culture where we act in a way which builds trust and confidence in who we are and what we do.
Keep people safe. We will meet increases in demand by working differently and innovatively, ensuring the right people take the lead to keep people safe in our communities, within our organisation and on our roads.
Protect people from serious harm. We will maintain our specialist capabilities and maximise regional and national capabilities as well as partners to ensure we are integrated and highly effective in tackling serious and organised crime. We will understand and reduce risk and harm, with a particular focus on crime types mostly affecting young people, women and girls.
Prevent crime in partnership. We will continue to collaborate across policing with local authorities, businesses and the voluntary, community and social enterprise sector to solve problems and prevent crime and exploitation.
Victims first. We will comply with the police element of the victims' code and aim to increase satisfaction by having a strong focus on reducing repeat victims and those that are persistently targeted or vulnerable.
High quality investigations. We will provide technology and access to police data and assets to enable our officers and staff to make fast-time and better informed decisions as well as promoting a culture that stresses the importance of the investigative mindset.
Effective offender management. We will focus on proactive policing to bring the most prolific and high risk offenders to justice. We will utilise opportunities to deal with offenders outside of the criminal justice system while maximising opportunities to reduce reoffending and promote rehabilitation.
Message from the Chief Constable
The Police and Crime Commissioner holds me, as Chief Constable to account for delivering an efficient and effective Police Service in Suffolk and, on becoming Chief Constable, I wanted to write a strategic plan that sets out the areas for the Constabulary to focus on to achieve this as well as to publish my longer-term vision for the Force from 2023 to 2028.
As Chief Constable, I want the plan to be a ‘golden thread’ that runs through the organisation. There should be a clear link between the plan and what we do and how we work. Suffolk values are at the heart of the plan flanked by four key areas the Constabulary will focus on to continuously improve and keep Suffolk safe.
I will keep this strategic delivery plan under review over the coming years and especially in 2025 when the current Police and Crime Plan expires to ensure that my plan continues to set out the work that the Constabulary will do to deliver the new version.
Furthermore, I and the Chief Officer team will ensure that the progress we make in achieving the strategic delivery plan will continue to be aligned with and progress under the current suite of performance reports to the Commissioners Accountability and Performance Panel meetings and therefore in accordance with the Police and Crime Plan Performance Framework.
Finally, my aim was to create a strategic delivery plan that is easy to read and invest in and that is relevant to everyone in the Constabulary to ensure we all provide the best possible service to all our communities, create organisation we are proud to be part of and that meets modern-day challenges.