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Our vision for transforming policing in Staffordshire by 2020. Our purpose is in keeping our communities safe and reassured through preventing crime, protecting the public and bringing offenders to justice.

The Need for Change

These are undoubtedly amongst the most challenging times in the history of the service as:

  • We will continue to face significant financial challenges.
  • We need to adapt to changing public expectations of policing.
  • We need to deal with current and emerging threats and risks to public safety unrecognisable a decade ago.

This presents an exciting opportunity to meet these challenges head-on and make a real and sustained difference for the people of Staffordshire, but it will mean the force will have to become a radically different organisation in the next few years. It will need to be smaller but more effective; lean, agile, focused on dealing with what matters to people and be far more engaged with the community and other partners.

Benefits Realisation

The Benefits Realisation Team was established to manage the responsibility of business change programmes, the identification of opportunities to improve the effective delivery of policing and ensure that identified business benefits are realised.


Benchmarking is about comparison. It is a process which allows you to compare your processes with best practice elsewhere, so enabling you to improve services and practices. Benchmarking is useful because partners and similar organisations often face the same problems as we do.

Benchmarking involves identifying key processes, establishing performance indicators, collecting data and identifying partners (both internal and external).

Bright Ideas

Bright Ideas, the Staffordshire Police Force Suggestion Scheme, is aimed at encouraging innovative and creative suggestions from all staff that can improve efficiency, effectiveness, economy and quality of service of the Force.

Transformation Programme

A Core Operational Policing Programme will redesign our operating processes 'from call to court' so we focus on what matters to communities, victims and witness, understand what causes demand and address the root causes to reduce demand.

Operational Policing

This will involve more challenging, complex and creative ways of working with local partners - not just referring - and a bold approach to information sharing. It will mean that we will increasingly share buildings with partners. We have already commenced work to tackle waste across the whole criminal justice system, simplifying processes to ensure they focus on delivering a better service for victims and witnesses.

Non-operational Policing

We recognise how important effective support functions are to making operational policing successful. There will be an Enablers Programme that ensures non-operational activities remain fit for purpose. We are entering a Strategic Property Partnership with Kier Property Services to bring more capacity, capability and commercial know-how into the way we manage our property. We're also implementing a joint transport unit with Staffordshire Fire and Rescue Service. We will collaborate with other public agencies as far as possible in the delivery of business support services to maximise the resources available for front line policing.