Our Strategic Priorities

Strategic Overview

Download the Strategic Plan

The RVIPF Senior Management Team and H.E Governor have reviewed the vision, mission statement and values of the force to ensure they remain modern and reflective of the current operating environment.

Our mission serves to describe the purpose of the RVIPF, whilst the vision outlines where we aspire to be by 2011. Our values provide a strong moral and ethical set of principles governing how we will undertake and conduct our business in the delivery of our mission and achievement of our vision.

Our Mission

Our mission is to make the Virgin Islands a safe environment for all people we serve.
This will be achieved through our core objectives of:

Our Vision (by 2011)

By adopting a professional policing approach and working in partnership with the community and other law enforcement agencies, we will ensure that the Virgin Islands remain one of the safest territories in the Caribbean.

Our Values

Our core values define how we will deliver our business, in terms of our interactions with the community as well as our own staff. Our values are to:

Our Six Strategic Priorities

The following provides a summary of each of the six strategic priorities. We will use these strategic priorities to inform annual business plans which will outline in detail the actions we will put in place to achieve each priority. The actions shown below provide an illustration of the advances we intend to make.

Stemming from our mission and vision is the formation of six strategic priorities which will direct the activities of the force for the next 3 years (2009-2011), namely:

  1. To improve public confidence and trust in the RVIPF;  
  2. To improve operational policing performance in order to reduce crime; improve detections and bring offenders to justice;
  3. To protect the Virgin Islands borders and to strengthen counter terrorism capability;
  4. To create a dynamic workforce by attracting quality staff as well as improving the morale and motivation of existing staff;
  5. To maximise efficiency and improve service delivery; and   
  6. To embed a culture of strategic planning and performance management within the RVIPF.

Strategic Priority 1

To improve public confidence and trust in the RVIPF

A consistent theme emerging from community consultations with the force is the need to reduce the fear of crime by providing a visible and responsive police presence on the streets. To address this, we aim to provide more citizen focused policing, enabling us to effectively engage with communities, thereby building an improved trust based relationship between the police and public. Additionally, a community focused approach will also enable the force to fight crime more intelligently by involving local people in the solution to the kind of crime that impact on their areas and the territory as a whole.

This is not simply about providing an increased presence. We must reassure the public and increase satisfaction amongst those who come into contact with the police service, especially victims and witnesses who are at the heart of this plan. We must provide high quality services which respond to the needs of all our communities.

We will deliver this priority by:

Strategic Priority 2

To improve operational policing performance in order to reduce crime; improve detections and bring offenders to justice.

We will deliver strong policing performance as part of a wider cross society effort to reduce crime; to detect crime when it occurs and thereby bring offenders to justice.

We will deliver this priority by developing our policing capability through:

Strategic Priority 3

To protect the Virgin Islands borders and to strengthen counter terrorism capability.

As well as delivering strong policing performance in the Territory, we will focus on cross border and international organized crime, recognising the negative impact these activities can have on the communities we serve and the Territory as a whole.

In addition, we must also recognize that no country or territory in the world is immune from the risks of a terrorist attack. We must therefore ensure we have the capacity and capability to prevent, detect and prepare for a terrorist treat or incident should the need ever arise.

We will deliver this priority by:

Strategic Priority 4

To create a dynamic workforce by attracting quality staff as well as improving the morale and motivation of existing staff.

To meet the challenges outlined in this plan we will focus heavily on the development of our workforce which remains the single most important factor in our organisations success. We must continue to recruit new and high quality candidates in the force as well as developing and retaining the skills and abilities of our existing staff. We must foster a culture of diversity, fairness and accountability while maintaining high standards of conduct and ethics.

We will deliver this priority by:

Strategic Priority 5

To maximise efficiency and improve service delivery

To effectively deliver on this plan we will ensure that the structures, systems and processes within the organisation are streamlined, efficient and directed towards improving service delivery. We will address the fundamental elements of how we operate.

We will deliver this priority by:

Strategic Priority 6

To embed a culture of strategic planning and performance management within the RVIPF.

The development and subsequent monitoring of the delivery of this plan is a core strategic aim. The strategic plan provides an essential means of demonstrating leadership and direction; ensuring accountability and rewarding results.

We will deliver this priority by:

 

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