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1PROTECT
Continuous Improvement Conference – May 2014
Nichola Murphy – Head of Process Improvement, Police Service of Northern Ireland
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‘ServiceFirst’ Background
• The 2011-2015 Spending Review requires PSNI to deliver cumulative budget reductions of £135m over four years.
• On the basis of optimism bias the DCC has set a target for the programme to deliver efficiency savings of £41m for the remainder of the project.
• KPMG originally commissioned in 2012 to:
– Identify areas in PSNI representing highest 80% of spend;
– Establish a cost/performance baseline and benchmark against other police services;
– Highlight transformation opportunities to meet the funding gap whilst maintaining performance.
Outcome
• From the 15 hypotheses, 12 functions were subsequently prioritised by PSNI to be taken forward by Service First Programme.
• Four of which are included in the Operational Policing Model.
Public Confidence
Sustainability
Service Delivery
Business
Finance People
The ServiceFirstProgramme
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Public Confidence
Sustainability Service Delivery
Policing withThe Community
From an external perspective - The programme examines the ‘business’ of policing - how effectively resources and demand are managed, in the context of reducing budgets and existing threats and risks. It aims to retain a consistent focus on improving quality of service, accessibility, visibility and public confidence and the further embedding of the Policing with the Community Strategy.
The Approach’
‘ServiceFirst’ Programme
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The ‘Drivers for Change’
‘ServiceFirst’ Programme
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‘ServiceFirst’ - Financial Context
• Taking into account both projected attrition rates and planned recruitment, outlined in the Medium Term Resource Plan 2013/14, the projected gap in baseline budgets over the next four years will exceed what is shown in the chart.
• The challenge therefore is not solely financial, but to ensure the service is shaped in the most affordable and sustainable fashion across all functions to maintain service delivery with fewer resources.
• The Service First Programme is the primary means of enabling the Service to maintain or improve operational effectiveness within the context of reducing resource levels.
685
690
695
700
705
710
715
720
725
730
735
740
2012/13 2013/14 2014/15 2015/16 2016/17
Resource Plan
Budget
£5m gap between
funding and resource plan in FY 13/14
£9.9m gap between
funding and resource plan in FY 14/15
£31.2m gap between
funding and resource plan in FY 16/17
£m
£18.7m gap between
funding and resource plan in FY 15/16
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•Continuing to improve Public Confidence in policing
•Continuing to develop and support Neighbourhood Policing
•Embedding the Policing with the Community Strategy across and through the organisation
•Further improving local accountability and performance
‘ServiceFirst’ Programme
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• Continue to improve ‘Visibility with purpose’
• Further improve ‘Ease of Contact’ for the public
• Ensure an ‘Effective Response’ to calls for service
• Continue to improve ‘Follow-Up’ information to the public
‘The Service Delivery Challenge’
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Contact Management Attendance (Response)
Neighbourhood Policing Teams
Volume Crime Investigations
A & B District Operational Policing Model - Assessment of the ‘As Is’
Issues
• Calls are being graded incorrectly, and there is no ‘slower time’ grading option, placing an unnecessarily high demand on Response teams:
• The management of resources within District areas is resulting in unnecessary stacking of calls. From a three shift UCMC study:
– 30% (A), 44% (B) calls were ‘stacked’ (crew not immediately available) when resources were actually available elsewhere within District (95% A, 85% B)
•
Issues
• Response are attending the majority of calls for service (92% in A, and 81% in B when resources are deployed). In 19% and 16% of cases for A and B Districts respectively, a more appropriate resource could have been deployed to the call
• Call signs are frequently tied up on other duties and not available for calls for service. Response spend only 36% (A) and 50% (B) of their time attending calls
• Response officers are juggling multiple priorities, impacting on investigation times and the quality of investigations. Shift patterns also restrict an officer’s ability to complete investigations as they are only on day shift duty for approximately eight shifts over a five week period
Issues
• Neighbourhood are often abstracted (A District 11%, B District 12%) to police events and to backfill Response, reducing time available for community engagement
• Activity analysis indicated NPT Constables spend a significant amount of time in the station (48% A, 45% B)
• A District NPT attend fewer calls for service and carry fewer investigations (A District 2% of calls, B District 14% of calls)
• A lack of clarity over the role of Belfast neighbourhood policing is affecting officers’ sense of purpose
Issues
• The length of time taken to complete investigations is disproportionate to the investigative hours required (average of 52 days for 5.18 hours in A District, 47 days for 3.87 hours in B District)
• Response undertake the majority of investigations beyond initial attendance (88% in A District, 59% in B District)
• Victims are being updated in a timely manner only 70% of the time in A District and 80% in B District
• Quality of investigations is variable and investigation plans are often not set. Investigation plans were not completed for 81% (A) and 94% (B) of crimes requiring further investigation.
• B District screens out more investigations and at a faster rate than A District. Clearance rates between districts are comparable
Grading Initial Grading Actually dealt with
RecommendedGrading
A B A B A B
Emergency 9% 8% 9% 7% 10% 7%
Priority 74% 67% 74% 60% 47% 46%
Priority (Diary Car) 1% 6% 1% 8% 21% 22%
Early Resolution 16% 19% 16% 25% 22% 25%
Co-ordination and Tasking
• Proactive, preventative policing is being suffocated by competing demands, contributing to a decline in performance
• Current maturity in Tasking & Co-ordination (measured by PSNI self-assessment) is generally below 3 on a scale of 1-5, where 5=mature
• There is no cohesive view of threat and risk at a district level
• Devolved tasking structures limit capacity to make the best use of resource within and across districts
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ServiceFirst Operational Policing Model High Level Flow of New OPM
Contact Management Response CMSU Case
AssessmentCase
Progression Team
Co-ordination and Tasking
Centre
Increase in Early Resolution
Increase in Scheduled Appts – therefore, increase our accessibility
Up-skilling of CMC personnel
Respond only to Emergency and Priority incidents
High quality initial investigation
More processing of intelligence
More visible on the ground
Recording of crime will be done by officers telephoning CMSU
Officers remain more visible on the ground
Reduce the average number of days to case assess
Assess cases for solvability, vulnerability and community impact will improve
Corporate approach to case assessment
Complete further investigation
Reduce investigation time
The joint A & B CPT will take over follow-up enquiries from Response and NPT officers
Prisoner Escorts
Prisoner processing
Co-ordinating and directing resources to key priorities
Improved day to day mgmt and accountability
Effective joint problem solving
OST
Proactive operations
Tasked by CTC
District Resilience
NPT
Service Scheduled Appointment
Retain local or problem solving incidents
Focused engagement with purpose
More visible on the ground
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ServiceFirst Operational Policing Model Key tools and supporting documents
Contact Management Response CMSU Case
AssessmentCase
Progression Team
NPTCo-ordination and Tasking
Centre
All …NPT Appointment Calendars
Call Grading Policy
Customer satisfaction Call Backs Template (for Early Resolution)
All … Initial
Investigation Guidelines
Case Assessment Policy
Victim Update Script
Investigation Handover Pack
Insp & Sgt … CTC –
Priority Task Form (PTF)
Daily Duty Plan (DDP)
LOCATE
All …
Initial Investigation Guidelines
All …Initial Investigation Guidelines
Case Assessment Policy
All … Initial
Investigation Guidelines
Case Assessment Policy
Victim Update Script
Investigation Handover Pack
Investigation Plan
Insp & Sgt … Quality of
Investigation
CTC – Priority Task Form (PTF)
Daily Duty Plan (DDP)
Performance Measures reporting
All …Initial Investigation Guidelines
Case Assessment Policy
Victim Update Script
Scheduled Appointment Process & Calendars
Investigation Handover Pack
Insp & Sgt …Scheduled Appointment Whiteboards
CTC – Priority Task Form (PTF)
Daily Duty Plan (DDP)
•LOCATE
Insp & Sgt …
CTC – Priority Task Form (PTF)
Daily Duty Plan (DDP
Performance Measures reporting
CTC Handbook
LOCATE
OST
All … Initial
Investigation Guidelines
Case Assessment Policy
Victim Update Script
Investigation Handover Pack
Investigation Plan
Insp & Sgt … CTC –
Priority Task Form (PTF)
Daily Duty Plan (DDP)
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ServiceFirst Operational Policing Model What we will be measuring
Response Case Progression TeamNPT Coordination and Tasking Centre
Percentage of Emergency Calls attended within 15 minutes
Percentage of Priority Calls attended within 60 minutes
Percentage of calls for service attended by Sergeants
Percentage of Victim Updates performed within Target for Crimes that are not progressed for further investigation
Percentage of occurrence attendances with satisfactory initial investigation
Percentage of initial investigations with satisfactory handover to CPT
Percentage of time spent out of station
Average number of days to close case file for files that have further investigation
Percentage of Investigations where CPT Supervision is not carried out within 7 days
Percentage of Investigations that victim update has been conducted on time
Outcome rate
Weekly Abstraction Rate of Officers away from CPT Duty
Percentage of problem solving folders linked to local priorities
Percentage of Scheduled Appointments successfully completed Weekly
Abstraction Rate of Officers away from NPT Duty
Percentage of calls for service attended by Sergeants
Percentage of Victim Updates performed within Target
Percentage of occurrence attendances with satisfactory initial investigation
Percentage of initial investigations with satisfactory handover to CPT
Percentage of time spent out of station
Volume /Percentage of officers logging on duty versus actual number of officers on duty
Percentage of intelligence documents actioned as a proportion of the intelligence documents received
Number of Priority Task Forms (PTF) received and percentage resourced
Percentage of Daily Duty Plans (DDPs) submitted
Percentage of Intelligence actioned with positive outcomes
Percentage of actioned intelligence with debriefs conducted
OST
Percentage of Searches conducted with positive outcomes
Percentage of Intelligence action packs conducted with positive outcomes
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Benefits:
More Effectively Dealing with Demand:
• Better ‘Call Grading’ – Emergency/Priority/Scheduled
• High Quality ‘Early Resolution’ at source
• Allocation of Priority Response to ‘Vulnerability’ & ‘Local Priorities’
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Benefits:
More Effective Resource Deployment:
• Live time ‘Tasking and Coordination’ against emerging priority/risk
• More visibility of Team Supervision on the ground
• Increased Visibility of local Neighbourhood Teams
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Benefits:
More Effective Investigations:
• Early and Corporate decisions around which cases to progress
• Increased capacity for ‘Quality Initial Investigations’ at scene
• Dedicated ‘Case progression’ teams for Volume Crime
• Maximise capacity out of station
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Benefits:
More Effective Victim Engagement/Prioritisation:
• More timely victim updates
• Prioritisation of resources for ‘most vulnerable’ or ‘at risk’
• Early and consistent review of victim risk throughout
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‘ServiceFirst’ Programme
Questions?