Nichola Murphy presentation at Open Forum Events' Continuous Improvement conference

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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’


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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


£31.2m gap between


£m

£18.7m gap between


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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


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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)

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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


All … Initial





Investigation Plan

Insp & Sgt … Quality of

Investigation

CTC – Priority Task Form (PTF)


Performance Measures reporting

All …Initial Investigation Guidelines



Scheduled Appointment Process & Calendars


Insp & Sgt …Scheduled Appointment Whiteboards



•LOCATE

Insp & Sgt …


Daily Duty Plan (DDP

Performance Measures reporting

CTC Handbook

LOCATE

OST

All … Initial





Investigation Plan

Insp & Sgt … CTC –

Priority Task Form (PTF)


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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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Questions?

Nichola Murphy presentation at Open Forum Events' Continuous Improvement conference

Leadership & Management

b calls

b district response

quality of service

b district victims

b issues response

district npt

district areas

calls response officers