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 What We Do Police HMIC |
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This chapter looks at what the force is achieving in relation to the satisfaction of its external customers, its people, society at large and its planned performance. It also considers how the force achieves its purpose through a clear strategy based on consultation and supported by policies and objectives that have clear targets.
2.1 Planning
2.1.1 The force planning process involves action planning at local command unit level which feeds into command area action plans which in turn, combine to support the force business plan introduced in July 1999.
2.1.2 Public consultation takes place at different levels. At local command unit level, consultation takes place with area forums and community councils in local communities. At force level, public consultation surveys conducted by headquarters provide another source of public views on what the policing priorities of the force should be.
2.1.3 Although there are links between the policing priorities identified within local action plans and the force business plan, there are still a number of important strategies to be implemented. Three of the force's main strategies, human resources, crime and public order and community safety, which are intended to underpin the business plan, are still at different stages of development. While the human resources strategy is largely complete, the crime and public order and community safety strategies are still in the planning stages.
2.1.4 The Force Business Plan for 1999-2001, which was under review at the point of inspection, is based on the force's promise of being "There when you need us." It sets out the force's "Purpose" that is, "to improve the quality of life within the communities we serve by providing effective policing which delivers local solutions to local problems."
2.15 There was evidence of sound integration of departmental personnel in the planning process. It was apparent that specialists, across a range of departments, recognised that an important part of their role was to assist area commanders meet the operational demands placed upon the force.
2.1.6 The policy, strategy and quality unit has taken a central co-ordinating role in force planning. Within operations division, encouragement has been given by the unit, to make the action plans "smarter" and include measurable targets to be achieved within set timescales. Action plans had still to be developed in operational support division but these will derive from the strategies which were being developed at the time of the inspection. After devolving some of the responsibility for crime to command areas, crime management services now support area plans and no longer had specific objectives or action plans of their own. This might be re-considered.
2.1.7 Small departments had their own action plans, for example emergency planning and the professional standards and conduct department.
2.1.8 Action plans in support of the force business plan were in place in each of the command areas although at different stages of development. Some are plans for the command area, others are plans for the local command units supporting the command area plan. At the time of the inspection, local commanders were preparing local command unit plans for the 2000/2001 financial year. Consultation with community councils and area forums at local level, in conjunction with the results of force surveys, are used to inform the policing priorities for the unit area.
2.1.9 Although there was a general awareness among operational constables of aspects of performance measurement such as the collation of foot patrol figures, many constables had not seen the force business plan and were not fully aware of the process for planning or the setting of objectives.
2.2 Performance Measurement
2.2.1 The force is committed to performance measurement and produces effective management information in this respect. A quality systems manager based within the policy,strategy and quality unit is responsible for performance analysis as well as other quality issues.
2.2.2 Service targets are set for a number of areas including response times to urgent calls for assistance, telephone response times, foot patrol and public satisfaction. Performance is monitored and evaluated through the submission of quarterly reports from command areas, public consultation, satisfaction surveys and letters of appreciation.
2.2.3 Following analysis, results are published bi-annually in a comprehensive report. Results for each local command unit are included as well as details of performance at force level. The report, known as the Key Performance Indicators Biannual Analysis Pack, is widely distributed around the force. HMIC noted that graphs from the pack showing details of local crime trends and local performance in respect of other targets, featured prominently at public counters in police stations.
2.2.4 HMIC noted that local action plans were in different stages of development throughout the force. As these plans, and their intended targets are integral to the accuracy of the results published in the analysis pack, HMIC suggests that benefit might be gained from staff at the Policy, Strategy and Quality Unit having a more definitive role in the standard and content of local plans to achieve more effective co-ordination of results.
2.3 Best Value
2.3.1 The force executive group actively oversees the development and progress of best value while the specification is co-ordinated and managed by the chief inspector in charge of the Policy, Strategy and Quality Unit who is also responsible for the service review programme. The force has used the services of a consultant from Clackmannanshire Council to assist officers with this latter work.
2.3.2 HMIC notes that the force business plan has links with each of the aims and objectives of best value in a number of ways, although this could be improved by the inclusion of measurable targets.
2.3.3 The force has scheduled its Service Review Plans from 1999/2000 to 2002/2003. In the year 1999/2000 the areas subject to review include Call Management, Crime Management Units, Custody Management, Catering, Typing Services and Police Cadets. The plan for the financial year (2000/2001) shows the areas to be covered will be Personnel and Recruiting, Training, Family Unit, Property Services, Legal Services, Fleet Management and Area Constables. IT Services and Cleaning are scheduled for 2001/2002 and Financial Services in 2002/2003.
2.3.4 There was slippage in the service review plans for 1999/2000 which will have a 'knock on' effect in subsequent years.
2.3.5 As a result of the reviews which have been completed or are nearing completion areas for improvement have been identified with efficiency gains already secured. One example is a saving in respect of costs related to the directory enquiry service provided by British Telecom. Access to this service has now been restricted and it is anticipated that this will result in an estimated saving of £10,000 per annum.
2.3.6 It is recognised throughout the police service that the cost of medical services provided in support of the police has increased over the last several years. The reasons include more use of doctors in relation to the well being of persons in custody, the high proportions of drug users among those arrested, the need for evidence in court by a qualified observer (eg assault cases) and increased fees.
2.3.7 HMIC therefore noted with interest that the force had chosen the area of custody management, one of the main areas requiring the provision of doctors' services, as the subject for a best value review. Although there is still work to be done before the review is complete, some examination has taken place of the cost of medical services in this area. The outcome will be viewed with particular interest.
2.3.8 HMIC is scheduled to undertake a thematic inspection on Best Value in mid 2000 where progress by all forces will be tested and reflected.
2.4 Management Information
2.4.1 HMIC found that the absence of a corporate database within the force is seriously undermining the force's management information systems. The force is addressing this as a priority.
2.4.2 HMIC found that staff were also actively addressing related issues including call handling, intruder alarm management, IT and communications, crime management and typing services. The force recognised that investment in these areas would allow changes in how core tasks are currently performed and through more focused use of management information, the release of more operational staff to "front line" duties.
2.4.3 The review inspection of the force in 1998 identified that no policy had been introduced in order to manage training abstractions (as recommended in the 1996 primary inspection report) but that monitoring of all abstractions, including training, was taking place. While the review inspection report acknowledged that the force had made considerable progress in respect of centralised monitoring of abstractions, it highlighted that HMIC would wish to ensure at the next inspection that the arrangements provided an effective solution to the problem.
2.4.4 This inspection found that monitoring of training abstractions is continuing with some detailed analysis undertaken in respect of abstractions generally. A training diary has also been introduced which is maintained within the training department. Although the diary records details of projected training events and officers attending, it is not searchable and does not automatically provide the total number of officers undergoing training on a particular day. Operational supervisors generally welcomed the introduction of the training diary but it remains the position that the force has not set an upper limit for total abstractions.
2.4.5 The Human Resources Department has stated its intention to reduce the impact of core training on service delivery by firstly identifying an appropriate abstraction level and secondly incorporating the management and costing of training abstractions into the computerised ORBIS personnel management system. The ultimate aim in this respect is to produce a fully costed annual training plan.
2.4.6 It was noted that the force had also calculated abstractions due to court attendance during 1999. This included both officers attending court as witnesses and the policing of courts by court unit officers. Both figures represented significant abstraction of operational police officers from other duties.
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