The Northern Ireland Policing Board and The Police Service of Northern Ireland POLICING PLAN

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1 The Northern Ireland Policing Board and The Police Service of Northern Ireland POLICING PLAN

2 Contents Foreword by the Chair, Northern Ireland Policing Board 2-3 Foreword by the Chief Constable, Police Service of Northern Ireland 4-5 Introduction to the Plan 6-7 Outcomes, Indicators and Measures set for Appendix 1: Strategies to Support Service Delivery Appendix 2: ServiceFirst Continuous Improvement Process Appendix 3: Paying for the Plan Appendix 4: Training Assessment for Police Officers and Staff Keeping People Safe 1

3 Foreword by the Chair of the Northern Ireland Policing Board As Chair of the Northern Ireland Policing Board (the Board), I am pleased to present the Policing Plan Update for which sets both annual and longer term objectives and priorities for policing, together with a range of targets and measures for the Police Service of Northern Ireland (PSNI) to achieve by the end of March The Plan is the Board s key statutory document for oversight of police performance and has been developed through: a focused consultation exercise including engagement with Policing and Community Safety Partnerships (PCSPs), the joint Board/PSNI Strategic Consultation Group and the Board s Youth Advisory Panel; a review of police performance to date against the outcomes and associated performance measures within the Policing Plan; and robust negotiations with the Chief Constable and the PSNI Service Executive Team. The aim of the Plan is to keep people safe through prevention of crime, protection of people and communities and detecting those who commit crime and bringing them to justice. To acknowledge the importance of Policing with the Community, the Plan has been revised to reflect a strengthened emphasis on quality of service, partnership working and a focus on policing priorities. This is a challenging Policing Plan for given the reduced resources facing policing. In developing and setting this year s targets the Board has focused its attention on setting measures that specify the level of improvement to be achieved. The Plan comprises 11 outcomes, with associated performance indicators and a further 49 associated performance measures. There has been a significant increase in the number of performance measures which are expressed in quantitative terms in the plan 32 compared with 13 in the previous year. Whilst these ranges of measures that have been put in place are stretching, the Board believe they are achievable despite ongoing pressures on the PSNI budget. 2 Keeping People Safe

4 There will be major reforms taking place in April 2015 with local Councils reducing from 26 to 11. I welcome the changes to frontline policing which will see the Police Districts restructuring to align with these new Council areas. With change, comes opportunity, and the establishment of new PCSPs as part of these local government reforms presents a real opportunity to do things differently. The PCSPs have been integral in shaping this plan and through their consultation with communities and work with the PSNI, other statutory bodies and voluntary agencies they are in an ideal position to really make an impact on how policing and community safety is delivered locally within the new Community Planning Framework. We are of course mindful of the security threat which policing operates under and recognise the additional demands on the budget through dealing with legacy issues. However we are determined that such pressures will not affect frontline policing and policing with the community. At a time of reduced funding it is also important that the Board makes sure the resources available to the PSNI are used effectively and efficiently. This Plan also sets out the Continuous Improvement arrangements for PSNI in the year ahead. The Board will continue to oversee, scrutinise and hold the Chief Constable to account for performance across all aspects of this Plan; ensuring the delivery of the best possible policing service for everyone in Northern Ireland. Anne Connolly Chair, Northern Ireland Policing Board Keeping People Safe 3

5 Foreword by the Chief Constable of the Police Service of Northern Ireland Keeping People Safe by Policing with the Community is the core purpose of the Police Service Northern Ireland. To guide us on delivering our purpose, this latest update to the Northern Ireland Policing Plan identifies the agreed priorities for policing in the coming year. The Plan is the product of consultation between ourselves, the Policing Board, Police and Community Safety Partnerships (PCSPs) and interest groups; and sets out how we will work together to build a safe, confident and peaceful society. The Plan reflects that this is a time of significant change in policing. There is no doubt that the financial challenges facing the Service means we will have to take difficult decisions in the future. We must adapt to these pressures and challenges whilst keeping communities at the heart of everything we do. Against the backdrop of an extremely challenging public finance environment, this Plan will ensure the most effective and efficient use of finances, officers and staff. The way in which we will ensure that we can continue to deliver a service, whilst living within our means is through the ServiceFirst Change Programme. A major strand of ServiceFirst will be realised with the changes to our Local Policing Districts in line with the new Local Government structure. Our new 11 District Structure, which will go live as this Plan is published, reflects our commitment to local service delivery, local accountability and local partnership working. An Area Co-ordinating tier will support the 11 new Districts, ensuring we remain flexible and responsive to the wide range of calls for service and assistance from the public despite falling officer numbers and reduced resources. With a leaner, more focussed, Police Service, partnership and collaborative working have never been more important. Many issues facing our communities require the combined efforts of the Police Service and other agencies. In particular, the advent of Community Planning presents real opportunities for grounding partnership working in a way that will improve the safety and wellbeing of our local communities. Working together with the Board, PCSPs and other partner agencies, we must ensure that this opportunity to explore new and more innovative ways of service delivery is grasped and realised. 4 Keeping People Safe

6 Policing in Northern Ireland is subject to scrutiny from many quarters, and I welcome the oversight of the Policing Board and others in monitoring and holding us to account for progress. Accountability of policing is an essential component in building confidence in our service. As Chief Constable, the Board will hold me to account for delivery against the Plan. Our performance is a critical issue for the PSNI, for Board members, and indeed for the communities we serve. We have developed a Corporate Performance Framework which is focussed on ensuring that we assess, understand and improve our performance and delivery in the areas of People and Finance. The Framework has been finalised in line with the refreshed Policing Plan and will be a key element of evaluating our Policing with the Community ethos and driving and refining the activities which Keep People Safe. As previous years have demonstrated, the demands upon policing are dynamic, changing and often unpredictable, requiring us to maintain the flexibility to divert resources towards priorities which may not sit within the Plan. Short term crises can impact upon performance and on those occasions success can be judged by keeping people safe and protecting life. For the PSNI, keeping people safe is what we do; Policing with the Community is how we do it. Policing with the Community is about creating real participation between the police and the community - a partnership in which policing reflects and responds to the community s needs and in which the community play an active part in delivering a solution. We are committed to achieving all that is laid out in this challenging Policing Plan. But we will not achieve success alone. The Board, PCSPs and the community, have an important role to play. Only by working together, can we achieve the targets laid out in the Plan and our shared ambition to build a safe, confident and peaceful society. George Hamilton Chief Constable, Police Service of Northern Ireland Keeping People Safe 5

7 Introduction to the Plan 1.1 This is the annual update to the Policing Plan for The Plan outlines our purpose, which is to keep people safe through prevention of crime, protection of people and communities and detecting those who commit crime and bringing them to justice. It also highlights our vision, which is to help build a more confident, safe and peaceful society. 1.2 Supporting this plan are our strategies to support service delivery, as well as our revised Policing with the Community (PwC) Framework. Policing with the Community underpins all aspects of our service. It reinforces how the Police Service connects with people as members of the general public, or as victims or witnesses of crime. Policing with the Community also means connecting with partner agencies in criminal justice, public service and voluntary and private sectors with the aim of supporting community safety and well-being. 1.3 To acknowledge the importance of Policing with the Community, this annual update of the Policing Plan has been revised to reflect a strengthened emphasis on quality of service, partnership working and a focus on our policing priorities. 1.4 Policing with the Community is the defining culture of PSNI, where accountability, fairness, courtesy and respect, alongside decision making in collaboration with others becomes the norm. This culture reflects the unique challenges of the PSNI and the need for police and the community to deliver policing together. 1.5 Through partnership and engagement work with the community, Policing and Community Safety Partnerships (PCSPs) and other partner agencies, we want to improve the levels of confidence and satisfaction which you have with the service you receive from us. By establishing strong collaborative working practices, we will work in partnership to strengthen the quality of the engagement we have with you in order to deliver an excellent service to communities. 6 Keeping People Safe

8 1.6 The priorities set out in this Plan must also reflect the Long Term Objectives for Policing as set out by the Minister of Justice. The performance outcomes, indicators and measures are established to evaluate the success of the Chief Constable in meeting the policing objectives. 1.7 PSNI have carried out analysis on a range of issues and the Board has consulted a range of groups, and the findings of these have been drawn together as identified priorities for policing. At the heart of decision making related to setting priorities is the need to Keep People Safe through preventing crime, protecting communities and detecting offenders. 1.8 Setting priorities is critical to ensure the most effective and efficient use of finances, officers and staff, particularly in a climate of shrinking budgets and finite resources. If a crime or crime type is not specifically mentioned in this Plan, that does not mean that it is not important. The PSNI will continue to report to the Board on performance across all crime types, with the Chief Constable accountable for service delivery. 1.9 In addition to the targets and measures set in this Policing Plan, the Board has also made a number of recommendations in its Human Rights Reports and Thematic Reviews that are relevant to the delivery of the policing service to the community. These can be found on the Board s website at Keeping People Safe 7

9 Outcomes, Indicators and Measures set for Outcome Indicator Measure Improved confidence in policing Level of confidence in policing By 31 March 2016 to increase by 3% points the level of overall confidence in local policing. By 31 March 2016 the Board to establish a baseline for young people s confidence in policing. In partnership with the Board by 31 March 2016 to establish a baseline for measuring confidence in a selected number of areas of higher crime/social deprivation. By 31 March 2016 to evidence the mainstreaming of the Policing with the Community (PwC) ethos across PSNI through: 1) - Victim satisfaction - Citizen satisfaction - Local neighbourhood surveys (in conjunction with PCSPs); 2) Establishing a baseline which will facilitate the future assessment of the impact of PwC on local community engagement both qualitatively and quantitatively; 3) The evidence that the PwC ethos underpins and is evidenced in all personnel s Individual Performance Reviews and in all service policies, procedures, literature and publications forthwith; and 4) Independent evaluation of the PwC delivery plan looking at leadership, strategy and service delivery. By 31 March 2016 to monitor, report and develop measures to improve underrepresentation in terms of gender and community background in PSNI Departments. 8 Keeping People Safe

10 Outcome Indicator Measure Reduced antisocial behaviour Work with partners to reduce antisocial behaviour By 31 March 2016 to reduce the incidences of antisocial behaviour by 2% in partnership with PCSPs, the community and partner agencies. By 31 March 2016 to have carried out a pilot study to examine how PSNI address antisocial behaviour in areas of high crime/ social disadvantage; and by 31 March 2017 to implement 90% of recommendations identified in the pilot study. By 31 March 2016 to reduce the percentage 1 of people who perceive the level of antisocial behaviour 2 to be high in their local area in partnership with PCSPs, the community and partner agencies. 1 Statistically significant change in line with Programme for Government measure. 2 From April 2011 antisocial behaviour has been recorded in three categories which relate to the nature of the activity and the harm caused. The categories are Personal, Nuisance and Environmental. A brief explanation of each is listed below: - Personal is designed to identify ASB incidents that the caller, call-handler or anyone else perceives as either deliberately targeted at an individual or group or having an impact on an individual or group rather than the community at large. - Nuisance captures those incidents where an act, condition, thing or person causes trouble, annoyance, inconvenience, offence or suffering to the local community in general rather than to individual victims. - Environmental deals with the interface between people and places. It includes incidents where individuals and groups have an impact on their surroundings including natural, built and social environments. Some behaviours which people consider antisocial may involve criminal activity and, where this is the case, the police should be notified. PSNI have responsibility for motoring offences; drunken and rowdy behaviour in a public place; criminal damage; assaults; theft; intimidation; harassment; drug use/dealing; hate crime. (www.nidirect.gov.uk/tackling-anti-social-behaviour) Keeping People Safe 9

11 Outcome Indicator Measure Reduce harm caused by drugs and drug related criminality Reducing the harm caused by drugs To increase by 2% the number of drugs seizures compared to the number recorded for To increase by 2% points the outcome rate for drugs offences compared to the outcome rate recorded for Reduced levels of activity and harm caused by individuals or groups involved in organised crime The impact on serious and organised crime By 31 March 2016 to increase by 5% the number of organised crime groups whose activities have been frustrated, disrupted or dismantled. By 31 March 2016 to reduce activities and harm caused by organised crime groups involved in human exploitation. 3 The Board will hold the Chief Constable accountable for: 1) The establishment of the necessary Memorandums of Understanding (MOUs) between the PSNI and the National Crime Agency (NCA) by 30 June 2015; 2) The annual efficient and effective exercise of the MOUs between the PSNI and the NCA; and 3) Thereafter any authorisation of NCA operations in Northern Ireland until 31 March Trafficking in persons shall mean the recruitment, transportation, transfer, harbouring or receipt of persons, by means of the threat or use of force or other forms of coercion, of abduction, of fraud, of deception, of the abuse of power or of a position of vulnerability or of the giving or receiving of payments or benefits to achieve the consent of a person having control of another person, for the purpose of exploitation. Exploitation shall include sexual exploitation, forced labour or services, slavery/servitude or the removal of organs. 10 Keeping People Safe

12 Outcome Indicator Measure Improved quality of service Work with victims of crime to improve levels of confidence and to keep victims updated and informed on actions taken to investigate the crime By 31 March 2016 to increase by 5% the number of victims currently receiving an update within 10 days on actions being taken to investigate the crime compared to the number recorded for By 31 March 2016 to increase by 2% points the overall rate of outcomes achieved using a range of disposal methods compared to the outcome rate recorded for By 31 March 2016 to establish an Independent Advisory Group and produce a report in relation to police response to domestic incidents and by 31 March 2017 to have implemented 90% of recommendations identified in the report. Improved quality of service Treating people with courtesy, fairness and respect By 31 March 2016 to reduce by 2% the number of allegations of failure in duty compared to the number recorded for By 31 March 2016 to reduce by 2% the number of allegations of oppressive behaviour compared to the number recorded for By 31 March 2016 to reduce by 2% the number of allegations of incivility compared to the number recorded for Keeping People Safe 11

13 Outcome Indicator Measure Improved quality of service Work collaboratively to solve problems efficiently and effectively By 31 March 2016, in partnership with PCSPs, the community and stakeholders: 4 1) To reduce the number of violent crimes where alcohol is a factor by 2% compared to the number recorded for ; 2) To reduce the number of non-domestic violent crimes involving injury by 2% compared to the number recorded for ; and 3) To reduce the number of paramilitary style attacks by 2% compared to the number recorded for Improved service to vulnerable groups Service provided to vulnerable groups By 31 March 2016 to encourage increased reporting by victims of crime who are: Children and young people, particularly males aged 16-24; Looked after children; Older people; and People with a disability. To reduce the risk of harm to vulnerable missing persons including young people, (particularly looked after children) by bench marking the numbers and locations of persons reported missing from Health and Social Care establishments for and developing interagency plans to manage and reduce the risk to those persons. 5 By 31 March 2016 to establish a baseline to identify levels of cyber bullying in partnership with PCSPs and the Education Authority. 4 Each of these measures are to be included in PCSP Action Plans. 5 PSNI will work with the Partner agencies to set baselines in in respect of numbers of reports of missing persons. This will inform target setting in the Plan to effect a reduction in the numbers of persons reported missing. 12 Keeping People Safe

14 Outcome Indicator Measure Reducing crime and keeping people safe The number of crimes The number of domestic burglaries where older or other vulnerable people are victims The number of rural crimes By 31 March 2016 to decrease the number of crimes prioritised for reduction compared to the number recorded for By 31 March 2016 to increase reporting of the number of crimes with a domestic motivation by 3% compared to the number recorded for By 31 March 2016 to increase by 2% points the outcome rate for domestic burglary in which older persons are victims compared to the outcome rate recorded for By 31 March 2016 to reduce by 2% the number of domestic burglaries and robberies in which older persons are victims compared to the number recorded for the To reduce by 2% the number of crimes occurring in a rural area compared to the number recorded for Crimes in this category are those crimes which are victim-based crimes, but do not include sexual offences or crimes with domestic or hate motivation as these categories are measured at other relevant sections in the Plan. 7 Rural crime covers all burglary, robbery and theft offences occurring in the rural geographical areas based on an aggregation of settlement bands. It should be noted that not all agricultural crime (i.e. theft of property or vehicles stolen which have an agricultural link), will occur in a rural settlement. (Note that for reporting purposes, rural crime figures are currently only available through quarterly statistical reports.) Keeping People Safe 13

15 Outcome Indicator Measure Reduce the level of violent crime and improve the service provided to vulnerable groups The level of violent crime By 31 March 2016 an increase of 2% points in the outcome rate for rape crime compared to the outcome rate recorded for By 31 March 2016 an increase of 5% points in the outcome rate for crimes with a domestic motivation compared to the outcome rate recorded for Reduce crime and improve the service provided to vulnerable groups The level of hate crime 8 By 31 March 2016 an increase of 3% points in the outcome rate for sectarian hate crime compared to the outcome rate recorded for By 31 March 2016 an increase of 3% points in the outcome rate for homophobic hate crime compared to the outcome rate for By 31 March 2016 an increase of 3% points in the outcome rate for racist hate crime compared to the outcome rate recorded for By 31 March 2016 an increase of 3% points in the outcome rate for disability hate crime compared to the outcome rate for To increase the number of reports of hate crime by 3% compared to the number recorded in by encouraging victims to report. 8 For a definition of Hate crime please see 14 Keeping People Safe

16 Outcome Indicator Measure Reduce the number of road deaths and serious injuries The number of people killed or seriously injured in road collisions The number of children and young people killed or seriously injured in road collisions In partnership with other agencies, a reduction in the number of people killed in road collisions by at least 60% by In partnership with other agencies, a reduction in the number of people seriously injured in road collisions by 45% by In partnership with other agencies, a reduction in the number of children (0-15 years) killed or seriously injured in road collisions by at least 55% by In partnership with other agencies, a reduction in the number of young people (16-24 years) killed or seriously injured in road collisions by at least 55% by To report to the Board quarterly on PSNI s enforcement activity in respect of the following key causation factors in road traffic collisions, in support of the multi-agency 2020 Road Safety Strategy: Drink/Drug driving Speeding Mobile phone use Non-wearing of seatbelts Driving without insurance. Maintaining our operational capability whilst ensuring high standards of leadership, governance and stewardship Organisational efficiency and effectiveness By 31 March 2016 to reduce by 25%, the Average Working Days Lost (AWDL) for police officers in compared to the number recorded in By 31 March 2016 to reduce by 15%, Average Working Days Lost (AWDL) for police staff in compared to the number recorded in Baseline = average of figures from Road Safety Strategy to 2020 Keeping People Safe 15

17 Appendix 1 Strategies to support Service Delivery Strategy (to support Service Delivery) Brief Description NIPB Committee PSNI Governance Committee/Group Equality, Diversity & Good Relations The Equality, Diversity and Good Relations Strategy aims to increase trust, confidence and satisfaction in the Police Service of Northern Ireland, particularly among under-represented groups (see Page 7 of the Strategy Document) diversity good_relations_strategy.pdf Resources Strategic Diversity Steering Group Police Estate Implementation of the current Estate Strategy in support of the Policing Plan to provide adequate infrastructures in relation to Service First Business Model, District Policing needs whilst reflecting requirements for value for money, and sustainable Estate solutions Resources Business User Delivery Group Please contact PSNI if further information relating to this strategy is required. Procurement To ensure value for money and fit for purpose uniform, equipment, logistic and procurement services that will assist in achieving the Police Service s operational and organisational needs. Resources Business User Delivery Group Please contact PSNI if further information relating to this strategy is required. ICT ICS Branch provides ICT systems that support policing 24 hours a day, helping PSNI to keep people safe by policing with the community. ICS provides secure radio communications for local emergency services, and PSNI s mobile and network telecommunications, CCTV, video and IT systems. ICT Strategy delivers strong alignment between business needs and investment in powerful new capability, both in timeliness and money. strategy_2014_jan15_web.pdf Resources Business Users Delivery Group 16 Keeping People Safe

18 Strategy (to support Service Delivery) Brief Description NIPB Committee PSNI Governance Committee/Group Transport Ensuring that the Transport Service delivers an appropriate sized and cost effective fleet, focussing on maximising vehicle availability whilst minimising downtime Please contact PSNI if further information relating to this strategy is required. Resources Transport Delivery Group A diverse, representative and agile workforce that can meet current and future policing challenges; Human Resource policy and practice frameworks that support an engaged and flexible workforce; People A competent and skilled workforce with excellent leadership and management skills; Resources ServiceFirst Board A high performing workforce that evidences our Policing with the Community ethos and corporate performance standards; and A healthy and safe working environment. Please contact PSNI if further information relating to this strategy is required. Counter Terrorism Protecting the community from the threat and risk of harm caused by violent extremism through strategies and actions which address the local, national and international security situation. Performance A confidential hard copy update document is given to the Board for consideration of the relevant Committee twice per annum. Keeping People Safe 17

19 Appendix 2 ServiceFirst Continuous Improvement Projects Project Description Timeline Accountable Officer Policing with To formally embed Policing with the Phase1: Scope the ACC Service the Community Community as the PSNI culture and ethos. project Oct 2015 Improvement (PwC) Phase 2: Business Department Case Apr 2016 Review of To restructure and redesign local policing Phase 1: Area and ACC District Public to align with the new council structures District border Policing Administration under the RPA. The key aims are to: realignment and Command (RPA) Align Districts with councils and support management structures community planning; in place Oct 2015 Develop flexible operational models with Phase 2: systems surge capacity capable of living within realignment Apr 2016 current and future budgetary constraints; and Create economies of scale where possible. Review of To optimise the functions and processes of Phase 1: Project ACC Crime Crime Crime Operations Department and ensure scoping October 2015 Operations Operations alignment with other ServiceFirst projects, Phase 2: Demand Department Department such as RPA. analysis Apr 2016 Review of To optimise Operational Support Department Phase 1: Interim ACC Operational Operational to support and align with the new structures alignment with RPA Support Support under the RPA and the Review of Crime structures Oct 2015 Department Department Operations Department. Phase 2: Scoping of (OSD) review of future OSD arrangements Apr 2016 Review of To restructure and realign the Business Phase 1: Interim Director of Business Services functions to better support the realignment with new Finance and Services new structures under RPA, Crime structures Oct 2015 Support Services Operations Review and OSD reviews. Phase 2: Scope full To gain economies of scale where possible. re-structuring project Apr Keeping People Safe

20 Project Description Timeline Accountable Officer Workforce To optimise the Service workforce to Phase 1: Project ACC Human Optimisation maximise capacity, minimise demand and scoping October 2015 Resources optimise workforce balance from a Phase 2: Data Section 75 perspective. gathering and analysis Apr 2016 Custody To optimise Custody estate and healthcare Custody estate ACC Service Reform provision to ensure that it is fit for purpose closures to continue Improvement and sustainable. Apr 2016 Department Review of To review the Corporate Communications Phase1: Scope the Head of Corporate Department to improve the delivery of project June 2015 Corporate Communications internal and external messaging and enable Phase 2: Appoint Communications Department effective engagement and advocacy. external support Dec 2015 Phase 3: Business Case Apr 2016 Keeping People Safe 19

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