1. Art and Diseño

The Northern Ireland Policing
Board and The Police Service
of Northern Ireland
Policing Plan 2012-2015
Update for 2013/14
CHAIR’S FOREWORD
As Chair of the Northern Ireland Policing Board (the Board) I am pleased
to present the 2013/14 update to the 2012-2015 Policing Plan which
sets both annual and longer term objectives and priorities for policing in
Northern Ireland.
This plan provides a mechanism
for measuring the Police Service
of Northern Ireland’s (PSNI’s)
performance against the agreed
desired outcomes which are:
• Improved confidence in policing;
Brian Rea MBE JP
Chair
Northern Ireland Policing Board
• Reduced level of crime and
antisocial behaviour, fewer
road deaths and injuries and
fewer victims;
• Improved satisfaction with
the service you receive; and
• Vulnerable people are protected.
In setting this Plan the Board
believes we have put in place
a range of measures which are
both realistic and stretching,
in a framework which will allow
the PSNI to achieve best ever
performance across all areas
of the Plan. This has included
setting specific targets around
reducing crime and increasing
detections through appropriate
disposal methods.
Policing is an essential public
service and the community
is right to expect the highest
possible standards in service
delivery. The year ahead
brings significant challenges
for policing in Northern
Ireland including the ongoing
economic situation and the
need to oversee major events
such as the G8 Summit, the
UK City of Culture celebrations
and the World Police and
Fire Games. The Board is
cognisant of the pressures
that these (and other events)
will place on the PSNI budget,
but we are equally resolved to
ensure that front line policing
and policing with the community,
together with crime reductions
and detection, are consolidated
and improved upon.
We are also conscious of the
impact and cost of public
order policing and the ongoing
threat from paramilitary
groups in Northern Ireland.
The PSNI are working to
3
thwart the activities of these
minority groups and bring
offenders to justice. We
know that the actions of a
minority are unwarranted and
unwanted by the majority
and their activities have
simply deepened the resolve
and commitment of both
the Board and the PSNI to
ensure the delivery of an
effective, efficient and impartial
policing service to all in our
communities. At this time it
is important that the police
service receive community
support for the work they do
on our behalf.
Local people are an integral
part of the policing structures
in Northern Ireland through
the Policing and Community
Safety Partnerships (PCSPs)
and the Board would like to
recognise their input to the
development of this Plan. The
PCSPs are a valuable part
of the police accountability
mechanism whilst also working
in partnership with the PSNI
and other statutory and
voluntary agencies to deliver
community safety projects.
A good example of this in
this plan is the requirement
to reduce the proportion of
violent crimes where alcohol
is a contributory factor, which
will be taken forward through
a range of partnership initiatives
in each of the PCSPs.
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.
CHIEF CONSTABLE’S
FOREWORD
I am very pleased to endorse the 2013 update to the 2012-15 Policing Plan.
This plan sets out the joint aspirations that we and the Policing Board
have for policing in the coming years and contains the key programmes
and work that will underpin our efforts.
Matt Baggott CBE QPM
BA (Hons)
Chief Constable
Police Service of
Northern Ireland
The Plan is designed to improve
confidence in policing by
dealing with those things that
really matter. Through tackling
the most serious harm, whilst
also resolving local concerns
and improving the day to day
quality of our service, we will
continue the comprehensive
approach to public safety that
has already seen confidence
rise considerably.
Last year, with the Board, we
moved away from single year
planning and produced a plan
intended to last three years.
This has allowed the necessary
stability to implement reform,
whilst retaining sufficient
flexibility to tackle emerging
or unexpected threats to
public safety.
As we enter the second year
of the current plan I am
very pleased to report that
it is supporting and shaping
greater levels of performance.
Recorded crime is now at its
lowest level since 2002/03
when 142,496 crimes were
recorded. The risk of becoming
a victim of crime remains lower
in Northern Ireland (11.2%)
than in England and Wales
(21.3%). Burglary is now at
its lowest level since 2002/03
when 18,531 were recorded.
Road Deaths are at their
lowest level since records
began. Confidence in Policing
has reached its highest ratings
to date.
This performance was
achieved against a backdrop
of significant operational
demands and events. During
2012 PSNI played a lead role
in making occasions such
as the Olympic torch run
and Jubilee celebrations a
great success. At the same
time colleagues faced the
very serious disorder of late
summer and the violence
linked to flag protests.
We also continue to be mindful
5
of the environment in which
the Police Service operates
and the threat to officers that
sadly still exists. Our pursuit of
justice for those who engage
in paramilitary activity will
remain undiminished.
The PSNI has been at the
forefront of reform. We
continue to apply a great
degree of scrutiny to how we
spend public money. That
is why this Plan contains a
strong element of continuous
improvement. Our Service
First programme is focussed
upon delivering ever better
service in the most efficient
and cost effective manner.
We have continued to work
with Criminal Justice partners
to examine how we can
speed up justice and make
the experience of victims
better. The coming year will
see the further introduction
of Victim and Witness Care
Units, which I believe will be
groundbreaking in this regard.
2013 is a significant year for
Northern Ireland and the PSNI.
The eyes of the world will be
watching during the G8 Summit,
the World Police and Fire Games,
the City of Culture celebrations
and the Fleadh, allowing
Northern Ireland to showcase
what we have to offer.
We continue to share with the
Board the ambition to further
reduce crime. Having seen
crime reduce dramatically in
recent years that will not be a
simple task. However, we remain
resolute in our commitment to
achieve it. Recognising that
for some types of crime, such
as domestic violence, serious
offences, antisocial behaviour
and street level drug dealing,
which historically go under
reported, our challenge is
actually to encourage victims to
come forward and help us to
reduce the level of crime further.
Finally, I would encourage
you to study the detail of the
plan and take the opportunity
to make use of our new
crime mapping facility which
allows you to see the crimes
which are affecting your
neighbourhood. I and my
colleagues look forward to
working alongside members
of the Policing Board and, at
a local level, Policing and
Community Safety Partnerships,
as together we seek to meet
the joint ambitions of this plan.
INTRODUCTION
This is our 2013/14 annual update to the Policing
Plan for 2012-2015. The 2012-2015 plan sets
out our vision, the outcomes we want to achieve
and how we will achieve them. It is backed by
our ‘Policing Commitments’ and our long-term
strategy for policing with the community.
The main theme of the plan
is to improve community
confidence in policing by:
• Reducing the level of crime and disorder;
• Protecting people from harm;
• Improving how we deliver our service;
• Enhancing our engagement, consultation and involvement
with the community; and
• Developing how we work in partnership with other agencies.
The Police Service look forward
to continuing the progress
already made in delivering
these outcomes with our
colleagues on the Northern
Ireland Policing Board, in other
government agencies and with
the community of Northern
Ireland.
We identified the issues
we tackle in this plan after
wide-ranging and continuous
consultation with the
community and a professional
assessment of the major
policing issues facing Northern
Ireland, and by considering
best practice at home and
abroad. The plan is consistent
with the Minister of Justice’s
‘Long Term Objectives for
Policing’. The outcomes
we have identified reflect
the concerns you have
and the challenges we face.
There is no doubt that the
financial pressures on the
police budget are very real
and demanding. Over the next
few years we will have to put
into practice a wide range
of savings initiatives while
delivering value for money
and focusing our available
resources on the things that
matter most. You can find
details of how this plan will
be paid for in Appendix 3.
As well as this plan your
local police commander will
produce their own policing
plan which will concentrate
on the issues that matter to
you, in your neighbourhood.
These plans will include a
commitment to contribute to
your Policing and Community
Safety Partnership’s (PCSPs)
work in reducing the incidence
and impact of alcohol related
crime.
Progress to date
Since this current plan was launched in March 2012, we
have already achieved significant reductions in crime and
we will continue to work further to reduce crime, tackle
antisocial behaviour as well as making improvements to
how we deliver policing services.
For example:
• Crime is down by 2.5% and is at its’ lowest
level since current recording methods began
in 1998.
• Burglary is down by more than 9%.
• Violent Crime is down by more than 7%.
• Deaths on our roads are at their lowest level since records began in 1931.
However, we are only one year into our three
year plan and we will continue to work to further
reduce crime, tackle antisocial behaviour, to
make you safer and continue to improve our
services to you.
The following sections detail our desired
outcomes and how you can assess and
measure our progress towards them.
Additionally, you can find more comprehensive
reports on police performance on the following
website:
Police Service of Northern Ireland Statistics
You can also find information on policing in your
local area here:
• CrimeMapping
• Your Neighbourhood
7
CONFIDENCE
IN POLICING
Public confidence in our service is critical to
the success of policing in Northern Ireland.
By consistently delivering Personal, Professional
and Protective policing, we hope to see a further
rise in confidence levels, while also helping to
keep you safe from harm.
Outcome
Indicator
Measure
Improved confidence
in policing
Level of confidence
in policing
Increase the level of
confidence/satisfaction in
policing: The percentage of
people saying they strongly
agree/tend to agree that the
local police:
a) Can be relied on to be there when you need them.
b) Would treat you with respect if you had contact with them.
c) Treat everyone fairly regardless of who they are.
d) Can be relied on to deal with minor crimes.
e) Understand the issues that affect this community.
f) Are dealing with the things that matter to this community.
Overall Confidence in the
local Police
9
PERSONAL POLICING
Personal policing means dealing with those issues which affect you most
in your daily life and making sure that our service meets your needs as an
individual. Through consultations, you told us about a number of issues
which cause you most concern, including burglary, antisocial behaviour
and road safety.
How we will measure our success against these issues:
Outcome
Indicator
Measure
Reduced crime
and antisocial behaviour
The level of
overall crime
A continued reduction of 2%
in the level of overall crime.*
The number of antisocial
behaviour incidents
A reduction in the number of
antisocial behaviour incidents.
The percentage of people who
perceive the level of antisocial
behaviour to be high in their
local area
A reduction in the percentage
of people who perceive the
level of antisocial behaviour
to be high in their local area.
The number of burglaries
A continued reduction in the
number of burglaries.
A continued reduction in the
number of burglaries and
robberies where older people
are victims.
Reducing the harm caused by
drugs in local neighbourhoods
To support local PCSP
initiatives aimed at removing
drugs from the community
and reducing the harm caused
by drugs and report progress
to the Board.
How we will measure our success against these issues:
Outcome
Indicator
Measure
Reduced road deaths
and injuries
The number of 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 2020.1
In partnership with other
agencies, a reduction in the
number of people seriously
injured in road collisions by
45% by 2020.1
The number of children
and younger people
killed or seriously injured
in road collisions
In partnership with other
agencies, a reduction in the
number of children (0-15yrs)
killed or seriously injured in
road collisions by at least
55% by 2020.1
In partnership with other
agencies, a reduction in the
number of young people
(16-24yrs) killed or seriously
injured in road collisions by at
least 55% by 2020.1
Crime Outcomes
The rate of crime
outcomes achieved
To increase by 3 percentage
points* the overall rate of
crime outcomes achieved by
use of a variety of appropriate
disposal methods including:
- Offender Charged
or summonsed.
- Offender Cautioned.
- Other Offences taken
into consideration.
- Penalty notice for
disorder issued.
- Discretionary Disposal
administered by police.
1 Baseline – average of 2004-2008 figures. From Road Safety Strategy to 2020.
* by 31st March 2015
11
PROFESSIONAL
POLICING
Professional Policing means providing an excellent service to communities.
It is about being visible, available and responsive to the needs of all, getting
things right first time and focusing on winning the trust and confidence of
the people we serve. It also relates to managing our budget whilst managing
the impact of cuts on services which matter the most.
How we will measure our success against these issues:
Outcome
Indicator
Measure
Continued implementation
of the Policing with the
Community Strategy
High Quality of Service
Increased use of Discretionary
Disposals.
Commitments 4, 5, 9 &10
Effective Community
Engagement
Commitments 2 & 3
Effective Joint Problem Solving
Progress on reducing alcohol
related violent crime (PCSPs).
Tackling Crime and Protecting
the Public
Report on recorded crime and
antisocial behaviour statistics.
Targeted Patrolling Activities
Commitment 7 – Supported
by LOCATE initiative when fully
implemented.
How we will measure our success against these issues:
Outcome
Indicator
Measure
Continued implementation
of the Policing with the
Community Strategy
Treating People Fairly
and With Respect
Continued reductions in the
levels of allegations of Incivility,
Oppressive Behaviour and
Failure in Duty.
Commitment 1
Maintaining our operational
capability whilst ensuring
high standards of leadership,
governance and stewardship.
Providing Information to
the Community
Commitment 6
Financial Planning
• Achieve a balanced budget for the 2013/14 Financial Year.
• Carry out costed scenarios and resilience review.
• Agree the Medium Term Resource Plan to 2016/17.
• Submit Annual Accounts for 2012/13 with audit clearance by June 2013.
Organisational efficiency
and effectiveness
• A further increase in the proportion of police officers deployed on frontline operational duty.*
• A further increase in the
amount of time spent by officers on patrol.
• Continued implementation of key supporting strategies (See Appendix 1).
• Report on progress against
The Service First Strategy.
Continuous Improvement
See Appendix 2
*The police front line comprises those who are in everyday contact with the public and who directly intervene to keep people safe and enforce the law.
13
PROTECTIVE
POLICING
Police officers and staff protect people. We seek to ensure that you are
safe from the threats and risks to your safety posed by organised crime,
terrorism and violent crime. We also recognise that we must improve our
service to victims of crime, in particular the most vulnerable in society.
How we will measure our success against these issues:
Outcome
Indicator
Measure
Reduced harm caused by
organised crime
The impact on
organised crime
Demonstrate progress in
tackling organised crime
by reporting on:
• The number of organised crime gangs frustrated disrupted and dismantled;
• The actions taken to reduce the harm caused by human exploitation; and
• The actions taken to reduce the harm caused by drugs.
To increase:
• The number of financial interventions into criminal finances; and
• The amount recovered
by interventions.
Reduced level of violent crime
The level of violent crime
A reduction in the number of
non-domestic violent crimes
involving injury.
How we will measure our success against these issues:
Outcome
Indicator
Measure
Reduced proportion of
violent crime where alcohol
consumption is a
contributory factor
The proportion of violent
crimes recorded where alcohol
is a contributory factor
To support PCSPs in delivering
a reduction in the proportion
of violent crimes where alcohol
is a contributory factor and
report progress to the Board.
Improved service to
vulnerable groups
Service provided to
vulnerable groups
To improve the quality of
engagement with, and service
provided to the following
groups:
- Children and Young People, in particular males aged
16-24 and Children in care.
- Older People.2
- Victims of Domestic Abuse.
- Victims of Hate Crime.
- Victims of Serious
Sexual Crime.
Enhanced confidence and
reassurance to the public
through our response to risk
and harm
• Serious Crime
• Critical Incidents
• Civil Contingencies
• Public Order
• Public Protection Arrangements for
Northern Ireland
• Police Action
Against Drugs
2 ‘Older person’ means a person aged 60 or over.
(Sec 25 Commissioner for Older People (Northern Ireland) Act 2011)
Provide an Annual report and
assessment of threat to the
Policing Board.
15
Appendix 1 - Strategies to Support Service Delivery
Strategy
Brief Description
Equality, Diversity and
Good Relations
The Equality, Diversity and Good Relations Strategy aims to
put fairness and respect for all individuals, regardless of their
differences, at the heart of policing.
The Police Estate
Review the Estates related costs focusing on the recent Estate
Review and forthcoming re-procurement of the core Property
Management contract in order to identify cost savings and
processes for improved efficiencies.
Procurement Strategy
To ensure value for money and fit for purpose processes that will
assist in achieving the Chief Constable’s strategic principles of
Personal, Professional and Protective policing.
Information and
Communications
Technologies (ICT) Strategy
The main areas of focus for the ICT Strategy are as follows:
-
Business Alignment – Information and Communications Services (ICS) will support the delivery of the
Policing Plan objectives, underpinning the delivery of targets for Personal, Professional and Protective Policing. ICS will support the delivery of the Police Service’s workforce modernisation agenda, delivering professional products
and services, whilst supporting the realisation of corporate business architecture.
-
Service driven – ICS will improve how it connects service provision to the needs of the business, focusing
and consolidating service provision around what is important to the Police Service.
- Agility – ICS will improve responsiveness when delivering
what is important to the business.
- Lowering of our fixed costs – ICS will drive forward a cost reduction for ICT service provision.
Transport
Options for alternative methods of service provision and
processes giving rise to cost savings and/or improved
Transport service provision.
People Strategy
The People Strategy has 4 declared outcomes:1.A workforce which is reflective of the society the PSNI serves, distributed and deployed to deliver the Strategic Principles;
2.A workforce with the skills and experience necessary
to deliver the Strategic Principles;
3.A workforce which feels valued and motivated to deliver
the Strategic Principles; and
4.A value for money policing service is delivered.
Counter Terrorism
Strategy
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.
17
PRIORITY INITIATIVES
FOR CONTINUOUS
IMPROVEMENT
PROJECTS
As well as monthly reports and statistical information on levels of crime,
antisocial behaviour and collisions on the road, the Board will receive
regular reports on the following initiatives and strategies we have in
place to continuously improve our service. We will also be inspected by
oversight bodies and will actively consider any recommendations from
those inspections.
Explanation of strands of Policing:
Personal
Professional
Protective
Personal policing means
dealing with issues which
affect you in your daily life.
Success in this strand of
policing will mean a reduction
in antisocial behaviour
incidents, a reduction in
overall crime and fewer
people killed or seriously
injured on our roads.
Professional policing means
providing an excellent
service to communities
by being visible, available
and responsive. We want
to improve the level of
satisfaction you feel with the
service you receive from us.
Success in this strand of
policing will mean that we
continue to progress our
Policing with the Community
2020 Strategy and maintain
focus on our Policing
Commitments. We will also
focus on delivering value
for money and reducing
bureaucracy.
Protective policing means that
we want to make sure that
you are safe from harm, risk
or threat. Our aim is to ensure
that you are protected from
the risks and threats to your
safety posed by organised
and violent criminals. We
must also ensure that we
continue to protect the most
vulnerable in our society. We
also recognise that the effect
of alcohol on crime is a cause
for concern. Success in this
strand of policing will mean
reduced levels of violent crime,
and an increase in the impact
we make on organised crime
gangs. We will also work with
the Policing and Community
Safety Partnerships (PCSPs)
to reduce the harm caused
by alcohol-related crime.
Appendix 2 - Continuous Improvement*/Efficiency Projects (Revised 2013)
Projects
Brief description:
What we aim to achieve
Strand of
Policing
Timeline
1. Service First:
Victim and Witness Care
Building on the establishment of
a pilot Victim and Witness Care
Unit (VWCU) covering Laganside
Magistrates & Youth Courts and
County Court Appeals, the Police
Service of Northern Ireland is fully
committed to working in partnership
with the Public Prosecution Service
(PPS) to deliver full roll out of a
VWCU across Northern Ireland. The
Unit, staffed by a blended team of
PPS and PSNI staff provides a single
point of contact for victims and
witnesses.
Professional
December 2013
Protective
19
The creation of Victim and Witness
Care Units will improve the
experience of victims and witnesses,
lead to an increase in the attendance
rates of prosecution witnesses and
assist in securing best evidence
thereby avoiding delays and
unnecessary adjournments. Other
positive intended outcomes include
increasing public confidence in the
Criminal Justice System and freeing
up police officers from administrative
tasks and unnecessary court
attendance.
2. Service First:
CSI
Attendance
To improve the prioritisation of
workload and productivity within
Crime Scene Investigators (CSI),
coupled with a thorough focus on
achieving positive outcomes, which
will enable a consistent level of
service to be maintained with
fewer resources.
Professional
3.Service First: Forensic Processing
To improve the prioritisation of
workload and productivity of forensic
processing teams, through structured
investigative planning and effective
task management in line with
investigative outcomes. This will
enable a consistent level of service to
be maintained with fewer resources.
Professional
March 2014
Protective
March 2014
*The continuous improvement projects are each subject to a successful business case being accepted, and may not
proceed if the business case is not approved.
Projects
Brief description:
What we aim to achieve
Strand of
Policing
Timeline
4. Service First: Intelligence
To ensure that there are effective and
cost-efficient processes in place to
manage intelligence within, and on
behalf of the PSNI and to ensure that
there is a performance management
framework capable of reflecting the
governance arrangements.
Professional
March 2014
5. Service First: Human Resources (HR)
Centralisation of district and
department based HR teams and
implementation of standardised
processes and governance will result
in consistent delivery of HR services
with fewer resources. Consideration
of shared services models for noncore transactional processes may
deliver further efficiencies.
Professional
January 2014
6.Service First: Workforce Optimisation/
Back Office
Optimisation of the workforce mix
in middle and back office functions
will ensure that services are
delivered by the most appropriate
and cost-efficient resource and
allow redeployment of police officer
capacity to front line duties. This
project will be an amalgam of PSNI
existing 2012 Modernising the
workforce project and Workforce
optimisation project.
Professional
March 2015
7.
Operational Policing Model
Support Projects
7a. Service First: Call handling
To improve productivity in call
handling, by better matching
shifts to demand and through
robust performance management,
will enable calls to be dealt with
sooner and enhance the quality of
service given at the first point of
contact. This is critical to managing
public expectations and building
confidence in the police as well as
delivering operational performance
outcomes.
Professional
March 2015
Protective
Appendix 2 - Continuous Improvement/Efficiency Projects (Revised 2013)
Projects
Brief description:
What we aim to achieve
Strand of
Policing
Timeline
7b. Service First: Attendance at Calls
To restructure attendance processes
and re-training call handlers and first
responders to manage demand in
a more structured and efficient way
will drive improvements in customer
satisfaction and engagement and
coupled with reduced resource
levels.
Professional
March 2014
7c. Service First: Volume Crime Investigation
The implementation of a consistent
crime screening process, coupled
with consideration of community
engagement factors, will result in
investigative effort being focused
most appropriately, maximising
investigative outcomes and
delivering efficiencies within core
investigative functions. Using the
most appropriate resource with the
skills and capacity to investigate
crime will improve investigative
timelines. This will impact positively
on customer satisfaction.
Personal
7d. Service First: Duties Management
To explore the opportunity to reduce
overtime whilst not directly impacting
on performance. Better planning
and more dynamic forecasting
of resource needs will allow
performance to be maintained with
less overtime cost incurred.
Personal
8.Service First: Firearms
and Roads
Policing
To amalgamate firearms and roads
policing units which will maintain
current levels of resilience to respond
to firearms incidents, whilst making
most effective use of downtime. This
will release resource capacity for
reinvestment or redeployment in line
with operational priorities.
Personal
Personal
March 2014
Protective
November 2013
Professional
Protective
March 2014
21
Current Continuous
Improvement projects
rolling over into 2013-2014
Scope of Project
Strand of
Policing
Timeline
9. Custody Provision –
Custody Suite Estate
To provide an optimal solution
for Custody facilities across
the PSNI estate, which will fulfil
the needs of service delivery in
terms of areas of high numbers
of arrests, whilst maximising
efficiencies through a reduced
number of suites. Larger
capacity suites will reduce staff
levels required to ensure the
welfare and safety of detained
persons.
Professional
March 2015
10. Custody Provision - Healthcare
To focus on enhancing current
custody healthcare services,
in addition to developing
pathways to external support
services. To put in place and
ensure effective forensic
medical services are in place
within the Sexual Assault
Referral Centre (SARC).
Professional
March 2014
11.New Public
Services College
To progress the completion of
the Public Services College.
Professional
May 2016
12. Reducing Offending in Partnership Programme
Working with key partners
to fully implement the three
strands of the Reducing in
Partnership Programme;
Prevent and Deter, Catch &
Control and Rehabilitate and
Resettle.
Personal
March 2014
Appendix 2 - Continuous Improvement/Efficiency Projects (Revised 2013)
Current Continuous
Improvement projects
rolling over into 2013-2014
Scope of
Project
Strand of
Policing
Timeline
13. Reviewing the Operational Policing Model (including Demand Modelling)
This consists of 3 workstreams:
Personal
March 2014
- Define a District Policing
Model for NPT, Response &
CID (roles & responsibilities,
demand profiling, standardise
structures, tasking &
coordination);
Professional
Protective
23
- Skills Development
(professional development,
investigative processes, district
training needs); and
- Public Protection Units (PPU
processes, risk management).
In addition, Demand Modelling
will be conducted by an
external service provider.
14.LOCATE
LOCATE is a Resource
Management and Decision
Support System (RMDSS)
which will support the
principles of Policing with the
Community by enhancing our
engagement, partnership and
service delivery. Through the
use of tracking technology
it will enable the PSNI to
significantly improve the
efficiency of its response and
visibility. Operational resources
will not only be deployed and
managed in accordance with
calls for service but also local
community priorities and
National Intelligence Model
analysis. This will be achieved
by providing the PSNI with an
enhanced capability to allocate
its resources in accordance
with demand and community
expectations and will provide
the community with greater
oversight and confidence in
police operational activity.
Personal
Professional
March 2014
Appendix 3 - Paying for the plan
Introduction
The Chief Constable has a responsibility to manage resources within the available budget and to
deliver the agreed efficiency programme. As a result, the Director of Finance & Support Services
issues monthly financial reports to the Service Executive Team and the Policing Board to monitor
progress throughout the year.
Resource Expenditure
An analysis of the planned resource expenditure for 2013/14 is shown in the chart below:
Police Service of Northern Ireland Resource Budget 2013/14
£m
%
Police staff pay
86.3
7.7
Police officer pay
404.6
36.2
Managed Service
20.9
1.9
Incidental expenses
45.1
4.0
Transport costs
15.4
1.4
Telecomms & Technology
39.3
3.5
Travel & Subsistence
7.1
0.6
Accomodation services
43.5
3.9
Supplies
12.8
1.1
HET costs
6.5
0.6
Non cash costs
39.0
3.5
Cash Payment of Provisions
51.7
4.6
Security Funding
46.4
4.2
Pension costs
299.4
26.8
Gross Resource Expenditure
Less Receipts
Net Resource Expenditure
1118.0
(5.0)
1113.0
100
Appendix 3 - Paying for the plan
Capital Expenditure
An analysis of the capital budget for 2013/14 is shown in the chart below:
25
Police Service of Northern Ireland Capital Budget 2013/14
£m
%
Transport
4.1
6.4
Telecomms & Technology
6.6
10.4
Accomodation Services
11.7
18.4
Miscellaneous
0.7
1.1
Training College
19.7
30.9
Security Funding
20.9
32.8
Gross Capital Expenditure
Less Receipts
Net Capital Expenditure
63.7
(1.5)
62.2
100
Annual Report & Accounts
The audited Annual Report & Accounts for the year ended 31 March 2014 will be published by
30 June 2014.
Appendix 4
Training Assessment for Police Officers and Staff (The Training Strategy)
The function of the Training and
Development Branch is to support the
delivery of operational policing. It does
this by ensuring that all officers and staff
have the required skills, knowledge and
understanding to be able to perform their
roles effectively.
To achieve this, the Training and
Development Strategy and Business plan
supports the Northern Ireland Policing
Plan and the Policing with the Community
2020 Strategy and is aligned to the three
critical activities of Engagement, Service
Delivery and Partnerships. The key
challenges in this Strategy & Business
Plan cycle continue to be the transition
to the new Public Services College at
Desertcreat, County Tyrone, now planned
to take place in May 2016, and managing
the impact of financial pressures.
Training strategy and business is also
informed by reviews and reports carried
out by academic and community groups,
whose responsibility it is to hold the
police service to account and our own
internal audits and surveys. From this,
we have identified that over the period
of this plan we must further embed a
culture of service excellence within a
human rights based policing service
whose core style is personal, professional
and protective, delivering community
trust and confidence while demonstrating
value for money.
The area of leadership and management
are high priority to ensure that leaders,
managers and supervisors are properly
equipped to lead people, manage
resources as well as to account for and
be accountable in providing a consistent,
high quality and value for money service
to the public of Northern Ireland. In this
respect the Training and Development
strategy also complements and supports
the Human Resources People Strategy
in providing training to support the
role out of the Individual Performance
Review (IPR), recruitment and retention
of people, staff development and wider
engagement.
Key elements of the Strategy and
Business Plan are:
• Leadership including Coaching
and Mentoring.
• Resource utilisation and productivity.
• Demand Management.
• Service Excellence.
• Training to match operational need.
• Transition to the new Public Services
College and future planning.
• Value for Money.
• Engagement with external partners
and agencies.
Notes
27
Northern Ireland Policing Board
Online Format
Waterside Tower
31 Clarendon Road
Clarendon Dock
Belfast BT1 3BG
This document is available in PDF format
from our website.
Tel: 028 9040 8500 Fax: 028 9040 8544
Textphone: 028 9052 7668
Email: [email protected]
Website: www.nipolicingboard.org.uk
Facebook: www.facebook.com/policingboard
Twitter: @nipolicingboard
Document Title
Published March 2013
This document may also be made available
upon request in alternative formats or languages.
Requests for alternative formats should be made
to the Northern Ireland Policing Board.
Disclaimer
The Northern Ireland Policing Board and
The Police Service of Northern Ireland
Policing Plan 2012-2015 - update for 2013/14.
While every effort has been made to ensure the
accuracy of the information contained in this
document, the Northern Ireland Policing Board will
not be held liable for any inaccuracies that may be
contained within.
Copyright ©Northern Ireland Policing Board
Connect with us: www.nipolicingboard.org.uk