Force management statements APCC - Performance, Standards and - - PowerPoint PPT Presentation

APCC - Performance, Standards and Accountability September 2015

Force management statements

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HMIC, in consultation with police forces, the Police Professional Body and the Home Office, should establish a national template for a force management statement which should be published by each police force with its annual report. The force management statement should contain consistently presented, reliable data about the projected demands on the force in the short, medium and long terms, the force’s plans for meeting those demands, including its financial plans, and the steps it intends to take to improve the efficiency and economy with which it will maintain and develop its workforce and other assets, and discharge its obligations to the public. Each force management statement should also contain a report, with reasons,

• n the force’s performance in the last year against the projections made for

that year in the last force management statement. Thomas Winsor, 2011

Winsor Review: Recommendation 49

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• The FMS is intended to be a new, simpler and better system of

reporting on matters concerning the efficiency and effectiveness of the police.

• They are annual statements published by the Chief Constable

(or London equivalent) designed to improve and streamline the information which police forces produce for:

• their own management purposes, to ensure the highest practicable levels
• f efficiency and effectiveness;

and

• their accountability to local policing bodies, the Home Office, HMIC and
• ther public institutions and, of course, the public.

Sir Thomas Winsor, July 2015

Letter to PCCs / CCs

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• Each police force is part of a networked public service

that is responsible for producing and maintaining public safety.

• The sustainable production of public safety, both

physical and psychological safety, requires a variety

• f different assets to be brought together at different

times and in different places.

• This requires the organisation, coordination,

management, maintenance, and development of all assets including the most complicated assets – people who constitute the workforce.

The thinking: networks

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• The sometimes radical changes that individual forces

are making in response to having fewer [financial] resources have implications for the sustainable

• peration of the network (ie the reliable production

and maintenance of public safety).

• The many parties that interact with police or are

reliant upon police have a reciprocated need to know about the efficacy of the services provided by the police and any planned changes to both the service levels and arrangements for providing them.

The thinking: change

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• The FMS is analogous to the “network management

statements” that are required from the providers of networked services (eg transport, energy and water).

• These statements publically attest to the reliability of

services and are based upon an understanding of both the demands for service and the resources, workforce and assets that are available to supply them.

• They inform other parties about the current and future

state of the network.

Analogy: Network Management Statements

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• All well-managed enterprises need sound information

about

• 1) their resources, workforce, other assets
• 2) what they are required to do.
• Deficiencies in the coverage or quality of the

information impede sound decision-making

• leading to mistakes, inefficiency, and ineffectiveness.
• In the work of the police – which is public safety –

poor decision-making can have severe consequences.

Why are they necessary?

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• In each force management statement, the relevant

Chief Constable will set out what her or his force can be relied upon to contribute to public safety.

• Taken together, 43 management statements will

provide a detailed national picture.

The Statement

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TIMELINE

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Activity Establish working group Since July Establish Advisory group Since September Relationship with other governance arrangements / statements and risk register Since July Template scope and design By Sept EIP September - share and seek wider views on the template (TW Address) Sept 28/29 EIP September - share and seek wider views on the template (Workshop) Sept 28/29 Refine the FMS Sept to Dec 2015 Piloting of FMS By April 2016 PCC election May 2016 Implementation June 2016 PEEL Assessment published Feb 2017 FMSs April 2017

Indicative timeline...

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WORK SO FAR

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• As part of the PEEL Programme, each force will be

required to publish an annual assurance statement with standardised content in a standardised format

• The component parts will be:
• The demand it faces
• Appraisal of people and assets
• Financial resources
• Service plans
• Development plans
• Publication will follow the annual PEEL

Assessment.

The development of PEEL

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• Demand
• Anticipated for the next 12 to 48 months;
• Workforce (people) & Assets to service that demand:
• Capacity– how much work can they do?
• Capability – what is it they can do?
• Condition – fitness for purpose?
• Serviceability– what does it take to look after them?
• Resilience - do they cope with surges in demand?
• Performance – how well have they perform – track record?
• Plans
• Financial resources plan
• Service plan - performance (prospective) in response to the demands
• Development plan - people and assets to enable the service plan

They are a statement of:

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• NPoCC / CoP
• Strategic Policing Requirement
• National Policing Requirement
• MoRiLE
• CIPFA / NAO
• Annual Governance Statement
• Value for Money Statements

Linked Developments

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• Refine the template
• Identify sources of information
• Clarify how FMS will dovetail with other arrangements

/ developments

The work to do

APCC - Performance, Standards and Accountability September 2015

Force management statements