Policy and Strategy in a Disciplined Service DCC Paul Minton National Policing Improvement Agency 11th March 2011 H

1. www.npia.police.uk Policy and Strategy in a Disciplined Service DCC Paul Minton National Policing Improvement Agency 11th March 2011 High Potential Development Scheme Module includes important elements of theory I�m now the novelty practical act! I didn�t chose the title!! This session will be about our working context and some practical realities � in the national policing environment Fascinating time to be operating at the national level of British policing And never before has clear strategic thinking and action been more important to the police service and to the public. While this session is about how you make big change happen in the Service � the critical underpinnings remain: The focus on public service, values and ethics � the reason why you and I joined and the oath we took when doing so; we must not lose sight of that as we seek to keep pace with these fast changing social, political, economic and technological times.Module includes important elements of theory I�m now the novelty practical act! I didn�t chose the title!! This session will be about our working context and some practical realities � in the national policing environment Fascinating time to be operating at the national level of British policing And never before has clear strategic thinking and action been more important to the police service and to the public. While this session is about how you make big change happen in the Service � the critical underpinnings remain: The focus on public service, values and ethics � the reason why you and I joined and the oath we took when doing so; we must not lose sight of that as we seek to keep pace with these fast changing social, political, economic and technological times.

2. Today From Theory to Practice �Policy�, �Strategy� and �Disciplined� The Operating Context Is Policing Organised to Deliver? Case Studies Conclusion Not going to speak for 90 minutes! You are going to help me�.. Will be exploring some of the practical realities of arriving at strategy/policy and getting from the big idea to change on the ground In order that you can help me, I�m going to try and understand what we mean by the title of this session This requires also a quick resume of the current context for policing I also want to touch on some harsh realities about the way in which policing in England and Wales is organised and what that means for national policy and strategy Then we get to the bit where you have a go at some real-life examples � you get to be the poor benighted ACPO officer who�s got to make some progress on a big strategic issue [along with your day job] Finally, we�ll take a look at some whether this stuff is going to get easier or harder in the new world Not going to speak for 90 minutes! You are going to help me�.. Will be exploring some of the practical realities of arriving at strategy/policy and getting from the big idea to change on the ground In order that you can help me, I�m going to try and understand what we mean by the title of this session This requires also a quick resume of the current context for policing I also want to touch on some harsh realities about the way in which policing in England and Wales is organised and what that means for national policy and strategy Then we get to the bit where you have a go at some real-life examples � you get to be the poor benighted ACPO officer who�s got to make some progress on a big strategic issue [along with your day job] Finally, we�ll take a look at some whether this stuff is going to get easier or harder in the new world

3. �Policy�, �Strategy� and �Disciplined� Role of the Police What �policy and strategy� are we talking about? What does �disciplined� mean? Need to understand what our role is to be in making policy and strategy, and what we mean by disciplined Obviously we�re here to apply law made by elected Executive, that includes Regulations and Codes of Practice And to be answerable to the law Probably important that we provide a coherent professional view to those Governing us on what Govt policy/law would be effective � preferably on an evidence base to avoid over reliance on the �voice of experience� Clearly though � there is a fine line between influencing and lobbying [90 days etc.] There is no clear framework or mandate that falls to ACPO [or anyone else for that matter] to develop policy and strategy that joins up national policing at the level below the Executive � but that is what is done by ACPO in the absence of a national policing structure. Accepting that this activity is �custom and practice� rather than constitutional in that quaint old British fashion � what policy and strategy are we talking about? When is national direction setting and consistency valuable, and when does it merely add a burden [80 page cycle manual] or interfere with local delivery Where is the line now between what Govt do and what the Service does for itself? Disciplined? What does that mean in the context of the way British Policing is organised? How do you achieve sign-up to a strategy or policy across 43 chief constables whose primary duty is to the local and their police authority � where issues, context, history, culture, investment, infrastructure, needs and priorities differ? How do you cater for GMP and Wiltshire? And even when you�ve sorted all that out in this �disciplined service�, what about the other people who have an interest, e.g. the Federation who have a legitimate reason for taking a different view There is a whole thesis in these three words as applied to policing in England and Wales � to stay sane, stick with �who owns the problem and the solution�, �what are we trying to achieve�, �what is the need�, �why national and not local�, �what is the evidence base and business case�; what will actually stand any chance of delivering? Need to understand what our role is to be in making policy and strategy, and what we mean by disciplined Obviously we�re here to apply law made by elected Executive, that includes Regulations and Codes of Practice And to be answerable to the law Probably important that we provide a coherent professional view to those Governing us on what Govt policy/law would be effective � preferably on an evidence base to avoid over reliance on the �voice of experience� Clearly though � there is a fine line between influencing and lobbying [90 days etc.] There is no clear framework or mandate that falls to ACPO [or anyone else for that matter] to develop policy and strategy that joins up national policing at the level below the Executive � but that is what is done by ACPO in the absence of a national policing structure. Accepting that this activity is �custom and practice� rather than constitutional in that quaint old British fashion � what policy and strategy are we talking about? When is national direction setting and consistency valuable, and when does it merely add a burden [80 page cycle manual] or interfere with local delivery Where is the line now between what Govt do and what the Service does for itself? Disciplined? What does that mean in the context of the way British Policing is organised? How do you achieve sign-up to a strategy or policy across 43 chief constables whose primary duty is to the local and their police authority � where issues, context, history, culture, investment, infrastructure, needs and priorities differ? How do you cater for GMP and Wiltshire? And even when you�ve sorted all that out in this �disciplined service�, what about the other people who have an interest, e.g. the Federation who have a legitimate reason for taking a different view There is a whole thesis in these three words as applied to policing in England and Wales � to stay sane, stick with �who owns the problem and the solution�, �what are we trying to achieve�, �what is the need�, �why national and not local�, �what is the evidence base and business case�; what will actually stand any chance of delivering?

4. www.npia.police.uk The Operating Context Changing role of Govt Deficit reduction and VfM Local accountability Streamlined national police landscape Privacy and security Reducing bureaucracy Risk and decision-making Public participation (eg, private sector partnerships, Big Society) Surviving, thriving and shaping the future The context of reform is important You will all be familiar with the landscape � some of which is fleshed out in this slide � [expand briefly] To pick out one or two main points that are particularly relevant: Govt has changed fundamentally in terms of its approach � Big Govt to Big Society. Importance of the local, of democratic accountability and public engagement in the decision-making process The overall framework within which we are to operate is unclear � how much will be in an SPR? How much central direction/mandation will there be � e.g. in respect of issues such as collaboration? How are PCC�s going to play into this in terms of pushing back against national policy and strategy that appears to constrain them? Where the balance ends up resting between the national and the local will be key to this. Can we, as a Service, shape up to the task of reducing self-imposed bureaucracy - leaving our reliance on and love for procedure behind, enabling discretion and risk management? The context of reform is important You will all be familiar with the landscape � some of which is fleshed out in this slide � [expand briefly] To pick out one or two main points that are particularly relevant: Govt has changed fundamentally in terms of its approach � Big Govt to Big Society. Importance of the local, of democratic accountability and public engagement in the decision-making process The overall framework within which we are to operate is unclear � how much will be in an SPR? How much central direction/mandation will there be � e.g. in respect of issues such as collaboration? How are PCC�s going to play into this in terms of pushing back against national policy and strategy that appears to constrain them? Where the balance ends up resting between the national and the local will be key to this. Can we, as a Service, shape up to the task of reducing self-imposed bureaucracy - leaving our reliance on and love for procedure behind, enabling discretion and risk management?

5. How match fit is policing? Role of Govt Tripartite ACPO � what is it, why is it and what difference can it make? National capability to assist Turning strategy/policy into action I�ve talked about the changing role of Govt The tripartite in its current form is dying � APA is already in its death throes Police Authorities � got a really important role to play in the coming year � 2 years of the spending review period, managing the transition to PCC�s � but the reality of the engagement will vary significantly Home Office � officials struggling to adjust to change in Govt [big idea � delivery] and dealing with their own reductions I want though to dwell on ACPO for a few moments: Band of volunteers Limited company � opaque and unsatisfactory arrangement No central capability Government suspicion Funding crisis Complicated business area arrangements, governance through Cabinet and Council � decisions from which any individual chief can derogate Even if chief�s sign-up, police authorities may have a different view! The only real dedicated national capability that currently exists to support this activity is the NPIA � there is no clarity as to where this will come from in the future Finally, when you�ve got through all this, you�ve agreed the strategy or policy � you leave it and move on to the next thing. Was is delivered on the ground? Did it deliver the intended benefits? Do we still need it? I�ve talked about the changing role of Govt The tripartite in its current form is dying � APA is already in its death throes Police Authorities � got a really important role to play in the coming year � 2 years of the spending review period, managing the transition to PCC�s � but the reality of the engagement will vary significantly Home Office � officials struggling to adjust to change in Govt [big idea � delivery] and dealing with their own reductions I want though to dwell on ACPO for a few moments: Band of volunteers Limited company � opaque and unsatisfactory arrangement No central capability Government suspicion Funding crisis Complicated business area arrangements, governance through Cabinet and Council � decisions from which any individual chief can derogate Even if chief�s sign-up, police authorities may have a different view! The only real dedicated national capability that currently exists to support this activity is the NPIA � there is no clarity as to where this will come from in the future Finally, when you�ve got through all this, you�ve agreed the strategy or policy � you leave it and move on to the next thing. Was is delivered on the ground? Did it deliver the intended benefits? Do we still need it?

6. Case Study Exercise TASK 7 Groups 1 Case study each Consider the Context and the current policing landscape - Apply to your case study [20 minutes] Answer the 3 questions Plenary report back on case study [15 minutes � no more than 2 minutes per group]

7. Case Study A: Information Services1 Estimate police ICT costs approximately �1.4 billion a year, around 10 percent of the total annual spend on policing - �400m to maintain 2,000 locally managed force applications - �700m to run each force�s own network infrastructure - �300m in additional operating cost (including staffing costs) Estimated 5,000 FTEs in 2009/10 employed to develop and maintain systems (both Force and NPIA staff) Combination of local and national services (eg, Ident, ViSOR, NDNAD) and national partnerships/outsourced services (eg, Airwave, PND) Traditional solutions to police needs have been technology and systems based rather than focussed on services and business processes. Complex, costly and risky delivery model Fragmented and inefficient governance Overlapping systems and services

8. Case Study B: Air Support1 31 Air Support Units in England & Wales operating 33 aircraft Costs �63.5 Million a year to deliver (upward trend) - Approximately �2,000 per flying hour to operate (average) Huge variation in costs from force to force Fleet comprises mixture of owned and leased aircraft with a range of aircraft type and operational capability - Lifespan of an aircraft typically 10 years Impact of air support is less than it could be - Use of aircraft varies significantly from force to force and is restricted by artificial force boundaries (�glass walls�) Inflexible to meet changing demands of the police service (eg, CT) Options for hosting a national air support service in the new landscape are - National Crime Agency, lead force, ACPO (or its successor), government company (�GoCo�), Home Office, police IT company, 100% outsourced to private sector

9. Case Study C: Science & Innovation1 A proud police record on science but Limited evidence about what works in policing including the return on investment and relative value of interventions Complex delivery landscape for police science (includes forces, Research councils, universities, Home Office, private sector) UK research Councils alone invest �3 billion in research across all scientific disciplines but we know little of how and where this contributes to policing. Poor and uncoordinated partnerships with academic and private sector with no clear articulation of police needs or future markets � so little investment in meeting police needs Duplicated procurements and lost opportunities to capitalise on collective buying power. Criminal innovation includes challenges of globalisation, offending across force and international boundaries, use of technology to facilitate offending and complexity of serious and organised crime networks. Public confidence in the police and criminal justice system use of science presents challenges including balancing privacy and security and managing public expectation Proud police record on science: Links between the police and the research and academic community have helped to increase evidence about policing � led to new strategies of crime prevention and control (such as problem orientated policing and hot spots policing), Crime analysis .The support and advice provided to victims owes much to research into the nature of victimisation and offending. Criminal investigation and the presentation of evidence in court has been altered by major developments in forensic science (fingerprints, footmarks, DNA, crime mapping, behavioural science and offender profiling) Development of Neighbourhood policing has been based on research evidence But overall, evidence of �what works� in policing is less developed than some public services, especially health. Also, funding for social science has historically focused on understanding criminal offending and its sociological aspects rather than on developing understanding of the effectiveness of police responses which can be applied to real world policing problems. There is a complex delivery landscape for police science which includes all in police service, Home Office (HOSDB), Research Councils, Technology Strategy Board, universities, industry. The finite resources available for research and development need to be directed to where they will have the biggest impact. To support cost-effectiveness and to drive future improvement, we need a systematic approach to science and innovation so that decisions about investments and interventions deliver the best public outcomes; The story so far we all know the importance of partnership. The financial price for poor partnership is high. It includes duplicated procurements for the same capability, followed by multiple sets of supplier-management costs; lost opportunities to capitalise on our collective buying power and authority. Partners in the private sector and research community need a clear, persuasive prospect for future markets to provoke investment in meeting police needs. Criminal innovation includes the challenges presented by globalisation and offending across force and international boundaries, the use of technology to facilitate offending and the complexity of serious and organised crime networks. Public Confidence presents complex issues including the privacy and security agenda and changing public attitudes about the individual�s role in the criminal justice process. We need to strengthen the place of public confidence and trust in our approach to science, Our ability to benefit from scientific developments in the future relies on continued public trust. To safeguard this, issues of confidence, assurance and proportionality need to be at the heart of our decision-making about science. Legal challenges to DNA retention have underscored the importance of social and legal issues to our approach to science. Proud police record on science: Links between the police and the research and academic community have helped to increase evidence about policing � led to new strategies of crime prevention and control (such as problem orientated policing and hot spots policing), Crime analysis .The support and advice provided to victims owes much to research into the nature of victimisation and offending. Criminal investigation and the presentation of evidence in court has been altered by major developments in forensic science (fingerprints, footmarks, DNA, crime mapping, behavioural science and offender profiling) Development of Neighbourhood policing has been based on research evidence But overall, evidence of �what works� in policing is less developed than some public services, especially health. Also, funding for social science has historically focused on understanding criminal offending and its sociological aspects rather than on developing understanding of the effectiveness of police responses which can be applied to real world policing problems. There is a complex delivery landscape for police science which includes all in police service, Home Office (HOSDB), Research Councils, Technology Strategy Board, universities, industry. The finite resources available for research and development need to be directed to where they will have the biggest impact. To support cost-effectiveness and to drive future improvement, we need a systematic approach to science and innovation so that decisions about investments and interventions deliver the best public outcomes; The story so far we all know the importance of partnership. The financial price for poor partnership is high. It includes duplicated procurements for the same capability, followed by multiple sets of supplier-management costs; lost opportunities to capitalise on our collective buying power and authority. Partners in the private sector and research community need a clear, persuasive prospect for future markets to provoke investment in meeting police needs. Criminal innovation includes the challenges presented by globalisation and offending across force and international boundaries, the use of technology to facilitate offending and the complexity of serious and organised crime networks. Public Confidence presents complex issues including the privacy and security agenda and changing public attitudes about the individual�s role in the criminal justice process. We need to strengthen the place of public confidence and trust in our approach to science, Our ability to benefit from scientific developments in the future relies on continued public trust. To safeguard this, issues of confidence, assurance and proportionality need to be at the heart of our decision-making about science. Legal challenges to DNA retention have underscored the importance of social and legal issues to our approach to science.

10. A: Information Services Improvement Strategy Continues trend in recent years of improving police efficiency through national delivery of police ICT assets and services � now to be continued and expanded � ISIS now to move into provision of local services and national offerings including Holmes, Custody, Case Preparation and Human Resources, and infrastructure (eg, data storage and networks) Partnerships: Enable the programme to access private sector expertise and capital investment. So less in-house delivery Business Processes: NPIA Police Activities Glossary is being used as a modeling tool to help forces model their processes There will be more move away from a systems based model with ICT delivered as a series of services with forces paying for ICT they consume � will reduce forces need to invest in ciostly infrastructure and systems � Allows forces to start new services, expand or close down. NB: Google already built around cloud and Microsoft rapidly moving towards it. Specific examples of potential �quick wins� -: - national Holmes (major incident management) service to replace local systems National custody and case preparation services hosted nationally Single national messaging service (email) utilised by all forces National Police Digital Evidence Store Development of common office/support services (e.g. HR and finance). Role of ISIS and team in NPIA to provide the common, efficient and effective governance for the reform of police ICT by providing the common access point to the police service, single coordination, facilitation and link between policing (incl. forces, Home Office and CJS) and the future suppliers of police ICT at the national level. Where the service identifies the need, act as the intelligent customer for policing to agree common requirements. Act to maximise the benefits for the police service of contracts and assets from across government Continues trend in recent years of improving police efficiency through national delivery of police ICT assets and services � now to be continued and expanded � ISIS now to move into provision of local services and national offerings including Holmes, Custody, Case Preparation and Human Resources, and infrastructure (eg, data storage and networks) Partnerships: Enable the programme to access private sector expertise and capital investment. So less in-house delivery Business Processes: NPIA Police Activities Glossary is being used as a modeling tool to help forces model their processes There will be more move away from a systems based model with ICT delivered as a series of services with forces paying for ICT they consume � will reduce forces need to invest in ciostly infrastructure and systems � Allows forces to start new services, expand or close down. NB: Google already built around cloud and Microsoft rapidly moving towards it. Specific examples of potential �quick wins� -: - national Holmes (major incident management) service to replace local systems National custody and case preparation services hosted nationally Single national messaging service (email) utilised by all forces National Police Digital Evidence Store Development of common office/support services (e.g. HR and finance). Role of ISIS and team in NPIA to provide the common, efficient and effective governance for the reform of police ICT by providing the common access point to the police service, single coordination, facilitation and link between policing (incl. forces, Home Office and CJS) and the future suppliers of police ICT at the national level. Where the service identifies the need, act as the intelligent customer for policing to agree common requirements. Act to maximise the benefits for the police service of contracts and assets from across government

11. Technical issues: moving from the way that IT is currently delivered and managed to a new world of information services available through a cloud will bring lots of challenges about security, Identity Access Management and integration with existing services. Resourcing issues: the staff responsible for helping to solve these issues are fewer in number as forces have taking significant cost out of ICT to protect the front line. Economic issues: the complexity and opacity of police accounting means that it is seldom possible to calculate the real cost of any activity, technology or service.� The difficulty in then developing a business case that justifies a change�in direction and produces evidence of a return on investment is always challenging Transition costs may be high and forces, having taken significant spend out of ICT, will now struggle to find the revenue to buy in new services whilst still paying to keep their other legacy systems going.� Suppliers will need to offer pricing models that allow forces to defer some spend beyond the current CSR period. Political issues:� ISIS and outsourcing may mean jobs leaving the locality which will cause issues with PA members Sometimes ISIS means a suboptimal economic decision at a tactical level in order to achieve a strategic benefit.� PAs struggle to justify these sorts of decisions and often feel that there are some issues of liability which mean this may not be lawful (mandation could overcome this) Cultural issues: Police officers like to own and direct the resources that manage their risks for them.� Doing this through a contractual arrangement is not naturally comfortable to them. Not Invented Here - if the solution was not identified locally it will not necessarily be trusted Fear of reduced barriers to change - the more that you go down the line of ISIS and Outsourcing there is an increased risk of other change being enabled (i.e. Collaborations and Mergers) Continual customisation - the service has become used to continually adapting IT to meet local need, this will not be possible with national services. Skill gaps: IT directors are good at implementing and managing local systems they do not have the skills to procure and manage complex ICT service contracts.�� Generally the police can't even manage cleaning and catering contracts Business processes - ICT is merely an enabler for Business Process changes which are the principle means of saving money as increased efficiency can mean doing the same work with fewer staff.� The police service is historically resistant to changing business processes. Technical issues: moving from the way that IT is currently delivered and managed to a new world of information services available through a cloud will bring lots of challenges about security, Identity Access Management and integration with existing services. Resourcing issues: the staff responsible for helping to solve these issues are fewer in number as forces have taking significant cost out of ICT to protect the front line. Economic issues: the complexity and opacity of police accounting means that it is seldom possible to calculate the real cost of any activity, technology or service.� The difficulty in then developing a business case that justifies a change�in direction and produces evidence of a return on investment is always challenging Transition costs may be high and forces, having taken significant spend out of ICT, will now struggle to find the revenue to buy in new services whilst still paying to keep their other legacy systems going.� Suppliers will need to offer pricing models that allow forces to defer some spend beyond the current CSR period. Political issues:� ISIS and outsourcing may mean jobs leaving the locality which will cause issues with PA members Sometimes ISIS means a suboptimal economic decision at a tactical level in order to achieve a strategic benefit.� PAs struggle to justify these sorts of decisions and often feel that there are some issues of liability which mean this may not be lawful (mandation could overcome this) Cultural issues: Police officers like to own and direct the resources that manage their risks for them.� Doing this through a contractual arrangement is not naturally comfortable to them. Not Invented Here - if the solution was not identified locally it will not necessarily be trusted Fear of reduced barriers to change - the more that you go down the line of ISIS and Outsourcing there is an increased risk of other change being enabled (i.e. Collaborations and Mergers) Continual customisation - the service has become used to continually adapting IT to meet local need, this will not be possible with national services. Skill gaps: IT directors are good at implementing and managing local systems they do not have the skills to procure and manage complex ICT service contracts.�� Generally the police can't even manage cleaning and catering contracts Business processes - ICT is merely an enabler for Business Process changes which are the principle means of saving money as increased efficiency can mean doing the same work with fewer staff.� The police service is historically resistant to changing business processes.

12. B: Proposal for a National Police Air Service Reduce costs without impacting operational capability 2) Offer better value for money for the taxpayer Better placed to meet future demand and use new technology Issues: Use of the evidence base Differing levels of investment � net donor syndrome Differing expectations in respect of coverage Differing functionality � hook ups with other partners, e.g. air ambulance Parochialism � Wales, S Yorks, Wiltshire The helicopter named after the chair of the police authority Implementation funding NPIA VAT treatment Test for ACPO � can it be done without mandation? Issues: Use of the evidence base Differing levels of investment � net donor syndrome Differing expectations in respect of coverage Differing functionality � hook ups with other partners, e.g. air ambulance Parochialism � Wales, S Yorks, Wiltshire The helicopter named after the chair of the police authority Implementation funding NPIA VAT treatment Test for ACPO � can it be done without mandation?

13. C: Police Science & Innovation Strategy Improve police capabilities and safeguard public confidence 2) Build knowledge and evidence about what works 3) Harness radical long-term scientific developments to tackle the most important police challenges of the future In tackling these challenges our Science and Innovation strategy [COPIES provided] sets out 3 goals and 3 principles for success: 1) Coordination involves the delivery of an agreed framework of priority requirements for new science and innovation. Following consultation with the police service and research community these have been agreed by ACPO. Now further work is establishing the more detailed knowledge and capability gaps for the service which are influencing Home Office research planning. This helps direct finite resources to where they will have the biggest impact and helps others in academia and industry to prioritise their work. National procurement agreements, such as the National Forensics Framework Agreement, are helping to increase police influence in the science market to drive down cost and promote a common platform for essential services. 2) Collaboration requires a joined up portfolio of activity to ensure a clear alignment between police priorities on the one hand and the activities of the different organisations involved in police science on the other; This supports the development of stronger mechanisms to identify opportunities, gaps and risks in the delivery of police science capabilities. We also need stronger multi-disciplinary and multi-agency relationships with police science partners in Government departments, key laboratories, Research Councils and major universities, to shape and influence their work so that it contributes to police priorities. 3) Challenge is about creating a science and innovation-based culture where investment in innovation is targeted to where it will deliver the strongest benefits; And where action is underpinned by evidence of what works. This will involve internal challenge within the service to ensure that we question �the way things have always been done� as a matter of routine and encourage staff at all levels to be reflective practitioners. We will also need to challenge others in the worlds of academia and private industry to focus their efforts on the most pressing police needs of the future. A key part of delivering this vision is the police service approach to knowledge management which is to - Create knowledge by extending the good empirical base that exists for some areas of policing with wider coverage of the most important gaps in our knowledge about what works, when and at what cost; and developing new approaches to systematic knowledge capture. Assure knowledge by clarifying the strength of evidence and the provenance of knowledge. Share knowledge by improving how the service shares evidence, knowledge and innovation; enabling the service to act as a co producer of knowledge. Equip the service to use knowledge by helping practitioners and decision makers to improve their skills and confidence in seeking, interpreting and using evidence and knowledge in decision making. This includes an online resource that promotes knowledge sharing amongst the police community - the Police On-Line Knowledge Area (POLKA). This includes a �knowledge bank� of research and practice based knowledge about what works and tools to enable police officers to judge the appropriateness and quality of knowledge sources and advice used in their decision making. All of this should enable us to build on past police success to deliver a stronger science and innovation-based culture where new ideas are identified, tried, assured and shared more extensively. And where all involved in policing are able to question established approaches and deliver continuous improvement based on knowledge of what works. The vision for the future is ultimately one of partnerships � between individual police officers trying out new ideas, between forces evaluating their approaches to policing problems and between the police world and that of researchers and private industry, where policing research and development work engages police officers and the public; and where specialists from different sectors and disciplines work together. In tackling these challenges our Science and Innovation strategy [COPIES provided] sets out 3 goals and 3 principles for success: 1) Coordination involves the delivery of an agreed framework of priority requirements for new science and innovation. Following consultation with the police service and research community these have been agreed by ACPO. Now further work is establishing the more detailed knowledge and capability gaps for the service which are influencing Home Office research planning. This helps direct finite resources to where they will have the biggest impact and helps others in academia and industry to prioritise their work. National procurement agreements, such as the National Forensics Framework Agreement, are helping to increase police influence in the science market to drive down cost and promote a common platform for essential services. 2) Collaboration requires a joined up portfolio of activity to ensure a clear alignment between police priorities on the one hand and the activities of the different organisations involved in police science on the other; This supports the development of stronger mechanisms to identify opportunities, gaps and risks in the delivery of police science capabilities. We also need stronger multi-disciplinary and multi-agency relationships with police science partners in Government departments, key laboratories, Research Councils and major universities, to shape and influence their work so that it contributes to police priorities. 3) Challenge is about creating a science and innovation-based culture where investment in innovation is targeted to where it will deliver the strongest benefits; And where action is underpinned by evidence of what works. This will involve internal challenge within the service to ensure that we question �the way things have always been done� as a matter of routine and encourage staff at all levels to be reflective practitioners. We will also need to challenge others in the worlds of academia and private industry to focus their efforts on the most pressing police needs of the future. A key part of delivering this vision is the police service approach to knowledge management which is to - Create knowledge by extending the good empirical base that exists for some areas of policing with wider coverage of the most important gaps in our knowledge about what works, when and at what cost; and developing new approaches to systematic knowledge capture. Assure knowledge by clarifying the strength of evidence and the provenance of knowledge. Share knowledge by improving how the service shares evidence, knowledge and innovation; enabling the service to act as a co producer of knowledge. Equip the service to use knowledge by helping practitioners and decision makers to improve their skills and confidence in seeking, interpreting and using evidence and knowledge in decision making. This includes an online resource that promotes knowledge sharing amongst the police community - the Police On-Line Knowledge Area (POLKA). This includes a �knowledge bank� of research and practice based knowledge about what works and tools to enable police officers to judge the appropriateness and quality of knowledge sources and advice used in their decision making. All of this should enable us to build on past police success to deliver a stronger science and innovation-based culture where new ideas are identified, tried, assured and shared more extensively. And where all involved in policing are able to question established approaches and deliver continuous improvement based on knowledge of what works. The vision for the future is ultimately one of partnerships � between individual police officers trying out new ideas, between forces evaluating their approaches to policing problems and between the police world and that of researchers and private industry, where policing research and development work engages police officers and the public; and where specialists from different sectors and disciplines work together.

14. Conclusion Making/implementing national policy/strategy is tough Positives and negatives in the future landscape Individual/local interests must be better balanced with the public and national interest All 3 of these problems along with many others facing the police service involve common barriers and opportunities for action Absence of clear direction as to future arrangements there is a danger that forces will, understandably. go their own way in the rush to make savings. For me they alert us to 3 areas of focus for the police service nationally 2) Chartered institute for policing � prospect for clear ownership of standards for the service. I think there will be � and needs to be � more mandation of key service delivery by Govt PCC�s though present real risk of further parochialism and fragmentation 3)The need for individual force and vested interests need to be put aside. There will always be winners and losers but the greater good principle has to prevail more often All 3 of these problems along with many others facing the police service involve common barriers and opportunities for action Absence of clear direction as to future arrangements there is a danger that forces will, understandably. go their own way in the rush to make savings. For me they alert us to 3 areas of focus for the police service nationally 2) Chartered institute for policing � prospect for clear ownership of standards for the service. I think there will be � and needs to be � more mandation of key service delivery by Govt PCC�s though present real risk of further parochialism and fragmentation 3)The need for individual force and vested interests need to be put aside. There will always be winners and losers but the greater good principle has to prevail more often