HMIC’s Approach to Monitoring Forces

1. HMIC’s Approach to Monitoring Forces Zoë Billingham HM Inspector of Constabulary APCC 4 October 2013

2. How it used to be 2

3. Things have changed There are no central targets 3

4. Things have changed Measurement = targets Measure to improve X 4

5. HMIC’s role To report, independently, on the efficiency and effectiveness of policing 5

6. HMIC’s role As part of this, Her Majesty’s Inspectors monitor the performance of each police force to ensure that: • Chief Constables and local policing bodies are aware of emerging problems with efficiency or effectiveness, and are taking corrective action. • If problems are enduring and there is a low prospect of them being resolved, then those problems are raised formally. 6

7. How we monitor: key principles • Take a broad and balanced approach: considering effectiveness and efficiency across all policing responsibilities, drawing on a range of information (and not just numerical data). • Focus on outliers: concentrate on forces that have outcomes that appear to be significantly different from what might be expected. • Take into account the local context: the reasons behind any apparent problems, and the nature of the response. • Be transparent about the approach and conclusions: sharing information on how we monitor, and being open about any concerns we have. 7

8. The five stages of monitoring 1. Routine monitoring of all forces 2. In-depth analysis and monitoring by regional HMI of those forces where routine monitoring identifies problems 3. Referral to the Crime & Policing Monitoring Group if the HMI is concerned that a problem is at risk of not being resolved 4. Concerns raised publicly by HMIC if the HMI has serious concerns that are not being resolved 5. Concerns escalated to the Home Secretary in extreme cases, if significant concerns are not being addressed 8

9. Key tests that the HMIs apply • Where there are concerns with the efficiency or effectiveness of a force, the key tests which the HMIs apply are: • TEST 1: Does the force recognise that there is a problem? • TEST 2: What is the prospect that the force will succeed in tackling a problem (taking account, for example, of their capacity and capability)? • TEST 3: Is the problem likely to be short-lived, or enduring? 9

10. Key monitoring meetings • Monthly: HMIs meet to discuss any emerging concerns they have about force performance • Quarterly: Crime & Policing Monitoring Group (CPMG) meets to discuss the efficiency and effectiveness of policing, and individual forces if necessary 10

11. Assessing forces: the key questions HMIC monitors forces across all of the main areas of policing responsibility. We do this by asking a series of questions about each force. The questions are divided into three groups: • Effectiveness : Crime and Public Protection • Effectiveness : Legitimacy • Efficiency 11

12. The key questions: Effectiveness (I) Effectiveness : Crime and Public Protection • How effective is the force at • reducing crime and preventing offending? • investigating offending? • protecting those at greatest risk of harm? • tackling anti-social behaviour? • tackling serious, organised and complex crime? • meeting its commitments under the Strategic Policing Requirement? • proactively ensuring public safety? 12

13. The key questions: Effectiveness (II) Effectiveness : Legitimacy • What are the overall public perceptions of the force? • How effective is the force at responding when a member of the public calls on them for service? • How well is the force meeting its responsibility to treat people equally and without discrimination? • Does the force’s workforce act with integrity? • Is the data and information that the police provide about their work of a high quality? 13

14. The key questions: Efficiency Efficiency • Is the force maximising the efficiency of its operational resources? • Does the force have a secure financial position for the short and long term? • Does the force have a sustainable workforce model for the Spending Review Period and beyond? • Does the force have the leadership capacity that it needs? 14

15. Police and Crime Commissioners • Quarterly meetings • Performance roundtable • Are local priorities properly reflected? • VfM Profiles refresh • Information sharing 15

16. Sharing Information • As well as sharing information on how and what we monitor, we will be sharing more of the actual information that we use within the monitoring process – with forces and with local policing bodies. 16

18. HMIC’s Inspection Programme 2013/14

19. Current Inspections Strategic Policing Requirement • Assurance that requirements being met in all forces • Risk-based fieldwork in 18 forces • Findings reported in December 2013 Crime Data Integrity • Assess the effectiveness of all forces in dealing with reports of crime • Audit of incidents and crimes (by February 2014) • Inspection fieldwork (by August 2014) • Reporting in April and October 2014

20. Current Inspections 21st Century Child Sexual Exploitation • First phase of wider Child Protection inspection programme • Assess forces’ strategic and operational response to abuse and exploitation issues • Will include a focus on technology based offending • Risk based approach in eight forces • Thematic report to be published in March 2014

21. Forthcoming Inspections Valuing the Police • Fourth phase of core all force inspection programme • Accountability in driving out savings and improving productivity and service to the public • Data collection and fieldwork in mid 2014. • Thematic report will be published in July 2014 Making Best Use Of Police Time • To assess the effectiveness of current preventative policing models • Determine the impact on the public of response and attendance in delivering a high quality service

22. Domestic Abuse

23. Scope of inspection • Propose to answer the first two points of the commission through inspection fieldwork and data collection focusing on the following four areas

24. Timetabling • All 43 forces to be inspected 7 October and w/c 16 December • Four or five forces per week • Start with Northumbria Staffs, Norfolk & Suffolk, then pause for programme review • Co-ordinating with other inspection programmes

25. Inspection format • Three and half days in force to cover the following areas: • Strategic presentation at command team level • Interviews with key leads in the police force (and others such as MARAC chair) • Focus groups with frontline officers (both response/patrol officers and those in specialist areas) • Focus group with local partners (including voluntary sector) • Reality testing in areas such as control room and investigation units • File review • Option for PCC or OPCC to input into the inspection

26. Inspection teams • To cover the relevant areas in the time frame, inspection teams need four to five people • Significant resourcing challenge for HMIC; drawing on our existing staff (who understand the individual forces and some have PVP specialism) and our “on the books” associates who we can draw on • Recruiting peer inspectors (with the support of the policing national lead) from forces to ensure relevant level of expertise • Home Office and College of Policing have also offered peers to support the inspection programme and we would welcome offers from you

27. Thank you Questions 27