Reform, Modernisation & Frontline Policing

1. Reform, Modernisation & Frontline Policing Reform, Modernisation & Frontline Policing Dr. Jack Nolan Assistant Commissioner An Garda Síochána Dr. Jack Nolan Assistant Commissioner An Garda Síochána

2. Context - Ireland and Europe

3. Policing Ireland - An Garda Síochána National Police Force Triple Mandate – Policing; National Security & Intelligence, Immigration Island Nation- 4.5m population Economic Crisis – National Recovery Programme National Security Situation – Stable ongoing operations against dissident republican terrorists! Crime – Falling in most categories Wide geographical spread across Six Regions 28 Divisions (6 within the Dublin Metropolitan Region) 110 Districts (Post District amalgamations in 2012) 664 Stations (Post station closures in 2012) Current Personnel Strength Members of An Garda Síochána 13,519 (All Ranks) Ratio 332:1 Civilian Staff 2,042 Reserves 1,100 Budget €1.4Billion

4. An Garda Síochána - Who We Are? Close to the Community Longstanding Community Policing Ethos – “Not by force of arms or strength of numbers but with the moral authority of the people” (Staines, 1922) Unarmed Police Force High Public Satisfaction Rating (81%) High Social Capital from Garda/ Community Engagement National Model of Community Policing Older Person Strategy Youth and Children Strategy Diversity Strategy

5. Garda Organisational Structure

6. National Policing Support Framework

7. Governance Overview

8. Governance Structure Dáil Éireann,Senate,PACs Garda Síochána Ombudsman Commission Government Garda Síochána Inspectorate Minister for Justice& Equality Commissioner An Garda Síochána Audit Committee Joint Police Committees PAFs

9. Public Sector Reform in Ireland

10. Reform of Policing An Enduring Theme ~Internationally!!! Often as a result of Tribunals of Inquiry Public demand and expectations of policing Internationalisation of policing Transnationalisation of policing Internal Focus – Desire to be better! Professionalisation of policing – education, training and development

11. Reform Triggers in An Garda Síochána Morris Tribunal Barr Tribunal Birmingham Inquiry Garda Síochána Act 2005 Hayes Report Garda Inspectorate Garda Síochána Ombudsman Commission OECD Report on Public Service 2007 Dáil (Parliament) Public Accounts Committee

12. New Burning Platforms Emerge! Already delivered a major change and development programme! Economic Crisis and National Debt New Government and Programme for Government Government’s Comprehensive Review of Expenditure An Garda Síochána’s Strategic Review of Operational Effectiveness and Resilience Croke Park Agreement 2010-2014 Government’s Public Sector Reform Programme (IRDP)

13. An Garda Síochána’s Approach The Organisation Development and Change Programme (ODCP) comprises of: Multiple strategic projects Central co-ordination for all strategic projects/initiatives A robust Governance Structure Leadership and spatial spread A single source for reporting requirements under the Croke Park Agreement and the Government’s Public Sector Reform Programme

14. ODCP Programme Overview Stage 1 Analysis Phase Stage 2 Implementation Phase Stage 3 Realisation Phase • Period: • For Year 2011 • Focus: • Current State Analysis (as is) • Conduct internal and external research • Consider alternative options • Outline business benefits and evaluation of any costs • Highlight Key Dependencies • Make Recommendations • Approach: • Develop Business Case • Terms of Reference • Define Problem or Opportunity • Period: • For Year 2012 - 13 • Focus: • Project Approval • Define Project Scope • Define what’s not in Scope • Define Expected Results • Develop Implementation Plan • Approach: • Development of Project Initiation Document (PID) • Implementation of Plan • Priority Based Budgeting • Period: • For Year 2012 onwards • Focus: • Realising and Measuring Benefits • Measuring effectiveness of Programme • Approach: • Communication of Change • Status reports • External Approval and Understanding Reduction in numbers of Gardaí in 2014 Reduction in Budgets 2013 and 2014

15. ODCP Governance Structure

16. Collaborative ApproachSteering Group and External Advisory Group

17. Categories of ODCP Projects Strategic Restructural Programme Revised Service Delivery Model for An Garda Síochána Review of the Garda Specialisation Functions Strategic Workforce Realignment Garda Station Network 2011 District and Station Rationalisation 2012

18. Categories of ODCP Projects (Continued) Strategic Reform Implementation of a new Roster System Nationally Regional Computer Aided Dispatch Resource Allocation and Deployment Model Implementation of a Performance Accountability and Learning Framework (PALF) Information Management Framework Garda Firearms Strategy Review of Training and Development Review of the Garda Reserve

19. Categories of ODCP Projects (Continued) Strategic Cost Reduction Courts and Prisoner Management Information Communications Technology (ICT) Explore Opportunities for Commercialisation of Services Review of General Expenditure, Procurement and Contracts Fund Recovery from Department of Social Protection Financial Reporting Framework Sickness and Absence Management Environmental Strategy Electronic Transfer of Receipts Outsourcing of Mobile Road Safety Cameras

20. Impact for Frontline Policing Some Shock Realisation Realignment Getting on with business • Requirement to reduce personnel numbers • Reduced Budget • Moratorium on recruitment and promotions • Initial resistance from personnel • Number of retirements • Union and Representative Body Buy-in • Commence the ODCP Programme • Implement new five unit roster • Implement PALF • Identify opportunities for savings, reduced costs and efficiencies • Achieved €13million in savings during Phase One in Q4 2011 • Examine opportunity for shared services with other Government organisations • Re-engineered Courts and Prisoner Management Processes • Closure and Rationalisation of Station Network • Amalgamation of Districts • Work to new financial model

21. Mixed Reactions “The changes negotiated under the Croke Park Agreement have been described as among the most significant for Gardaí in 40 years” - RTE News Report, 30th April 2012 “Garda rosters have been substantially reorganised to deliver increased availability of officers during periods of peak demand at no increased cost” - Mr David McGee, PwC, Irish Times, 5th November 2012 “As the nature of crime and society changes, new responses are required. The number and location of police stations has hardly changed since the foundation of the State” - Irish Times, 24th August 2012 “New Garda rosters have put more Gardaí on duty at times of peak demand of antisocial behaviour” - Irish Examiner, 6th November 2012 “To close the Garda station in the community re-engineers the genetic code of policing in this country” - GRA President, Damien McCarthy, 5th December 2011 “History shows that, while you make as many efficiencies and savings as you can by cutting out wastage in all sectors, you do not run down your police force in a recession” - Irish Daily Star, 26 September 2012 “Gardaí are at breaking point and no longer equipped to protect rural areas” - Irish Examiner, 9th August 2012

22. Results To Date

23. Future Challenges ‘Doing more with less’ Deploy the right people in the right place at the right time Ensuring public safety and community confidence by maintaining highly visible front line police services New approaches in the delivery of police services to meet changing environment Deliver deep “Structural Reform” Ensure staff support the vision and strategic programme for An Garda Síochána Maintain performance in a turbulent environment Continuous refinement of our strategy based on the changing environment Avoid Change Fatigue (Abrahamson, 2004)