Cheshire Constabulary - Baseline Assessment

October 2006

Cheshire Constabulary

Baseline Assessment October 2006

Page 1 Cheshire Constabulary - Baseline Assessment

October 2006

ISBN-13: 978-1-84726-018-5

ISBN-10: 1-84726-018-7

CROWN COPYRIGHT

FIRST PUBLISHED 2006

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October 2006

Contents Introduction to Baseline Assessment Force Overview and Context

Findings Summary of Judgements

1 Citizen Focus (Domain A) Fairness and Equality in Service Delivery Neighbourhood Policing and Problem Solving Customer Service and Accessibility Professional Standards

2 Reducing Crime (Domain 1) Volume Crime Reduction

3 Investigating Crime (Domain 2) Managing Critical Incidents and Major Crime Tackling Serious and Organised Criminality Volume Crime Investigation Improving Forensic Performance Criminal Justice Processes

4 Promoting Safety (Domain 3) Reducing Anti-Social Behaviour Protecting Vulnerable People

5 Providing Assistance (Domain 4) Contact Management Providing Specialist Operational Support Strategic Roads Policing

6 Resource Use (Domain B) Human Resource Management Training, Development and Organisational Learning Race and Diversity Managing Financial and Physical Resources Information Management National Intelligence Model

7 Leadership and Direction Leadership Performance Management and Continuous Improvement

Appendix 1 Glossary of Terms and Abbreviations

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Baseline Assessment 2006 Frameworks 1 Citizen Focus (PPAF Domain A) 1A Fairness and 1B Neighbourhood 1C Customer Service 1D Professional Equality in Service Policing and Problem and Accessibility Standards Delivery Solving • Quality of service to • Investigation of • Equality of service • Effective victims and public complaints delivery mechanisms for witnesses • Improving • Community obtaining community • Customer care professional cohesion views • Responding to standards • Engaging with • Responding to local customer needs • Combating minority groups priorities • Accessibility of corruption and • Hate-crime reduction • Effective policing services promoting ethical and investigation interventions and behaviour problem solving with • Reducing complaints partners and and learning lessons communities • Operational activity to reassure communities • Use of media to market success • Uniformed patrol and visibility • Extended police family • Performance in reducing fear of crime 2 Reducing Crime (PPAF Domain 1) 2A Volume Crime Reduction

• Crime strategy • Performance in reducing volume crime • Levels of crime compared with peers • Problem solving • National Crime Recording Standard (NCRS) compliance

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3 Investigating Crime (PPAF Domain 2) 3A Managing Critical Incidents 3B Tackling Serious and 3C Volume Crime Investigation and Major Crime Organised Criminality • Crime strategy • Detection rates for murder, • Crime that crosses basic • Crime recording rape and other serious crime command unit (BCU) and/or • Investigative skills, eg • Integration with overall crime force boundaries interviewing strategy • Support for regional • Automatic number plate • Compliance with Association intelligence and operations recognition (ANPR) of Chief Police Officers • Asset recovery (Proceeds of • Detection performance (ACPO) murder manual Crime Act – POCA) • Early identification of critical • Effective targeted operations incidents that may escalate • Quality packages with the into major inquiries Serious Organised Crime Agency (SOCA) 3D Improving Forensic 3E Criminal Justice Processes Performance • Quality and timeliness of case • Specialist scientific support files • Use of National Automated • Custody management/ Fingerprint Identification prisoner handing System (NAFIS), DNA, etc • Youth justice • Integrated management of • Police National Computer processes (PNC) compliance • Performance in forensic identification and detection 4 Promoting Safety (PPAF Domain 3) 4A Reducing Anti-Social 4B Protecting Vulnerable Behaviour (ASB) People

• Non-crime activities of crime • Child abuse and disorder reduction • Domestic violence partnerships (CDRPs) and • Multi-agency public protection other partnerships arrangements (MAPPA)/sex • Use of ASB legislation, tools, offender management etc • Missing persons 5 Providing Assistance (PPAF Domain 4) 5A Contact Management 5B Providing Specialist 5C Strategic Roads Policing Operational Support • All aspects of call handling • Effectiveness of and call management • Management of central arrangements for roads • Initial incident response operational support policing • Early identification of critical • Police use of firearms • Integration/support for other incidents • Capability for policing major operational activity • Performance in answering events/incidents • Road safety partnerships and responding to public calls

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6 Resource Use (PPAF Domain B) 6A Human Resource (HR) 6B Training, Development and 6C Race and Diversity Management Organisational Learning • Action to promote fairness in • HR strategy and costed plan • Costed training strategy and relation to race, gender, faith, • Key HR issues not covered in delivery plan age, sexual orientation and 6B or 6C • Key training and development disability • Health and safety issues • Performance in meeting key • Performance in key HR targets indicators 6D Managing Financial and 6E Information Management 6F National Intelligence Model Physical Resources (NIM) • Information systems/ • Resource availability information technology (IS/IT) • Extent to which structures, • Effective use of resources to strategy and its processes and products meet support front-line activity implementation NIM standards • Devolved budgets • Programme and project • Integration of NIM with force • Finance, estates, management planning and performance procurement and fleet • Customer service management management functions • Adequacy of key systems • Use of community intelligence • Demand management • Business continuity/disaster • Application of NIM to non- recovery crime areas 7 Leadership and Direction 7A Leadership 7B Performance Management and Continuous Improvement • Extent to which the chief officer team is visible and • Effective performance dynamic, sets and upholds a management structures and vision, values and standards, processes at all levels promotes a learning culture, • Quality and timeliness of and sustains a well-motivated performance/management workforce information • Effectiveness of succession • Internal inspection/audit/ planning quality assurance (QA) • Promotion of corporacy systems • Effectiveness of joint force/PA best value reviews (BVRs)

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Introduction to Baseline Assessment

Since March 2004, Her Majesty’s Inspectorate of Constabulary (HMIC) has conducted a periodic, strategic-level performance review of each Home Office police force in England and Wales. For a range of policing activities, forces are assessed as delivering performance that is Excellent, Good, Fair or Poor. The process is known as baseline assessment (BA) and this report covers the assessment for the financial year 2005/06; performance outside this period is not taken into account in determining grades. The assessments focus on the high-level processes of police forces and their results. The assessments are undertaken by regional HM Inspectors, supported by experienced police officers and police staff on secondment.

BA is designed primarily as a self-assessment, with the degree of validation/reality-checking undertaken by HMIC dependent on a force’s overall performance and the rigour of its internal assessment processes. It is important to recognise that BA is not a traditional inspection; rather, it helps HMIC focus its inspection effort where it is most needed. A formal statutory inspection may still be necessary where there is evidence of systemic underperformance and poor leadership.

In addition to the qualitative assessments contained in this report, force performance is also measured by a series of key quantitative indicators. The most important indicators are statutory performance indicators (SPIs), which are determined each year by the Home Secretary and which Police Authorities/forces must report to the Home Office. Examples of SPIs include crime incidence and detection rates, as well as relevant management information such as sickness absence and ethnic recruitment rates. Results for these SPIs are also graded using the Excellent, Good, Fair and Poor categories. These SPI grades are added to HMIC BA grades to provide a fuller picture of police performance; the joint results are published annually in October and can be found on the internet at police.homeoffice.gov.uk/performance

Policing has undergone significant changes in recent years as the country adapts to new forms of terrorism and criminality. As policing is dynamic, so also must be the form of assessment. Dominating much of HMIC’s recent thinking is the need for the service to modernise its workforce while providing better ‘protective services’, as identified in the Closing the Gap report published in 2005. On-site activity for the 2005/06 baseline concentrated on these areas, but could not – given ministerial priorities – ignore volume crime and the roll-out of neighbourhood policing. As forces and Police Authorities consider options for change to meet new challenges with constrained resources, a force-by-force balance sheet of strengths and areas for improvement is critical contextual information.

Priority Frameworks

Seven BA areas were designated as priority frameworks for on-site validation, to reflect the need to improve protective services and deliver key policing objectives. These were:

• managing critical incidents and major crime; • tackling serious and organised criminality; • providing specialist operational support; • strategic roads policing; • protecting vulnerable people; • neighbourhood policing; and Page 7 Cheshire Constabulary - Baseline Assessment

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• leadership and direction. These areas were the key focus of on-site validation by HMIC staff; the first five can be loosely classified as protective services. Other frameworks were assessed primarily by desk-top reviews of the evidence submitted by forces, using the framework key issues and specific grading criteria (SGC) as an indicative guide.

Force Amalgamations

Following the challenges highlighted with regard to protective services capability and capacity in the summer of 2005, all forces undertook significant additional work on options to ‘close the gap’. The Home Secretary directed that business cases should be prepared and submitted by December 2005. The BA report thus reflects, in many of the frameworks, activity and effort to produce and assess options for change. It is vital to acknowledge the energy and commitment given to the prospect of a major restructuring of the service, which inevitably gave rise to some turbulence during this period.

At the end of July 2006, the Home Secretary indicated that the restructuring of forces would not be pursued at this time. The agenda to improve protective services is to be advanced by forces and Police Authorities through alternative means such as collaboration. Progress to ‘narrow the gap’ between existing capability and that which is needed will be assessed by HMIC in future inspection activity.

The Grading Process

Forces have been graded for both service delivery and direction of travel. It is important to remember that, for most activities, delivery is measured through the use of most similar force (MSF) groups, whereby forces are compared with peers facing similar policing challenges. For direction of travel, the grade is awarded largely in respect of the force’s own previous performance. A vital component of the grading process is SGC, which outlines, for each activity, what represents Excellent, Good, Fair and Poor levels of performance. The criteria were developed in conjunction with expert practitioners and Association of Chief Police Officers (ACPO) business/portfolio leads, who were also involved in the national moderation process to help ensure that these criteria were applied fairly and consistently.

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Service delivery grade

This grade is a reflection of the performance delivery by the force over the assessment period 1 April 2005 to 31 March 2006. One of four grades can be awarded, according to performance assessed against the SGC (see full list of SGCs at http://inspectorates.homeoffice.gov.uk/hmic/methodologies/baseline-introduction/ba- methodology-06/?version=1.

Excellent

This grade describes the highest level of performance in service delivery – eg top quartile, where relevant – and achieving full compliance with codes of practice or national guidance. It is expected that few forces will achieve this very high standard for a given activity. To achieve Excellent, forces are expected to have attained all the criteria set out in Fair and the vast majority of those set out in Good. In addition, two other factors will attract an Excellent grade: The force should be recognised, or be able to act, as a ‘beacon’ to others, and be accepted within the service as a source of leading-edge practice. Examples where other forces have successfully imported practices would be good evidence of this. HMIC is committed to supporting innovative forces and we would expect Excellent forces to have introduced and evaluated new ways of improving performance. Good

Good is defined in the Collins dictionary as ‘of a high quality or level’ and denotes performance above the norm – in many cases, performance that is above the MSF average. To reach this standard, forces have to meet in full the criteria set out in Fair and most of the criteria set out in Good.

Fair

Fair is the delivery of an acceptable level of service. To achieve a Fair grading, forces must achieve all of the significant criteria set out in the Fair SGC. HMIC would expect that, across most activities, the largest number of grades would be awarded at this level.

Poor

Poor represents an unacceptable level of service. To attract this very critical grade, a force must have fallen well short of a significant number of criteria set out in the SGC for Fair. In some cases, failure to achieve a single critical criterion may alone warrant a Poor grade. Such dominant criteria will always be flagged in the SGC.

Direction of Travel Grade

This grade is a reflection of the force’s change in performance between the assessment period and the previous year. For BA 2006, this is the change between the financial years 2004/05 and 2005/06. The potential grades for direction of travel are as follows.

Improved

This reflects a significant improvement in the performance of the force.

Stable Page 9 Cheshire Constabulary - Baseline Assessment

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This denotes no significant change in performance.

Declined

This is where there has been a significant decline in the performance of the force.

Good Practice

In addition to assessing force performance, one of HMIC’s key roles is to identify and share good practice within the police service. Much good practice is identified as HMIC conducts its assessments; in addition, each force is given the opportunity to submit examples of its good practice. HMIC has selected three of these examples to publish in this report. The key criteria for each example is that the work has been evaluated by the force and is easily transferable to other forces. (Each force has provided a contact name and telephone number, should further information be required.) HMIC has not conducted any independent evaluation of the examples of good practice provided.

Future HMIC Inspection Activity

Although HMIC must continue to maintain a watching brief on all performance areas, it will become more risk-driven in its future inspection activity. Protective services will be the core of inspection programmes, tailored to capacity, capability and the likelihood of exposure to threats from organised criminality, terrorism and so on. Until its full implementation in April 2008, neighbourhood policing will also demand attention. Conversely, those areas where strong performance is signalled by SPI results, such as volume crime reduction and investigation, will receive relatively little scrutiny.

The Government has announced that, in real terms, there will be little or no growth in Police Authority/force budgets over the next three years. Forces will therefore have to maintain, and in some areas improve, performance without additional resources. This in itself creates a risk to police delivery and HMIC has therefore included a strategic financial assessment for all forces in its future inspection programme.

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Force Overview and Context Geographical Description of Force Area

Cheshire Constabulary is responsible for policing the county of Cheshire, which includes the unitary authorities of Halton (comprising Widnes and Runcorn) and Warrington. Formed in 1857, the constabulary now polices an area of 946 square miles and a population of 992,642.

The constabulary area is diverse in character, from the Pennines in the east, through the agricultural plains, to the Dee estuary in South Wirral. To the west lies the county town of Chester, formerly a Roman citadel, which attracts a significant amount of tourism. In the north are the industrial towns of Ellesmere Port, Widnes, Runcorn and Warrington. Warrington is undergoing a significant redevelopment programme, attracting major new housing developments and an associated increase in its night-time economy. Cheshire Constabulary is responsible for policing a significant sector of the nation’s motorway network, including the M62, M6 and M56. Within the constabulary area there are 28 top-tier COMAH (Control of Major Accident Hazard) sites – the second highest concentration in the country.

Demographic Description of Force Area Cheshire Constabulary services a resident population of around 992,642. However, the transient population is invariably much larger, thanks to major road and motorway networks providing essential arterial routes between Manchester and Liverpool. Of the resident population, 48.7% are male and 51.3% female, while 1.71% are from black and minority ethnic (BME) groups, of which the largest are Chinese, Indian, and mixed white and black Caribbean. Cheshire also has a significant resident and transient gypsy and traveller population, which has strong historical links with the region.

Structural Description of the Force, including Staff Changes at Chief Officer Level Following his appointment in 2002, the Chief Constable carried out a review of the organisation and initiated the Taking Control programme as a means of managing the demands on the constabulary and giving the staff clearer direction. The constabulary was achieving good performance in reducing crime and detecting serious crime, which was recognised by Her Majesty’s Inspectorate of Constabulary (HMIC) awarding a ‘Good’ overall grade. However, levels of public confidence and satisfaction with services were declining.

As some of the potential for performance improvement became more apparent, and as the frustrations of both staff and public grew, the Taking Control programme developed into a more fundamental review of the way the constabulary organised its policing effort and of the degree to which the internal culture of the constabulary was consistent with the need to capitalise on the talent and dedication of its staff.

A detailed consultation process managed by the constabulary showed that the overriding wish of local people was for a more visible and localised police service.

The constabulary responded by creating 18 neighbourhood policing units (NPUs), each with local community action teams (CATs) and a local investigation team. Each NPU is headed by an inspector, who provides the direction for problem-oriented policing and problem solving. NPU officers concentrate on preventing and detecting local crime and targeting

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The new structure has introduced specialist services at an area level. Three Basic Command units (BCUs) (Northern, Eastern and Western) have introduced: targeted patrol teams (TPTs) to respond to emergency calls; a specialist investigation unit to detect serious crime; demand management units (DMUs) to ensure that incidents are dealt with promptly and to improve service; public protection units to strategically manage issues regarding vulnerable and young people; intelligence units and proactive policing units to target persistent criminals; partnership development units; and custody investigation teams.

The current employment numbers for Cheshire Constabulary (police officers and police staff), 2005/06

Police officers Number Percentage (%)

Operational 2,048 93%

Operational support 133 6%

Organisational support 33 1%

Total 2,214 100%

Special constables

Total 207

Police staff

Operational support 651 53.9%

Organisational support 557 46.1%

Total 1,208 100%

Police officer numbers

Chief Chief Supt. Inspector Sergeant Constable Total supt. inspector

Total 6 13 23 111 325 1,699 2,177 proposed

Note: 2177 officers + 33 externally funded + 4 ACPO = 2,214

The Association of Chief Police Officers (ACPO) team is based at the new headquarters (HQ) in Winsford and comprises the Chief Constable, who has been in post since 2002 and the deputy chief constable (DCC), who has been recently promoted to deputy after serving as an assistant chief constable (ACC) within the constabulary. The two ACCs (territorial policing and operational support) have recently joined the constabulary on promotion from Greater Manchester Police. The assistant chief officer has served with the constabulary since 2000 and is responsible for the business directorate.

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Strategic Priorities The following paragraphs provide a summary of the influences on strategic priorities, the current strategic aims, the constabulary ambition and the principles that drive organisational development. More information on all of these can be found within the Authority Policing Strategy 2006–09, which describes in more detail the influences driving the strategic development and priorities for the constabulary. The Policing Strategy also outlines a range of external influences from political, economic, social, technological, environmental and legal perspectives

The Police Authority's 'Have your say' consultation campaign highlighted public priorities relating to neighbourhood policing, call handling and road safety, as well as crimes such as burglary, theft, vandalism and violent crime. Analysis of the latest local partnership community safety strategies highlights similar issues, with specific reference to violent crime and domestic violence (DV), anti-social behaviour (ASB), drug and alcohol-related crime, fear of crime, domestic burglary and vehicle crime. The Government’s priorities, as highlighted in the National Policing Plan, relate to overall crime reduction, bringing more offences to justice, neighbourhood policing, serious and organised crime, multi-agency information sharing, and terrorism and domestic extremism. The constabulary's most recent strategic intelligence assessment highlighted particular priorities concerning burglary, vehicle crime, violent crime, prolific offenders and road traffic collisions.

The constabulary has also determined a series of strategic aims that provide the overall strategic direction for activity. The 2006–09 strategic aims are:

• Strategic Aim One – Reducing Crime: To reduce crime and disorder through prevention and detection in partnership with local authorities, other agencies and the public.

• Strategic Aim Two – Investigating Crime: To investigate reports of crime appropriately, concentrating efforts on crimes that offer the greatest potential for detection; to improve the use of multi-agency intelligence and information sharing; and, in partnership with other criminal justice agencies, to ensure that the victim’s needs are met and that opportunities for offences to be brought to justice are maximised.

• Strategic Aim 3 – Promoting Public Safety: In partnership with other agencies, to provide services that improve and promote public safety and reassurance, particularly relating to crime, disorder and road use.

• Strategic Aim 4 – Providing Assistance: To provide improved, timely, professional and appropriate assistance to all calls for service, concentrating efforts on those circumstances where skills will be most effectively used and the greatest contribution can be made.

• Strategic Aim 5 – Public Focus: To provide and develop police services that meet the needs of the public and enhance trust and confidence among the diverse communities of Cheshire. • Strategic Aim 6 – Resource Use: To provide an efficient and effective service, ensuring that people, technology, facilities and finance contribute to the delivery of policing services.

The constabulary has documented its ambition – "To be recognised by local people, our staff and Government as world class in providing local policing, reassurance and crime reduction" – and has also determined some key development principles. Page 13 Cheshire Constabulary - Baseline Assessment

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Impact of Workforce Modernisation and Strategic Force Development The developments that have taken place over the past year have led to potential risks being identified. These include change management, community intelligence (the National Intelligence Model (NIM)), corporacy of approach customer focus versus crime focus, and the performance management framework. Having identified these risks, plans are in place to manage them.

The public’s expectations are continuing to increase, and at the same time as neighbourhood policing is taking hold. With neighbourhood policing there is the realisation that partner agencies must become more involved and active within neighbourhood management and policing services, to allow for greater public reassurance and engagement. This will become more evident as the constabulary pilots a national drive for reassurance measurement which will feature heavily within NPUs and the communities they serve.

Major Achievements The Taking Control programme has now entered an evaluation stage, which is essential to the long-term management of the demand and leadership capability of the constabulary. Without this it will not be possible to prioritise workloads and, inevitably, waiting times and call demands will not stabilise. It builds significantly on previous investment in helpdesks, community support officers (CSOs), call-management facilities, airwave, the new HQ and three area custody suites, which are now live.

The Taking Control programme represents the greatest change the constabulary has undergone in many years. The clearly articulated desire of local people for stronger local beat policing has been listened to and incorporated as the key feature of the new policing model. At the same time, the constabulary wished to capitalise on its investment in intelligence capability to target more activity on persistent and serious criminality and ASB. This has been done by placing resources and capacity within the basic command unit (BCU)-based intelligence units.

The programme is a courageous step towards long-term problem solving and greater interaction with local people, rather than fast response policing and an emphasis on reactive effort. The constabulary is, in effect, trying to agree a service standard with the people of Cheshire, Halton and Warrington. This declaration of service has led to an agreement that, in the long term, local beat policing is the most effective form of policing; however, the constabulary has stressed that the public’s expectations need to be realistic and they need to understand that the constabulary will only be able to provide a fast response to those calls where it is truly justified. The constabulary accepts that local people need to have more influence over local policing activity and that standards of local information and customer service must be improved if confidence is to be increased. This is the fundamental principle of neighbourhood policing and is behind the roll-out of community action meetings (CAMs), through which Cheshire Constabulary has evolved its level of policing services to allow local communities to set the policing priorities for the NPU.

The policing model has been exhaustively researched; it will be supported by an increased emphasis within the constabulary on leadership, performance management and staff involvement and commitment, the crucial features behind success.

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Major Challenges for the Future The developments that have taken place over the past year have led to potential risks being identified. These include:

• change management;

• community intelligence (NIM);

• corporacy of approach;

• customer focus versus crime focus;

• the performance management framework;

• partner engagement as standard;

• sustainability of the roll-out of CAM sites; and

• CAT resourcing.

The public’s expectations are continuing to increase, and at the same time as neighbourhood policing is taking hold. With neighbourhood policing there is the realisation that partner agencies must become more involved and active within neighbourhood management and policing services, to allow for greater public reassurance and engagement. This will become more evident as the constabulary pilots a national drive for reassurance measurement which will feature heavily within NPUs and the communities they serve.

It is this sustainability and development of neighbourhood management that the constabulary now faces.

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Summary of Judgements Grade Direction of Travel Citizen Focus Fairness and Equality in Service Delivery Good Stable Neighbourhood Policing and Problem Solving Good Stable Customer Service and Accessibility Fair Stable Professional Standards Fair Not Graded Reducing Crime Volume Crime Reduction Fair Stable Investigating Crime Managing Critical Incidents and Major Crime Good Stable Tackling Serious and Organised Criminality Fair Improved Volume Crime Investigation Fair Improved Improving Forensic Performance Fair Stable Criminal Justice Processes Fair Improved Promoting Safety Reducing Anti-Social Behaviour Good Stable Protecting Vulnerable People Fair Stable Providing Assistance Contact Management Good Stable Providing Specialist Operational Support Fair Stable Strategic Roads Policing Fair Declined Resource Use Human Resource Management Good Stable Training, Development and Organisational Learning Good Improved Race and Diversity Excellent Improved Managing Financial and Physical Resources Fair Improved Information Management Good Improved National Intelligence Model Fair Improved Leadership and Direction Leadership Good Not Graded Performance Management and Continuous Good Stable Improvement

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1 Citizen Focus (Domain A)

Direction of 1A Fairness and Equality in Service Delivery Grade Travel

Good Stable

National Grade Distribution

Poor Fair Good Excellent

0 15 28 0

Contextual Factors The constabulary has a robust mechanism in place for diversity, in terms of both monitoring and proactivity. There is in place a confidence and equality board (CEB), which has set a strategy for the constabulary, and 12 strands of diversity have been allocated to senior members of staff as a diversity performance objective. The constabulary has been proactive in organising a number of conferences, including Pride not Prejudice 2, which involved working with the gypsy and traveller community. The constabulary has a compliant race equality strategy (RES), and its impact assessment process has been held up as best practice by the Commission for Racial Equality (CRE).

Strengths

• The Chief Constable is the ACPO lead for race and diversity and takes personal responsibility within the constabulary for all diversity issues. There is a robust mechanism in place for diversity, in terms of both monitoring and proactivity, and a diversity advisory unit has been formed to drive the agenda. A confidence and equality strategy underpins this work, and the unit administers the ACPO race equality programme.

• The CEB is chaired by the Chief Constable and sets the strategy for the constabulary. The 12 strands of diversity have been allocated to senior members of staff as a diversity performance objective.

• The constabulary has hosted a number of diversity-related conferences, including the Pride not Prejudice conference, which was attended by the majority of UK forces. This conference progressed the constabulary’s work with the gypsy and traveller community and directly involved Cheshire communities in resolving current issues. Feedback from the gypsy and traveller community was very positive, and any learning points will be used during the Police Diversity Trainers Network autumn conference, which is focusing on this area of work.

• The constabulary has taken a lead by hosting the national independent advisory group (IAG) conference, which was the first stage in organising a national structure for IAGs (Images), encompassing the Morris and Taylor reports, best practice and national terms of reference.

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• The constabulary has a compliant RES and its impact assessment process has been held up as good practice by the CRE. All impact assessments are published on the constabulary internet. The ethnic monitoring review group forms part of the diversity structure and has responsibility for detailed examination of data to look for any disproportionality.

• The constabulary has a disability action plan, part of which looks at the police estate and access to premises and services. The first phase of alterations has been completed and further work is ongoing. This will form part of the disability equality scheme, which was written in consultation with disabled groups in Cheshire. The constabulary is now pursuing the possibility of extending this group along the same lines as an IAG. Language line, a service for detained persons to have their rights and conditions of detention exlained in their own language is available within the constabulary and there are dedicated prayer rooms.

• The constabulary has dedicated resources to oversee the investigation of hate crime, which is monitored by the diversity advisory unit. A hate crime co-ordinator post has been created to take a proactive approach to hate crime, including self- reporting, victim and witness care and the partner agency response from the local criminal justice board (LCJB).

• Consultation takes place both with the IAG and via a consultation protocol with Cheshire, Halton and Warrington Race Equality Council (CHAWREC). This has informed policy holders of the possible impact of policies such at the recent ‘stops’ policy and has resulted in amendments being made and fed back to the community.

• The constabulary is currently delivering a programme of diversity training to all staff using a drama-based company (The Garnett Foundation) and is also training its managers on how to assess performance in terms of race and diversity as part of the national learning requirement. Additional diversity training is given to the diversity advisory unit staff and also to the area/departmental diversity teams, particularly in relation to the Race Relations (Amendment) Act (RRAA). A workbook has also been designed for all staff under the RRAA.

• The number of victims racial incidents satisfied with the overall service provided is higher than the most similar force (MSF) average.

• The percentages of violence against the person offences detected (by means of sanction detection) for victims from BME groups and for white victims for 2005/06 were both higher than the MSF group averages.

Work in Progress

• The constabulary has acknowledged the need to formalise the way it monitors and records community tensions and is currently producing a simple template so that any concerns can be effectively recorded and monitored.

Areas for Improvement

• The constabulary should undertake additional work to develop community intelligence as part of the NIM process; this has to be done in conjunction with the

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Profile Management System (PROMS) database development and management of the community at tasking and co-ordinating meetings.

• Community profiles are to be developed using the Experion system, which in turn will inform staffing levels in newly defined neighbourhoods. The constabulary should drive development of this approach.

• The constabulary should focus attention on improving returns for surveys in respect of racist and hate incidents. This should include the development of telephone surveys.

• The percentage of racially or religiously aggravated offences detected is lower than the MSF average.

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Direction of 1B Neighbourhood Policing and Problem Solving Grade Travel

Good Stable

National Grade Distribution

Poor Fair Good Excellent

4 18 20 1

National Context

Neighbourhood Policing (NP) is a national programme and its expectations are based on national research. This framework differs from others because the grade awarded reflects the force’s ability to roll out NP progressively, year on year, until its implementation date of April 2008. This focus on programme delivery and the need for continual improvement are reflected in the grades. Therefore, in this framework it is significantly more challenging for a force to maintain the same grade as last year. HMIC has awarded an Improved direction of travel where forces are actively progressing implementation, have improved their performance and have allocated significant resources to deliver NP. As a result, most forces have an Improved direction of travel. However, this assessment has also highlighted the significant demands of the NP programme and the vulnerability of some forces that are failing to maintain the pace of implementation.

Contextual Factors Good progress has been made in respect of neighbourhood policing. Standard operating procedures (SOPs) are in place in all NPUs across the constabulary. A Safer Neighbourhoods programme has been established in 32 key communities and is a development of the Home Office-funded citizen-focused policing project, for which Cheshire was one of three pilot forces. The constabulary is proactive in driving engagement with local communities through various means, not least through its CAMs. Communities have also been engaged on a strategic level, for example to formulate policing objectives, and good use is being made of the Police Authority’s forums, citizen’s panel and IAG.

Strengths

• The Chief Constable has clearly defined neighbourhood policing through the Taking Control process and restructuring of the constabulary, and through the drive of the ACC for territorial policing. This has developed further with an established Safer and Stronger Neighbourhoods project team/board, which includes the BCU commander from the pathfinder BCU and the project manager. Partner agencies, together with the Police Authority, are active members on the project board and influence the development of neighbourhood policing.

• There is evidence that the constabulary’s neighbourhood policing structure is based on and includes the ten National Centre for Policing Excellence (NCPE) practice advice principles. Neighbourhood policing is part of mainstream policing activity. There is evidence-based deployment. Neighbourhood teams are identifiable, accessible and responsive. Neighbourhood structures reflect and are adapted to local conditions and empower the public to engage with such teams. Various Page 20 Cheshire Constabulary - Baseline Assessment

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partners, agencies and communities are engaged in joint problem identification and action using NIM processes. There is evidence of established problem-solving processes with partners and the community using the PROMS system.

• Community profiling software is used to identify and define community demographics and values, and crime and incident baseline data is gathered for each discreet community in order to be able to measure the impact of the engagement methods and interventions used.

• The pathfinder site (Eastern BCU) has embraced the ten NCPE practice advice principles and has achieved complete implementation. A specific time-bound plan is in place and significant progress towards implementation in the remaining two BCUs has been made, driven by the strategic project board for neighbourhood policing. The plan is fully integrated with associated developments such as the police community support officer (PCSO) project.

• Since April 2005, Cheshire Constabulary has made progress in embedding its SOPs in 18 NPUs across its three BCUs. Each NPU is led by an inspector and includes CAT officers, PCSOs and investigation teams working closely with partner agencies and citizens to develop community cohesion, provide reassurance, reduce crime and address the fear of crime and ASB. There is a clear local definition of neighbourhood policing.

• Cheshire Constabulary has made significant progress in community and partnership engagement. CAMs are multi-agency led and provide a framework and performance structure to drive neighbourhood management through engagement. The model builds on public perception surveys, environmental audits, community profiling and information from geo-demographic software. CAMs are attended by community officers.

• The constabulary has piloted a course for CSOs, constables, sergeants and inspectors that included training in public surveys, environmental auditing, partnership work, media awareness and managing public meetings.

• The methods of communication within neighbourhood policing in Cheshire are good, providing updated information and identifying local officers. The constabulary uses a variety of means to identify local officers by name for the public, eg NPU inspectors’ photographs, names, contact details and areas of responsibility have been run in the local press and placed on the back of local policing summaries, which have been circulated to 450,000 households. Additionally, posters and newsletters are distributed to local communities.

• To facilitate electronic communication, each CAT has an email address, voicemail and a dedicated area of the constabulary website. Each CAT can personalise its details in its area of the website, officers can also send bulk messages to members of the community in their neighbourhoods by using group emails.

• The neighbourhood policing model identifies the type of service provision for each NPU, and effectively for each individual. SOPs have been compiled for all units throughout the constabulary that provide service delivery. The NPUs have a joint SOP which defines and outlines the service requirements for all officers and police staff within the units.

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• The constabulary has also identified and progressed the service need for local crime investigators to be placed within NPUs. While NPUs house CAT officers (both PCSO, special police constables and constables), there is a recognition that local investigation links community intelligence with community involvement and improves the targeting of repeat offenders and areas of ASB and disorder. This has resulted in the identification of skilled investigation team officers within the NPU. Officers work alongside and in support of CAT officers, but with a defined SOP.

• Community intelligence is collected from many sources and is managed, as with all intelligence, using NIM processes. There is also clear evidence of a structured approach to addressing ASB, which complements neighbourhood policing.

• The constabulary has created the role of office manager in each NPU, with responsibilities including the management of the victims’ charter and administering the 0845 number.

• Cheshire Constabulary is to be one of ten forces to pilot the national neighbourhood policing performance management framework. The next phase in the development of community engagement is to conduct focus groups with diverse communities and representatives of the citizens of Cheshire to understand what stimulates their fear of crime and what the constabulary needs to do differently to increase feelings of safety and satisfaction with policing services.

• The British Crime Survey (BCS) shows that public perception in Cheshire of the risk of being a victim of personal crime has increased compared with the same period last year, but is in line with the MSF group average.

Areas for Improvement

• The definition of ‘neighbourhood’ has been identified within the project plan as a specific term of reference. It is envisaged that, once this process has been undertaken in line with NCPE practice advice, defined neighbourhoods can be used as the model by which future resourcing of CATs is determined. The constabulary needs to concentrate efforts on defining neighbourhoods in line with community perceptions, so that it can obtain ‘buy-in’ from local communities.

• The constabulary should drive the development of community intelligence in line with the terms of reference within the neighbourhood policing project approach document. The aim should be to ensure that all streams of community intelligence are identified, to develop processes to analyse and disseminate this intelligence, to ensure that neighbourhood policing is integrated into the NIM process, and also to allow a two-way intelligence flow within the community, so that results of community intelligence are fed back. Importantly, systems should be in place for routine partner and community involvement in the formulation of NIM products and NIM processes.

• The constabulary recognises the need to measure its reassurance activities within the community. It has volunteered to act as pilot for a BCU reassurance performance model, which was created by the national neighbourhood policing team and considers access, influence, intervention and feedback. There is also a need to ensure consistency of focus on joint targets such as the Stronger and Safer Communities Fund, local strategic partnership (LSP), local area agreement and district crime and disorder reduction partnership (CDRP) targets.

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• CAMs could operate more effectively. Partner representatives of the appropriate job grade should be encouraged to attend and be held accountable for actions or inaction. Currently there is a variable approach, with differing ranks or grades of officer and partner attending, which results in a lack of action in some instances.

• Although development is evident since the previous baseline assessment, to date the constabulary has not developed its performance framework to capture not only quantitative information but also qualitative information, which would better reflect the work of CATs; however, work in this area is ongoing. Through the role of performance analysts, the constabulary should examine for each BCU what information and data needs should be captured to support operational performance across the range of roles.

• The officers currently engaged in neighbourhood policing (CATs) were selected on the basis of a ‘preferencing process’ run by the force in order that officers could select their preferred working place during the Taking Control review, rather than necessarily having the skills and experience for the role. On occasion, probationer constables are used in this role. The constabulary should be confident in the way in which staff are selected for this important area of policing.

• It is recognised by the constabulary that, although the Taking Control model dedicates specific resources for each NPU, there is a need for a specific abstraction policy; this is being developed as part of the terms of reference within the neighbourhood policing project approach document.

• The satisfaction of victims of domestic burglary, violent crime, vehicle crime and road traffic collisions with respect to action taken by the police is below the MSF group average.

• The percentage satisfaction of victims of domestic burglary, violent crime, vehicle crime and road traffic collisions with respect to their treatment by police staff is below the MSF group average.

• The satisfaction of victims of domestic burglary, violent crime, vehicle crime and road traffic collisions with respect to the overall service provided is below the MSF group average for the same period last year.

• The BCS shows that the perception of the public feeling at risk of being a victim of household crime has increased since last year and is above the MSF group average.

• The BCS shows that public feelings of worry about ASB is above the MSF group average.

GOOD PRACTICE

TITLE:. Community Tasking brings Accountability Through Engagement

PROBLEM: Cheshire Police have adopted a model of community engagement in 32 locations where members of the community join together with partner agencies to prioritise local issues, develop solutions and task agencies.

SOLUTION: The strategy includes working together to carry out day time and night time Page 23 Cheshire Constabulary - Baseline Assessment

October 2006 environmental visual audits to identify crime and environmental priorities, face to face public perception surveys to determine levels of fear of crime and anti-social behaviour, baseline crime and incident data and community profiles using geo-demographic software, a picture of the communities needs to inform ethical values and tolerance levels.

The communities themselves use this information to determine their priority concerns by voting at community meetings. The meetings are facilitated by the police but multi- agency led with representatives from agencies such as the local and district council, anti-social behaviour co-ordinator, homewatch co-ordinators, residents association, Housing Trust etc.

The priorities for action which are selected at the meeting are recorded and actions are progressed by the Community Action Team Officers through the police’s “Local Proms” database.

All agencies are then publicly held to account at the next community Action Meeting 9 weeks later where they report on action taken and the community set the priority of work for the next 9 weeks.

Some of the priorities for action have resulted in innovative interventions such as the Co- op playing classical music outside to deter young persons loitering. Implementing Community ‘Speedwatch’, Community Litter picks, the investment of £200, 000 in one location for street cleaning projects are amongst some of the examples.

Currently, the measures used to determine success are the Fear of Crime and Perceptions of anti-social behaviour targets set under the Local Public Service Agreement. Over the next 6 – 12 months, a more rigorous Performance Management Framework will be developed to assess the contribution of neighbourhood policing and the added value of officers, PCSOs and partners in local communities.

The Neighbourhood Policing Units (NPU) takes the lead in the formation of, and performance of the community action meetings with the local officers retaining the practical responsibility. The Inspector in charge of the NPU has overall control of resources contributed by the police and requested from partner agencies. The system for tasking such action if the local PROM system in which the Inspector owns the nominated issue, and tasks directly to those participating partner agencies or supporting police departments. The PROM profile is accessible by all police officers/staff, which allows an individual the ability to update each task independently creating a ‘real-time’ system for auditing progress and tactical assessment/evaluation.

OUTCOME(S): Building on the increased accountability and community engagement, Cheshire Constabulary has now been identified as one of the forces to pilot ‘Reassurance Measurement’. This pilot will focus on evaluating and measuring the performance of the force in reassuring the public, with a planned start date of 1st April 2006. FORCE CONTACT: Superintendent Andy Mitchell, Head of Performance Improvement [email protected] Tel : 01244 612882

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Direction of 1C Customer Service and Accessibility Grade Travel

Fair Stable

National Grade Distribution

Poor Fair Good Excellent

0 19 22 2

Contextual Factors The constabulary has recently undergone a fundamental change in its methods of service delivery. The Taking Control ethos is aimed at improving customer service and accessibility to services and the Chief Constable has set quality of customer service as one of his three key priorities for the constabulary. The demands placed on the constabulary to meet the quality of service commitment (QoSC) by November 2006 can not be underestimated, and this is therefore reflected in the honest appraisal of the areas for improvement.

Strengths

• The commitment to providing a high-class policing service is shown by the level of personal involvement and drive of the constabulary command team. Quality of service is one of the Chief Constable’s three key priorities for the constabulary. Three versions of the policing plan are issued to give a more local focus.

• The QoSC project is a constabulary corporate project and is being led by the DCC. The project is a member of the quality of service consortium, led by the Police Crime Standards Directorate (PCSD). The project manager works closely with divisional commanders and with the call management, administration of justice and estates management departments to ensure both consultation and compliance with the legislation.

• The QoSC project was initiated in April 2005 and has progressed to a stage where all requirements either have been implemented or have action plans that are being progressed. Extensive training of staff is currently ongoing in BCUs and HQ departments and a post-implementation review is planned for November 2006. Also, a specific working group is looking at the quality and timeliness of the constabulary response to incidents (adopting a thorough approach).

• In addition to mandatory completion of satisfaction surveys, the constabulary carries out 999 and non-emergency satisfaction surveys to inform and improve call management. The management information unit provides advice across the constabulary for all customer satisfaction surveys.

• CAT members’ email addresses are available to the community, and there is a stipulated response time of 24 hours. The constabulary has an external website and an internal intranet site for ease of access for all customers and staff.

• The function of call handling has been reconfigured into radio talk groups and, as a result, has achieved an improved response performance. This has allowed call

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handlers to give callers more accurate estimates of attendance times. Call management has a quality assurance (QA) section and a ‘one-stop shop’ service desk, which has reduced the number of calls directed to call management. Each BCU has helpdesks as a first point of contact for customers.

• The QoSC requirements, such as the ten-day target for response to enquiries from the public, have been introduced into constabulary policy, and a minimum standard of crime investigation, in line with the victims’ charter, has been introduced into the crime investigation policy. ‘Compliance dip sampling’ takes place.

• There is a partnership initiative between the police and the Crown Prosecution Service (CPS) witness care units to contact and survey witnesses following court hearings in order to assess any needs they may have and to thank them for their involvement in the case. Policies and procedures for identifying vulnerable witnesses have been revised and changes have been incorporated into the BCU training on QoSC compliance.

• All senior management teams (SMTs) across the constabulary and NPU inspectors have been briefed on their QoSC responsibilities earlier this year. The associated learning package is included on the constabulary intranet and is marketed through posters, articles in the constabulary newspaper and core briefs.

• The constabulary has an ongoing programme of articles in local newspapers, designed to educate the general public about issues such as call handling, service levels and response. Each neighbourhood team has its own regular newspaper published every nine weeks. The Police Authority produces a newsletter after each local forum and has made available an extra £120,000 to the constabulary for this purpose.

Work in Progress

• The constabulary has put in place action plans following HMIC recommendations on the timeliness of analysis relating to customer satisfaction surveys and follow-up reminder letters regarding satisfaction surveys. The action plans are ongoing.

• The constabulary is of the view that the current practice of assessing customer satisfaction levels using postal surveys is resulting in an unrealistic assessment of the service provided. Having conducted research within the MSF group, the intention is to amend the process and assess satisfaction levels using a telephone-based system. This should be pursued as soon as possible.

• The constabulary has conducted a review of performance against the requirements of the Victims’ Code pre-charge compliance, and it was found that performance was not of an acceptable level. An action plan is in place to improve compliance. As far as post-charge compliance is concerned, the constabulary is currently implementing Victims’ Code targets. Additionally, following the restructure brought about by the Taking Control programme, the constabulary should redefine controls such as who is the OIC [officer in charge)

• Training on the QoSC project has commenced in all BCUs, and there is a strategy in place to further develop associated training once QoSC has been implemented. Running through the training is the ‘underlying theme’ of informing staff of the impact they have on the service they deliver to the public.

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Areas for Improvement

• The constabulary recognises that its ‘ease of contact’ and ‘treatment by staff’ results in satisfaction surveys are below the target of 75%. The figure is currently 74%.

• Although general performance has improved for call management, performance has not achieved the National Call-Handling Standard (NCHS) for non-emergency calls. The constabulary should continue to focus effort in this area.

• The percentage satisfaction of victims of domestic burglary, violent crime, vehicle crime and road traffic collisions with respect to making contact with the police is well below the MSF group average.

• The percentage satisfaction of victims of domestic burglary, violent crime, vehicle crime and road traffic collisions with respect to being kept informed of progress is lower than the MSF group average for the same period last year.

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Direction of 1D Professional Standards Grade Travel

Fair Not Graded

National Grade Distribution

Poor Fair Good Excellent

2 16 25 0

National Position

In view of the recent focused inspection activity of professional standards departments across the country, the grade allocated in the national moderation process and publication of the reports in January 2006 will be applied for the purposes of baseline assessment.

The inspections were conducted using a substantial framework of questions under EFQM4 (European Foundation for Quality Management) headings. This framework of questions was forwarded to forces in line with normal baseline methodology, requesting self-assessment and submission of relevant evidence and supporting documentation. This material was then analysed and followed by HMIC inspection teams visiting forces to carry out validation checks and supplementary interviews of key staff and stakeholders. The baseline inspection reports include recommendations as well as areas identified for improvement.

Evidence was gathered, consolidated and reported upon in individual force baseline assessment reports which can be found on the HMIC website: http://inspectorates.homeoffice.gov.uk/hmic/inspect_reports1/baseline-assessments.html

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2 Reducing Crime (Domain 1)

Direction of 2A Volume Crime Reduction Grade Travel

Fair Stable

National Grade Distribution

Poor Fair Good Excellent

1 18 20 4

Contextual Factors The constabulary has adopted an increasingly robust approach to assessing the performance of volume crime reduction. The chief officer team has shown commitment and drive to improve performance, and volume crime reduction is contained in the constabulary’s business plan and control strategy.

The constabulary has in place 24-hour centralised crime recording facilities, which has resulted in a notable increase in recorded crime. NIM2 is currently being implemented by the constabulary and significant investment has been made to improve the intelligence capability.

Strengths

• There is clear chief officer commitment to volume crime reduction. The Chief Constable chairs the monthly performance improvement meeting (PIM) at which senior officers account for their area’s performance. Good practice is a feature of this meeting, which is directly followed by the level 2 tasking and co-ordinating meeting, where strategic priorities are considered in the light of performance and intelligence.

• Volume crime reduction is a key strand of the constabulary’s business plan and control strategy and the constabulary publishes all strands of the crime reduction strategy on its website. The business plan shows the extent to which volume crime reduction activity is embedded in all parts of the organisation.

• Following a recent Audit Commission audit, the constabulary has been graded Excellent for compliance with the National Crime Recording Standard (NCRS). This contrasts with Amber grades for previous audits. Improvement can be attributed to the exercise of strong direction and control by the chief officer team and the constabulary crime registrar (FCR), and the introduction of a central crime recording bureau (CCRB) and DMUs for each BCU.

• Between the start of 2005 and March 2005, the constabulary rolled out the 24-hour CCRB, which has resulted in a rise in recorded crime. This, combined with the implementation of the new policing model based on inspector-led NPUs, has significantly raised recorded levels of violent crime.

• NIM2 is currently being implemented by the constabulary and this, together with significant investment by the Police Authority, should improve all levels of

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intelligence activity and contribute to volume crime reduction. The tasking and co- ordinating processes are consistently applied across the constabulary and the strategic assessments and control strategies reflect the importance of this area of business.

• There is clear territorial accountability for volume crime reduction. NPU inspectors have the responsibility for all volume crime reduction operational issues. The NPUs have CATs and investigation teams to target problem individuals or locations and make use of the problem-oriented policing model, using appropriate tools and training. The NPUs are able to directly commission partnership work and have been successful in raising funds to target reduction activity.

• Robbery per 1,000 population for the period 2005/06 has increased compared with the same period last year and is in line with the MSF group average.

• Vehicle crime rates per 1,000 population for the period 2005/06 indicate that there has been an increase compared with the same period last year. Data for the latest three months shows that the constabulary is in line with the MSF average.

Work in Progress

• The strategic partnership picture across the constabulary is variable. The constabulary tries hard to overcome the structural difficulties between unitary and two-tier authorities, but a gap has been identified within HQ partnership capability. The LSP and CDPR activities within the borough and the county are difficult to co- ordinate and appear to add little to the local success enjoyed by NPUs.

Areas for Improvement

• The BCS shows that the perception of the public feeling at risk of being a victim of personal crime has increased compared with the same period last year yet is still in line with the MSF group average.

• The BCS shows that the perception of the public feeling at risk of being a victim of household crime has increased since last year and is above the MSF group average.

• Domestic burglary per 1,000 households for the period 2005/06 has increased when compared with the same period 2004/05 however the latest data for the period January to March 2006 indicates a notable improvement resulting in force performance being slightly above the MSF group average.

• Violent crime per 1,000 population for the period 2005/06 has increased when compared with the same period in the previous year; this is above the MSF group average.

• Total crime per 1,000 population has increased for the period 2005/06 compared with the same period last year and although this has improved over the last three months it is still above the MSF group average.

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3 Investigating Crime (Domain 2)

Direction of 3A Managing Critical Incidents and Major Crime Grade Travel

Good Stable

National Grade Distribution

Poor Fair Good Excellent

5 17 17 4

Contextual Factors The constabulary has in place a dedicated force major investigation team (FMIT), which has proved sufficiently resilient to cope with a high volume of work. The FMIT also has some capacity to undertake investigations into other serious crime by being tasked through the NIM process. There has also been investment in critical incident training for senior commanders and further training is planned for 2006.

The constabulary has invested in a 40-strong area support group (ASG), which provides on-duty specialist uniformed support officers to assist areas with spontaneous and intelligence-led public order responses, search team officers and method of entry capabilities.

Strengths

• The constabulary produces a bi-annual strategic assessment that assesses threats by crime type with reference to specific area, community and crime problems. The constabulary has a strategic public protection unit (SPPU) with responsibilities for multi-agency public protection arrangements (MAPPA), sex offender policy and high- level partnership engagement. The SPPU links directly with the three BCU public protection units (PPUs), each of which deals with sex offender risk management, child protection, dangerous offenders and DV at area level.

• The constabulary now has a well established and effective IAG with direct links to the constabulary diversity advisory unit. Members of the IAG have been closely involved in critical incident training with constabulary commanders and senior detectives, and more recently in the Cheshire-based exercise’ Northern Synergy’ (January 2006). The head of the FMIT has made presentations to the IAG on homicide investigations. Community impact assessments are a regular feature of homicide investigations, and partnership tasking is a regular feature of area-level tasking meetings.

• The constabulary has invested in a dedicated FMIT headed by a detective superintendent, who leads a team of senior investigating officers (SIOs) and specialist investigators. The FMIT has proved sufficiently resilient to cope with a high volume of work, including a record number of homicides (13) during 2005/06, a number of legacy investigations, and an additional 21 suspicious death Page 31 Cheshire Constabulary - Baseline Assessment

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investigations, each requiring a Home Office pathologist and enquiries to bring the case to inquest.

• The progression of the constabulary’s implementation of the Niche product-based Atlas data warehouse system is already increasing the intelligence availability from custody, with roll-out to command and control incident logs and Omega crime and intelligence systems in the near future. The constabulary is well advanced in the implementation of QA data to ensure compliance with the IMPACT programme, and emphasis is placed on compliance with the Bichard recommendations. The Violent and Sex Offenders Register (ViSOR) is managed by a dedicated sex offender analyst within the SPPU and is rolled out across BCU PPUs.

• With an establishment of nine dedicated, nationally trained SIOs at detective chief inspector (DCI) and detective inspector (DI) level, 15 detective sergeants, 50 detective constables, 10 constables and 6 police staff investigative support officers, the FMIT has 3.7% of the constabulary’s resource, which compares favourably with similar forces. The FMIT is structured into six syndicates with bases in each of the constabulary’s three areas. The FMIT is scaled to provide sufficient specialist investigators to respond swiftly to major crimes and critical incidents on a weekly basis.

• The FMIT has responsibility for all sudden and unexplained deaths where a Home Office pathologist is commissioned to determine the cause of death. The FMIT SIOs liaise closely with HM Coroner for Cheshire. The constabulary has significant experience of dealing with homicide investigations in healthcare institutions and has increasing expertise in dealing with care-related deaths in nursing homes. The FMIT participates in regional meetings with the Health and Safety Executive. Records of suspicious deaths are maintained and investigated in strict accordance with the murder investigation manual.

• FMIT staff contribute to night cover detective rotas at all ranks. The FMIT integrates well with BCU detective officers and with the crime scene managers and investigators of the force intelligence unit (FIU). The FMIT has contributed well to the management of demand on BCUs in this respect, as there are no longer any BCU abstractions for major investigations.

• There are well established 24-hour cover rotas for locum superintendents, firearms incident commanders and senior detectives, as well as for specialist Bronze commanders to provide immediate tactical advice in firearms, public order, siege management and other incidents requiring negotiators as a tactical option.

• The constabulary has entered collaborative arrangements with North Wales Police and has a protocol in place for mutual aid in category A crime investigations. There is evidence of cross-border assistance being provided in connection with murder investigations. The two forces have a collaborative arrangement for the provision of dedicated surveillance teams under the direction of a Cheshire DI. The constabulary has significant experience of providing DVI (disaster victim identification) staff to national and international operations and is currently revising plans to enhance its casualty bureau response with Casweb.

• Historic case reviews form part of the terms of reference of the joint Cheshire/North Wales Police major crime review team. Prior to the formation of this joint unit, the constabulary had a robust policy of undertaking cold case reviews of undetected

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murders, drawing on experienced SIOs and limited resources from HQ and areas. The constabulary has invested heavily in archiving major crime files.

• The constabulary has invested in critical incident training for senior commanders and further training is planned for 2006. Command and control processes are sophisticated, with the centralised resource deployment centre (RDC) and briefing and operational facilities within HQ Winsford. The constabulary has experience of invoking post-incident procedures on three occasions in the past 12 months and has drawn from lessons learnt on each occasion.

• The constabulary has invested in a 40-strong ASG, which provides on-duty specialist uniformed support officers to assist areas with spontaneous and intelligence-led public order responses, search team officers and method of entry capabilities. This has also has enhanced capacity and capability to mobilise specialist resources to critical incidents.

• The constabulary has a dedicated SPPU providing co-ordination and policy leadership to area PPUs engaged in MAPPA and local risk management meetings for sex offenders and dangerous offenders, including an enhanced prevention and enforcement policy to combat domestic abuse.

• There are well developed links with vulnerable minority groups, particularly the gypsy and traveller community and companies vulnerable to targeting by animal rights extremists.

• Contingency planning at both constabulary and BCU level is linked to and informed by the intelligence process. Critical and potentially critical incidents are systematically flagged for action and there is evidence that they are routinely fed into the NIM process.

• The constabulary has the capacity to provide 24-hour strategic and tactical advice with call-out procedures for specialist support and senior officers, including nationally trained and accredited firearms commanders. The constabulary has made substantial investments in firearms officers and enhanced, 24-hour armed response vehicle (ARV) cover, and has plans to increase ARV cover towards the end of 2006.

• The constabulary has recently learnt from experiences gained from the national Remount exercise Northern Synergy, which tested to the limit the constabulary’s contingency plans and operational responses for critical incident management.

Work in Progress

• The constabulary needs to invest in intelligence and analytical capacity to service major crime, level 2 investigations and intelligence cells to run alongside FMITs. The Police Authority has agreed to a £1 million investment to build the constabulary’s intelligence capability, which will assist in the provision of dedicated analytical support. Currently some abstractions are being experienced from BCUs and the force intelligence bureau (FIB) in order to support to major incidents at level 2.

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Areas for Improvement

• While the constabulary has adopted the national definition of a critical incident, this has not translated into full use by operational staff. The constabulary needs to ensure that the ethos is fully embedded within the organisation.

• Under FMIT policy, an increasing number of investigations are being run on HOLMES 2, which increases the capture and subsequent availability of intelligence for wider force benefit. The constabulary is aware of the barriers to intelligence flow between the HOLMES 2 database and general intelligence systems and this remains an area for development.

• The constabulary needs to address future SIO development capability and fully integrate the level III professionalising the investigative process (PIP) accreditation scheme during 2006/07. A team has been identified to ensure that this work is carried out.

• The constabulary needs to update contingencies and enhance awareness training for casualty bureau and DVI response.

• Currently there is no constabulary policy for witness protection and no dedicated witness protection unit in place, although there are members of staff dealing with witness protection on an ad-hoc basis. While the constabulary considers this approach is adequate for its needs at present, the introduction of a constabulary policy will ensure that all relevant staff have access to documented arrangements.

• The number of life threatening crimes and gun crimes per 1,000 population increased in 2005/06 on the previous year and is above the MSF group average.

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Direction of 3B Tackling Serious and Organised Criminality Grade Travel

Fair Improved

National Grade Distribution

Poor Fair Good Excellent

7 21 13 2

Contextual Factors The level 2 protective services capability within Cheshire Constabulary provides for the investigation of serious and organised crime through the tasking of specialist units supported by the dedicated surveillance unit and the FIU. The constabulary has identified a gap in its ability to be effective in this sector and has agreed to invest an additional £1 million in this area of policing, particularly into HQ-based resources.

Strengths

• Level 2 protective services capability provides for the investigation of serious and organised crime through the tasking of officers from specialist units which include organised crime, class A drug trafficking, paedophilia, financial crime (including money laundering), fraud and the criminal use of computers. These specialisms are supported by the dedicated surveillance unit and the FIU, which drive the tasking process through daily and monthly tasking meetings. Units combine to provide a full menu of complementary skills, which can be applied to individual operations, and sufficient numbers of officers when required. As part of a larger constabulary operations directorate, these units call upon the services of specialist uniformed units for additional capacity and skills as required.

• The constabulary has taken a deliberate stance of concentrating on challenging but achievable targets in work prioritised for level 2 resources. This strategy has proved particularly effective, with all constabulary-level operations conducted by the central crime units returning good results in terms of arrests and successful prosecutions.

• The units within the operations directorate demonstrate an ability to undertake difficult and complex investigations into criminal networks operating at level 2. These abilities are also utilised in support of BCUs on level 1 operations and are provided to other forces and agencies when required. Other specialisms, such as financial and computer investigations, are incorporated into level 2 operations from within the operations directorate through joint working with those units.

• The financial investigation unit and the paedophile unit undertake their own operations, thereby enhancing the protective services provision within the constabulary, but are still subject to the rigours of level 2 tasking.

• During 2006 the constabulary is investing an additional £1 million in protective services, specifically targeting resources at NIM2 compliance, building a more effective FIB, increasing its surveillance capability, adding a level 2 covert source-

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handling unit, developing a covert policing unit, and improving its ability to be proactive against serious and organised criminal networks.

• The constabulary is repositioning resources that currently come under the banner of fraud and financial investigation in order to maximise the potential for self-financing through the seizure of criminal assets. The constabulary has a network of financial investigators who work in support of BCU and level 2 operations. There is now an opportunity to bring an operational focus to the Proceeds of Crime Act. This will drive serious crime reduction and detection activity in the future. The constabulary provides support for the North West regional asset recovery team and will continue to do so.

• The constabulary identifies active criminal networks through the level 2 strategic and tactical assessments that form part of the tasking and co-ordinating hierarchy. Through this process it has been identified that criminal networks operating specifically in the areas of heavy goods vehicle crime, the supply of class A drugs, paedophilia and cash in transit robberies are active in the constabulary area.

• Harm indicators are assessed during the performance improvement process and the level 2 tasking and co-ordinating tactical assessment, both of which take place monthly. The outcome of these assessments influences operational activity in this area.

• The means of assessing and prioritising operations against level 2 crime is through the monthly level 2 tactical tasking and co-ordination group (T&CG) meetings, which are chaired by the ACC (operational support) and are attended by senior members of all level 2 units, the FIB and BCUs. The FIB manages and quality assures the process in close liaison with operations directorate management staff, preparing the level 2 problem profiles and assisting BCU intelligence units in the preparation of level 1 profiles, ensuring that they correspond with the strategic assessment and control strategy.

• The terrorist threat within Cheshire and, to some extent, the region, is countered by the Special Branch. The constabulary Special Branch continues to play a major part in national and regional counter-terrorist operations. The constabulary made a significant contribution to Northern Synergy in January 2006 and currently has officers working in London following the events of 7 July 2005.

• The constabulary has a highly trained and experienced mobile surveillance unit capable of undertaking sensitive surveillance techniques. This unit is available to all levels of the constabulary and to all parts of the region, and is supported through a collaborative arrangement with North Wales Police.

• The financial investigation function within the constabulary is meeting its performance targets with regards to the confiscation of assets, both in terms of numbers and amounts. The financial investigation unit is headed by a detective sergeant and has developed a proactive capability, engaging with other units to obtain evidence and intelligence to progress current operations. Twelve trained and accredited financial investigators work at both levels 1 and 2.

• The computer investigation unit provides the constabulary with the ability to undertake investigations into the criminal use of computers at a very high standard.

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The evidence provided by this unit has proved successful in achieving convictions on a weekly basis.

• The constabulary has two nationally trained witness protection officers, both working within the FIB structure and readily placed to advise SIOs on witness protection issues. Witness protection capability is being developed on a regional basis as part of the ACPO North West region collaboration strategy.

• The number of life-threatening crimes and gun crimes per 1,000 population increased in 2005/06 on the previous year, but is in line with the MSF group average.

Work in Progress

• The demands on the existing surveillance unit have increased significantly, particularly in the area of counter-terrorism and because of the requirement to support regional operations. The constabulary recognises that it needs a second surveillance unit and in the forthcoming financial year will take steps to progress this. The constabulary intends to increase proactive resources, provide appropriate training and provide a back-up surveillance capability.

• The constabulary’s current capacity to develop level 2 intelligence is limited by an identified lack of resources within the FIB and an ongoing commitment to support level 1 FIUs. As a consequence, the constabulary is limited in its ability to liaise more closely with surrounding metropolitan force areas, develop joint operations and develop mutually beneficial intelligence, resulting in its inability to provide a sufficient number of quality problem and target profiles to level 2 crime units. This has been addressed through the allocation of additional resources, £500,000 of which will be invested in this area in the next financial year.

• The identified gap in the constabulary’s ability to be effective in this sector has resulted in the recent agreement to invest an additional £1 million, targeting resources at identified elements of protective services where additional capacity is most needed. The constabulary should ensure that any investment is carefully monitored and evaluated.

• The investment in level 2 capability will stretch the resilience of the constabulary in terms of detective skills and experience. The constabulary should continue to be mindful of keeping an even spread of experience between BCU-based and HQ operations. The issue of training detectives should also be borne in mind as the constabulary is unlikely to be able to train all the detectives required in the forthcoming year. Detective numbers and post locations are currently being reviewed with a view to deciding how to overcome this problem.

• The constabulary should continue to develop its performance framework in respect of serious and organised crime and expand on the basic information currently captured. At present there is a lack of performance data on contributions made by level 2 corporate resources towards tackling criminality. The awaited information technology (IT) support should be progressed.

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Areas for Improvement

• There has been a fall in the number of cash seizures within the constabulary. Previous seizures have been made by constabulary units that have subsequently been reduced in size or diverted to other duties. Opportunities for additional training to divisional officers needs to be taken, and the constabulary should ensure that strategy and intelligence drive this priority.

• The current level of resources within the computer investigation unit is insufficient to deal with the level of demand for its services. At present there is a 12-month delay between receipt of computers for examination and completion of their examination. Current demands on resources have prevented the recruitment of investigators for this unit and the constabulary is examining the possibility of greater collaboration with neighbouring forces in this rapidly changing and expanding area.

• The constabulary should evaluate the effectiveness of the FMIT. Account should be taken of the resources allocated to FMIT against outcomes.

• Violent crime per 1,000 population for the period 2005/06 has increased when compared with the same period 2004/05 however the latest data for the period January to March 2006 indicates a reduction compared with the previous three months. Violent crime per 1,000 population is currently above the MSF group average.

• The number of joint operations carried out with the National Crime Squad and HM Revenue and Customs has decreased and is below the MSF group average.

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Direction of 3C Volume Crime Investigation Grade Travel

Fair Improved

National Grade Distribution

Poor Fair Good Excellent

3 20 16 4

Contextual Factors The constabulary has markedly improved its sanction detection rates for the highest volumes of crime, particularly violent crime, vehicle crime and criminal damage. The constabulary is about to publish for the first time a document outlining the minimum standards of investigation, which will further assist with improvements in this area. The use and importance of financial investigations as a tactic is becoming more prevalent in the constabulary. This will continue in the following year as the constabulary benefits from the investment in level 2 resources.

Strengths • There is clear chief officer commitment to volume crime investigation, which is championed by the ACC (territorial policing). The Chief Constable chairs the monthly PIM where volume crime investigation is a key element.

• The constabulary has improved its sanction detection rates for the highest volumes of crime, particularly violent crime, vehicle crime and criminal damage. This has been achieved by focusing BCU activities through the NIM process and developing systems that move quickly towards effective outcomes, seeking to deal with volume crime investigations in a timely fashion or file them accordingly. Volume crime investigation is supported by effective training and QA systems.

• The recent Audit Commission audit graded the constabulary Excellent for compliance with the NCRS, which can be attributed to the exercise of strong direction and control by the chief officer team and the constabulary crime registrar, and the introduction of a CCRB and DMUs for each BCU.

• The crime registrar routinely delivers training to key service deliverers, supervisors, managers, and staff responsible for inputting crime on constabulary systems. He also checks all new crimes to ensure that their classification and modus operandi are correctly recorded.

• The NPU structure has improved accountability for volume crime outcomes, aligned to the needs of local communities, and NPU inspectors are becoming more knowledgeable and adept at using their resources to tackle issues as they emerge. Key to this success have been the NPU investigation teams, which comprise an experienced investigator and a number of relatively junior officers. This mix of experience and exuberance has been the catalyst for successes drawing on the full range of investigative options.

• Although the constabulary has requested the NCPE to assess NIM2 compliance, which was rated overall as Good, the constabulary’s ambition is to be considerably

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better and it has developed a NIM2 implementation plan that will impact on level 1 volume crime targets with a view to improving the sanction detection rate further.

• The profile management system (PROMS), which was developed for local community issues, has been expanded to include an audit trail of actions concerning two categories of prolific and priority offenders (PPOs): ‘catch and convict’ and ‘prevent and deter’. As CDRPs become more focused on these offenders and on the benefits of a co-ordinated approach, the potential for greater crime detection and reduction will be realised.

• The use and importance of financial investigations as a tactic is becoming more prevalent in the constabulary. This will continue in the following year as the constabulary benefits from £1 million investment into level 2 resources by the Police Authority.

• The percentage of notifiable offences resulting in sanction detection for 2005/06 has risen compared with 2004/05 and is in line with the MSF group average.

• Detections for vehicle crime have increased and are significantly above the MSF group average.

Work in Progress

• Although effective investigation standards are practised, the constabulary is about to publish for the first time a document outlining the minimum standards of investigation, which clearly sets out what is expected of each person who investigates a crime. This covers aspects of the victim-focused approach, NCRS, supervisory responsibilities and what constitutes an effective investigation for each of the most frequently recorded crime categories.

Areas for Improvement

• The use of forensic investigations in volume crime is currently being examined by the constabulary. One option being considered is to give BCUs ownership of crime scene investigators (CSIs), to ensure they become an integral part of the investigation team, not an HQ-based add-on to the process. This will allow BCU commanders greater flexibility in the use of this specialist resource and will drive them towards a better conversion rate.

• The constabulary should build more resilience into the volume crime audit process. Currently the dedication of the crime registrar is having a positive and significant impact in ensuring NCRS compliance. The constabulary should ensure that systems and staffing are sufficient to ensure that it would continue to meet the required standards in his absence. Resilience could be improved if sergeants in the DMUs were to take on a ‘gatekeeper’ role, scrutinising recording standards locally.

• Detections for domestic burglary have fallen in 2005/06 compared with 2004/05, although they are still above the MSF group average.

• Detections for racially or religiously aggravated offences have fallen for the period and are significantly below the MSF group average.

• Detections for robbery have fallen for the period and are below the MSF group

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average.

• Detections for violent crime have fallen in 2005/06 compared with 2004/05 and are below the MSF group average.

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Direction of 3D Improving Forensic Performance Grade Travel

Fair Stable

National Grade Distribution

Poor Fair Good Excellent

3 16 21 3

Contextual Factors The function of the forensic investigations service is guided and supported by comprehensive forensic strategies, business plans and forensic policies and procedures. The fingerprint bureau is externally accredited to ISO (International Organisation for Standardisation) quality standards and other units within forensic investigations work towards these quality standards. The constabulary has employed consultants to identify improvement opportunities in the forensic process and further in-house activity analysis has also been carried out on CSIs and the fingerprint bureau.

The training of officers is an ongoing process

Strengths • Forensic investigations are directly managed by the head of forensic investigations and the unit also has a chief officer lead. This structure is supported by comprehensive forensic strategies, business plans and forensic policies. Departments within the unit have clearly identified business processes.

• The fingerprint bureau is externally accredited to ISO quality standards. Other units within forensic investigations are working towards these quality standards and a quality focus group has been set up to identify areas of improvement and ensure that the business processes are adding value to the service.

• There is a performance management system within forensic investigations and performance is monitored at both unit and individual level. To ensure that performance issues are identified and addressed, a review of performance processes takes place every month. A summary report of the unit’s performance is prepared for the chief superintendent force directorate, and the head of forensic investigations attends the constabulary PIM.

• The CSIs are located within BCUs but centrally managed by the head of forensic investigations. Although no service level agreements are in place, regular contact is made with the BCU commanders and DCIs.

• The CSI team leaders attend daily briefings and tasking meetings to ensure the flow of information and intelligence and to support area initiatives and objectives. It is at these meetings that the forensic ‘hits’ still waiting to be either converted into detections or completed are highlighted by the CSI team leaders to the BCUs.

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• CSI team leaders are proactively trying to improve the service delivered both locally and to the FMIT. On a daily basis they review incoming crime in an effort to ensure that all scenes requiring CSI attendance have been dealt with.

• The training of officers is an ongoing process and a variety of courses receive forensic input. The forensic investigations unit is embarking on a training programme to reach those officers who have not had any recent forensic input. Probationer and student constables get basic forensic awareness input as a part of their initial training. Additionally the CSIs have a process of attachments to the unit, with a probationer constable attached to the unit every Wednesday. Training has also been rolled out to helpdesk staff and PCSOs to increase basic forensic awareness, in particular the packaging of evidential items.

• There is a monthly team leaders meeting to discuss performance, projects, procedures and new topics, eg smart water/luminol.

• Scene attendance is governed by the Cheshire Safer Houses project and the forensic attendance policy. The policy is available on the constabulary database and additional, up-to–date, specific information is provided to the deployment centre. In order to emphasise the importance of scene attendance, a CSI was attached to the deployment centre for three months to raise awareness of forensic issues with the control room staff. A reciprocal arrangement also exists, with attachments to the CSI team taking place on a regular basis.

• The purchase of deep storage facilities has allowed for better storage of samples and greater efficiency as stored samples can be more readily located.

Work in Progress

• The constabulary is currently reviewing the way that forensic investigation is linked into the overall investigation of crime to ensure that the two are connected and have joint aims and objectives. It is envisaged that the review will create a more targeted way of operating and ensure that there is a more robust and meaningful performance culture within the department.

• The constabulary employed Lanner Consultants to investigate opportunities to improve the effectiveness of the forensic process; their recommendations are being carried out. Further in-house activity analysis has also been carried out on the CSIs and fingerprint bureau to ensure that staff are operating at optimum levels.

• All finalised fingerprint cases are scrutinised by the head of the fingerprint bureau and any that are deemed capable of further search are identified.The quality of incoming fingerprints from crime scenes is currently being reviewed by the head of the bureau in order to identify any areas for improvement.

Areas for Improvement

• There is a performance framework for CSIs delivered through the monthly PIMs, which monitor departmental and individual performance in terms of scene attendance, recovery rates, workload processing, outputs and turnaround times. While this data is balanced against results from the fingerprint bureau to include a qualitative element, it is lacking in depth and could be improved to ‘drill down’ deeper into individual performance.

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• The head of forensic investigations attends the level 2 tasking meeting to offer advice and support and to draw up forensic strategies and minimum standards of scene investigation for both HQ specialist departments and BCU operations. The constabulary is considering whether the central approach to CSI management is the best way to maximise scene attendance and the quality of evidence gathered. Closer links with local investigation teams may see an improvement in current performance.

• There is no provision within forensic investigations to undertake analysis using recovered forensics to link scenes. A pilot utilising a BCU analyst is to be carried out to identify the effectiveness of providing a resource in this area of work.

• There is no clear ownership for forensic hits through to detection. The head of forensic investigations should adopt this role and ensure that all hits are actioned on BCUs through tasking processes. At the time of assessment there was an inconsistent approach to dealing with forensic (DNA and fingerprint) hits. The forensic submissions bureau will notify intelligence units of hits, which need to be developed into an arrest package for tasking. High-profile individuals will be actively targeted through the tasking process; however, there is not the same degree of attention placed on less prolific offenders, which means that there will be a large number of ‘unactioned’ DNA hits, and a potential loss of sanction detections.

• CSIs work predominantly with neighbourhood policing teams, but on occasion there have been issues about who deals with the different areas of criminality (eg factory burglaries) in the teams. This will improve as individuals within neighbourhoods become increasingly aware of the requirements of their role.

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Direction of 3E Criminal Justice Processes Grade Travel

Fair Improved

National Grade Distribution

Poor Fair Good Excellent

0 15 27 1

Contextual Factors The constabulary has continued to improve in relation to this framework, in particular the three Private Finance Inititatives (PFI) custody suites are now open and operating, with operating procedures in place. Shadow charge gatekeepers have been introduced to ensure that files forwarded to the CPS are error free. These are members of staff who ensure that the correct charges have been made. The Administration of Justice (AoJ) launched the sanction detection initiative Take Aim, which has led to the constabulary making notable improvements and becoming one of the highest performing in its MSF group. Likewise, positive and consistent performance has been sustained in relation to increasing offences brought to justice (OBTJs). The constabulary went live in February 2006 with statutory charging, and systems are being put in place to monitor the changes.

Problems have been encountered in respect of Police National Computer (PNC) compliance, and IT measures are now in place to address performance issues.

Strengths

• The constabulary has an active ACPO lead (Chief Constable) in relation to the LCJB and an ACC (operational support) who leads on areas of criminal justice performance and PNC.

• Three new PFI custody suites are now open and operating across the constabulary. Comprehensive operating procedures within all three suites are in place and can be accessed via the central custody database. Facilities in the constabulary are extremely up-to-date and a beacon for other forces considering the adoption of a similar system. Persistent young offender performance is currently meeting its target and issues are debated monthly in a multi-agency youth justice forum.

• Following monitoring of the extra demand on file management units, shadow charge gatekeepers have been introduced. These individuals have ensured that files being forwarded to the duty prosecutor are error free.

• The fixed penalty notice scheme has been improved in terms of the numbers issued (increased from 120 per month to 200 per month), 90% of which are issued for public order offences, retail theft or criminal damage. A new Penalty Notice for Disorder (PND booklet has been produced that includes officer guidance. Training has been provided and there is recognition of the Government's recent initiative to divert minor offenders away from the courts.

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• The constabulary has made an impressive and positive improvement on sanction detections over the past eight months. The administration of justice department launched the sanction detections initiative Take Aim – an educational plan to address this area of underperformance. The result has been that the constabulary consistently meets its sanction detection performance targets and is now among the highest performing in its MSF group. Similarly, positive and consistent performance has been sustained in relation to increasing OBTJs.

• The constabulary, via the AoJ, ensures that reduction targets for warrants management in terms of execution are being met. The business change manager within AoJ meets with BCU warrant officers monthly, and the ACC (operational support) challenges warrant performance at monthly criminal justice PIMs. The three No Witness No Justice care units continue to deliver a high level service to all victims and witnesses within the constabulary area.

• The level of public confidence in the constabulary criminal justice system, evidenced from recent LCJB surveys, is ranked as 'high'. At the time of the assessment, the constabulary was preparing itself for the introduction of the Victims’ Code of Practice in April 2006.

• Performance management for prosecution teams is in place between the constabulary and the CPS. Monthly outcomes are discussed at the strategic prosecution team performance management meeting (PTPM), chaired by the head of AoJ. Local issues are debated at the monthly BCU PTPMs. The system has recently been introduced and is already proving beneficial.

• The constabulary has recently gone live with statutory charging and systems are being put in place to monitor the changes. Case progression officers have been appointed to meet the constabulary commitment to the Effective Trail Management Programme and will be line managed by the CPS. File quality is good and the constabulary regularly achieves timeliness and quality targets of 85%. The Proceeds of Crime Act targets are being met.

• The three witness care units continue to deliver a good service to all those witnesses and victims who come to their notice.

• Developments are taking place to integrate custody performance on a daily basis with wider operational activity through divisional tasking meetings held every morning. The meetings, which are in an electronic format via CCTV, involve the custody investigation unit inspector, who will update the meeting on the issues and priorities within the relevant custody suite.

• The constabulary was chosen during 2005 to host the national launch of the No Witness No Justice initiative, which led to the Attorney General visiting the witness care unit at Chester. National media coverage accompanied the launch.

• Youth offending teams (YOTs) are properly resourced, highly trained and effective in what they do and achieve. The constabulary has PNC access in the majority of YOT offices.

• The number of sanction detections and OBTJs has increased during the periods compared. OBTJs have increased to 24%, this being slightly below the MSF group

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average of 25.4%, and sanction detections have increased by 51%, which brings the constabulary slightly above the MSF group average.

Work in Progress

• The constabulary acknowledges that PNC timeliness is an area that has caused some problems over the past six months. IT measures are now in place to address the issue. The timeliness standards require 90% of recordable offences to be entered onto the PNC within 24 hours. In March 2006, Cheshire Constabulary input 83.1% of arrest/summons updates on the PNC within 24 hours. This shows a decline in performance in the 12 months from March 2005, when the target of 90% was being achieved (92.4% of cases were being input within 24 hours). Current performance is below the national average for England and Wales (86%).

• The constabulary has consistently failed to achieve the target of updating 75% of court results within ten days. In March 2006, 61% of cases were input within ten days, the highest percentage the constabulary had recorded in 12 months. Over the 12-month period, performance ranged from 7.6% in September 2005 to 48.8% in February 2006. However, HMIC auditors acknowledge that the supply of information from the courts has been a factor in the inability to achieve this target. Meetings have been held by the constabulary with the courts in an attempt to address the problem.

• The constabulary has recently renewed its focus on performance in custody suites and has introduced direct oversight of criminal justice processes by senior management. A superintendent has recently been appointed to assess and address difficulties with working practices in respect of the external provider for custody and transport arrangements. The situation is considered a priority by the ACC (operational support), who should progress matters and focus on the risks, particularly those regarding the Police and Criminal Evidence Act.

• A review is currently ongoing to examine the custody investigation unit process and the issue of handover packages, which have been found to be ineffective.

• The constabulary is developing a service level agreement with the CPS to promote the enforcement and management of Anti-Social Behaviour Orders (ASBOs).

Areas for Improvement

• The constabulary should align all criminal justice processes post arrest, to ensure that streamlined and mutually supported actions are co-ordinated and to deliver a ‘getting it right first time’ product at every stage. A review team is currently examining all business processes within the post-arrest arena, in order to identify improvements to prisoner handling, file build, and bail and court issues.

• The ownership of bail from the centre needs addressing, and benefit would accrue from the identification of a single point of contact, either within performance review or within the custody suites.

• The constabulary should consider future plans to address the recommendations contained in the Home Office paper in relation to the Witness Charter. A review of resourcing in the witness care unit should be undertaken to assess whether it has the capacity to embrace the implications of the Witness Charter.

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• The constabulary’s custody transport provider has subcontracted the element of its service relating to the provision of medical examination services to another company, which has not as yet signed an agreement with the original provider. This potentially presents inherent difficulties for the constabulary in holding the second company to account for performance. The legal and service positions need to be clarified as soon as possible.

• The ability to book custody prisoner transport with the service provider in advance, prior to pre-planned operations, is not being maximised by the constabulary.

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4 Promoting Safety (Domain 3)

Direction of 4A Reducing Anti-Social Behaviour Grade Travel

Good Stable

National Grade Distribution

Poor Fair Good Excellent

0 8 35 0

Contextual Factors Cheshire Constabulary is committed to tackling ASB. In each BCU, strategies are in place supported by all agencies. There is a good understanding among staff of the tools available to address issues and a full range of options are used, such as Acceptable Behaviour Contracts and ASBOs.

Increasing use is being made of community intelligence and ASB priorities are increasingly determined through CAMs and community impact days.

Multi-agency problem-solving and information sharing arrangements are well established and supported by written protocols.

Strengths

• Cheshire Constabulary is committed to tackling ASB. The Chief Constable takes the lead on how seriously this issue needs to be taken and has highlighted this through his vision in the new neighbourhood policing model.

• In each BCU area, joint CDRP/local authority and police strategies are in place and supported by all agencies. Police officers, PCSOs, special constables and the wider police family have a good understanding of ASB issues and what tools they have at their disposal.

• Constabulary systems for recording ASB have been changed and increasing use is made of community intelligence fed into NIM. ASB is identified at both level 1 and level 2 NIM.

• The Chief Constable promotes partnership activity constabulary-wide and both the ACCs are involved in partnership approaches to crime and ASB reduction at the strategic level, including the Stronger and Safer Communities Fund negotiations for Cheshire, Halton and Warrington. BCU area commanders and command teams play a prominent role in both LSPs and CDRPs.

• NIM is key to tackling ASB at both local and constabulary level. All areas include ASB in their T&CG processes. There is active involvement at NPU level and level 1 NIM, with partner agencies attending T&CG meetings. Local problem profiles are

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then prepared and entered on the PROMS database, where they can be accessed and dealt with by officers.

• Every CDRP area has dedicated ASB co-ordinators who provide an ASB focus for both police and partner agencies and a specialist point of contact for advice.

• Constabulary systems have been changed in respect of ASB recording, and performance management information is accessible to all staff.

• A full range of options is used, as appropriate, to deal with individual cases. Once Acceptable Behaviour Contracts and ASBOs have been issued, they are monitored by constabulary and partner systems and evaluated. Also, a full range of tactical options from the TOGETHER campaign is used in an incremental response to problems – for example, a crack house closure order was successfully obtained at an address identified by partner agencies as a problem dwelling.

• Proactive use of the media is now established constabulary-wide, with corporate communications staff now routinely available in each BCU area. This assists in accurate, timely reporting and leads to public reassurance.

• Community impact days are held, at which a full range of partner agency representatives jointly provide a programme of activity to reduce the incidence and fear of ASB.

Work in Progress

• CAT walks are environmental visual audits of areas which address signs of physical and social disorder and public perceptions so that police and partner agencies can respond accordingly. The issues identified are then raised at a CAM, where the top priorities are discussed and community residents vote for their priority concerns for the agencies to deal with. The constabulary has adopted this approach and most neighbourhood policing teams are in the early stages of using this methodology, but it is not yet fully embedded.

• The constabulary anticipated that implementation of the Licensing Act 2003 could lead to significant potential rises in violent crime and ASB. The Western Area BCU has established a partnership licensing team under the day-to-day management of a police sergeant with overall strategic direction provided by the police partnership development unit. The team draws its membership from the three CDRP areas covered by the BCU. Members include police, local authority staff, Cheshire fire officers and Trading Standards officers, along with drug and alcohol action team and education staff involved in health promotion activities. The initial results of this work have been very encouraging and will be developed further.

• The ACC (operational support) is driving the implementation of an alcohol strategy for Cheshire; the partnership licensing team is an important constituent part of that activity. The team’s work is intended to provide public reassurance, reduce violent crime and disorder, improve police and CDRP performance and develop effective partnerships across the whole of Cheshire, Halton and Warrington.

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Areas for Improvement

• Further work is required to create a consistent approach to PPOs across the county that fully implements the ’premium service’ elements of the strategy. Collaborative working in respect of PPOs is established constabulary-wide but could be further enhanced. More consistency is sought in terms of the scheme SOPs and entry/exit to the scheme. CDRPs are responsible for the running of the schemes on a daily basis, while LCJBs have responsibility for the ’premium service’ elements of the strategy. Agreed standardised governance arrangements with clear definitions of roles and responsibilities should lead to a further improvement in the effectiveness of this intervention.

• The BCS shows that between January and December 2005 the percentage of people very worried about burglary was above the MSF group average.

• The BCS shows that between January and December 2005 the percentage of people worried about vehicle crime was slightly higher than the MSF group average.

• The BCS shows that between January and December 2005 the percentage of people worried about violent crime was higher than the MSF group average.

• The BCS shows that between January and December 2005 people’s perception of ASB was in line with the MSF group average.

• The number of criminal damage offences per 1,000 population increased slightly in 2005/06. Using the three months’ data from January to March 2006, the constabulary was above the MSF group average.

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Direction of 4B Protecting Vulnerable People Grade Travel

Fair Stable

National Grade Distribution

Poor Fair Good Excellent

8 32 3 0

National Position

This framework replaces two frameworks used in 2005 – Reducing and Investigating Hate Crime, and Crimes against Vulnerable Victims – which covered hate crimes (predominantly racially motivated), domestic violence and child protection. Following consultation with practitioners and ACPO leads, a single framework was introduced for 2006 with four components: domestic violence; child protection; the management of dangerous and sex offenders; and vulnerable missing persons. Hate crime is captured in framework 1A. It is therefore inappropriate to compare this framework with last year’s results; the direction of travel reflects HMIC’s judgements about changes in domestic violence and child protection, and the work that forces could evidence in the other two areas, for example that they had improved their structures, processes and resources.

The four areas are discrete but share a common theme – they deal with vulnerable victims where there is a high risk that an incident can quickly become critical, and where a poor police response is both life-threatening and poses severe reputational risks for the force. For this reason, the grade is an overall grade capped at the level of the weakest area of performance. Aggregating four components to a Fair grade – which is defined as being an acceptable level of service – when HMIC (and in many cases forces themselves) recognises that at least one area merits a Poor would be unsafe.

Contextual Factors There have been fundamental changes to the constabulary structure as a result of the Taking Control review in April 2005. Three BCU based PPUs were formed and have made improvements. Referral units are a key part of each PPU, providing a clear mechanism for risk assessment, investigation and referral.

Good use is made of the Children and Vulnerable Adult (CAVA) database, which provides relevant information. Policy development is in line with the NCPE doctrine and is progressed at a corporate level by the HQ SPPU. There is good interaction between the agencies.

The profile of DV has been raised, with a focus on positive action and the targeting of offenders. There is still work to do in respect of Multi-Agency Risk Assessment Conferences (MARACs), specialist DV courts and the development of MAPPA protocols.

Strengths

• The chief officer lead for all public protection issues is the ACC (operational support).The superintendent (FOD operations support) has ownership, strategic direction and responsibility for the development of PPU functions within child abuse

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and safeguarding children issues. There is BCU representation on the respective local safeguarding children boards.

• The constabulary has an SPPU with responsibilities for MAPPA and sex offender policy and high-level partnership engagement. The SPPU links directly with the three BCU PPUs, each of which deals with sex offender risk management, child protection, dangerous offenders and DV at area level. The SPPU supports BCU PPUs in their work on local risk management meetings in managing the small number of critical dangerous offenders identified.

• The BCU-based PPUs have dedicated officers for the areas of child protection, DV and vulnerable adults and sex offender liaison officers who are co-located and work together closely. There is a referral unit within each PPU which is responsible for the processing and risk assessment of incoming/outgoing notifications, referrals, reports and intelligence indicating concerns for children and vulnerable adults. Information is held on one database (CAVA), which is readily accessible to all operational staff. Global checks are carried out across all databases for each referral. The sex offender liaison officers who are located within the PPU have access to the ViSOR database. Relevant incidents are referred to tasking and co-ordination by the intelligence unit using the NIM process.

• There is a child abuse investigation (CAI) unit within each PPU. Specialist CAI officers take primary responsibility for the investigation of intra-familial child abuse cases. Each child abuse investigator directly reports to a dedicated sergeant who takes an active role and reviews the progress of all aspects of CAIs, ensuring that a thorough investigation is carried out. Supervisors evaluate and monitor risk assessments, and liaise with other agencies and QA investigations.

• Each PPU is headed by a DI who routinely monitors the workload of staff and ensures that workloads are not excessive. The DI has a key role in identifying child abuse risks from offenders within MAPPA and is responsible for monitoring trends and ensuring that performance is achieved.

• The area PPUs are supported by the SPPU, whose responsibility is to assist in the implementation of constabulary policy and ensure a corporate response. The SPPU and BCU PPUs are accountable to the ACC (operational support).

• NCPE guidance in respect of CAI is displayed on the constabulary ‘Information Centre’, which all police officers and police staff have access to through the constabulary intranet. A new ‘Investigating Child Abuse and Safeguarding Children’ policy is currently being developed in line with the NCPE recommendations which provides clear guidance on the minimum standards for reporting, responding to and investigating child abuse incidents and safeguarding children. It also defines the roles and responsibilities of key staff. The PPU has corporate SOPs overseen by the SPPU.

• The structure of the PPU ensures that each CAI is supervised effectively within an auditable decision-making process. All CAI officers have job descriptions and role profiles that were developed in line with the integrated competency framework (ICF). All CAI officers have completed the Initial Crime Investigation Development Programme (ICIDP) course and receive joint agency and Achieving Best Evidence (ABE) training.

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• A training plan is currently being completed and will incorporate the new PIP Investigating Child Abuse and Safeguarding Children Learning and Development (L&D) programme into the training of specialist officers, supervisors, front line officers, supervisors and call-handling staff.

• The ACPO DV champion is ACC (operational support), who is also the lead police member of Cheshire Domestic Abuse Partnership (CDAP). The constabulary is currently running a DV enforcement campaign in Halton, which will be extended to the other BCUs. Partner and voluntary agencies have been included in the consultation process for the new DV policy, which defines a more integrated methodology of dealing with DV.

• There are specialist DV officers working within the BCU PPUs. The SPPU at HQ oversees policy and procedure from a constabulary perspective. Performance management has been based on the PPAF indicators regarding arrest when a power of arrest exists. Each area PPU inspector is responsible for the overall performance monitoring of DV incidents within the BCU.

• Cheshire Constabulary has signed up to both the CDAP strategy and the Halton DV forum strategy. There are examples of multi-agency crime reduction, eg a protocol is in place with the Probation Service to report on DV offenders who commit offences while on a community DV programme.

• A ‘Domestic Abuse Investigation’ policy has been developed in conjunction with the NCPE guidance document and is currently being piloted in the Northern BCU. The policy provides clear guidance on the minimum standards for DV incidents and defines the roles and responsibilities of staff. DV is incorporated within the constabulary’s crime strategy document. DV incidents are also recorded on the CAVA database through submission of a referral form. Electronic submission of forms would enhance performance in this area.

• DV officers have job descriptions that are readily accessible via the constabulary intranet. Role profiles were developed in line with the ICF.

• The Centrex modular training package has been delivered to non-specialist staff, including call-management staff. Front line supervisors are made aware of DV incidents by call handling in order to ensure positive arrest procedures are adhered to. Officers who do not arrest DV suspects have to justify their actions to supervisors.

• The DCI head of the SPPU represents the constabulary on the MAPPA strategic management board. This officer acts as co-chair of the board and represents the constabulary at national and regional meetings.

• A multi-agency public protection strategy sets out the arrangements, responsibility and accountability of the strategic management board and multi-agency protection panels and the role of partner agencies. This is supported internally by SOPs.

• MAPPA is incorporated in the constabulary control strategy, and minimum standards of investigation are being developed in line with NCPE recommendations. These minimum standards of investigation are to be part of a wider policy regarding minimum standards of crime investigation policy. Public protection officers hold

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regular meetings (co-ordinated by HQ SPPU) to ensure consistent application of MAPPA guidelines.

• There is policy and guidance clearly outlining the roles and responsibilities of the police and other agencies under MAPPA. The MAPPA co-ordinator is jointly funded by the police and the Probation Service and has responsibility for monitoring attendance at level 2/3 meetings, and for monitoring nominated offenders and conforming to national MAPPA guidance. Level 3 meetings are chaired by the Probation Service, and level 2 meetings are chaired by the Probation Service and the DI PPU. This enables consistency in action, response and review.

• All reports of missing persons are recorded within the National Strategy for Police Information Systems (NSPIS) command and control system. The action taken is proportionate to the level of risk and the process places front line responsibility for the investigation of missing persons with TPT inspectors, with SMTs reviewing all missing person incidents at daily T&CG meetings. It is felt that this model could be made more efficient and proposals have been forwarded to the NCPE steering group chaired by the DCC.

• An inter-agency protocol between three local authorities and private care providers is in final draft. There are currently two schemes running within Cheshire aimed at proactively reducing the numbers of missing persons – Talk Don’t Walk in Warrington and Runaways in Halton. A missing person co-ordinator will be utilised in each BCU to monitor the prevalence of missing person incidents and to inform the multi-agency panel of persistent missing persons or those particularly at risk.

• Training, including forensic awareness, the link to DV and child abuse and risk assessment, is provided to front-line officers by area training staff.

Work in Progress

• At the time of the assessment, the ‘Investigating Child Abuse and Safeguarding Children’ policy was in draft. The constabulary should progress this policy and implement it as soon as possible so that staff working within this and associated functions are aware of the protocols, lines of management and accountability, and key performance areas.

• The ‘Missing from Home’ policy is at draft stage and is due for publication in the summer of 2006. This policy should be progressed to coincide with other developments being considered in the constabulary approach to missing persons.

• Although the aim of the constabulary is to investigate missing persons proportionately according to the level of risk, it is felt that this model could be made more efficient. Investigations are a serious drain on resources and are being conducted in a slow and cumbersome manner. The ongoing work to develop an IT system, streamline the investigations and develop a problem-solving approach will not only relieve the pressure on resources but provide a much more professional, effective investigation. Proposals have been forwarded to the NCPE steering group for consideration.

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Areas for Improvement

• When the PPUs were initially set up after the Taking Control review, there was no scientific approach to the number of staff deployed in them. Staffing levels since April 2005 have not been the subject of review. There is some evidence to suggest that officers are working to capacity and any abstractions have an immediate impact on the PPU.

• The constabulary is looking to develop a MARAC for DV following the Cardiff model, working with voluntary agencies such as CDAP.

• The hate crime policy has not been reviewed since the Taking Control programme came into being, which means that there is now an issue regarding operating protocols, who deals with which type of incident, and the number of teams now available to dispatchers within the neighbourhood policing system. The Policy needs to be reviewed and circulated to all staff.

• In some areas of the constabulary the number of offenders managed by public protection officers is as high as 100 per officer. The constabulary should review the number of staff within the unit in order to ensure that it is sufficient to be able to manage proactively the supervision of registered sex offenders.

• The ongoing development of MAPPA protocols and closer working with the Probation and Prisons Services have ensured that a tighter protocol of monitoring exists for sexual and violent offenders. The heavy workload of the ViSOR manager and sex offender liaison officers is preventing analytical and proactive work. ViSOR needs support in order to enable a proactive approach and an analytical capability.

• The percentage of DV incidents with a power of arrest where an arrest has been made relating to the incident has decreased over the period 2004/05 to 2005/06 and is now below the MSF group average.

• Although each BCU PPU inspector is responsible for the overall performance monitoring of DV incidents within his or her BCU, DV performance should also become part of the monthly PIMs chaired by the ACC or DCC.

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5 Providing Assistance (Domain 4)

Direction of 5A Contact Management Grade Travel

Good Stable

National Grade Distribution

Poor Fair Good Excellent

1 18 20 4

Contextual Factors The constabulary recognises that contact management is fundamental to service delivery and increasing public confidence. Efforts have been made to improve the quality of service provided, with key call handling staff identified to lead on process reviews and system development using the NCHS and HMIC First Contact guidance documents. This work has led to increased capacity and significant improvements in quantitative performance.

There is strong anecdotal evidence of increased staff job satisfaction and positive customer feedback. The findings of the monthly public service survey questionnaire are used to change the way in which the contact centre responds to calls for service.

Additional investment has been provided for a new contact centre manager to work as part of the SMT.

Strengths

• Contact management activity, strategic development and performance management are overseen by the incident management tasking group, chaired by the ACC (territorial policing). The group has representation from staff associations, BCU commanders, Police Authority members and internal stakeholders.

• The constabulary recognises that contact management is fundamental to service delivery and to increasing public confidence, and supports current work to increase public consultation and feedback by the use of surveys on initial contact management and public focus groups.

• In 2005 the call management department focused on staff consultation to increase the quality of service provided and to seek new ways of working. Daily morning meetings are undertaken where senior managers spend time with team leaders to discuss issues and processes affecting performance. Managers have discussed with call handlers their working practices and concerns and their contribution to constabulary objectives.

• A strong quantitative and qualitative performance framework and culture are being developed and driven by daily team performance meetings chaired by senior managers. The use of the ARC IT system provides precise performance management information and enhanced training for supervisors has increased team

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leader and individual call handler performance awareness. Funding has been provided for a new contact centre manager post to work as part of the SMT.

• Staff have objectives that are linked to the departmental business plan, underpinned by quantitative targets, customer surveys and qualitative dip-sampling. There is a new QA package being developed in-house, based on NCHS. The IAG has been involved in determining local processes specifically to look at the impact of call centre staff behaviour on victims and witnesses. Senior managers are developing a training package linking to quality of service.

• Key call handling staff have been identified to lead on process reviews and system development using the NCHS and HMIC First Contact guidance documents. Consultation with the Audit Commission and the co-location of NCRS and National Standards for Incident Reporting registrars with call handlers has provided information to challenge processes and to reduce areas of duplication and unnecessary effort. This work has led to increased capacity and has significantly improved quantitative performance, which is exceeding 20% when compared with 2004/05.

• Call profiling work has been carried out and has identified a range of non-urgent customer needs and expectations. A service desk has been put in place to deal with this type of call and to provide appropriate call resolution. Negotiation with Unison and staff has provided a ‘triage’ role for the switchboard, using both the call centre for deployable calls and the service desk for assistance and advice calls. The subsequent introduction of this ‘one-stop shop’ call resolution point has reduced overall demand.

• Importantly, the quality of service offered to customers requiring updates, for example on crimes reported, has also improved. The ‘contract’ made with callers is that they will receive an update within an hour either by phone or text; this has received positive feedback from the public.

• IT has been reconfigured to allow direct use of Airwave and to introduce an SMS texting service to increase call resolution options. CAT voicemail contact numbers and CAMs are now established and details of both are provided by call handlers.

• Investment has been made in a QA team to address the requirements of NCHS and First Contact and to provide a consistent customer focused service. The team has developed a comprehensive NCHS assessment tool which links to staff performance development reviews (PDRs). The team has two dedicated training posts and two members of staff for call and incident assessment. A programme of training on NCHS standards is being developed for call handlers. Call handlers will be supported to address weaknesses and recognise strengths.

• The contact centre inspectors are trained to Silver command standard and attend the relevant command course before undertaking the constabulary incident manager role.

• The constabulary makes good use of opportunities to communicate its values, standards and plans externally to its customers, eg through the constabulary internet, CAMs and the provision of local policing information to each household. The constabulary has full access to Language Line and a record of staff who can converse in different languages.

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• The constabulary complies with the Freedom of Information Act and outlines its publication scheme and accessible plans, reports and guiding principles on its website. The constabulary actively seeks feedback, providing internet links to local CAT emails and holding online public question and answer sessions with the Chief Constable.

• Business continuity is maintained at all times with a purpose-built contact management and resource deployment centre. The constabulary has a fully equipped and functional second site for disaster recovery which has been robustly tested in 2005/06.

• The percentage of 999 calls answered within the target time has increased from 2004/05 to 2005/06 and is above the MSF group average.

Work in Progress

• A review of the number of police officers engaged on duties other than front-line operational activity should be conducted and opportunities to replace police officers with police staff should be maximised. Currently the call centre is staffed by a high proportion of police officers. Although the constabulary recognises that this is not an ideal situation, until recently it has not been in a position to civilianise posts due to constraints on finance. The constabulary has agreed that 22 police officer posts will be removed from the CCRB within the next six months and replaced with police staff.

Areas for Improvement

• The constabulary should maintain a focus on developing career opportunities through the Pathway career structure for police staff.

• Opportunities are being explored by the constabulary to further exploit Airwave technology and to use the telephony function to link callers to investigating officers, in order to increase opportunities for call resolution at first point of contact.

• Currently, the performance in answering switchboard calls in 10 seconds in 90% of calls exceeds the suggested performance requirement of NCHS (90% in 30 seconds). The constabulary should examine whether this speed of response is providing the necessary level of quality.

• Although the abandoned call rate has improved from 16% to 6%, this remains an area for improvement.

• The constabulary is not achieving its internal target of hitting its call response time for non-emergency calls at all times of the day and, specifically, is dipping below the target time at peak times. Work is ongoing to examine peaks and troughs of demand in order to risk assess required levels of staffing.

• The constabulary should consider, and where necessary adjust, staff shift patterns in the contact centre to allow for fixed and regular training days.

• Changes in policies and procedures for call-management staff tend to be disseminated by email. There are difficulties in staff finding time to access the information and assimilating the implications, and consequently policy and

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procedural changes are not always implemented effectively. It is important that there are effective mechanisms for disseminating the information and ensuring that staff understand the implications.

• There are tensions between the DMUs and the call management unit. DMUs are responsible for continued contact with callers and complainants, but do not have the capacity to receive calls direct from the public. Consequently all queries from the public have to be managed by the call centre staff, who are required to create incident reports and forward emails to the DMUs. Call centre staff complain of the additional bureaucracy incurred by servicing the function of another unit.

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Direction of 5B Providing Specialist Operational Support Grade Travel

Fair Stable

National Grade Distribution

Poor Fair Good Excellent

0 23 19 1

Contextual Factors The previous crime and uniform operations departments have been realigned into an operations directorate. While the structure is relatively new, focus is placed on supporting local policing. The operations directorate has adopted the principles of NIM and performance management. The Taking Control restructure resulted in some resource shifts relevant to this function, for example a significant part of the HQ-based roads policing resource and capability was removed and transferred to BCUs, the traffic enforcement unit was disbanded, and the motorway unit was reduced in size. At the same time, the constabulary created the ASG, which has a role in providing specialist public order and search capability.

Strengths

• The constabulary has recently restructured operational support, placing an emphasis on area-based policing. The previous crime and uniform operations departments have been amalgamated into an operations directorate. While the structure is relatively new, its focus has been on supporting local policing. The operations directorate has begun to adopt the principles of NIM and performance management.

• The constabulary has in place a documented action plan in respect of firearms capability that was reviewed by NCPE in January 2006. It is expected that compliance with the Home Office Code of Practice will be achieved by June 2006, to allow until November 2006 for slippage or issues arising. The actions are ongoing and are updated on a monthly basis with the operations directorate superintendent.

• An ACC is the ACPO lead officer on firearms matters. Awareness of firearms issues and tactics has been enhanced by all ACPO team members attending the national firearms Gold commander courses run by Sussex and Kent.

• All operations directorate resources, including the firearms unit, are managed via the daily and monthly level 2 tasking and co-ordination meetings. The operations directorate daily T&CG meeting is currently held following the level 2 meeting and considers bids for level 2 support from all BCUs. To enhance this, arrangements are in hand to schedule operations directorate T&CG meetings to coincide with the end of area T&CG meetings, with a brief video conference held between the two.

• Although there is no specific firearms policy group, an NCPE action plan group is in place, chaired by the chief superintendent of the operations directorate. This group provides a line of communication for police firearms practitioners and provides opportunities for thorough discussion and review of emergent issues, and

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subsequent dissemination of updated practice and procedure. Debriefs are currently recorded in tactical advisers’ notes or in operational planning books.

• A capability assessment, gap analysis (training), and a documented action plan are all in place. The capability assessment is reviewed and updated as sub-action plans are completed.

• The constabulary has a number of less than lethal options available for deployment, such as baton guns, Taser, CS spray and Casco baton. Dogs are deployed after consultation between Silver command, tactical advisers and officers on the ground.

• All selection, training and accreditation for specialist units are carried out in line with national standards. All details of selection, training, refresher training and reassessment or accreditation for firearms officers are kept and stored according to NCPE code compliance. Paper records are kept and data is also stored on an electronic database. Firearms deployments are recorded in ARV report books and operational orders. All aspects of selection, training, refresher training and reassessment or accreditation training for units in the operations directorate are held by the relevant training managers.

• The constabulary has in place arrangements to work in partnership with other forces on critical incidents. For example, the constabulary is a key member of the north- west regional dynamic intervention/entry team for firearms incidents. Training is carried out regionally and an operational protocol is in place for deployment. The constabulary is also a member of the north-west region air support consortium and hosts and line manages the north-west regional underwater search unit.

• Plans are in place to work with other emergency services and agencies on firearms and other critical incidents, and plans are frequently tested. A local memorandum of understanding (MOU) is in place with the Civil Nuclear Constabulary (CNC) at the Capenhurst site, which covers firearms, terrorism, crime, public order and the investigation of fatalities. The MOU has recently been updated to reflect CNC name changes. The firearms and terrorism protocols are tested on a three-year cycle, most recently in the exercise Northern Synergy.

• The constabulary adequately assesses the risks and threats associated with the communities it serves. The strategic threats covered in the level 2 strategic assessment under the heading of reassurance include: violence in a public place, racially aggravated crime, criminal use of firearms, ASB, and terrorism/extremism. These areas are replicated at BCU level.

• The automatic number plate recognition (ANPR) capacity in Cheshire Constabulary has increased over the last 12 months with the acquisition of additional ANPR kits, which have been distributed between various HQ support functions and the three areas. Deployment is determined by level 1 tasking and co-ordinating requests. Capacity is to be further enhanced by developing CCTV.

• The structures of the constabulary and BCU intelligence units include violent crime focus desks which deal with violence and reassurance issues. The constabulary intelligence system includes flags for intelligence relating to community, football and violent crime to assist searching. The intelligence units also have robust systems for disseminating such intelligence to partner agencies.

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• Community teams in BCUs are encouraged to submit intelligence reports relating to all aspects of their local communities. The constabulary adequately assesses community tensions and emerging issues. Target and problem profiles have been used to manage specific violent crime and public order issues.

• The public order implications of sporting and other events in the constabulary area are relatively low level. They are all well within the capability of area-based planning teams, which all have effective working relationships with event organisers and local agencies. The HQ critical incident management department takes part, plans and facilitates all multi-agency exercises.

• The primary areas of risk in relation to public order relate to single issue, protest groups and a very small number of sporting events. These issues are dealt with in line with NIM. Specific community intelligence links are derived through local NPU teams and area-based Community Risk Register inspectors. Recent high profile public order situations, such as hunts and fuel protests, have employed a wide range of intelligence sources.

• The constabulary draws on various intelligence sources to learn good practice and identifies opportunities and risks through debriefs. Hot debriefs take place after most deployments of PSUs and, if the deployment was part of a long-standing operation, a formal debrief will take place. Most recently this debrief process has highlighted a change in protestor tactics, which resulted in a change of operating procedures.

• The constabulary has an appropriate PSU capability with sufficient officers with current training and equipment in place. Training records are kept. The constabulary has a mutual aid commitment of five PSUs trained to level 2 standard and could deliver a PSU commitment within and across constabulary boundaries both in the short and long term. The constabulary currently has 431 officers trained to level 2 conflict management system (CMS) PSU tactics. Of those, 296 hold current authorities. Each BCU has an identified PSU liaison officer to co-ordinate PSU matters. There is a PSU mobilisation plan which is exercised periodically.

• In its view, the constabulary has sufficient Silver and Bronze public order commanders who are available for deployment in support of operations and are able to test their skills during regional PSU tabletop exercises. The introduction of the Advanced public order commander course (APOC) course will ensure that officers are accredited to the new national standards. The silver command control (SCC) has been tested during the exercise Northern Synergy and was found to be fit for purpose.

• Cheshire Constabulary and partner agencies are fully aware of the risks and hazards in the county. There are 28 top-tier COMAH sites and a nuclear licensed site in Cheshire. Multi-agency working and integrated emergency and civil contingencies management are well established. The 2006 Civil Contingencies Act has redefined and focused many areas of work. The local resilience forum (LRF) is chaired by the operations directorate chief superintendent. There is a high level of co-operation with partners. The LRF chair is a key member of the regional resilience forum and deputy chair of the regional media emergency forum.

• The LRF meets quarterly and has leadership and joint ownership of issues. The LRF is supported by numerous working and task groups. The Community Risk Register is now the mainstay of all LRF work and is cross-referenced to the established major

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incident exercise and training programme. The constabulary has two critical incident management officers responsible for the constabulary major incident command and control policy and training.

• Information sharing is effective with partners and operated on both a formal and informal basis. Protocols are in place. The constabulary critical incident management inspector works closely with BCU and area planners, promoting a team approach and ensuring that appropriate LRF and ACPO information is cascaded and that generic constabulary plans and procedures are developed.

• The constabulary has in place lead responders for the full range of hazards and situations identified in the Community Risk Register, published on each category 1 responder website. The group also works within existing systems such as the county media strategy and the BBC Connecting in a Crisis initiative.

• There are straightforward procedures in place to determine the appropriate initial response and for early identification of the multi-agency command and control functions. The significant chemical and toxic risks in the county have been a factor in installing six BCU-based joint agency Silver command facilities. Where appropriate, all plans have been negotiated in a multi-agency forum, maximising the use of generic procedures and responses, and are in line with the principles of the Civil Contingencies Act.

• The constabulary and the multi-agency LRF have a rigorous annual testing regime for major incident training and planning. The programme includes Exercise Checkmate – a multi-agency seminar and training event that to date has met the needs of over 1,500 Cheshire emergency responders (including 250 police officers). Plans include the early assessment of developing incidents and the adoption of a serious incident category, which will act as a trigger to notify partner agencies and establish multi-agency command and control arrangements.

• The recent large-scale regional counter-terrorism exercise (Northern Synergy) provided an opportunity to explore catastrophic incident management and regional command and control issues. Early feedback confirms that the infrastructure and procedures at the Gold strategic co-ordination centre facility at HQ worked well.

Work in Progress

• There are difficulties in measuring the output of specialist operations to support the operations department, and in particular the ASG. The constabulary should continue to drive the performance framework for operational support to underpin performance management. Currently there are very few performance indicators and no targets for individuals and teams, although clearly some information is collated and feeds in to the monthly/six-weekly performance review meetings. Work is in progress to develop appropriate performance measures to identify and market the department’s contribution to the constabulary.

Areas for Improvement

• The senior managers within the operations support department are working towards advancing the NIM approach taken by the department, which will enable the link to divisional daily tasking and co-ordination meetings. At present there are technical problems preventing them from operating in this way.

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• Currently there are plans to increase the number of operations where a ‘task force’ approach can be adopted. Examples of success using this approach include Operation Brand in Ellesmere Port and Operation Nation to tackle travelling criminals.

• A new firearms IT-based debrief system is planned for November 2006 and is expected to address all issues of the review of firearms incidents. This will allow remote debriefs, where those taking part are from all over the county.

• While firearms operations are debriefed in order to learn lessons, currently there are often long delays between an incident happening and a formal debrief being held. This results in relevant lessons not being applied as quickly as they should be and the constabulary runs a risk of repeating avoidable malpractice.

• Currently ANPR is principally being used for enforcement purposes. There is clearly potential to make more use of ANPR for intelligence gathering (subject to appropriate analytical support) and there is a belief in the constabulary that these two approaches need not be mutually exclusive, ie all data received by ANPR needs to be subject to analysis to enable trends, patterns and other significant intelligence to be harvested. There is no capacity in the operations support department to do this at present.

• Concern was expressed that dog section officers are not being directed through the tasking and co-ordination process and therefore not maximising their contribution towards constabulary and area priorities. There is a proposal to concentrate the resources at constabulary HQ, to ensure greater central control. This needs to be accompanied by appropriate tasking through the NIM process. The proposed video conferencing for the daily NIM meeting should help in this area.

• The constabulary has a commitment to maintain a minimum number of PSU trained officers in order to support local and national operations. During 2005 it met its commitment to the G8 summit in Scotland. Some concern was expressed about the constabulary’s ability to meet future PSU commitments. Problems emanated from the shortfall in commitment demonstrated by areas in identifying officers and ensuring they attended constabulary PSU training sessions; on occasion this has resulted in training sessions being cancelled.

• Although the constabulary has in place lead responders for the full range of hazards and situations, work is yet to be progressed to identify appropriate warning and informing procedures. The constabulary should maximise the potential benefits of the police portal for mass communication for warning and informing the public via text messaging, phone, email and fax. This could be a police-led LRF initiative and has the potential to meet the needs of minority groups and the visually impaired. It is recognised that the LRF public warning task group is now tackling the problem proactively.

• Currently the constabulary does not have in place a detailed business continuity management plan that relates to all key functions. It is acknowledged by the constabulary that this is an area requiring more development and investment to achieve the level of detail required, particularly to prioritise one department’s ‘priorities’ over those of other departments. Plans to ensure IT back-up and continuity work to support some critical systems off-site have been partially

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developed and fleet management has prepared a plan to maintain operational fleet capability. It has been agreed that the operations directorate should be expanded to take on a more integrated role to ensure that there is a robust and cohesive business continuity plan and to provide advice to departments and areas.

• Although the constabulary has completed a disaster management resource capability review, it needs to be satisfied that it has adequate capability for other specialist operational roles, eg public order, SIOs, post-incident managers and air support unit executive officers. The undertaking of capability assessments for these areas would identify any shortfalls.

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Direction of 5C Strategic Roads Policing Grade Travel

Fair Declined

National Grade Distribution

Poor Fair Good Excellent

0 7 33 3

Contextual Factors Within the Taking Control review, there has been a redeployment of roads policing unit (RPU) officers and supervisors to assist the formation and restructure of the three BCUs. Each BCU now contains a roads policing function split into various areas focusing on specific elements of the roads policing strategy.

As part of the new structure, some RPU officers were allocated to TPTs to fulfil the role of immediate response and enforcement. Partnership working was also incorporated, with partnership teams designed to absorb some of the traffic management role. Responsibility for investigation of KSIs (incidents where people are killed or seriously injured) was allocated to specialised investigation units, consisting of RPU officers and their supervision. Proactive policing teams are expected to play a role in low-level enforcement. ARV resources have been given additional responsibilities to enforce road traffic legislation as and when their primary function permits. ANPR functionality is provided both centrally and within the BCUs. Collision investigators are retained as a separate central resource servicing the constabulary on a call-out rota.

The segregation of resources to perform specific tasks has resulted in a weakening of co- ordination, control and direction, with the integration of specialised roads policing into BCUs yet to take hold. Training has been identified as a key issue and supervision of staff, analysis of local data, monitoring of performance and ownership of the problem have all suffered as a result of the restructure.

Strengths

• The Taking Control review involved the redeployment of RPU officers and supervisors from the existing six divisions and culminated in the formation of three larger BCUs, each containing a roads policing function split into various areas focusing on specific elements of the roads policing strategy.

• TPTs in BCUs have been allocated some RPU officers to fulfil the role of immediate response and enforcement. Partnership working has been encompassed as part of partnership teams. This approach was also designed to absorb some of the previous traffic management role. Responsibility for the investigation of KSIs was allocated to specialised investigation units, consisting of RPU officers and their supervision. Proactive policing teams are expected to play a role in low-level enforcement.

• ARV resources have been given additional responsibilities to enforce road traffic legislation as and when their primary function permits. ANPR functionality is

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provided both centrally and within the BCUs. Collision investigators are retained as a separate central resource servicing the constabulary on a call-out rota basis.

• Fatal and serious collision investigations are performed to a good standard by the two main units of specialist investigation units and collision investigators. Family liaison officer cover is provided by experienced officers on a constabulary-wide basis within an agreed call-out system. Although this approach appears to work well, staffing levels are under constant review.

• Drug drive, drug recognition training (DRT) and field impairment testing (FIT) training has been fully adopted and an extensive training programme is under way for operational officers.

• Partnership working at a corporate level is maintained by working with the Cheshire Area Strategic Road Safety Partnership (CASRSP) and Local Public Service Agreement (LPSA2 groups. Strong and effective partnership work is ensured via high-level support and direction of the two named partnerships.

• The constabulary is very supportive of key constabulary-wide road safety campaigns (level 2). The constabulary strategy is based on the Department for Transport’s THINK campaign, TISPOL (the European Traffic Police Network) research and local intelligence. The constabulary considers itself ahead of the game in the field of FIT/DRT as a result of the commitment to train instructors and achieve widespread dissemination of skills to operational officers. Another example of effective partnership working is the Drive Survive educational programme, which is a high- quality, innovative programme focusing on young drivers. This is recognised as an effective initiative which is being sold to other forces, emergency services, schools and road safety trainers.

• The percentage of people satisfied with collision investigations for the period January to December 2005 is above the MSF group average.

Work in Progress

• The constabulary is currently reviewing the number of dedicated traffic officers within the TPTs. During the Taking Control programme, the figure was set at 25% of TPT strength. The number has been depleted and often the officers who are performing traffic roles are not fully trained as traffic officers, they merely have the advanced car driving course. It is the intention of senior officers within the operations support department to monitor this figure by dip-sampling the number available at any one time and ensuring that all traffic cars are staffed appropriately.

Areas for Improvement

• Roads policing within BCUs is not having the impact expected in the Taking Control strategy. The segregation of resources to perform specific tasks has resulted in a weakening of co-ordination, control and direction of the roads policing function in BCUs. Effective training has been identified as a key element to support the integration of roads policing. The supervision of staff, analysis of local data, monitoring of performance and ownership of problems have been negatively affected as a result of the restructure. The integration of specialised roads policing into BCUs has yet to take hold and a decision has recently been taken by the chief officer team

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to robustly control roads policing resources through renewed corporate focus and drive.

• The motorway unit has experienced a reduction in resources to assist the formation of the restructured force and central support arrangements.

• Training in enforcement technology and techniques is being developed to prepare BCU officers to support the delivery of the roads policing strategy.

• Partnership working at a corporate level is maintained by working with the CASRSP (casualty reduction) and LPSA2 groups, which are considered to be strong and effective. However, local partnership working has suffered due to the loss of traffic management as a dedicated resource. This has been identified by the constabulary and measures are in place to reintroduce this function within the new structure.

• There is no co-ordinated approach to the use of motorcyclists across the constabulary. The only constabulary requirement on motorcyclists is to ride their vehicles on sufficient occasions to maintain their qualification. Following the Taking Control restructure, motorcycle skills have been fragmented across the constabulary and officers use their skills to varying degrees, depending on their current role.

• Awareness training to assist staff joining TPTs is to be introduced. The constabulary recognises the requirement to reintroduce specialised training in roads policing in order to ensure that the loss of skills and knowledge is reversed and is developing a comprehensive roads policing course.

• Roads policing enforcement levels have decreased and there is concern over the degree of intelligence, targeting and deployment underpinning the use of resources.

• There is a lack of cohesion in respect of traffic management, which has been adversely affected. Local intelligence, data quality control, single point of community contact and partnership working are all elements that have been affected by the change.

• There is no dedicated intelligence capability to analyse or research information in support of uniform operation priorities, eg a roads policing strategy. The appointment of a dedicated intelligence officer to supplement constabulary and BCU provision would enable uniform operations to make more informed tactical decisions about their resources against the backdrop of constabulary control strategy priorities. Current arrangements are having a negative impact on the gathering of roads policing-related intelligence and analysis both constabulary-wide and on BCUs.

• The constabulary recognises the need for a greater STINGER capability constabulary-wide to support the Tactical Pursuit and Containment option. This should be seen as an integral part of developing the dynamic review process of the pursuit policy.

• The number of KSIs in road traffic collisions per 100 million kilometres travelled has increased since the previous year and is above the MSF group average.

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6 Resource Use (Domain B)

Direction of 6A Human Resource Management Grade Travel

Good Stable

National Grade Distribution

Poor Fair Good Excellent

2 18 23 0

National Position

The PPAF indicators on sickness and medical retirement continue to be key quantitative measurements of human resource (HR) performance. Increasing significance is being given to the completion of performance development reviews (PDRs) within 60 days of due date. PDRs should be intelligence-driven and link to other HR processes such as promotion and career pathways.

While most forces have conducted some basic workforce planning, this has yet to be extended to all staff, ranks and grades. Workforce planning often concentrates on basic succession planning for key operational police officer posts. Most forces now have a full range of policies to support the work/life balance, often going beyond their legal obligations. The majority of forces need to develop an effective mechanism to manage demand, which ensures that they allocate resources to peak periods. There is limited evidence to show that supervisors and managers have been adequately trained in effective resource management.

Although annual staff satisfaction surveys are common, applying the learning from these surveys, and from employment tribunals, accidents, injuries, complaints and grievances, could be developed further. Much health and safety activity in forces is owned by a handful of key individuals and is rarely integrated fully into day-to-day activity, other than monitoring of accidents, injuries and near-misses. Few forces have accident/injury reduction targets or effective performance management of health and safety activity.

Contextual Factors The HR strategy is based on the policing plan and the constabulary vision and values, and also incorporates a costed HR plan as required by the Association of Police Authorities. The strategy is based on the ‘employer of choice’ model and identifies work streams for a three- year period.

The HR department has played a key part in implementing the Taking Control model in that all officers were required to undertake a preferencing exercise in order to facilitate the reallocation of resources. The process was successful, with almost 90% of officers getting their first or second choice. A matching process was undertaken for all police staff.

The capacity of professionally qualified HR managers has grown, with the three areas having teams in place to deal with HR issues at a local level.

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Development continues in line with the healthy workforce strategy; a stress audit has been undertaken, resilience training has commenced and drop-in clinics have been put in place for health checks.

The constabulary has experienced problems associated with the completion of PDRs and has not achieved its sickness targets for the previous year.

Strengths

• The constabulary has a structured HR strategy that has been incorporated into the plans and activities of all BCUs and departments. It also incorporates the costed HR plan. The HR strategy is based on the policing plan and the constabulary vision and values. The strategy is based on the ‘employer of choice’ model and identifies work streams for a three-year period.

• The HR department has played an integral part in implementing the Taking Control model. All police officers were asked to preference two roles for consideration and an exercise was undertaken to implement this. The Police Federation observed the process and was consulted throughout. This was successful, with almost 90% of officers getting their first or second choice. A matching process was undertaken for all police staff.

• A corporate template ensures a consistent approach to the development of new policies and procedures and compliance with statutory requirements. The HR department is consulted on policy development to ensure lawful compliance on people issues. Policies are discussed at the staff and leadership policy board.

• Shared electronic folders and file review management processes across HR have reduced duplication and have improved access to files and compliance with the Data Protection Act.

• The director of HR leads on strategy, including attendance issues which are reported to the constabulary PIM. A comprehensive sickness absence policy and stress management policy have been implemented. The constabulary has implemented an extensive manual-handling training course to reduce preventable injury.

• The director of HR has Chartered Institute of Personnel Development qualifications and has responsibility for both HR and training. All HR managers are professionally qualified and professional HR managers and their teams are in place within the three BCUs to deal with HR issues at a local level. To ensure corporacy, the managers are part of the corporate HR team and attend management meetings and are involved in policy consultation.

• The ACPO champion for PDR is the DCC. The head of L&D and the professional development manager have responsibility for ensuring that the PDR process is being applied effectively. In 2004 the constabulary’s PDR process was reviewed and relaunched to incorporate Home Office Circular 14/2003 and the ICF.

• The HR department monitors the attendance policy and supports attendance management meetings, where constabulary attendance issues and best practice ideas are discussed. Performance meetings between the ACC (operational support) and BCU commanders include the discussion of sickness performance.

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• The well staffed and experienced health and safety unit runs a National Examination Board in Occupational Safety and Health (NEBOSH) qualification course. The constabulary has qualified health and safety advisers on BCUs to deal with issues at a local level. This has allowed expansion of the existing programmes for risk assessment, injury/accident management and audit and inspection programmes.

• A risk management steering group chaired by the ACC (operational support) is attended by the deputy clerk to the Police Authority. An annual health and safety report is provided to the full Police Authority.

• A detailed audit of health and safety at BCU level has been undertaken and the results have been presented to the chief officer team. The health and safety policy is regularly updated and is supplemented by local health and safety policies. Risk assessments are in place for the majority of activities and have been audited. Relevant training is delivered in respect of stress management and health awareness. Occupational health advisers also regularly carry out drop-in health screening clinics throughout the constabulary. Funding provided under the Home Office strategy for a healthy police service has been used effectively for health interventions, eg surgery, counselling, cognitive therapy and physiotherapy, with a view to ensuring that staff remain at work.

• A masterclass for the chief officer team and senior managers has taken place on ‘resilience’, with the aim of helping to prevent and recognise stress in oneself and in others. The constabulary has now completed two full-day training courses and is identifying key staff as trainers to help roll out the programme in the future and ensure its sustainability. The long-term intention is to integrate the sessions into mainstream courses.

• IOSH Managing Safely courses are delivered to middle managers and the constabulary is accredited to teach the NEBOSH certificate. This programme of activity has been recognised as innovative and received an award from the Chartered Institute of Personnel Development Police Forum .Over 1,000 staff are trained as risk assessors. Health and safety responsibilities are incorporated into all role profiles and are included in the PDR process.

• The constabulary has a robust ‘near miss’ policy and all near misses are monitored for learning, with policies amended as a result.

• A range of policies to support flexible working for all staff are in place. Police officers’ work patterns mirror the demand profile and utilise a variable shift arrangement with staggered start times. Similar arrangements operate in the call-management environment, supplemented by the use of part-time staff.

• The constabulary has in place criteria for implementing special priority payments, competency-related threshold payments and bonus payments for police officers. These criteria seek to reflect achievement in delivering policing services.

• The HR department provides information to the monthly corporate PIM detailing establishment strength, actual strength, abstractions, etc broken down by area/department, by rank and by unit, which provides context to other performance data.

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• Disciplinary actions are closely monitored. Debriefs and case reviews are held to learn lessons and inform policy and management. The disciplinary policy and capability policy have been combined and substantially revised in the light of dispute resolution legislation.

• Police staff and managers attend a four-day training course to ensure that they have the skills and ability to apply the recruitment and selection policy appropriately.

• The national recruitment model and assessment centre is used. The constabulary continues to recruit additional BME officers. There is evidence of good collaboration with other forces in the region (specifically North Wales, Greater Manchester and Cumbria) on maximising recruitment opportunities and reducing costs.

• The number of police staff in operational support posts as at 24 March 2006 was 600.28 (full-time equivalent (FTE)). This accounts for 48.6% of the constabulary strength. The number of police officers in operational posts as at 24 March 2006 was 1983.76 (FTE). This accounts for 58.4% of the constabulary strength. (This information does not include employees seconded to central services or on a career break.)

• During the period April 2005 to March 2006, the number of medical retirements of police staff per 1,000 police staff decreased and is below the MSF group average

• Special Constabulary recruitment continues apace and there are now 234 special constables in the constabulary. The constabulary has an active and growing employee support programme with links to organisations such as HBOS, MBNA, M+S and BNFL. A sponsorship deal has been arranged with Daimler Chrysler for the use of a Smart car in constabulary colours to advertise the Special Constabulary.

Work in Progress

• Leadership training is ongoing to senior and middle managers to bring about a change in constabulary culture from ‘hierarchy and direction’ to ‘empowerment and problem solving’. This is supported by the introduction of local groups to focus on improving service delivery.

• The NSPIS HR is used within the constabulary. The police personnel module is fully operational, with the training administration system having been implemented in 2005. The personnel module is being developed to be interactive with other systems (providing a live link) to ensure constabulary data integrity. The duty management system module is currently being rolled out with completion due by late 2006.

• A review of the number of police officers engaged in duties other than front-line operational activity should be conducted, and opportunities to replace police officers with police staff should be explored and maximised. A civilianisation programme for 2006/07 is currently being planned, with at least 43 posts to be considered for civilianisation.

• The implementation of the planned specialist post advertising policy to complement the minimum tenure policy will further enhance career development opportunities for police officers as well as offering a greater corporate approach to the issues of resilience and skill distribution across the constabulary.

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• The implementation of an enhanced constabulary-wide vetting policy will lead to greater consistency and security in respect of the appointment of new staff, existing staff and contractors.

Areas for Improvement

• The PDR system has been reviewed in 2005/06. Following the failure to upgrade the electronic system, an interim system based on objective setting and behaviours was devised in electronic and paper-based forms and implemented across the constabulary. The constabulary needs to explore a longer-term solution to PDR based on national standards, and corporately apply the system to underpin performance and development across the constabulary. Consideration is being given to the NSPIS product as an alternative to KIM software.

• The integrated competency framework is incorporated in all roles and functions. It is utilised for selection, promotion and job descriptions. However, the constabulary may not be maximising the benefits of the framework due to problems in the PDR process.

• HR and training manager posts have been established within each BCU. The constabulary should consider the interdependencies of these roles, in particular how the constabulary will promote the use of PDR and educate staff as to the value of the process in driving up individual and team performance. A steering group has been set up to address these issues.

• The constabulary is looking to introduce a formal supervision policy and a first draft of this has been completed. The BCU HR managers and training managers will be an integral part of this process to ensure deliverables to managers and staff. They are also determining development needs through individual PDRs and dip-sampling for quality as well as ensuring that the right quantity of PDRs are completed.

• Although the constabulary has put many measures in place and received an Excellent rating in an audit report for its attendance policy, it is still not meeting the national targets. For 2005/06, sickness targets of nine days per year were set for police staff and eight days for police officers. Despite a comprehensive range of positive action initiatives, the constabulary has not achieved the targets set. Although the average number of working hours lost per year due to sickness by police officers has decreased during the period 2005/06 compared with 2004/05, the current figure is above the national average.

• The average number of working hours lost per year due to sickness by police staff has reduced slightly for the same period but remains above the national average.

• During the period 2004/05 to 2005/06 the number of medical retirements of police officers per 1,000 officers has increased and is significantly above the MSF group average.

• Although the constabulary has not sought Investors in People accreditation, two specific targets have been identified to be achieved by 2006 regarding good employment practice: to have at least 75% of staff who feel valued by the constabulary; and to have at least 80% of staff who feel involved. These targets will be measured by staff surveys conducted in March each year.

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• The constabulary aims to become an employer of choice and is introducing a model of best practice for staff engagement that is linked to its HR strategy for the next three years. This includes the piloting of local improvement groups, which are now being extended.

• The HR department is to underpin its representative workforce programme by creating two additional posts that will sit within a discrete team. This will lead to a more focused approach to the recruitment and retention of candidates and staff from under-represented groups.

• The constabulary is creating a PCSO recruitment team to deliver the planned recruitment of 273 Home Office funded PCSOs up to March 2008. Collaboration with other forces in the North West is planned in respect of the recruitment and assessment processes.

GOOD PRACTICE

TITLE:. Preferencing/Matching Exercise

PROBLEM: The restructuring of the Force through the Taking Control Change Programme required the creation of hundreds of new roles and the dissolution of many existing roles. For most operational officers there was a period of significant uncertainty as to what role they would be undertaking in the new structure and where that role would be based.

SOLUTION: The “Preferencing” process was designed to be the mechanism by which officers migrated from their old role to their new role but it had to be more than just another selection process. In particular the following principles had to be observed : It needed to reflect the principles of “Taking Control”, specifically Big Idea No. 5 – A New Contract with Staff .Therefore there needed to be a real sense of inclusion, direction and fairness The process had to be as simple and as fair as was feasible The process itself had to re-enforce the magnitude of the change and to be sufficiently impactive for officers to appreciate that this was not just “old wine in new bottles” The impact upon officers(and the service they deliver) ought to be minimised There were some major factors that need to be considered before the process was implemented: All role profiles had to be completed and validated via the Integrated Competency Framework. Communication had to be considered carefully and required the consistent application of the message via corporate and divisional means. Corporate presentations across the divisions were undertaken. Some roles (particularly Force Major Investigation Team and DMU) required a different/differently timed process As C+VR was the only current division being split there needed to be some consideration as to how its officers expressed a preference. Some of the BCUs specialist units were based in one area e.g. Crime Cars in Congleton, but delivered

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a service across the whole of C+VR. Furthermore it became apparent that there were too many officers in Congleton to actually fit into Eastern Division. 1500+ preferences were to be made and it was essential that sufficient resources were available to not only consider the preferences but also record the preferences and update the allocation records as decisions were made to post officers against particular roles For all roles save those based on FMIT and DMU the following process was agreed; • Officers express 2 preferences for roles based within the BCU in which their current division is located • Each BCU Command Team identified 2 panels, each chaired by a Superintendent, to consider the preferences alongside postings histories and attendance records to determine the eventual posting. • Only in exceptional circumstances would officers be allowed to express a preference for a BCU not associated with their current division • Appeals were to be to the appropriate BCU Chief Superintendent The process in respect of FMIT required some form of competitive selection because it was a new team and it was expected that the number of applications will be greater than the number of posts available.

Prior to the Preferencing panels commencing there was a 2 hour briefing and HR staff subsequently worked across all the panels to ensure consistency. Federation representatives were invited to attend all the panels.

OUTCOME(S): The results of the process were reported to programme Board. 87.8% of officers got their 1st or 2nd choice. FORCE CONTACT: Superintendent Andy Mitchell, Head of Performance Improvement [email protected] Tel : 01244 612882

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Direction of 6B Training, Development and Organisational Learning Grade Travel

Good Improved

National Grade Distribution

Poor Fair Good Excellent

3 11 27 2

National Position

Learning and development (L&D) is a key driver for forces to improve performance. The requirement is for the right staff to have the right skills in the right place and at the right time in order to achieve or support operational performance.

HMIC has awarded a Good grade where key criteria have been met. Notably, where there is a clear distinction between the role of contractor and client, with the full and sustained involvement of a chief officer and the Police Authority. There should be a single post with accountability for all L&D products and services. Another prerequisite is an L&D strategy which is fully compliant with Home Office guidance and supported by a business plan, an improvement plan and a fully costed ‘planned’ and ‘actual’ delivery plan. Finally, a Good grade reflects robust quality assurance and evaluation processes, with clear evidence that the force is engaged in collaborative activity.

Contextual Factors

This section summarises the results of improvement activities that have been undertaken since the last inspection. It facilitates an understanding of the context within which such activities have taken place together with an understanding of the outcomes.

The constabulary was graded Fair during the 2005 baseline process with a number of recommendations made for improvement.

There is now an established mechanism to prioritise, monitor and provide ongoing evaluation of the annual costed training plan, with supporting performance indicators and business planning processes. Additionally, the creation of an L&D steering group, which has representation from key stakeholders from across the constabulary, together with training panels and prioritisation processes ensure a client-focused approach to L&D business.

The L&D strategy, which encapsulates the branch’s improvement plan and business plan, provides a cohesive and directed approach to all activities within the department – this includes a performance management framework which ensures regular and thorough assessment of the department’s progress throughout the year.

A new ‘Demand’ management process has been introduced to ensure that a single point of contact is maintained within the department for all demands on L&D activity and interventions.

A QA manager post is operational within the department, responsible for the provision of an effective QA assessment framework and robust management of the processes involved.

The department now has an evaluation manager with responsibility for all evaluations, ensuring not only that the various level assessments are conducted to a high standard, but

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A new robust business planning process has been introduced with the intention of focusing the department’s performance, ensuring that SMART (specific, measurable, achievable, realistic, timebound) targets are met and performance is monitored.

Strengths

This section summarises areas that HMIC considers to be particular strengths of the L&D function. In the main, for an area to be considered a ‘strength’ it will have been in place for at least 12 months and will represent practice from which the constabulary is able to evidence demonstrable and ongoing benefit.

• Assistant chief officer (business support directorate), ACC (territorial policing) and ACC (operational support) provide active ‘client’ input as well as facilitating the activities and functions within L&D. The constabulary also has a designated L&D steering group which is chaired by the ACC (operational support). The strategic group reports direct to the constabulary Taking Control programme board, which is chaired by the Chief Constable. This enables the ratification and prioritisation of L&D activities by ensuring the attendance and active participation of key stakeholders within the organisation.

• The proactive involvement of all L&D staff in utilising HMIC baseline assessments as a tool for continuous improvement has ensured that all teams buy in to the improvement process, identifying strengths and areas for improvement. All staff within L&D are accountable for delivering their contributions to the organisation through PDRs and team improvement plans.

• L&D has a specified business strand for people development. This allows for the active targeting of individuals through leadership and personal development courses, masterclasses and diversity-related interventions. This has built on the work completed for the constabulary restructuring under the Taking Control exercise, in which all police and support staff roles were preferenced according to skills and matching processes.

• Partnerships are now embedded in interventions throughout L&D, including the Initial Police Learning and Development Programme (IPLDP) and the core leadership development programme (CLDP). It is now envisaged that by marketing this aspect of L&D activity more thoroughly, this area or function can be significantly increased to the benefit of the service and its crime reduction partners locally, regionally and nationally.

• L&D has developed ‘real-time’ reporting mechanisms and processes to enable the empowerment of staff within the branch – these include the ‘suggestion box’ scheme, which is anonymous and allows for constructive and supportive comments to be made, and development away days, which are attended by all L&D staff and focus on team development as well as building on individual staff skills.

• L&D has actively sought to incorporate the wider community in its activities and functions. This includes partnership working with communities through community involvement days and IPLDP, as well as the active involvement of the IAG and CHAWREC in the development, assessment and evaluation of interventions within L&D

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– this is most notable for IPLDP, where members of the IAG sit as active members within the project team and have a participating role in identifying best practice.

• L&D has also focused on involving the community in its activities by promoting work placements for those from disadvantaged backgrounds and those who have special needs – the IAG is actively involved in the selection and recruitment of work experience placements.

Areas for Improvement

This section provides a broad summary of the areas for improvement found as a consequence of the current inspection. Specific areas to address are contained in the detailed assessment guide that the constabulary retains. That document contains an ‘indicative scalar’ of between 1 and 5 for 90 specific areas. More immediate effort will be required on those areas scoring 3 or less than for those scoring 4 or more.

Progress on the areas summarised below will be reported on in the context section of future inspection reports.

• The constabulary needs to ensure that each member of staff understands their contribution to the vision, mission and goals of the department, and to link this empowerment clearly with a defined business plan.

• The constabulary needs to quality assure processes and monitor them more systematically to ensure that the overarching policies and strategies achieve business benefits.

• The constabulary needs to revise the role profiles of L&D managers and market these effectively to clients and consumers.

• The constabulary needs to develop protocols for managing effective partnerships and monitor and review the effectiveness of these partnerships to ensure that their value is clearly identified and recorded.

• The constabulary needs to develop computer-based training interventions and ensure that the IT infrastructure supports these.

• The constabulary needs to more clearly and accurately define customer and stakeholder expectations through further development of the use of satisfaction surveys. The planned involvement of the IAG in the development of an improvement plan would be a particularly worthwhile approach in this regard.

• The constabulary needs to develop a mechanism to identify newly promoted police officer/staff development needs and to incorporate these into the CLDP and mentoring provided through the ‘People Development’ business strand within L&D.

• The constabulary needs to extend the roll-out of the RES format for lesson plans to all L&D activities. Additionally, L&D should ensure that it participates fully in membership of the diversity improvement team.

• The constabulary needs to embed performance indicators for the L&D function and systematically undertake level 4 evaluations on areas of operational priority.

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• The constabulary needs to use the HMIC (training) and QA framework documents to identify areas for efficiency savings or gains in order to reduce waste and add value to L&D.

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Direction of 6C Race and Diversity Grade Travel

Excellent Improved

National Grade Distribution

Poor Fair Good Excellent

0 14 27 2

Contextual Factors The CEB, chaired by the Chief Constable, sets the strategy for the constabulary and 12 strands of diversity have been allocated to senior members of staff as a diversity performance objective. There is a comprehensive and developed approach to the use of the IAG, which, together with Police Authority members, scrutinises a wide range of data.

An internal standards and integrity group has been formed to discuss internal issues in relation to misconduct, grievance, bullying, harassment and fairness at work, and to act as a consultation and policy-making body.

The Chief Constable chairs the staff networks group, giving the group direct access to senior command. Members are consulted on all policies. The constabulary holds the ‘two ticks’ symbol for disability and has also implemented the Disability Discrimination Act. Gender issues are included in the 12 strands and a working group is consulting both with Cheshire Women’s Network and on a regional basis on issues surrounding representation; this supplements the robust monitoring systems already in place.

Strengths

• The Chief Constable is the ACPO lead for race and diversity and takes personal responsibility within the constabulary for diversity issues.

• The HR department has reviewed the strategic documents for and has merged the HR strategy with the costed HR plan. Core to this review was the introduction of five key work strands, which covered resourcing, empowering, healthy working, developing and performing. ‘Valuing diversity’ is seen as a strand that flows across all five of the objectives and is included in actions within the whole strategy.

• The constabulary has a robust mechanism in place for diversity, in terms of both monitoring and proactivity, and has formed a diversity advisory unit. Monitoring is in line with all requirements of employment duty. A confidence and equality strategy underpins this work and the unit administers the ACPO Race Equality programme.

• The CEB, chaired by the Chief Constable, sets the strategy for the constabulary and 12 strands of diversity have been allocated to senior members of staff as a diversity performance objective. An example of this is the ethnic monitoring review group, which, together with the IAG and Police Authority members, scrutinises a wide range

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of data, including internal data, for disproportionality. All data is published on the constabulary internet.

• In order to become more of a learning organisation, the internal standards and integrity group has been formed. This group involves representatives from ethnic groups in discussions around internal issues in relation to misconduct, grievance, bullying, harassment and fairness at work, and acts as a consultation and policy- making body.

• The Chief Constable chairs the staff networks group, giving the group direct access to senior command. Members are consulted on all policies, including the RES, and several have been trained as ‘police search’ assessors for recruitment. All policies regarding employee matters are published on the constabulary intranet, in hard-copy publications and weekly orders, and are also available on the constabulary internet.

• The constabulary states that it has a compliant RES and its impact assessment process has been held up as best practice by the CRE. All impact assessments are published on the constabulary internet and the IAG is currently conducting an independent review of the scheme for the CEB.

• The constabulary works with CHAWREC as part of the Connecting Communities scheme, which includes careers events aimed at BME communities, the targeting of BME residents with information about jobs, an independent careers adviser and an independent review of recruiting processes.

• The constabulary holds the ‘two ticks’ symbol for disability and has also implemented the Disability Discrimination Act, with ‘reasonable adjustments’ being made in several cases in order to improve accessibility for disabled people. A disability network group has also been established to discuss employee issues relating to disabilities and carers; the group’s views will be incorporated into the disability equality scheme.

• Gender issues are included in the 12 strands and a working group is consulting both with Cheshire Women’s Network and on a regional basis on issues surrounding representation; this supplements the robust monitoring systems already in place.

• The constabulary is currently delivering a programme of diversity training using a drama-based company (The Garnett Foundation), and is also training managers on how to assess performance in terms of race and diversity as part of the national learning requirement. Additional diversity training is given to the diversity advisory unit staff and also to the area/departmental diversity teams, particularly in relation to the RRAA. A workbook has also been designed for all staff under the RRAA.

• The constabulary has a clear diversity structure whereby its strategic direction is set out at CEB level and cascades down to the working groups under the 12 strands of diversity, ensuring equality against all strands. These groups have representation from the IAG and for internal issues members of both staff networks and the Police Authority are also involved.

• The constabulary has established networks for lesbian, gay, bisexual and transgender issues, the Cheshire Women’s Network, the Christian Police Association and a newly formed Disability Network. Cheshire Black Police

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Association is in the progress of being relaunched and a member of staff is due to be released full-time to facilitate this. These groups have direct access to the Chief Constable as constabulary champion for this area and act as a direct and meaningful consultation base.

• The proportion of police recruits from BME groups is in line with the MSF group average.

• The percentage of female officers in the overall constabulary strength has increased from 2004/05 to 2005/06 and is in line with the MSF group average.

Work in Progress

• Although there are extensive communication avenues and access to information has been increased via the intranet, the constabulary has employed a professional to look further into this area with a view to creating a constabulary communications strategy to ensure that key messages are conveyed to front-line staff. This will enhance staff awareness and will also assist in the further culture change required in terms of diversity.

• The constabulary is taking steps driven by the diversity advisory unit to review the grievance procedure and introduce a mediation stage. This is a positive step, the impact of which will need to be tested to see if confidence in the process improves as a result.

Areas for Improvement

• Although departments and areas monitor performance in relation to their own areas of work, the constabulary needs to introduce a performance framework for its work in the field of diversity. This will ensure that progress is monitored more effectively by the CEB and will form part of the business case for this area of work.

• Female officers remain under-represented in the roads policing function, despite positive action to increase awareness and understanding of specialist roles (open days, secondments, shadow days, etc) and to provide more suitable clothing and equipment. The inclusion of under-represented groups in management, supervisory and specialist roles requires effective monitoring, research and intervention processes.

• The Cheshire Women’s network Group is currently making little impact and is in a lull. Until such time as the group is injected with fresh energy, support and a clearer sense of purpose, female staff will have to rely on mainstream resources (ie the HR department, Unison and the Police Federation) to challenge and represent specific interests.

• The Police Federation and Unison are well established and have clear roles that are understood by officers and staff in the constabulary. There is less clarity of purpose with the newer, less established representative groups (the Black Police Association and the Cheshire Women’s Network Group), whose members are generally effectively represented already by the Federation or Unison. The constabulary is potentially missing an opportunity to help these less established groups to forge a role which adds value, ie cultural support for particular issues of concern to women or BME staff.

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GOOD PRACTICE

TITLE: Mainstreaming Diversity PROBLEM: Identification that Diversity remained an “add on” and was not integral to all procedures and practices within the Force. • SOLUTION: In 2005, the Constabulary formed a Diversity Advisory Unit , comprising a Chief Inspector, 4 Diversity Managers, a Race/ Hate Crime Advisor and a Diversity Co-ordinator. The 4 managers lead on different strands of diversity: Race, Disability, Sexual Orientation and Gender and Age and Employment Law. A confidence and equality strategy underpins this work and the unit administers the ACPO Race Equality Programme.

• The Confidence and Equality Board (CEB) chaired by the Chief Constable sets the strategy for the force and twelve strands of diversity have been allocated to senior members of staff as a diversity performance objective. Examples of this can be seen with the Ethnic Monitoring Review Group who together with IAG and Police Authority members scrutinise a wide range of data including internal for disproportionality. All data is published on the force internet.

OUTCOME(S): The establishment of the Diversity Advisory Unit has allowed Diversity Managers to lead on the different strands of diversity and provide advice and assistance to the Force Champions. The Force Champions have to report quarterly to the C&E Board, chaired by the Chief Constable, on progress made in their relevant areas. By ensuring the Force Champions are all Senior Manager or Chief Superintendent and above level has enabled the mainstreaming of the Diversity agenda to be driven forward to greater effect.

FORCE CONTACT: Chief Inspector Jon Ward, Diversity Advisory Unit, Cheshire Police Headquarters Tel: 01244 61 2466 Email: [email protected]

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Direction of 6D Managing Financial and Physical Resources Grade Travel

Fair Improved

National Grade Distribution

Poor Fair Good Excellent

1 11 24 7

Contextual Factors This is an HMIC assessment of Domain 6D. It is based on the constabulary’s self- assessment return and HMIC’s own findings as well as a consideration of the police use of resources evaluations (PURE) by the Audit Commission’s appointed auditor or Wales Audit Office for the force or authority. Set out at the end of this report are the appointed auditor’s summarised scores for each theme covered by PURE. Separate, more detailed reports on PURE have also been issued by the appointed auditor for Cheshire Constabulary/authority.

Work on preparing for force mergers has had a significant impact on the finance department and other support services.

Strengths

• There are sound processes in place for budget decision making, including medium- term financial planning.

• Financial standing has been strong, with an above average level of general reserves, although this will come under strain in future years.

• A new finance system with an associated procurement module was implemented in 2005, enhancing service delivery.

• The constabulary has used Institute of Public Finace (IPF) benchmarking data on finance services to inform future strategy, and similarly has used equivalent data for the estates service.

• Successful PFI projects have been delivered.

• There has been a drive towards efficiency savings incorporating the Gershon agenda, which last year resulted in taking 50 staff posts out of central support through the constabulary Taking Control agenda.

• While the use of activity analysis is still under development, the constabulary has used additional Simul8 software to assess the use of resources and the reallocation of police officer time.

• There has been an increase in staffing resources in both the procurement and estates management services, resulting in an improvement in both. An annual report has been produced for the procurement service for the first time.

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• There is an excellent transport service provided which displays many strong elements of service, including a high rate of vehicle availability for operational policing. This has also extended to providing a workshop service for 180 vehicles for North Wales.

Work in Progress

• Risk management processes have been reviewed during 2005/06 and the constabulary is encouraged to maintain continuing development, particularly as it acknowledges the need to integrate risk management processes into new ways of working to support business models.

Areas for Improvement

• As with all forces, there is still a need to develop the links between finance and performance, along with the need to incorporate data arising from risk management and activity analysys into the medium term financial plan. This will also be needed to enhance the alignment of service, strategic and financial planning.

• As in many forces, there is a need to develop a strategy for shared services in relation to finance and business services.

• While the procurement service has now started to develop and improve, performance indicators for the service require development. Included in the need for improved performance is the need for the constabulary to implement procurement cards to allow designated to staff to purchase direct.

• An energy strategy still requires development. According to the constabulary, this has not progressed because of a lack of resources.

• There is still a need in the transport service to undertake a best value review of the fleet and a review of mileage and the use of vehicles.

Audit Commission Use of Resource

Force and Authority: Cheshire

Element Assessment

Financial reporting Not Available

Financial management 2

Financial standing 3

Internal control 2

Value for money 2

Key to grades 1. Below minimum requirements – inadequate performance 2. Only a minimum requirement – adequate performance Page 86 Cheshire Constabulary - Baseline Assessment

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3. Constantly above minimum requirements – performing well 4. Well above minimum requirements – performing strongly

The judgements are made by auditors under the Code of Audit Practice and in accordance with guidance issued by the Audit Commission.

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Direction of 6E Information Management Grade Travel

Good Improved

National Grade Distribution

Poor Fair Good Excellent

1 9 31 2

National Position

The convergence of information and technology streams, and in particular the developing role of the chief information officer, is focusing attention on how forces corporately govern information. The aim in this assessment is to differentiate between forces that are taking an information-based approach to delivery and those that are technology-driven. A raft of emerging standards – notably Management of Police Information (MoPI) – is defining metrics against which performance can be measured, and these will ease the challenge in future assessments. Equally, the need for forces to develop medium-term planning, to consider national strategy in their local planning, and to reflect the requirements of the information technology infrastructure library (ITIL) have all provided some clear measures of success.

It has been a particularly challenging 12 months for forces’ information services, as much development work was postponed because of amalgamation proposals. This backlog will need to be addressed in 2006/07, together with work on shared approaches to bridge the level 2 shortfall. The challenge of providing information for the cross-regional information- sharing project (CRISP) and the emerging IMPACT system is considerable. This may require the development of ‘confidential’ networks and work to meet the requirements of the Unified Police Security Architecture (UPSA) as well as MoPI. These carry as yet unquantified but very considerable costs, as well as resulting in major business change. With constrained budgets and increasing demands, the future poses real challenges as to how forces will manage their information assets.

Contextual Factors The Police Authority has approved significant investments for both replacing and extending the constabulary’s information and communications technology (ICT) infrastructure and for moving to integrated systems and business processes. The ICT components of this strategy have been largely delivered during 2005 and the focus is now on exploiting this underlying investment through the delivery of process and business improvement. The integrated records management system is enhancing business processes and, when combined with the corporate data warehouse, will also form the basis of a substantial improvement in access to information. Investment has also been made in the resources and management capacity of IT services to ensure successful delivery.

The investment in ICT has also supported a major modernisation change programme (Taking Control) across the constabulary as well as the move to a new HQ, centralising call handling and deployment and recently completing the implementation of a state-of-the-art prisoner-handling capability.

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Strengths

• The constabulary has in place an information systems strategy, monthly performance reports, a departmental overview, a business plan for 2005/06 and action management reports from the IT services programme board.

• The constabulary’s IT services department forms part of the business services directorate and comprises the three distinct elements of development services, support services and service assurance. The head of the department has made a significant contribution to the development of the current national information strategy, the Information Systems Strategy for the Police Service.

• The department is correctly focusing on business benefits and models its developments around satisfying business processes across the holistic piece. It was also evident that there was a high level of enthusiasm and professionalism within the department, with reported low levels of staff turnover being further evidence of a contented workforce.

• The integrated records management system is delivering more efficient and joined- up business processes and enabling the drive towards the principle of a single ‘master’ record for all persons, locations, objects and events. When combined with the corporate data warehouse, this will also form the basis of a substantial improvement in access to information both from static locations (offices and police stations) and while out in the community (through mobile technology).

• The investment in ICT has also supported a major modernisation change programme (Taking Control) across the constabulary as well as the move to a new HQ, centralising call handling and deployment and recently completing the implementation of a state-of-the-art prisoner-handling capability. The constabulary has migrated to a considerably more mature approach to the use of IT, based on a robust and ambitious strategy that is a blend of national and local influences and drivers.

• A primary strength of the IT services function within the constabulary is the motivation, capability, professionalism and skills set of its staff. The department has progressed significantly over the past three years and now has a flexible and comprehensive range of well established in-house analytical, development, support and service management skills, complemented by a good understanding of the business. The information technology infrastructure library (ITIL) and PRINCE 2 project management are well established. In the last year the department has further developed its skills in areas such as leadership, diversity and risk management.

• The constabulary has a well established, resilient, modern ICT infrastructure. This includes a state-of-the-art centralised call management and deployment centre (with Airwave, IP-based call handling, software integrated communication control system (SICC), automatic vehicle location system, integrated Command and Control, integrated IP-based CCTV, etc).

• The constabulary is at the forefront in embracing core integrated systems such as integrated records management (Niche) and modern data warehousing. It is part of what is recognised as a strong regional IT collaborative community, with a regional IT collaboration strategy having recently been published.

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• The department has fully embraced the ITIL service management model and is in its third year of applying this model to all of its core processes. This includes continuing to exploit its service management system (Marvel).

• Over the past two years the constabulary has moved from a position of relying on the national strategy (NSPIS) and its delivery to a proactive position of having a comprehensive, mature and well established constabulary information system and IT strategy.

Work in Progress

• While the constabulary has recently embraced the issues of data quality and integrity (eg with a dedicated project to improve these and a commitment to fully implement management of police information), its goal of improving the quality of historic data and establishing a culture and ongoing performance regime around information management is still to be fully realised.

• The constabulary continues to need to invest in improving the knowledge and skills of its workforce in using and exploiting IT within the context of the working environment, for example staff do not receive adequate basic training in the fundamentals of using IT such as email and file management, which is potentially undermining the capability of staff to do their job effectively and efficiently. Additional resources to support this have been approved in the 2006/07 budget.

Areas for Improvement

• The constabulary has recognised that it needs to build further on its foundations of good programme and project management by implementing a business change and benefits realisation management framework; this is currently being designed. This requires further work with the business on maturing its approach to process ownership (often cutting across traditional functional and organisational management) and establishing a culture of ongoing continuous improvement of efficiency and capability, which is enabled and supported by IT.

• The constabulary should review its IS strategy and outline how the department will make decisions on policy and priority, with some very clear policy statements on what it will and will not do. This important document should be short, succinct and forward looking. It should clearly express the intent and direction of travel at a very high level, allowing a common understanding.

• Although programme work is dealt with at the Chief Constable’s two-weekly programme board meetings, the creation of an operational board would allow the ongoing prioritisation and management of smaller projects that emerge out of the organisation. In the current environment, the decision to proceed, or not, with a bid rests with the director. However, this approach risks bids with stronger business benefit being denied because they arrived at the ‘wrong’ time.

• A number of forces have seen benefits from having an IT steering group formed from across the stakeholder community, with representation from the user community, staff associations and trade unions, finance and IT. It is most effective when meetings are chaired by someone from outside the IT department or the owning business unit, which should be treated as suppliers to the organisation rather than

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the owners of the delivery schedule. This approach, potentially under the chair of an ACPO member, allows for a ‘bottom-up’ approach and a feeling of ownership and shared responsibility across the organisation.

• The head of the IT department should be held to regular formal account for the performance of his department, eg the availability of systems, the time taken to repair faults and a number of other key metrics should be reported to the command team, in the same way as BCU commanders are held to account for their performance. The department already produces a wealth of information for its own internal use; however, there is considerable scope to advance this initial work.

• An internal target exists for ‘first-time fixes’ – 35% of calls should be resolved by the initial call taker the first time the caller contacts the department. The target is invariably missed and there is no record of what ‘fixes’ consist of. This type of information is vital to deciding how to provide delivery to the customer. It was pleasing to note that the department is working to improve this situation.

• The constabulary should put in place an easy way of feeding ideas and suggestions for exploiting and improving the use of IT back to the IT department.

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Direction of 6F National Intelligence Model Grade Travel

Fair Improved

National Grade Distribution

Poor Fair Good Excellent

0 19 22 2

Contextual Factors Cheshire Constabulary has undertaken a fundamental review of its compliance against the NIM2 minimum standards, the results of which have been shared with the NCPE NIM team, which assists in developing an action plan to achieve compliance.

There is a clear momentum being developed in driving forward NIM, and the level of understanding of the requirements at a management level is improving significantly. Further detailed briefing of senior managers will be undertaken to reinforce this. It is anticipated that delivery of the action plan will take between six and 12 months.

Strengths

• The ACC (operations) is the designated lead for NIM. He has a detailed understanding of NIM and is committed to developing NIM processes within the constabulary.

• The constabulary has conducted a fundamental review of its NIM processes and procedures against the NIM2 minimum standards. An extensive and ambitious action plan has been produced which, if delivered in full, will result in compliance with all the standards across every department in the constabulary. The NCPE NIM implementation team was invited by the constabulary to assist in the development of this action plan (in October 2005).

• While it is accepted by the constabulary that full integration of NIM processes into the organisational culture will take considerable time, there is a clear momentum being developed in driving forward NIM in the organisation, and the level of understanding of the requirements at a management level is improving significantly.

• The Police Authority has approved the finance to allow a development of the level 2 capability of the constabulary. A significant proportion of this finance is to be directed at expanding the intelligence capability at FIB level. A review of the structure of the FIB has been undertaken and capability will be increased incrementally as resources become available. The first planned expansion of this capability will be the formation of a level 2 dedicated source unit. The structural changes will better align senior managers with people and processes and will provide clearer leadership.

• Strategic or tactical assessments are produced in line with the national template at all levels. At level 1, the tactical assessments are produced in PowerPoint format to maximise impact and ensure effective delivery at level 1 T&CG meetings. A strategic lead has been identified for each strand of the control strategy who has responsibility for overseeing delivery of the intelligence, prevention and enforcement actions within the strategy.

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• There is evidence that NIM is influencing service delivery at all levels, from level 2 down to neighbourhoods. In particular, staff deployed through daily tasking have an understanding of the reasons for their deployment. There is clear understanding of roles and responsibilities in the delivery of NIM at both constabulary and BCU level, and there is effective operation of a strategic T&CG which is aligned directly to the monthly PIMs. Meetings are held on the same day to ensure that the T&CG process drives performance in priority areas. Tactical assessments inform tactical T&CG meetings and drive activity.

• The production of briefing material (iBrief) is carried out within intelligence units and is generally of a good standard. Content is reviewed by management regularly to identify areas for improvement.

• Dedicated source units are in place in each BCU and the covert human intelligence source (CHIS) management structures are extremely robust. The Office of the Surveillance Commissioners’ inspection in 2005 praised the integrity and robustness of the systems, policies and procedures for CHIS management. A more effective tasking process has recently been implemented, to ensure more specific tasking of CHISs. The constabulary management of Regulation of Investigatory Powers Act compliance issues, in respect of directed or intrusive surveillance and property interference, is considered to be effective.

• The PROMS system allows the SMT to review any profile at any time and provides a clear audit trail of decisions and actions. Once completed, PROMS can be reviewed for organisational learning and is stored in the archive. Each BCU conducts a daily T&CG meeting, usually by video conference. Requests for level 2 deployments, other than those pre-planned, are routed via the FIB and taken to the daily level 2 T&CG meeting, chaired by the operations directorate superintendent. This meeting reviews occurrences from the previous 24 hours to identify any necessary changes to level 2 resource deployment that day. The process for level 2 resource applications, outside daily tasking, is clearly defined.

• Senior managers have been briefed on the requirements expected of them to contribute to making the constabulary a truly intelligence-led organisation, where strategic and tactical assessments drive not only the day-to-day business but also the business-planning process. There is a clear desire to achieve this from the ACPO level.

• There is effective working with key partners and, where appropriate, information- sharing protocols have been developed and are utilised operationally.

Work in Progress

• The constabulary should continue to define its control strategy, which should be focused to deliver the business of the constabulary. Relevant training and instruction should be provided according to rank and grade to facilitate better understanding and effectiveness.

• The structure of the PIM is mainly focused on historic performance data, rather than intelligence products and emerging issues within the control strategy areas. A proposal is being considered by the chief officer team to restructure the PIM around

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control strategy priorities and actions under the intelligence, prevention and enforcement activities. The proposal includes a revision of the NIM calendar for delivery of products, in particular the strategic assessment and constabulary control strategy, to allow these products to be fully considered in leading the business- planning process.

• There is a high turnover of analysts due to a low comparative pay grade and no career structure. Following a recent review, a career structure is being created and a pay re-grade has been agreed in order to alleviate the staffing problem.

• Currently, daily tasking for the operations directorate and the three BCUs takes place simultaneously. This limits opportunities for the areas to seek the support of constabulary operations for local area tasking priorities. Arrangements are advanced to hold the operations directorate daily meeting following the BCU meetings, and to video conference the meeting with BCU representatives. This approach will allow the chair of FOD (level 2) to prioritise the various demands on resources and deploy them more effectively.

Areas for Improvement

• The constabulary is in the process of consulting on a draft policy in respect of tasking and co-ordinating as part of its efforts to develop the NIM process in line with NIM2 principles. Currently little is documented on the operational procedures and processes surrounding the application of NIM. This approach will provide documented guidance for individual roles, such as in SMTs and tasking groups, as well as strengthening the decision-making audit trail.

• At present it is unclear who the action manager is or who ‘enforces’ to ensure timely and effective response on allocated actions in BCUs. The new T&CG policy will identify the BCU chief inspector (operations) as the person responsible for action management from either the T&CG or daily tasking. The PROMS system contains a section for results’ analysis and operational review. This is under-used and is subject to the NIM2 action plan.

• Although comprehensive, the constabulary’s strategic assessment is unwieldy and not sufficiently focused, running to over 160 pages. Efforts should be made to develop a more user-friendly approach and produce a document that can be effectively used and understood.

• The constabulary should drive the implementation and consistent application of the national briefing model. There is currently a significant variation across the constabulary in the delivery of briefings. Additionally, the constabulary should ensure that effective training takes place for officers responsible for delivering briefings.

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7 Leadership and Direction

Direction of 7A Leadership Grade Travel

Good Not Graded

National Grade Distribution

Poor Fair Good Excellent

0 4 35 4

Contextual Factors It has been an extremely challenging year, with the implementation of the Taking Control change programme following two years of research and modelling. The programme was designed to deal with long-standing problems in Cheshire of low levels of public confidence, low levels of officer productivity compared with other forces, and lack of compliance with key national initiatives such as NCRS, NIM and neighbourhood policing.

The chief officers believe that Taking Control has been a significant success and has achieved its objectives. The one disappointing area of statistical performance has been the increase in crime.

The new ACCs bring experience from other forces and an element of challenge to the new policing model. The Chief Constable and other senior officers have a constructive working relationship with members of the Police Authority and have effectively engaged with chief executives and leaders from partner agencies.

Strengths

• The chief officer team has seen significant change in 2005; two ACCs are now in post. All chief officers are visible and accessible to staff and make informal and formal visits to areas and HQ departments. The constabulary has a constructive working relationship with the Police Authority: members are involved at every stage of the Taking Control review, sit on project boards, attend PIMs and make regular visits to areas and departments. Informal discussion days were introduced in 2005 for members to have the opportunity to discuss issues with chief officers. The Chief Constable and other senior officers have engaged with chief executives from partner agencies.

• The vision, values and policing approach are contained within the policing strategy and policing plan and are clearly communicated within other corporate documents, on the constabulary intranet and on posters in main stations. The constabulary has developed and adopted a leadership model supported by a leadership programme which includes masterclasses,Senior Leadership Develoment Programme (SLDP) and CLDP. A PDR policy is in place but problems with national software have resulted in a return to a paper-based system. Commendation ceremonies are held at area/department and constabulary level and promoted in the local media. An ‘Extra

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Mile’ event is to take place in April 2006. The programme of diversity training further reinforces constabulary values.

• The Chief Constable is the ACPO lead officer on race and chairs the LCJB race issues group. He is the constabulary’s chief officer champion for diversity issues. In addition, each member of the chief officer team has lead responsibility for a specific diversity issue or area.

• Chief officers regularly visit police stations and HQ-based departments and senior officers regularly undertake patrol duties in different parts of the constabulary area with different officers. The Chief Constable expects chief officer team members to spend one day a month on the ‘front line’ as part of the leadership framework. Good and open relations exist with staff associations, which are members of the Taking Control programme board and the Chief Constable's conference. The Chief Constable also regularly meets with Unison, staff associations and support networks.

• Following the communications programme delivered during the Taking Control programme, the constabulary has learnt from the process and has developed a new communications package which incorporates electronic, paper and personal communication methods. It also includes an organisation-based area half-day workshop with a DVD presentation from the chief officers, group work and an interactive question and answer session with the Chief Constable via video conferencing. The session aims to gauge staff morale and staff satisfaction and to specifically address issues. Each is locally led by a member of the chief officer team.

• Any improvement in public confidence will take a long time to feed in to nationally collected figures, but it is clear from the reaction of local elected members and coverage in the local press that the constabulary has built up considerable public support for the neighbourhood policing teams.

• The one disappointing area of statistical performance has been the increase in crime, which the constabulary claims to be as a result of the CCRB and the drive to improve sanction detections. The overall rate of crime continues to be what should be expected given the socio-economic make-up of the constabulary area.

• The constabulary considers that there is growing recognition of a significant funding gap between Cheshire and the other forces with which it is compared. One of the undoubted strengths of Cheshire is its low cost base, but it is a strength not recognised in any of the performance regimes.

• A communication strategy is in place and a strategic communications group chaired by the Chief Constable and attended by the chair of the Police Authority meets regularly. Internally, this includes the setting up of local improvement teams to encourage innovation and improvement in service delivery.

• There is clear evidence of strong commitment to the Police Reform agenda.

Areas for Improvement

• The chief officer team should consider the introduction of 360-degree feedback for the purposes of performance review.

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• Further work is required on developing communications with the public concerning managing demand and quality of service, given the results of the BCS which indicate that the constabulary is below the MSF average in terms of levels of satisfaction.

• Following the introduction of the policing model in 2005, further work is now required to support SOPs with documented policies on key processes.

• The constabulary should continue to develop the PDR process to ensure that all staff undertake objective-based reviews within the agreed timescale and that an effective performance management process is put in place and integrated into regular performance meetings at executive and SMT level.

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Performance Management and Continuous Direction of 7B Grade Improvement Travel

Good Stable

National Grade Distribution

Poor Fair Good Excellent

0 12 26 5

Contextual Factors The performance strategy makes necessary links with the policing performance assessment framework (PPAF) and key strategic processes, including NIM, and defines core principles and mechanisms of accountability. Regular performance meetings at various levels of the organisation provide accountability, focusing on key performance areas in the control strategy, trajectory towards targets and broader elements of performance. There are integrated performance management and review processes with the LCJB with shared targets and accountability.

A programme is in place to develop performance measures for support departments and progress has been made in a number of areas, eg call management. A data warehouse is being developed and a project is in the process of rationalising all performance requirements.

There are well developed mechanisms to support strategic planning with a central business intelligence unit.

Strengths

• The Chief Constable chairs a monthly constabulary PIM where he holds BCU commanders and department heads to account. The ACC (territorial policing) attends the meeting, which focuses on key performance areas in the control strategy, trajectory towards targets, position relative to the MSF and BCU families, and includes a risk-assessed focus on wider performance areas. The PIM also serves as a means of sharing good practice and identifying quickly the blockers to good performance.

• The NIM level 2 tasking and co-ordination meeting is held directly after the PIM and links emerging policing issues. The Police Authority applies rigorous scrutiny to performance.

• Chief officers chair a number of performance meetings that examine broader elements of performance, eg the ethnic monitoring review group where the IAG scrutinises performance. There are integrated performance management and review processes with the LCJB with shared targets and accountability.

• The performance framework is supported by a performance management system on the constabulary intranet, which is used to inform operational activity and provides a comprehensive range of timely and accurate performance data that is available to every member of the constabulary. Information is delivered on a daily, weekly and monthly basis to enable managers to assess the outcomes of activity and monitor

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progress against targets. The system not only includes performance data on crime but highlights performance in relation to a number of support departments, eg call management, qualitative data (such as customer surveys and BCS tracker) and iQuanta performance data.

• There are robust internal inspection arrangements in place. A central performance review team identifies gaps in performance and undertakes analysis, thematic reviews, inspections and audits. The review of sanction detections identified a number of fundamental process and performance issues. Comprehensive action plans were established which generated a significant improvement in performance and led to the development of minimum standards of investigation.

• A public service desk has been established to improve customer contact, provide feedback and support regarding incidents, and improve quality of service. Customers are contacted and updated, and the facility is available for customers who require information regarding progress. This customer service initiative has resulted in an improvement in call-management performance for answering non-emergency calls and a reduction in demand in terms of incidents.

• Extensive work is being undertaken on improving engagement, and the constabulary is a pilot for the new Home Office/ACPO neighbourhood policing measures. The constabulary celebrates success with a series of local award ceremonies at differing levels and has had success in prestigious national awards during 2005, including the Justice Awards and Ferrers’ Trophy.

• The constabulary has established mechanisms for listening to and engaging with staff, with a range of internal surveys and workshops, and has introduced development processes with core leadership and masterclass training.

• The constabulary has developed a sophisticated planning process to reflect additional influences on the constabulary's development. The Police Authority's published policing strategy describes the planning process in some detail and explains how it is informed by the content of the National Community Safety Plan, as well as the CDRP’s local community safety strategies, the results of public consultation and NIM.

• The constabulary business planning process recognises NIM as the primary tool for organising policing activity and resources. The guidance includes wider planning aspects to fulfil a number of stakeholder and statutory requirements, by demonstrating consistency with policing objectives, effective use of resources, the achievement of efficiency plans and commitment to continuous improvement.

• Impact assessments of impending demands (including new legislation) are undertaken with the lead business area to help identify and plan for the business development activity required and to inform the planning processes.

• The constabulary has introduced a business risk assessment process which includes an intelligence assessment of the risks associated with strategic planning within business plans. This initiative has been supported by an external consultant providing two days’ training for nominated individuals from BCUs and departments. The emphasis will be on organisational risk and prioritising activity.

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• The constabulary and Police Authority have continually developed their best value processes to ensure that they are cost effective and not bureaucratic. The Authority has agreed to 'mainstream' the review process within the wider performance review.

Work in Progress

• The constabulary should continue to develop its performance framework in order to systematically capture qualitative information as well as quantitative information. The constabulary now has performance analysts for each of the divisions who are examining, among other things, what information and data needs to be captured.

• Performance management frameworks for support services are being developed and progressed, ie call management, IT services, forensics, etc. A programme is in place to establish measures for each HQ department.

• Results from surveys with the public are fed back to BCUs to improve performance. The constabulary is planning to review its customer survey processes and move from postal surveys to telephone surveys in order to deliver a better quality service to the customer and to provide a realistic assessment of performance.

Areas for Improvement

• The undertaking of effective PDRs across the organisation is a fundamental element of a successful performance management regime. The constabulary has experienced significant technical difficulties with the corporate (electronic) PDR system. The system has been suspended and the provider commissioned to make necessary changes. A decision was taken for staff to have paper PDR records while a more workable system was developed. The constabulary should ensure that suitable arrangements are put in place to ensure compliance with timescales and to monitor quality at constabulary, BCU and departmental levels.

• The constabulary is moving towards a new, integrated IT system (Atlas Niche) which will be supported by a data warehouse. A performance intelligence project is currently in the process of rationalising all performance requirements and developing a full suite of measures for the new system. This will create significant reductions in bureaucracy and will generate efficiency savings.

• The constabulary has undertaken activity analysis and has applied the national costing model. It is now working towards mainstreaming the analysis of activity against delivery in a costed model of real-time resource management.

• Staff within BCU departments are using the same performance information sheets as operational officers, although they are often not relevant to their area of work, eg they are designed for PPUs. Although this is being addressed through the constabulary’s decision to allow each division to create local performance sheets, a corporate system should be introduced for staff performing the same role. This will allow consistency and the ability to make performance comparisons across the constabulary.

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Appendix 1: Glossary of Terms and Abbreviations

A

ACC assistant chief constable

ACPO Association of Chief Police Officers

ANPR automatic number plate recognition

AoJ Administration of Justice

ARV armed response vehicle

ASB anti-social behaviour

ASBO Anti-Social Behaviour Order

ASG area support group

B

BCS British Crime Survey

BCU basic command unit

BME black and minority ethnic

C

CAI child abuse investigation

CAM community action meeting

CAT community action team

CAVA Children and Vulnerable Adult

CCRB central crime recording bureau

CDAP Cheshire Domestic Abuse Partnership

CDRP crime and disorder reduction partnership

CEB confidence and equality board

CHAWREC Cheshire, Halton and Warrington Race Equality Council

CHIS covert human intelligence source

CLDP Core Leadership Development Programme

CNC Civil Nuclear Constabulary

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COMAH Control of Major Accident Hazard

CPS Crown Prosecution Service

CRE Commission for Racial Equality

CSI crime scene investigator

CSO community support officer

D

DCC deputy chief constable

DCI detective chief inspector

DI detective inspector

DMU demand management unit

DV domestic violence

F

FCR force crime registrar

FIB force intelligence bureau

FIU force intelligence unit

FMIT force major investigation team

FTE full-time equivalent

H

HMIC Her Majesty’s Inspectorate of Constabulary

HOLMES Home Office Large Major Enquiry System

HQ headquarters

I

IAG independent advisory group

ICT information and communications technology

IPLDP Initial Police Learning and Development Programme

ISO International Organization for Standardization

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IT information technology

ITIL information technology infrastructure library

K

KSI killed or seriously injured

L

L&D learning and development

LCJB local criminal justice board

LRF local resilience forum

LSP local strategic partnership

M

MAPPA multi-agency public protection arrangements

MARAC Multi-Agency Risk Assessment Conferencing

MSF most similar force(s)

N

NCHS National Call-Handling Standard

NCPE National Centre for Policing Excellence

NCRS National Crime Recording Standard

NIM National Intelligence Model

NPU neighbourhood policing unit

NSPIS National Strategy for Police Information Systems

O

OBTJ offence brought to justice

P

PCSO police community support officer

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PDR performance development review

PFI private finance initiative

PIM performance improvement meeting

PIP professionalising the investigative process

PNC Police National Computer

PPAF policing performance assessment framework

PPO prolific and priority offender

PPU public protection unit

PRINCE Projects in Controlled Environments (project management methodology)

PROMS profile management system

PCSD Police Crime Standards Directorate

PURE police use of resources evaluations

Q

QA quality assurance

QoSC quality of service commitment

R

RES race equality strategy

RPU roads policing unit

RRAA Race Relations (Amendment) Act

S

SIO senior investigating officer

SMART specific, measurable, achievable, realistic, timely

SMT senior management team

SOP standard operating procedure

SPPU strategic public protection unit

T

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October 2006

T&CG tasking and co-ordination group

TPT targeted patrol team

V

ViSOR Violent and Sex Offenders Register

Y

YOT youth offending team

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