Community Policing Progress Report Police and Crime Panel 14 th September 2017
Outline of Presentation � Background � How CPT is organised across the County � What does success look like � Purpose and method of the evaluation � Outcomes � Ongoing actions and next steps
Initial Evidence Check Purpose – Keep me safe and protect my community Case studies 17,250 pieces of Common problem IP not demand updated Type/Frequency in customer words CHECK Type Demand I want to report - theft, lost property susp Flow of work behavior, rtc, silent 999, Value steps Prevent, Large numbers of domestic abuse, Respond, Resolve, handoffs disorder, Record One case had 31 threatening behavior handoffs for undetected case
Example of a theft and teams currently involved Store manager 101 call taker Crime bureau NPT Crime Management Unit RESPONSE CUSTODY Local Crime Team
Mapping of a theft case- teams/systems involved in one simple case
Some key findings from the research phase • Of the calls answered on the initial 101 line over 50% were for internal extensions or departments or requests for further information. • A common problem was that the victim was not informed who was looking after their case and were not being updated which resulted in more chase up calls back through to the police. • Cases had numerous people handling a part of their case. This resulted in many handoffs between roles and teams. Ownership and accountability was difficult to determine. • 500 members of the public were asked what was the purpose of Wiltshire Police “ Keep me safe and protect my Community ”
Force Operational Model Pre-CPT Response Response NPT Inspector LCT Inspector FIM FIM Inspector Inspector NPT SGT NPT SGT Response SGT Response SGT CMU SGT CMU SGT LCT SGT Community CMU PS CMU PS LCT LCT CMU CMU Beat Manager Response PC Response PC Inves/ Inves/ PCs PS PCs PCs (PC) Admin Admin PCSO
Force Operational Model Post-CPT CPT Inspector CPT Inspector CCC Operators CCC Operators CPT SGT CPT SGT CPT Deputy CPT Deputy X5 shifts Community Community Community Community PCSOS PCSOS LCIs LCIs officers officers Coordinators Coordinators
Community Policing Aim Create a one team Community Policing Model Objective Create an effective & efficient policing team having the right people in the right place at the right time with the right expertise to dynamically resolve community issues. Staff will work innovatively with colleagues and partners to reduce/prevent demand.
Objectives of the new model
Benefits Map and Objectives Police and Crime Plan Priority Provide operational estate requirements
Benefits Map and Objectives Provide operational estate requirements
Benefits Map and Objectives OBJECTIVES BENEFITS Fewer dispatch logs 1. Reduced internal demand Better response more timely 2. Reduced external demand Better allocation of resource Reduced call back demand 3. Improved customer experience Fewer handoffs 4. Improved staff morale / Upskilling of staff wellbeing Better quality of files 5. Create capacity for cost Police and Crime savings Plan Priority Provide operational estate requirements Reduced end to end times 6. Improve organisational Provide operational estate requirements performance
How is CPT organised CPT Swindon North across the Force? CPT Wiltshire North CPT Swindon CPT Inspector South CPT Deputy Sgt Community CPT Sgt Coordinator Community Officer CPT Shift x 5 CPT Wiltshire East PCSO Local Investigator Each area is led by a CPT Inspector, who CPT Wiltshire drives the vision for the area and is West accountable for performance CPT Wiltshire South How are staff aligned to the areas?
Staff allocation methodology Data refresh & professional judgement • What type of work is done by the different roles? – Not just traditional crime and incidents • How impactful is this demand on the role? • How much time does it take to conduct different pieces of demand? • What data can we capture? • Has the last 6 months influenced the professional judgement? + = Data Professional Resource algorithm judgement allocation
Staff allocation methodology Data refresh & professional judgement • What type of work is done by the different roles? – Not just traditional crime and incidents • How impactful is this demand on the role? • How much time does it take to conduct different pieces of demand? • What data can we capture? • Has the last 6 months influenced the professional judgement? + = Data Professional Resource algorithm judgement allocation
What does this mean in reality? There are about 400 PC posts in CPT – well over half the total number of PCs in Wiltshire Police Divided across the six CPT areas, means the total in each CPT will equate to about 60-70 officers These officers will be working across 5 shifts (to deliver a service which aligns resources to time demand and work-life balance) which reduces it down to 12-14 officers per shift In some areas the staff will be working across multiple stations and towns There is at least a 50% abstraction rate due to various factors: - Sickness - Training - Injury - Annual Leave - Discipline
Purpose of the Progress Report What isn’t working well Importance Independence What’s Areas for working well improvement
Caveats and Considerations Policy changes Methodology - Crime recording compliance - Data quality - Bail Act - Circumstances of staff feelings - THRIVE+ - Staff and the public availability - Control Strategy for engagement - MISPER - Timing of the progress report: - Adaptions made to the model since the seasonality / time to embed progress report started – i.e. 3 to 2 in - Access to information Swindon, work ongoing to improve role - Non recorded demand clarity, Inspector changes. National and regional Reviews External influences perspective - National reduction in - Performance and - Media coverage such leadership culture as Terrorism and arrests - Reduction in resources = - Custody Closure cyber crime: fear of - Burglary review crime deployability Voice of the People Voice of the System Voice of the Customer
How was the review conducted Voice of the Voice of the Voice of the People System Customer Focus Groups Trends / direction over Aim to gain insight time 121 staff engagement Are the aims of the CPT Account for significance model aligned with Online staff survey what the public want? Monitor change Is the model in its current state meeting expectations?
Progress report structure Calls for service Investigation COMMUNITY POLICING Allocation Resolution Voice of the People Voice of the System Voice of the Customer
3 voices main issues Voice of the people: Voice of the system: Voice of the customer: • Role clarity • Call abandonment rates • Majority state that • Data that infers reduced expectations around • Lack of community policing proactive activity visibility are not currently • Deployability and staffing being met • Demand and capacity levels • Dissatisfaction with • Team working / handover Caveat: other performance accessibility, particularly culture measured that have been through 101 utilised cannot be included at this point as it is too soon to understand the impact that CPT has had “Having to do more with less - can't carry “ THRIVE+ = get it right first time, we on the way we are going.” should be doing this.” Voice of the People Voice of the System Voice of the People Voice of the Customer
3 voices main positives Voice of the people: Voice of the system: Voice of the customer: • One team • Increased resilience and • Feedback from the ability to respond to customer echo's pre-CPT • Role variety / ownership immediate and priority feedback demand • Information sharing • Public perception is when • File quality vs. concerns face to face with an officer, • Right model around staff skill set they are friendly and do a good job under perceived difficult circumstances “High personal outcome success rate as “Good to have the different roles, has knowledge of the job from start to extending the team. Linking expertise.” finish.” Voice of the People Voice of the System Voice of the People Voice of the Customer
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