Transcript Police Planning Process

Developing Total Quality Management
in South Yorkshire Police
‘What Model Do You Use’
Jack Hudson
Structure of Presentation
• I will introduce myself
• I will talk about Policing & Quality
• I will talk about South Yorkshire Police
– Discussing our Quality Journey
– Discussing the lessons learnt
– Discussing where we are now
• I will end by discussing EFQM
– Is this really a complex model
Introduction
• ‘Mr Policeman’
– South Yorkshire Police – involved in developing TQM since 1997
• ‘Mr Assessor’
– Regional Senior Assessor 2001 - Public Sector
– EQA Assessor - Robert Bosch, Turkey (EQA Winner 2003) and
Erdimir Iron & Steel, Turkey (Recognised for Excellence 2004)
• ‘Mr EFQM’
– Secondment to EFQM 2003
• Responsibility for developing TQM in Public Sector throughout Europe
• Examined Public & Private Sector Best Practice, facilitating learning
• Worked closely with Police, Health, Education & Government in
European Arena
• ‘Continuously Learning’
– Good practice is everywhere!
Policing by consent
“Criminals seldom commit offences in the
view of the constable but they are
frequently seen by other members of the
public. If the police service commands the
respect and trust of the society it serves,
such members of the public will co-operate
in bring offenders to justice”
Sir Robert Peel: the first Home Secretary of England & Wales, 1830
What is Quality?
• ‘Fitness for Purpose’ – Juran
• ‘Conformance to Requirements’ – Crosby
• ‘Quality should be aimed at the needs of the
consumer, present and future’ – Deming
• ‘Degree to which a set of inherent characteristics
fulfils requirements’ – ISO 9000:2000
• ‘The total composite product and service
characteristics of marketing, engineering,
manufacturing and maintenance through the
product and service in use will meet the
expectation by the customer’ - Feigenbaum
What Model do you use?
• ‘We were going to use ISO, but we then
had the opportunity to use EFQM’
• ‘I know you are going to speak about
EFQM, but did you try Strategic Planning
first?’ (Policy & Strategy +)
Processes/Policy & Strategy
Let me make it clear
• Our people are not bothered which Model
we used
• Our customers are certainly not bothered
which Model we used
• But we are all agreed that this is about
continuous improvement for the benefit of
the customer/community/client/stakeholder
• A model provides the structure to achieve
this!
In reality
“Meeting
customer
requirements”
John S Oakland: TQM, Text with Cases, 2003
Was South Yorkshire Police
“Meeting Mr &
Mrs Smith’s
requirements”
Lets look at Mr & Mrs Smith
• Pre 1996 ish, we knew how they wanted to be
policed
– Because we just knew
– We were the police
– We did consult, but
•
•
•
•
We did not listen
Objectives were our objectives
They did not need updating
‘More Police Officers on the Street’ was their wish so we
– Introduced more plain clothed officer to detect crime
– Because that was what they actually meant
• Ultimately we were not held to account
Chief Constables Vision
“We will deliver the best possible service to
the public by taking personal responsibility,
exercising effective leadership and by
inspiring confidence through the quality of
our policing”
Chief Constable Meredydd Hughes, 2006
South Yorkshire Police
• Resident Customers in excess of 1,300,000
–
–
–
–
Over 3% Ethnic minority
547,000 homes
5,472 kms of road (131kms of Motorway)
Approximately 140,000 crimes
• Increase of 340% since 1974
– Approximately 3,300 Cops
– Approximately 1,900 Support Staff
– Broken down into 5 Command Units
• Broken down into ‘Wards’ – The Communities
South Yorkshire Police
• Recognised for Excellence in 2003
– But how did we get there?
– What lessons did we learn along the way?
– Where are we now?
How did we get there?
• Journey commenced in 1994
– Well some might say in 1989
– 1990 Chief Constable Richard Wells appointed
• ‘Six Hill Horizon’
– We needed strong visionary leadership at that time
• 1994 Introduced concept of TQM & joined EFQM
– 1996 First organisational Self Assessment
• identified a multitude of areas for improvement
– Painful experience
– What were our key processes?
– Could we identify customers and in particular did we know what
they wanted or how satisfied they were?
– And what about our own people?
How did we get there?
• Policing Plans introduced in 1996
–
–
–
–
Government requirement
Consultation necessary
Set our Policy & Strategy
Glossy document for the great and the good
• 1998 – 30,000 produced
• Then 11 Districts
– All had to produce individual policing plans
• Outline to customers Objectives and how they were going to
deliver those objectives
• Lacked accountability – but we were going in the right
direction
How did we get there?
• 1996 – Self Assessments commenced. By 1999
– 11 Districts produced a full self assessment based
upon the 32 criteria
– Internally verified by team, usually involving 1 of the
other 10 District heads
– Where we good?
• Of course, particularly in the area of leadership!
• Very few areas for improvement and the majority
meaningless
• Scores were high and kept rising
– Where they honest
• Careers depended upon honesty!
– Accountability improved
• And we were going in the right direction
How did we get there?
• 1999 – Policing Plan developed
– 547,000 newspapers produced
• Broken down into Community editions
– Business Plans were structured around EFQM
• Living and driving business
– Self Assessments improved
• Our Leaders now became active
– Performance was being evaluated on a quarterly
basis, but:
• 500 performance indicators in place
• Areas for Improvement were too numerous to mention
• Our people were starting to get angry at a Business Tool
driving a service that was not considered a business
– Language and expectations
How did we get there?
• And our success grew and grew
– Benchmarking for improvement
• Looked inside the box
– Inland Revenue (Public Sector – EQA Award winner)
– Other Police Forces
• Better results from looking outside the box
– Key private sector organisations
– Deaf/blind/ethnic minority groups
• Benchmarking confirmed how far we had come
– Analysing – compare and contrast
– Adapting our Processes, Consultation and Policing
• 2003 – Well us Yorkshire Folk are so modest!
So where are we now!
• EFQM has taken a back seat
• TQM Principals are still being applied
– Business as usual
• Consultative forums of 2,000 customers
– EQA Areas for Improvement being addressed
– Performance Culture
• Monthly health checks by SCT drive business
• Crime reducing
– Leaders in Quality
• We are all leaders
• Quality of Service Commitment
And of those lessons
• Leadership involvement
• Incremental changes
– Don’t bite off more than you can chew
– Quick wins are achievable but real continuous
improvement needs time
– Use language appropriately
• Prepare for pain
• Internal and External expectations are easily set
and become harder to achieve
• Do not go badge seeking, do it for the right
reasons. For the customer
Lets re-visit Mr & Mrs Smith
• They complain of community issues
– Fear of crime is on every page and they want us to do something
about it
– They perceive that society is collapsing and that the police are
helpless to do anything
• Our officers state that they need training
– Problem Orientated Policing
• We develop and lead an operation
– Increasing resources
– Targeting community issues
– Using NIM
• Structured around TILPOPEM
– And we get results. And we inform Mr & Mrs Smith. And they
identify a further issue, but now they have increased
expectations
Sorry, lets examine Mr & Mrs
Smiths World for a second!
Policy & Strategy
Mr & Mrs Smith following consultation and crime analysis
are responsible for developing our Policing Objectives.
Performance baselines are known
Policy &
Strategy
The EFQM Excellence Model is a Registered Trademark
Leadership
Leaders develop, plan and lead an intelligence based operation
to address objectives defined within our Control Strategy
Leadership
Policy &
Strategy
The EFQM Excellence Model is a Registered Trademark
People
Our people are trained in their understanding of Problem
Orientated Policing and tools to deliver such a policing style
People
Leadership
Policy &
Strategy
The EFQM Excellence Model is a Registered Trademark
Partnership & Resources
Partners are engaged and solutions are sought to resolve
community needs. Resources are provided by all partners
People
Leadership
Policy &
Strategy
Partnerships
& Resources
The EFQM Excellence Model is a Registered Trademark
Processes
Key processes including National Intelligence Model are
used to ensure that we target those responsible
People
Leadership
Policy &
Strategy
Processes
Partnerships
& Resources
The EFQM Excellence Model is a Registered Trademark
Key Performance Results
Key Performance Results show a reduction in Criminal
Damage in the area, Results caused by Approach
People
Leadership
Policy &
Strategy
Processes
Key
Performance
Results
Partnerships
& Resources
The EFQM Excellence Model is a Registered Trademark
Society Results
Society perception improves as they see their community
improve as a result of a joint up approach
People
Leadership
Policy &
Strategy
Partnerships
& Resources
Key
Performance
Results
Processes
Society
Results
The EFQM Excellence Model is a Registered Trademark
People Results
Our staff feel as though they have achieved, but as always
identify either a training or equipment need
People
Results
People
Leadership
Policy &
Strategy
Partnerships
& Resources
Key
Performance
Results
Processes
Society
Results
The EFQM Excellence Model is a Registered Trademark
Customer Results
And Mr & Mrs Smith are happy about the results, but
identify fresh problems with increased expectations
Leadership
People
People
Results
Policy &
Strategy
Customer
Results
Partnerships
& Resources
Processes
Key
Performance
Results
Society
Results
The EFQM Excellence Model is a Registered Trademark
Which Model do you use!
Enablers
Leadership
Results
People
People
Results
Policy &
Strategy
Customer
Results
Partnerships
& Resources
Processes
Key
Performance
Results
Society
Results
Innovation and Learning
Everythingisconnectedtoeverything
The EFQM Excellence Model is a Registered Trademark
Is this really Rocket Science?
With grateful thanks
Jack Hudson
E-mail: [email protected] or
[email protected]
+44 7785 337627