Transcript Slide 1

Reform,
Modernisation
Reform,
Modernisation
& &
Frontline
Policing
Frontline
Policing
Dr. Jack
Nolan
Dr. Jack
Nolan
Assistant
Commissioner
Assistant
Commissioner
An Garda
Síochána
An Garda
Síochána
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Context - Ireland and Europe
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Policing Ireland - An Garda Síochána
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National Police Force

Triple Mandate – Policing; National Security &
Intelligence, Immigration
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Island Nation- 4.5m population
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Economic Crisis – National Recovery Programme

National Security Situation – Stable ongoing operations
against dissident republican terrorists!

Crime – Falling in most categories
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Wide geographical spread across Six Regions
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28 Divisions (6 within the Dublin Metropolitan
Region)
110 Districts (Post District amalgamations in 2012)
664 Stations (Post station closures in 2012)
Current Personnel Strength
•
Members of An Garda Síochána
Ranks) Ratio 332:1
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Civilian Staff
2,042
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Reserves
1,100
13,519 (All
Budget €1.4Billion
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An Garda Síochána - Who We Are?
 Close to the Community
 Longstanding Community Policing Ethos – “Not by force of arms
or strength of numbers but with the moral authority of the
people” (Staines, 1922)
 Unarmed Police Force
 High Public Satisfaction Rating (81%)
 High Social Capital from Garda/ Community Engagement
 National Model of Community Policing
 Older Person Strategy
 Youth and Children Strategy
 Diversity Strategy
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Garda Organisational Structure
Commissioner
Personal Assistant
Private Secretary
Garda Band
Garda Museum
Deputy Commissioner
Strategy and Change
Management
Assistant Commissioner
Organisation
Development &
Strategic Planning
Change Management,
Planning, Policy
and Risk Management
Community Relations
&
Community Policing
Director of
Communications
Garda Press Office
Deputy
Commissioner
Operations
Chief Administrative
Officer
Assistant Commissioner
Dublin Metropolitan
Region
Assistant Commissioner
Eastern Region
Assistant Commissioner
Northern Region
Assistant Commissioner
Southern Region
Assistant Commissioner
Western Region
Assistant Commissioner
South Eastern Region
GCVU / GCRO / DPPU
Garda Information
Services Centre
Assistant Commissioner
National Support
Services
Assistant Commissioner
Crime and Security
Security and Intelligence
Garda Internal Audit
Section
Special Detective Unit
Liaison and Protection
Garda Technical Bureau
Crime Policy,
Extradition,
Mutual Assistance,
Missing Persons Bureau
and Firearms Policy
Garda Bureau of Fraud
Legal Affairs
and Human Rights
National Bureau of
Criminal Investigation
Investigation
Criminal Assets Bureau
Garda National Drugs
Unit
Garda National
Immigration Bureau
Assistant Commissioner
Human Resource
Management
Strategic Human
Resources
Operations Human
Resources
Civilian
Human Resources
Garda Reserve
Garda College and
Research
Chief Medical Officer
Garda Professional
Standards Unit
Internal Affairs,
Health & Safety
and Overseas Office
Executive Director of
ICT
Information
Technology
Telecommunications
Executive Director of
Finance
and Services
Finance
Procurement and Stores
Garda Síochána Analysis
Service
Assistant Commissioner
Traffic
Garda National Traffic
Bureau
Operational Support
Services & Archives
Fleet Management
Estate Management
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National Policing Support Framework
NBCI
GNDU
OCU
etc
Liaison &
Protection
Security &
Intelligence
NSU
GBFI
Change
Management /
Risk
Management
Community
Relations
&
Com Pol
GNIB
GSAS
GISC
GNTB
GCVU
Internal
Affairs
Legal Affairs
ICT
GPSU
Finance &
Services
HRM
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Governance Overview
National Level
Internal
Level
Community
Level
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Governance Structure
Dáil Éireann,Senate,PACs
Garda
Síochána
Ombudsman
Commission
Government
Minister for Justice&
Equality
Garda
Síochána
Inspectorate
Commissioner
Audit
Committee
An Garda Síochána
PAFs
Joint Police
Committees
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Public Sector Reform in Ireland
1985-1990
1993- 1999
2000-2012
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Serving the Country
Better –
Government White
Paper (1985)
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Programme for
National Recovery
(PNR-1987).
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Programme for
Economic and
Social Progress
(PESP-1990)
Programme for
Competitiveness and Work
(PCW- 1993)
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Strategic Management
Initiative (1994)
Delivering Better
Government (1996)
Quality Service Initiative
(1997)
Freedom of Information Act
(1998)
First Government Action
Plan on Information Society
(1999)
Public Service Management
Act (1997)
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eEurope Action Plan (2000)
Guide for the Development of Quality Customer
Service Action Plans (2001-2004)
“New Connections” – Second Information Society
Action Plan (2002)
Social Welfare Act ( Public Service Identity
Evaluation SMI 2002 (PA Consulting)
Evaluation (QCS) Action Plans -Dr. P Butler, TCD,
2002
Sustaining Progress – Social Partnership Agreement
(2003)
Second eEurope Action Plan (2005)
Garda Síochána Act 2005
Better Local Government – A Programme for Change
(2006)
Comptroller and Auditor General Report (2007)
eGovernment
OECD Report (2008) - Public Management Reviews;
Ireland; Towards an Integrated Public Service
Croke Park Agreement 2010-2014
Programme for Government 2011
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Reform of Policing
 An Enduring Theme ~Internationally!!!
 Often as a result of Tribunals of Inquiry
 Public demand and expectations of policing
 Internationalisation of policing
 Transnationalisation of policing
 Internal Focus – Desire to be better!
 Professionalisation of policing – education, training and
development
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Reform Triggers in An Garda Síochána
 Morris Tribunal
 Barr Tribunal
 Birmingham Inquiry
 Garda Síochána Act 2005
 Hayes Report
 Garda Inspectorate
 Garda Síochána Ombudsman Commission
 OECD Report on Public Service 2007
 Dáil (Parliament) Public Accounts Committee
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New Burning Platforms Emerge!
 Already delivered a major change and development programme!
 Economic Crisis and National Debt
 New Government and Programme for Government
 Government’s Comprehensive Review of Expenditure
 An Garda Síochána’s Strategic Review of Operational
Effectiveness and Resilience
 Croke Park Agreement 2010-2014
 Government’s Public Sector Reform Programme (IRDP)
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An Garda Síochána’s Approach
 The Organisation Development and Change Programme
(ODCP) comprises of:
• Multiple strategic projects
• Central co-ordination for all strategic projects/initiatives
• A robust Governance Structure
• Leadership and spatial spread
• A single source for reporting requirements under the Croke
Park Agreement and the Government’s Public Sector Reform
Programme
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ODCP
Programme Overview
Stage 1
Stage 2
Stage 3
Analysis Phase
Implementation Phase
Realisation Phase
Period:
Period:
Period:
For Year 2011
For Year 2012 - 13
For Year 2012 onwards
Focus:
Focus:
Focus:
 Current State Analysis (as is)
Project Approval
Realising and Measuring Benefits
 Conduct internal and external
research

Define Project Scope

Define what’s not in
Scope

Define Expected Results

Develop Implementation
Plan
 Consider alternative options
 Outline business benefits and
evaluation of any costs
 Highlight Key Dependencies
Measuring effectiveness of
Programme
 Make Recommendations
Approach:
Approach:
Approach:
Development of Project Initiation
Document (PID)
Communication of Change
 Develop Business Case

Terms of Reference

Define Problem or
Opportunity
Implementation of Plan
Priority Based Budgeting
Status reports
External Approval and
Understanding
Reduction in numbers of Gardaí in 2014
Reduction in Budgets 2013 and 2014
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ODCP Governance Structure
Garda
Executive
ODCP
Advisory Board
ODCP
Steering Group
ODCP
Co-ordination Office
Implementation
Team Leads
Croke Park
Agreement
Garda
Strategic Projects
Government’s Public Sector
Reform
Programme
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Collaborative Approach
Steering Group and External Advisory Group
Structure of Programme
PULSE Data Quality Project Team – 29 March 2011
Garda Commissioner
GARDA
EXECUTIVE
Proposal Approved For
Implementation
D/Commissioner Operations
D/Commissioner SCM
Steering Group seeks
advice as appropriate.
Sponsor presents each
proposal to Advisory
Panel
D/Commissioner Operations
D/Commissioner SCM
Programme
STEERING
GROUP
Dir. Comms.
Membership
All Regional
A/Cs
A/C
C&S
A/C
NSS
A/C
Traffic
A/C
ODSP
CAO
A/C
HRM
Ex. Dir.
ICT
Ex. Dir.
Finance
C/Supt
C.M.
Advisory Panel
Ex..Dir.
Finance
A/C
ODSP
Garda
Siochána
Inspectorate
A/C
DMR
Dept
Justice
Dept
PER
Prison
Service
Courts
Service
GRACE
CO-ORDINATION
& SUPPORT
TEAM
A/Comm
Organisation
Dev and
Strategic
Planning
(ODSP)
Change Mgmt.
Supt. M. Nugent
GRACE
Programme
Co-ordination
Office
Team Lead
WORK
WORK
STREAM
STREAM
TEAMS
TEAMS
Work Stream Teams will consult with the relevant stakeholders
when developing their proposals
Stakeholder Engagement
Prison
Service
Change Mgt
Sponsor
HSE
Courts
Service
Judiciary
Gov
Depts
Operations
Defence
Forces
Programme
Co-ordination
Nominees of
Sponsors
Finance
Work Stream Teams
Finance
Mr. Brian
Gleeson
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Categories of ODCP Projects
 Strategic Restructural Programme
• Revised Service Delivery Model for An Garda Síochána
• Review of the Garda Specialisation Functions
• Strategic Workforce Realignment
• Garda Station Network 2011
• District and Station Rationalisation 2012
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Categories of ODCP Projects (Continued)
 Strategic Reform
• Implementation of a new Roster System Nationally
• Regional Computer Aided Dispatch
• Resource Allocation and Deployment Model
• Implementation of a Performance Accountability and
Learning Framework (PALF)
• Information Management Framework
• Garda Firearms Strategy
• Review of Training and Development
• Review of the Garda Reserve
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Categories of ODCP Projects (Continued)
 Strategic Cost Reduction
• Courts and Prisoner Management
• Information Communications Technology (ICT)
• Explore Opportunities for Commercialisation of Services
• Review of General Expenditure, Procurement and Contracts
• Fund Recovery from Department of Social Protection
• Financial Reporting Framework
• Sickness and Absence Management
• Environmental Strategy
• Electronic Transfer of Receipts
• Outsourcing of Mobile Road Safety Cameras
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Impact for Frontline Policing
 Some Shock
 Realisation
 Realignment
 Getting on
with business
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Requirement to reduce personnel numbers
Reduced Budget
Moratorium on recruitment and promotions
Initial resistance from personnel
Number of retirements
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Union and Representative Body Buy-in
Commence the ODCP Programme
Implement new five unit roster
Implement PALF
• Identify opportunities for savings, reduced costs and
efficiencies
• Achieved €13million in savings during Phase One in Q4 2011
• Examine opportunity for shared services with other
Government organisations
• Re-engineered Courts and Prisoner Management Processes
• Closure and Rationalisation of Station Network
• Amalgamation of Districts
• Work to new financial model
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Mixed Reactions

“The changes negotiated under the Croke Park Agreement have been described as among
the most significant for Gardaí in 40 years” - RTE News Report, 30th April 2012
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“Garda rosters have been substantially reorganised to deliver increased availability of
officers during periods of peak demand at no increased cost” - Mr David McGee, PwC,
Irish Times, 5th November 2012

“As the nature of crime and society changes, new responses are required. The number and
location of police stations has hardly changed since the foundation of the State” - Irish
Times, 24th August 2012
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“New Garda rosters have put more Gardaí on duty at times of peak demand of antisocial
behaviour” - Irish Examiner, 6th November 2012
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“To close the Garda station in the community re-engineers the genetic code of policing in
this country” - GRA President, Damien McCarthy, 5th December 2011

“History shows that, while you make as many efficiencies and savings as you can by
cutting out wastage in all sectors, you do not run down your police force in a recession” Irish Daily Star, 26 September 2012
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“Gardaí are at breaking point and no longer equipped to protect rural areas” - Irish
Examiner, 9th August 2012
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Results To Date
Homicide
The Homicide Rate 2011-2012 YTD is
– 23%
The Property Crime Rate 2011-2012 YTD is – 1%
Property Crime
- Sexual Offences
Crimes Against
the Person
- Attempts/Threats to Murder, Assaults,
- Harassments and Related Offences
- Other Dangerous and Negligent Acts
Three Year Comparison
2007/2009 – 2010/2012 is –
25%
- Kidnapping and Related Offences
Criminal
Damage
Incidents
- Arson
- Criminal Damage (not arson)
Public Order
Incidents
- Public Order Offences
Roads
- Traffic Collision (Fatal)
Policing
- Drunkenness Offences
- Traffic Collision (Serious Injury)
Three Year Comparison
2007/2009 – 2010/2012 is
– 42%
Three Year Comparison
2007/2009 – 2010/2012 is
– 43%
Three Year Comparison
2007/2009 – 2010/2012 is
– 67%
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Future Challenges
 ‘Doing more with less’
 Deploy the right people in the right place at the right time
 Ensuring public safety and community confidence by maintaining
highly visible front line police services
 New approaches in the delivery of police services to meet changing
environment
 Deliver deep “Structural Reform”
 Ensure staff support the vision and strategic programme for An
Garda Síochána
 Maintain performance in a turbulent environment
 Continuous refinement of our strategy based on the changing
environment
 Avoid Change Fatigue (Abrahamson, 2004)
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