‘‘Value’ in Value’ in PolicingPolicing

Bill HarkinsBill Harkins

Deputy Chief ConstableDeputy Chief Constable

Tayside PoliceTayside Police

HistoryHistory

Developing a Performance Assessment Developing a Performance Assessment Model for ACPOS – 2005Model for ACPOS – 2005

Scottish Police Performance Framework - Scottish Police Performance Framework - 2007/20082007/2008

Concordat - Single Outcome Agreements Concordat - Single Outcome Agreements - 2007- 2007

Justice Committee Review of Police Justice Committee Review of Police Resources – January 2008Resources – January 2008

Independent Review of Policing - 2009Independent Review of Policing - 2009

Independent Review of Independent Review of PolicingPolicing

““Within the lifetime of this Parliament the Within the lifetime of this Parliament the Scottish Government should initiate an Scottish Government should initiate an independent review of the role and independent review of the role and responsibilities of the police in Scotland, responsibilities of the police in Scotland, informed by the Committee’s report.” informed by the Committee’s report.” (Recommendation 4)(Recommendation 4)

Whether current police resources are adequate Whether current police resources are adequate to allow forces to effectively meet all of their to allow forces to effectively meet all of their present commitments and the structure and present commitments and the structure and means by which forces deploy their resources, to means by which forces deploy their resources, to what effect and with what success.what effect and with what success.

The ProblemThe Problem

“ “The difficulty of considering joint outputs, The difficulty of considering joint outputs, environmental inputs, long-term issues and environmental inputs, long-term issues and random variability suggests the need for very random variability suggests the need for very careful modelling before drawing any conclusions careful modelling before drawing any conclusions on the efficacy of a particular management team on the efficacy of a particular management team or programme. In practice, it is almost always or programme. In practice, it is almost always impossible to measure all the relevant variables, impossible to measure all the relevant variables, and it must be accepted that the analysis is both and it must be accepted that the analysis is both incomplete and partisan, in the sense that a incomplete and partisan, in the sense that a particular stakeholder’s set of values are being particular stakeholder’s set of values are being used. It is important that the limitations of an used. It is important that the limitations of an outcome measurement scheme are made explicit.”outcome measurement scheme are made explicit.”

Smith, P., Measuring Outcomes in the Public Sector, 1996, Taylor & Francis Ltd, page 15.Smith, P., Measuring Outcomes in the Public Sector, 1996, Taylor & Francis Ltd, page 15.

Public Value - The Public Value - The Solution ?Solution ?

“…“…the notion of social outcomes, the the notion of social outcomes, the achievements, changes or benefits achievements, changes or benefits that are delivered by public services that are delivered by public services for consumers, citizens and for consumers, citizens and taxpayers – is central to the idea of taxpayers – is central to the idea of delivering public value over time.”delivering public value over time.”

nstore.accenture.com/acn_com/PDF/nstore.accenture.com/acn_com/PDF/2007LCSReport_DeliveringPromiseFinal.pdf2007LCSReport_DeliveringPromiseFinal.pdf

Public ValuePublic Value Demonstrate Public Value if you show Demonstrate Public Value if you show

delivery across four different stakeholder delivery across four different stakeholder groups:groups: needs of the individualneeds of the individual collective needs of societycollective needs of society concerns of tax-payersconcerns of tax-payers directives of political leadersdirectives of political leaders

However:However:“…“…public measurement is not at all public measurement is not at all

straightforward. The point is to maximise straightforward. The point is to maximise the direct benefit created for the service the direct benefit created for the service recipients, the wider community as the recipients, the wider community as the taxpayers who pay the bill.”taxpayers who pay the bill.”

Suggested ModelSuggested Model

Scottish Policing Performance Framework

• Audit / Best Value• EFQMSelf Assessment• HMICS Inspection and Review

Measures of Output Measures of Quality & Management

Measure of Well-being

Experience of Crime & ASB

Fear of Crime & ASB

Measures from Single Outcome AgreementsScotlandperforms.com

Community Planning Partnerships “Power

of Well-being”

Community

Tool to measure well-being (SF-36)

Thank You!Thank You!

bill.harkins@tayside.pnn.police.ukbill.harkins@tayside.pnn.police.uk

Mobile: 07808 899 086Mobile: 07808 899 086