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Garda SMI Implementation Steering Group

Final Report

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Table of Contents

Page Chairman’s Foreword 4 Introduction: Background 7 The Report 7 Change Management 8 Consultation 9

Conclusion & Recommendation 10

Part 1 Review of Garda Síochána Structures and Organisation

1.1 Structures and Service Delivery 13

1.2 Community Policing 23

1.3 Housing Section 26

1.4 Telecommunications Section 28

1.5 Traffic Accident Investigation - need for National Unit 30

1.6 Roles of Ranks 32

1.7 Criminal Justice Management 35

1.8 Garda National Drugs Unit 38

1.9 National Bureau of Criminal Investigation 40

1.10 Logistics 42

1.11 Liaison and Protection 45

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Part 2 Reviews and projects previously reported to Government Page

2.1 Quality Service 52

2.2 Rosters 54

2.3 Financial Management and Procurement 55

2.4 Human Resource Management 57

2.5 Promotion 59

2.6 In-Service and Management Training 60

2.7 Student/Probationer Training 62

2.8 Civilianisation 64

2.9 GERM 65

2.10 PULSE 66

2.11 Legislative Change 67

2.12 Performance and Accountability Framework 68

2.13 Performance Management 70

Appendices

(a) Members of Steering Group 71

(b) Members of Bottom-Up Review Group 72

(c) Glossary of Terms 73

Charts

1 Proposed HQ Structure 18

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Foreword by Mr Kevin Bonner

Chairman of the Garda SMI Implementation Steering Group

1. The Steering Group on the Review of An Garda Síochána concentrated on

developing a broad strategic framework for action and on identifying issues for further development within this framework. Following on from that, the Government appointed this Implementation Steering Group in January 1998 to develop and implement the overall programme for change which had been recommended in the report of the Steering Group on the Efficiency and Effectiveness of the Garda Síochána. I welcome the opportunity to outline some of the achievements in respect of the projects developed as part of the Garda SMI process and to present the Steering Group’s recommendations for change and modernisation.

2. With the assistance of management consultants a programme of reviews and

initiatives has been completed on behalf of Steering Group, including a review of Garda structures, operations and organisation. These reviews have identified key needs/issues to be addressed in relation to the change/modernisation required for An Garda Síochána at this time. The next step is facilitating change. In making its recommendations the Steering Group is conscious of the role traditionally played by An Garda Síochána in Irish society and of the changes which have taken place in that society, particularly the changing nature of crime.

3. The first phase towards fundamental change was the report on Efficiency and

Effectiveness of the Garda Síochána. This, the second phase, reviewed structures and operation systems of An Garda Síochána and makes recommendations to facilitate implementation of specific changes. The next phase will be the detailed development and implementation of individual elements of a change management programme.

4. The Report of the Steering Group on the Efficiency and Effectiveness of the Garda

Síochána stressed the need for an inclusive approach to the implementation of SMI initiatives, based on excellent communication, consultation and participation at all levels of the Force. We have sought to ensure the widest possible involvement of staff and representative associations. The four Garda staff associations are represented on the Implementation Steering Group and were consulted at all stages of the review process. As part of the research, considerable consultation was engaged in throughout the organisation in regard to the challenges and opportunities

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facing the Garda Síochána. The recommendations made in the report seek to address and develop these issues. In addition, throughout the SMI review process, change management briefings/seminars were delivered to members of the Garda organisation including civilian staff, senior Garda management and all representative bodies.

5. Significant structural change and development has emerged from the SMI process

across the public service. I believe that there is recognition within the Garda Síochána of the need for change and for modernisation of practices and procedures. I have no doubt that the SMI process will support the Garda Síochána in providing an efficient, effective and excellent policing service to the public at all times.

6. There are issues to be addressed in deciding future policy. Transition to the new

structures will require careful strategic planning and management of change, leadership involvement, good communication and proper co-ordination of implementation. As well as looking at the business of the organisation, An Garda Síochána needs to look at the way in which it does its business so as to achieve more effective management and supervision of resources. This progress report recognises the apprehension which may face some of the stakeholders. However, this is also an opportunity to ensure that the Garda Síochána positions itself to continue its proud history of excellent service to the community. The benefits to the organisation will be optimised by introducing new management processes and developing the culture of the organisation to reflect the defined competencies of each rank.

7. The overall design phase of the Garda SMI projects is now completed. The Garda

SMI programme involves a continuing process of change. As a consequence, while recognising that there are implications regarding resources which may have to be considered in the context of Government policy on staffing levels and expenditure, the development and implementation of change must be regarded as a long term process requiring continued commitment of dedicated resources in the years ahead. In other words, this report marks the beginning rather than the end of a process, a process which must continue into the future, and which must and will be led more and more by the Garda Síochána itself as an organisation. By adopting a strategic approach, best management practice, and adapting to changing circumstances, an Garda Síochána can maintain and continue its role as an organisation in which the nation can have confidence and pride.

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8. The high level implementation plan, which will enable Garda management and the Department to plan the modernisation and enhancement of the Garda organisation, is provided in the structures and service delivery review. The detailed implementation can be decided and priorities planned and developed further as necessary.

9. I would like to take this opportunity to thank the members of the Steering Group, the

Bottom up Review Group and the Garda SMI Team and all who contributed to successfully bringing forward such a wide ranging programme of recommendations for change. I would particularly like to thank Mr. Declan Brennan, Chairman of the BURG, and Assistant Commissioner Crummey for the sustained efforts they made to further our work. I would like also to acknowledge the input of Mr. Eamon Leahy, SC, who contributed to the review of legislative change and who we sadly missed after his untimely death.

10. I would recommend to Government to accept these recommendations as the basis for driving forward and implementing the process of change and modernisation which must continue over the coming years.

Kevin Bonner Chairman

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Introduction Background

In November 1997 the Government accepted in principle the recommendations set out in the Report of the Steering Group on the Efficiency and Effectiveness of An Garda Sío chána. That review was conducted within the framework of the Strategic Management Initiative across the public service. The report contained many recommendations requiring a more comprehensive development of issues relating to the organisation, operations, financing and performance and accountability of An Garda Síochána.

In January 1998 the Government established a Garda SMI Implementation Steering Group, chaired by Mr Kevin Bonner, to develop the report’s recommendations for implementation. To this end, a Bottom-Up Review Group (BURG), chaired by Mr Declan Brennan, was established to focus on organisation structures/systems and the deployment of operational resources and to bring recommendations to the steering group in the areas for which it was made responsible. The BURG was comprised of representatives of An Garda Síochána, the Department of Justice, Equality and Law Reform and the Department of Finance with the assistance of an independent member. A full-time Implementation Team, comprising representatives from the Department of Justice, Equality and Law Reform and from An Garda Síochána management, was also appointed to assist the BURG.

The Report

The Government was advised in November 1997 that the overall development and implementation process could take three to five years. The first report to Government was made in June 1999 with a second in June 2000. The BURG reports are also summarised in this comprehensive report. This is the final overall report from the Steering Group to Government.

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The Report outlines progress that has been made to date in developing the Garda SMI projects. It is presented in two parts:

Part 1 gives an overview of all projects completed since the last Report to Government in June 2000.

Part 2 gives an overview of projects previously reported to Government and outlines the progress made towards implementation.

For clarification purposes, please note that material included under the heading ‘Summary of Key Findings’ in each section below refers to the position established by the BURG at the time of the review in each case.

Change Management

The original Garda SMI Report stressed the need for an inclusive approach to be taken to the implementation of the SMI initiatives based on communication, consultation and participation at all levels of the Force. The Steering Group has sought to ensure the widest possible involvement of staff and representative associations. The four Garda staff associations were represented on the Implementation Steering Group and were consulted regularly by the Bottom-Up Review Group. Staff unions representing civil servants working with An Garda Síochána were also consulted.

Throughout the SMI process the Implementation Team has provided regional change management briefings for senior ranks from Inspector level up, in addition to information seminars throughout the country for all Garda personnel and civilian staff.

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Four information newsletters were issued to all members of the Force and to civilian staff outlining progress on SMI projects.

Following on from the Garda SMI process, change is already being introduced in a range of areas including HR and financial management, training, promotion systems and quality service.

Consultation

The Bottom-Up Review Group (BURG), set up to undertake the reviews on behalf of the Steering Group, entered into intensive consultation with the Garda Associations regarding the reports and the recommendations being made therein. The Associations recognise the necessity for continuing modernisation and change in An Garda Síochána. However, they have voiced concerns as to some of the recommendations made. Their views may be summarised as follows:

Garda Representative Association, Association of Garda Sergeants and Inspectors

• Both Associations recognise the right of the Steering Group to bring

forward this report, but reserve their position on the recommendations pending consideration at the appropriate forum during implementation.

Association of Garda Superintendents

• The Association of Garda Superintendents has stated that it recognises

the necessity for continuing modernisation and change in An Garda Síochána. The Association has reservations regarding;

- implications of the restructuring of the rank of Superintendent,

- implementation of the report on criminal justice management,

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Association of Garda Chief Superintendents

• The Association of Garda Chief Superintendents expressed some

fundamental concerns around the effect on their role of the changes recommended. Principally they consider that;

- their responsibilities will be diminished in part because of what they

see as an enhanced role of the Regional Assistant Commissioner,

- no policing model has been shown on which the recommendations

are based,

- insufficient detail has been given in the Implementation Plan,

- the recommended changes should have been costed in detail.

• Clarification was supplied to the Associations of Garda Chief

Superintendents on a number of matters in the form of a written document and an oral presentation from the principal consultant concerned.

Conclusion

The Steering Group believes that there is recognition within An Garda Síochána of the need for change. It recognises that the recommendations and, in particular, those contained in the organisational structures and service delivery report, raise important issues for An Garda Síochána and the capacity of the organisation to embrace change. The Steering Group also recognises that some recommendations in the Report will present challenges for Staff Associations, however, the recommendations are designed to ensure that the Garda organisation has the appropriate management structure and systems in place to equip it for the future. The Steering Group is confident that all ranks will discuss and resolve these matters during the implementation phase. The Group recognises that some of the recommendations have implications in terms of both Human and Financial resources and is conscious that the implementation of such recommendations may have to be considered in the context of Government policy in relation to authorised staffing levels and public expenditure.

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A broad implementation outline is included by which implementation of the recommendations is planned to take place over four to five years. As work progresses a more detailed plan should be devised between Garda management and the Department of Justice, Equality and Law Reform.

The aim of these reviews is to position the Garda organisation to respond efficiently and effectively to the challenges it faces. One of the key recommendations is that an additional post for a Deputy Commissioner be created. This is seen as a key driver in the whole change management process.

Recommendation

Having now completed its brief of developing an overall implementation strategy and plan, and having had a Bottom-Up Review of An Garda Síochána carried out, the Steering Group presents this third and final report to Government. The Steering Group recommends acceptance of the report as the basis for the development and implementation by the Department of Justice, Equality and Law Reform and by Garda management, in consultation as appropriate with the staff associations, of broad based reform of the Force along the lines recommended.

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PART 1

Review of Garda Síochána Structures and organisation

Projects undertaken:

1.1 Structures and Service Delivery

1.2 Community Policing

1.3 Housing

1.4 Telecoms

1.5 Traffic Accident Investigation Unit

1.6 Roles of Ranks

1.7 Criminal Justice Management

1.8 Garda National Drugs Unit

1.9 National Bureau of Criminal Investigation

1.10 Logistics

1.11 Liaison and Protection

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1.1. Structures and Service Delivery

This is the first comprehensive review of the Garda organisation and structures since the establishment of the Force. As such it has the potential to impact on the role of a large number of people and has significant implications for the public, Government, Garda management and the Garda associations. The review seeks to identify the appropriate Headquarters (HQ) and Regional organisation structures for the Force. It also looks at the roles of ranks and the requirements with regard to resources and control of resources.

1.1.1 Main Terms of Reference

Ÿ To define roles of HQ, National Units and Regions.

Ÿ To design organisational structures for HQ and Regional levels around

proposed options for devolution, service delivery and station infrastructure.

Ÿ To consider whether the workload at Regional level merits the appointment of

functional Chiefs/Superintendents/Inspectors to manage the core roles.

Ÿ Consider whether rural and urban organisation structures should be different.

Ÿ To determine requirements for planning units, taking into account potential

establishment of functional roles.

Ÿ To assess the impact on current structure, roles and responsibilities, ranks, etc. of any proposed changes.

Ÿ To identify change management implications.

Ÿ To develop the proposed options in relation to the establishment of a strategy

and planning function.

1.1.2 Summary of Key Findings

HQ Structure

Ÿ The role of HQ is not appropriately defined

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- Structures do not consistently promote decision-making at the most appropriate level.

- Current management processes do not effectively facilitate

co-ordination, the elimination of conflicting priorities, the delivery of value for money, and the better management of resources.

Ÿ Strategic planning suffers from the lack of a structured and rigorous approach

- Strategy, planning and performance measurement functions need

to be further developed to provide for a much more structured approach to the development, implementation and evaluation of policy, and thus establish the basis for an accountable and effective policing service.

- Strategy/policy is not consistently translated into action at local

level.

Ÿ Current support functions e.g. Finance, IT, HR, are over-stretched

- The need for highly developed support functions continues to

accelerate.

- Specialist skills are lacking in areas such as planning, strategy,

procurement, human resources, change management, communications, internal audit and in management accounting. The skills of the various managers throughout the system need to be developed.

Ÿ The current structure is not sufficiently responsive to the needs of the public, the Government, or the Regions.

Regional Structure

Ÿ The organisation structures are not clearly defined.

Ÿ The role of the Regional Commissioners needs to be developed to one which

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Ÿ Resources are fragmented at station and/or District/Divisional level (detectives, traffic, drugs).

Ÿ The current structure inhibits optimum visibility of Gardaí because of the

significant number of Garda resources that are allocated to station/desk duty. In the Dublin Metropolitan Region there are 42 stations open 24 hours a day.

Ÿ There is an imbalance of workload with the current Division/District split.

Ÿ The absence of adequate performance measurement has led to a lack of

accountability for resource usage.

Ÿ Financial management is inadequate.

Ÿ There are inconsistencies in policing across Regions and country.

1.1.3 Principal Recommendations

1.1.3.1 HQ (principal recommendations)

The review recommends a restructuring of HQ in order to provide for an increased emphasis on strategy, planning, evaluation, and performance management. It also recommends the following:

Ÿ A third Deputy Commissioner should be appointed to head up a Strategy and

Performance Branch. The Steering Group considers that the current spread of functions of the two Deputy Commissioners is too broad. Given the commitments of the existing Deputy Commissioners it is inconceivable that these posts could undertake the new range of func tions/duties involved in the introduction and management of:

- a much more rigorous approach to corporate and policing strategy

development. - performance measurement. - an internal inspectorate. - internal audit. - policy evaluation. - change management.

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These elements are essential to the role of HQ and they need to be supported at the highest level in the organisation.

Ÿ It should be recognised that the role of HQ (see fig. 1, page 18) should

primarily be concerned with:

- the development of corporate and policing strategies and policies.

- the delivery of leadership and vision for national and regional

operational units.

- the delivery of leadership and vision in support areas and the

provision of support services to national and regional policing units i.e. HR, Finance, Personnel Administration, IT, Procurement.

Ÿ In order to be accountable to Government from both a corporate governance

and a policing perspective, the organisation should introduce a more rigorous approach to strategy, planning, policy evaluation and performance measurement.

Ÿ The organisation should:

- demonstrate to Government that its services will be provided in the

most efficient and effective way.

- introduce the systems, processes and management disciplines that

will enable it to both identify effective use of resources and demonstrate the linkage between outcomes and the use of resources.

- consolidate, strengthen and radically rethink how corporate and

policing strategies are developed.

- introduce sufficient resources to allow consistent policy

development, policy implementation and evaluation, and performance measurement within the organisation.

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- establish and introduce a performance measurement framework across the whole organisation.

- develop robust management processes across the senior

management team at HQ to facilitate change.

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Fig. 1 Proposed HQ Structure

Commissioner

Deputy Commissioner HR, Finance + ICT

Deputy Commissioner Strategy & Performance

Deputy Commissioner Operations

Director of Finance Corporate Strategy

& Policing Policy

Regional Commissioners X 6

Procurement

Traffic Bureau/Policy National Units

Housing

Community Relations/ Policy NBCI

Transport

Strategy & Policy Unit GBFI

Pay Offic e

CAB

HR Change Management

GNDU

Training & Development Performance Measurement

GNIB

College Inspectorate

Specialist Services

Health & Safety Internal Audit

Technical Bureau

Discipline & Complaints ODU

Air Support Unit Director of IT / Telecoms

Garda Water Unit PULSE

Garda Dog Unit

Commissioner or Deputy Commissioner Level Garda Mounted Unit

Assistant Commissioner / Director Level Crime & Security

Typically at existing rank level, ie, Superintendent or Chief Superintendent Crime Administration

New Roles Security/Intelligence

Liaison & Protection SDU / ERU Defence Unit

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1.1.3.2 Regions (Principal Recommendations)

The report recommends improvements in the allocation and management of regional resources. In the interest of more effective policing, resources should be allocated to districts rather than to a station. Detective resources should be managed at divisional level under a divisional Detective Superintendent/Inspector (where appropriate) rather than at District level as at present.

The recommendations also include the following:

Ÿ The adoption of the proposed Regional organisation structure (see Fig. 2,

page 20) as a means to improve the use of resources and as a skilled support to Regional Managers in the areas of HR, Planning, Training, Finance and Telecommunications.

Ÿ A reduction in the number of Districts by between 20 and 32 and the minimum

target to be kept under review.

Ÿ A reduction in the number of Divisions by five and a reduction in the number

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Fig. 2 Proposed Regional Organisation - Option B

Proposed Regional Organisation - Option B

Regional Commissioner

Support Services Divisional Officers Divisional Officers Divisional Officers

Telecoms HR Training Personnel Admin

Assistant Commissioner Level

Finance

Chief Superintendent Level

IT / PULSE

Typically at existing rank level

Planning & Evaluation

New Roles Regional JLO Coordinator

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1.1.3.3 Stations (principa l recommendations)

The review of station requirements focused on the development of reasonable criteria so as to inform policy in relation to resources and high visibility policing. Two Regions were reviewed – the South-Eastern Region (SER) and the Dublin Metropolitan Region (DMR). The review found that typically between 80 and 90 per cent of customers called to a Garda station during regular office hours, that most callers required a Garda signature (for passport, licences, etc.) and that very few callers arrived during the night. The review sets out criteria for four different types of station use, based on public demand , and it suggests the most appropriate use of both human and station resources. It concludes that the application of the criteria in the DMR will free up in the region of 240 personnel at Garda and Sergeant rank. This represents the freeing up of approximately 46 per cent of the Garda resources currently assigned to station duty. The principal changes recommended refer to the DMR, with no change proposed for the SER.

Ÿ The recommendations are as follows:

- Divisional Headquarters which would contain offices, custody

suites, staff facilities, public offices. These stations would open on a 24-hour basis.

- District Headquarters which would contain offices, custody suites,

staff facilities, public offices. These stations would open on a 24-hour basis unless situated within 2 kilometres of a Divisional Headquarters, in which case they would operate variable opening hours depending on the workload and number of callers.

- Working Stations which would contain meeting rooms, staff

facilities, a public office and would operate variable opening hours.

- Public Offices which would open between one and eight hours a

day to facilitate the various requirements of the public.

The objective is to provide detention facilities to the highest standard at Divisional/District headquarters which would include full video/audio taping.

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Consolidation and rationalisation of facilities will also free up Gardaí for other duties such as street patrols in Dublin.

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1.2 Community Policing

In urban/suburban areas community policing is concerned with assigning individual Gardaí or Garda teams to particular communities on a long-term basis. This is intended to foster local commitment and a problem solving approach to crime prevention through Garda participation in the community and community support for Garda activities.

Rural policing is delivered by dividing a geographical area, i.e. a district that is managed by a Superintendent, into two key areas, each of which falls under the remit of an area administrator, i.e. a Sergeant. Each of the area administrators is assigned an allocation of smaller stations. This ensures that all work carried out within the area comes under the supervision of a Sergeant. While this model generally ensures that Gardaí operate from the station to which they are attached, it also supports the efficient use of personnel through deployment within the designated area.

Community policing was developed to improve relationships between Gardaí and their local communities. It is seen as a valuable policing tool and is acceptable across all communities. Community policing has been in operation since 1987 and the 1993/7 Corporate Strategy document sets out the commitment of the Force to this important element of Garda activity.

The activities delivered through Community/Rural Policing are: - Community interaction/communication.

- Public Order & Complaints. - Maintaining high visibility patrols. - Youth/Elderly.

- Victim Support.

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- Crime Detection & Prevention. - Community Liaison/Meetings. - Problem Solving/Investigation.

1.2.1 Main Terms of Reference

Ÿ To review the current community policing models.

Ÿ To consult with key stakeholders.

Ÿ To develop urban and rural templates for service delivery.

1.2.2 Summary of Key Findings

The report concludes that the role of Community Policing is not well defined, that it is poorly organised, suffers from a diversion of resources and lacks performance management and planning. Inconsistency and lack of priority are key issues to be addressed.

Ÿ There is a requirement to refocus the role of community/ rural Gardaí.

Ÿ Community/rural policing is to some extent dependent on the personal

commitment of local management to this form of policing and the level of support provided.

Ÿ The diversion of resources to other duties would appear to vary significantly

within the Force. The lack of available records to quantify this is in itself an issue of concern.

Ÿ There is a considerable lack of supporting infrastructure for community/rural

policing units.

Ÿ Overall, reporting structures in relation to community/ rural policing units vary.

Ÿ The work and outcome of the work undertaken by community/rural Gardaí is

inappropriately measured, if at all.

1.2.3 Principal Recommendations

The report recommends that two different models of community policing will be necessary to satisfy both rural and urban requirements. What is intended by ‘community policing’ should be clearly defined. A consistent and flexible

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framework should be developed which is supported with dedicated resources appropriate to the policing needs of the District.

The objective is to provide for development of policy and operational guidelines so as to generate a more proactive approach to community policing, through ensuring more clearly defined roles, functions and management practices.

Ÿ Urban/suburban areas should continue to have designated community

policing units, but address the recommendations contained herein.

Ÿ The rural policing model in place in Thomastown and Enniscorthyshould be

adopted and implemented nationwide as offering the best solution in terms of effective resource management and also in terms of delivering a comprehensive service.

Ÿ A consistent and flexible framework should be developed which facilitates

local requirements and needs, but which also allows for comparison and performance measurement.

Ÿ Each District should devise an operational plan which supports the strategic

objectives, but which also takes account of local requirements and needs.

Ÿ The status of Community Policing Officers needs to be enhanced through

training and a performance measurement system.

Ÿ Reporting structures should be reviewed.

Ÿ Resources should be better managed and the diversion of resources from

community policing duties needs to be controlled.

Ÿ The selection of personnel to community policing should be governed by a

competency framework.

Ÿ Specialist training for community policing personnel is required on a

continuing basis.

Ÿ The employment of clerical support staff should be considered so as to

reduce the administrative burden on Gardaí and free up more resources for patrolling.

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1.3 Housing

The Housing Section of An Garda Síochána is staffed by one Superintendent, one Sergeant, one Garda and three civilian clerical staff. The section is based at Garda Headquarters, Phoenix Park, and is tasked with co-ordinating two areas:

Ÿ The Garda building programme.

Ÿ The maintenance of Garda stations and other Garda buildings.

Actual work in these two areas is managed and/or undertaken by the Office of Public Works (OPW) in the case of the Garda Building Programme and/or OPW/private contractors in the case of the refurbishment/maintenance works. The capital expenditure on the building of new stations is met from within the Vote of the OPW. Apart from 703 Garda Stations throughout the country, there are major Garda complexes at the Phoenix Park, Templemore, Harcourt Square and Santry, as well as smaller Garda units of accommodation such as Garda Welfare offices, radio workshops and official Garda accommodation. All Garda buildings are maintained from the Garda Vote with the main expenditure falling to essential maintenance work. The projected expenditure on the building and maintenance programme for 2003/2004 is approximately €20 million capital and €7.5 million maintenance. Since 2000, maintenance and upkeep of stations has cost in excess of €21million.

1.3.1 Main Terms of Reference

The Phase ll review of Garda Headquarters identified a need for professional expertise in the Housing Section to manage the property portfolio and to bring a higher level of skill to dealings with the OPW and professionals in the architectural and engineering areas. This review was undertaken:

Ÿ To evaluate the requirement for staff with a relevant professional qualification.

Ÿ To examine the relationship the Housing Section has with the Department of

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1.3.2 Summary of Key Findings

The review found that:

Ÿ While existing staff in the Housing Section have considerable on the job

experience, they have limited relevant experience in buildings maintenance and construction, health and safety legislation/requirements, etc.

Ÿ The Section is very much focused on hands on issues and administration.

Ÿ There is a lack of clarity in relation to strategy and planning as personnel are involved in running the Section rather than in policy formation.

1.3.3 Principal Recommendations

The report recommends the following:

Ÿ A professional person should be appointed to the Section.

Ÿ The section should be restructured and civilianised, with the civilian appointee as head of the Section.

Ÿ The responsibility for health and safety, in relation to building matters, should be reassigned from Human Resource Management to the Housing Section.

Ÿ Health and safety in relation to building matters should come under the remit

of the Director of Finance.

The objective is to develop clear strategy and planning for the Garda property portfolio, having regard to value for money, Garda accommodation requirements, etc. In addition the appointment of a professional will provide specific expertise and free up the Superintendent in charge for other policing purposes.

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1.4 Telecommunications Section

The Telecoms Section employs a total of 100 staff, 50 of whom are based at Garda Headquarters and 50 deployed throughout the divisions across the country. All the staff are Gardaí who were recruited as telecom technicians and they report to a Chief Superintendent at Garda Headquarters. The role of the section is to provide adequate technical support to the organisation, to ensure that modern technology is provided for the investigation of crime, and to purchase and implement new technology and upgrade existing technology.

1.4.1 Main Terms of Reference

A review was undertaken covering strategy/planning, structures, subcontracting, staffing/training, etc., with a view to identifying the functions and resources appropriate to the Section.

1.4.2 Summary of Key Findings

The review found that there is a lack of clarity in reporting structures, that middle management needs to be strengthened and that continuous training is largely ad-hoc.

Ÿ A statement of strategy has not been devised for the Telecoms Section, with

the result that operational matters assume greater priority than planning and management functions.

Ÿ There is a lack of clarity in the reporting structures of staff working in the

regional units.

Ÿ Under-performance in sub-contracting may be attributed to poor contract

management; there is evidence of ineffective enforcement of penalty clauses.

Ÿ The Section has some vacancies, which it has had difficulties in filling owing

to the prevailing labour market.

Ÿ The middle management structure in the Telecommunications Section needs

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Ÿ Regional staff has mixed reporting relationships and sometimes feel ‘cut-off’ from the HQ Telecoms function.

1.4.3 Principal Recommendations

The report recommends that the Telecommunications Section be merged with the IT Section to form an Information Technology and Communications Section, managed by a Director reporting to the Deputy Commissioner HR, Finance and ICT.

Ÿ A staffing analysis should be undertaken upon the merger of the Telecoms

and IT Section to assess resource and skill requirements.

Ÿ A structured training plan and budget should be devised.

Ÿ Performance measures should be developed, monitored and evaluated on a

regular basis.

It is essential that the new Section develops a strategy which encompasses all technologies in the context of defined short-term and long-term goals and objectives. All opportunities to outsource and subcontract should be fully assessed and a management centre should be established to facilitate the improved organisation and management of resources. All staff would therefore be managed centrally, while continuing to remain part of the local team. Administrative matters could be reported locally.

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1.5 Traffic Accident Investigation - Need for National Unit

The Garda Sío chána Code provides that the investigation of traffic accidents will be carried out by a Garda, with the investigation file reviewed and a prosecution recommendation made by the Sergeant, followed by confirmation by the Superintendent of the recommendation made.

1.5.1 Main Terms of Reference

Ÿ To examine the case for establishing a specialist national traffic accident

investigation unit to deal with serious or fatal traffic accidents, including costs and benefits and whether the number of accidents merited such a unit.

Ÿ To identify the means of establishing consistency in the standard of

investigation of serious accidents.

1.5.2 Summary of Key Findings

The review found that:

Ÿ Specific statistics are not kept to identify consistency in the standard of

investigation o f serious or fatal road accidents.

Ÿ There is no evidence of traffic accidents being inadequately investigated.

Ÿ The establishment of a specialist national traffic accident investigation unit for serious or fatal traffic accidents is not justified.

1.5.3 Principal Recommendations

The report put forward alternative recommendations regarding the development of standard practices so as to ensure a more consistent approach to the management of serious or fatal road accidents (similar to a murder investigation). The report recommends the following :

Ÿ The direct management of serious/fatal traffic accidents should be undertaken

by more senior ranking officers, at District Officer, Traffic Inspector or Regional Traffic Superintendent level.

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Ÿ Templates and checklists should be used to ensure that all relevant information and evidence is collected so as to improve the quality of accident investigation file preparation.

Ÿ An in-service training refreshment programme should be established to

promote the importance of consiste ncy in accident investigation.

Ÿ Performance measures should be introduced to facilitate a quantitative

assessment of the current accident investigation process and the need for Investigation Units.

The report concluded that the core functions of Traffic Accident Investigation will not change. Implementing the recommendations will result in improved management and investigation of serious/fatal traffic accidents, standardised preparation and processing of the investigation, and better liaison with relati ves and/or external agencies.

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1.6 Roles of Ranks

This review of the roles of the ranks of Sergeant, Inspector, Superintendent and Chief Superintendent within An Garda Síochána was undertaken to identify the actual activities carried out by these ranks. A comparison was made with the job descriptions for each individual rank.

1.6.1 Main Terms of Reference

Ÿ To identify the activities actually carried out and the priorities within the various ranks

Ÿ To identify any differences between current perceptions of the demands of the

role and the actual role descriptions, particularly with regard to SMI and the scope for greater efficienc y and effectiveness of policing

1.6.2 Summary of Key Findings

The principal findings of the review are as follows:

Ÿ The organisation is administered rather than managed. The priority for

individuals across non Garda ranks is delivering a police service rather than managing the resources to deliver a policing service.

Ÿ Supervision of Garda resources is insufficient. A higher priority and more

time should be allocated to resource management and performance measurement.

Ÿ There are significant similarities between the functions of Superintendentand

Chief Superintendent. A better definition of the roles of ranks is required, management processes should be better developed and the necessary change management training should be provided.

1.6.3 Principal Recommendations

Ÿ The design and content of management development initiatives should focus

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Ÿ The organisation needs to place greater emphasis on the staff development role of the line supervisor.

Sergeants

Ÿ Greater attention should be given to the managerial and supervisory role of

Sergeants.

Inspectors

Ÿ Should be more involved in:

- planning in relation to crime.

- major crime investigations and traffic management.

- organisational development and staff coaching .

- reviews with their superiors of ongoing operational plans.

- overseeing and supervising incident response, minor crime

investigation and traffic law enforcement.

Superintendents

Ÿ Greater attention should be given by Superintendents to management

activities, for example, organisation development, development/review of operational plans, budgets for future expenditure and long term personnel planning.

Chief Superintendents

Ÿ Chief Superintendents have a broader geographical area of responsibility

than Superintendents and they should be involved in:

- more complex policing activities and high level management functions.

- complex management activities, particularly overseeing and supervising

organisational development, directing the development or review of operational plans, developing/planning budgets for future expenditure and taking charge of long-term personnel planning.

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The new management structures recommended and the emphasis on efficient and effective management will have to address the overall issue of ensuring that the roles of the ranks above reflect the demands placed on the Force today.

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1.7 Criminal Justice Management

Criminal Justice Management (CJM) refers to the prosecution systems which are operated within An Garda Síochána to process a crime from the time of detection to the final court outcome.

1.7.1 Main Terms of Reference

Ÿ To examine the efficiency and effectiveness of the prosecution systems for

the Dublin Metropolitan Region (DMR) and the South Eastern Region (SER) and recommend possible improvements.

Ÿ To examine the impact on roles of ranks.

Ÿ To conduct a cost/benefit analysis of the recommendations .

1.7.2 Summary of Key Findings

The review found that there is a lack of a separate dedicated management structure to focus on criminal justice management policy and operations. This is evidenced by a number of factors such as the unacceptably high strikeout rate in District Courts in the DMR and the fact that the delivery of evidence by some gardaí in the DMR falls short of an appropriate standard in some cases.

Ÿ Weaknesses were highlighted in relation to the quality, deportment and

supervision of gardaí appearing in court and presenting court cases. These findings did not apply to Gardaí in the SER and this is attributed to the presence of Superintendents/Inspectors in court performing the dual role of presenting cases and monitoring performance.

Ÿ A tracking form system, facilitated by the Criminal Justice (Miscellaneous

Provisions) Act 1997, in use in selected parts of the DMR emerged as the most effective presentation method in terms of conviction rates, strike-out rates and length of time taken from date of offence to date of final hearing. Using this system, a case is managed by a court presenter (Sergeant) during

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the various adjournments that can take place before final hearing. Only then is the arresting Garda required to attend in court.

Ÿ There are no standardised templates for file preparation and there is no

manual of guidance for writing up statements.

Ÿ There is an apparent lack of sufficient training for gardaí on court

appearances and presentation.

Ÿ There is a need for more formal communication structures between the Garda

Síochána and the key stakeholders in criminal justice management.

Ÿ Performance measures are either not focused on multiple outputs (e.g. use of

cautions, use of vehicle rectification system) or do not extend to what happens in the court (e.g . the number of summonses served that resulted in an outcome from final hearing, and the number of charges). The vehicle rectification system requires that where a minor defect is detected, e.g. a bald tyre, under the Road Traffic (Construction, Equipment & Use) Regulations 1963, the offender presents at a nominated Garda station to show that the defect has been rectified. If rectified, no prosecution will ensue.

1.7.3 Principal Recommendations

Ÿ A Criminal Justice Management Unit should be established for the DMR. This

unit will have responsibility for the management of the court presenters system and the performance of gardaí in court.

Ÿ Outside the DMR matters relating to the court, i.e. management of the court

presenting system, performance of gardaí in court, should be the overall responsibility of the support services unit in each region.

Ÿ More formal structures of communication should be established between An

Garda Síochána and the relevant stakeholders in the area of criminal justice management.

Ÿ The tracking form system should be adopted throughout the DMR and the

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Ÿ The role of court presenters in the DMR should be expanded so that it includes presenting the case at final hearing. This would free up significant resources.

Ÿ Outside the DMR the responsibility for court presenting should move away

from Superintendents and Inspectors to Sergeants.

Ÿ Comprehensive and practical training should be provided on all related areas.

Ÿ A manual of guidance should be provided for members on writing up

statements.

Ÿ Performance should not be measured according to single measures, e.g. the

number of summonses applied for, but rather should also include conviction rates, strikeout rates, etc.

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1.8 Garda National Drugs Unit (GNDU)

The Garda National Drugs Unit (GNDU) was established in 1995 and is based in Dublin Castle. The review examines the role of the GNDU, its interaction with Regions, Divisions and Districts and identifies how its value could be maximised.

Generally, the review concluded that a more focused effort was required on co-ordination so as to reduce duplication and maximise the value of the Unit to local operations.

1.8.1 Main Terms of Reference

Ÿ To define the role of the GNDU vis-à-vis regions, divisions and districts.

Ÿ To consider the appropriateness of service level agreements.

Ÿ To review international practices in this area.

Ÿ To evaluate proposals for an additiona l Assistant Commissioner in ‘C Branch’.

The objective is to improve co-ordination, management practices and procedures so as to maximise the value and effectiveness of GNDU to local Garda drugs enforcement operations.

1.8.2 Summary of Key Findings

The review found that:

Ÿ Co-operation between national agencies, voluntary bodies and international

police bodies works well.

Ÿ There is no centralised management; co-operation between district and

divisional units is very much on a voluntary basis; such co-operation as exists tends to be left to chance and individual initiatives.

Ÿ Few Divisions/Districts have drugs policing plans, despite the requirements in

the Annual Policing Plan to have one.

Ÿ There is a clear need for greater co-ordination of operational activities across the Force.

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Ÿ Performance measurement for GNDU can be quite difficult. While the number of seizures or successful prosecutions, etc., are relevant and important, they may not necessarily be the only or best indicators.

Ÿ The lack of a consistent organisational structure for Divisional/District drug units not only makes management and co-ordination more difficult but can also undermine the work of drugs units in neighbouring Divisions/Districts and create opportunities for dealers.

Ÿ There is a very clear need for operational support within some Divisions and

Districts.

Ÿ There are no set criteria used by GNDU in deciding whether to provide

operational support other than the general nature of the operation.

1.8.3 Principal Recommendations

The report recommends the following:

Ÿ A more co-ordinated and directed drugs policy and strategy should be put in

place.

Ÿ The co-ordination of drugs law enforcement activities throughout the Force

should be enhanced, particularly across Divisions/Districts.

Ÿ More formal performance measurement and management structures should

be put in place,

Ÿ Divisional and District structures should be standardised, and in particular

Drugs Units should be organised on a Divisional basis.

Ÿ The GNDU should provide enhanced support to local units, including

inter-divisional co-ordination and operational backup. Specialist training courses should be developed for members involved in drugs law enforcement.

The recommendation to assign an Assistant Commissioner to the management of the National Units has already been put into operation. This will benefit all units as the shared administration will maximise the efficiency of available investigative resources and avoid duplication of tasks and resources.

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1.9 National Bureau of Criminal Investigation (NBCI)

The National Bureau of Criminal Investigation (NBCI) , based at Harcourt Square, investigates serious and specialist crime, with a specific role in organised crime investigation. The unit provides a nucleus of expertise which on request assists local officers responsible for investigations. The review found that there are no set criteria for the involvement of the NBCI in investigations and that its resources are focused on reactive investigations rather than on proactive targeting of organised crime.

1.9.1 Main Terms of Reference

Ÿ To define the NBCI’s role vis-à-vis Regions, Divisions and Districts.

Ÿ To consider the appropriateness of service level agreements.

Ÿ To review international practices in this area.

Ÿ To evaluate proposals for an additional Assistant Commissioner in Crime and

Security Branch.

1.9.2 Summary of Key Findings

The review found that:

Ÿ The nature of the work of NBCI is very reactive: a crime is committed and

NBCI investigates. Due to the investigative workload, few if any resources are available for constant, proactive targeting of organised crime/criminals.

Ÿ One of the key means of gathering intelligence and targeting organised crime

is through the use of surveillance. While NBCI has a small surveillance unit, it is not sufficient to meet the needs of existing investigations and the future targeting of organised criminals.

Ÿ Certain units, e.g. Anti-Racketeering, and Arts and Antiques, suffer from

regular diversion of their resources to supplement the Investigation Units within the NBCI.

Ÿ There is an absence of criteria for the involvement of the NBCI in local

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1.9.3 Principal Recommendations

The report recommends the establishment of an organised crime unit within the NBCI (This recommendation was also highlighted in the Annual Policing Plan for 2000/2001).

The report also recommends the following:

Ÿ Garda management should define the criteria by which NBCI will be assigned

to cases/investigations.

Ÿ Intelligence capability should be enhanced, including better sharing of

information.

Ÿ An element of the NSU should be dedicated to support all the national units, including NBCI (and local units as appropriate).

Ÿ Co-ordination between Divisional/District detective units should be improved, facilitated by Regional Commissioners and/or NBCI.

Ÿ A structured programme of secondments into NBCI from local detective units

should be put in place so as to enhance overall capacity and transfer skills and knowledge to local officers.

The recommendation to assign an Assistant Commissioner to the management of the national units has already been put into operation. This will benefit all units as the shared administration will maximise the efficiency of investigative resources available and avoid duplication of tasks and resources.

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1.10 Logistics

The Logistics Section of An Garda Síochána, based at Garda Headquarters, is structured in four subsections; Central Stores, Purchase Support Office, Purchasing Office and Accounts. The role of the Logistics Section is to organise purchasing, receiving, storage and payment for goods and services for the organisation. The staff comprises one Superintendent, one Inspector, five Sergeants, two Gardaí, fourteen civilian clerical support and seven store persons. The section comes under the responsibility of the Director of Finance. The necessity for improved accountability and control in the provision of goods and services to meet the needs of the Garda Síochána was the principal driver in reviewing this function.

1.10.1 Main Terms of Reference

Ÿ To consider the development of a centralised purchasing unit to deal with all

purchasing activities for the organisation.

Ÿ To carry out a high-level examination of the breakdown of expenditure.

Ÿ To examine the relationship of the section with the Government Supplies

Agency (GSA).

1.10.2 Summary of Key Findings

The review found that:

Ÿ While cost saving and service level improvements are the acknowledged aims

of the Logistics function, these are not currently documented and assessed within the organisation.

Ÿ Technical requirements and specifications are comprehensive . However,

insufficient attention is paid to specifying requirements for inclusion in tenders in relation to the provision of cost information and defined service levels.

Ÿ There are significant opportunities to rationalise the number of suppliers with which the organisation does business.

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Ÿ Because of the lack of computer technology all processes are manual.

1.10.3 Principal Recommendations

Ÿ A temporary role should be created for a Head of Procurement, experienced

in delivering significant improvements in a purchasing environment.

Ÿ Commodity specific sourcing strategies should be defined by the Logistics

Section.

Ÿ A documented and agreed service level should be developed between the

GSA and the Logistics Section so as to define the roles and expectations of each.

Ÿ Specific formal reviews of progress towards agreed aims should be carried

out on a quarterly basis.

Ÿ Orders and invoices should be consolidated.

Ÿ Low value orders should be eliminated.

Ÿ The range of items should be rationalised.

The objective is to improve control in the provision of goods and services to meet the needs of the Force. The primary benefit will be that procurement processes will be seen to be fair and transparent inside and outside An Garda Síochána. Savings will be achieved through addressing collective spend across the entire organisation.

Already the Director of Finance has progressed a number of initiatives to increase the expertise in procurement practices:

• Expert training has been delivered to the staff of the procurement section.

• There is ongoing consultation with the GSA on technical aspects of the

tendering process.

• The tendering o ffice has developed a number of generic tender documents for

frequently tendered services and goods, to facilitate the efficient processing of tenders raised by divisional offices.

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• A ‘Garda Síochána Public Procurement Guidelines’ booklet has been developed and circulated to the Force.

• Considerable consolidation has been achieved by conducting tenders for a

larger range of similar products to be delivered on a national basis.

The implementation of the new Financial Management System will bring additional efficiencies and better quality management information to assist with the development of this function.

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1.11 Liaison and Protection Section

The Liaison and Protection Section (L&P), based at Garda Headquarters, is primarily involved in international liaison and policy development around the protection of certain individuals and buildings. These key responsibilities include policy and operational matters relating to the security of the President, the Government, Diplomatic Corps, Judges, Prisons, etc., and matters arising out of Ireland’s international commitment to Interpol, Europol, Schengen (a police co-operation convention involving all EU countries as well as Norway and Iceland).

1.11.1 Main Terms of Reference

Ÿ To review the L&P Section, its key functions, its strengths and weaknesses

and set out recommendations to address issues identified.

1.11.2 Summary of Key Findings

The review found that while the critical need for Garda staff within this office is acknowledged, there is potential scope for greater use of civilian staff in light of the administrative nature of much of the work.

Ÿ The Inspector and other senior staff in the office are often required to be away on trips with the President, Taoiseach, etc.

Ÿ Such trips are time-consuming and, consequently, a high degree of

responsibility has to be pushed down the line.

Ÿ Staff in the protection office do not receive any formal training.

Ÿ The division of responsibility in relation to VIP/Ministerial protection across three areas (L&P, SDU, Details – a pool of drivers available to perform various driving functions) could be regarded as a weakness, although it has a benefit in that it clearly separates policy from operations.

Ÿ No individual is assigned responsibility for the explosives function when the

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1.11.3 Principal Recommendations

The report recommends that, from an overall management and operational perspective, the different protection and liaison functions should be brought closer together. To attain this it is recommended that the managerial responsibility for such units be relocated within the protection function. This would result in all these areas coming under the responsibility of the same Assistant Commissioner. The report also makes recommendations regarding the reallocation of resources and for additional training for staff. However, it was not within the scope of the review to assess required staffing levels.

Ÿ The protection functions within An Garda Síochána should be brought closer

together. This would be beneficial from an overall management and operational perspective. Specifically:

- Details should be transferred out of the Garage/Transport Section and

located within the protection unit of L&P.

- Personnel within the National Crime Prevention Office who have

responsibility for carrying out security surveys should be relocated to the Protection Unit within L&P. The remaining Gardaí in the National Crime Prevention Office should be either allocated to the Region, e.g. as part of Community Policing Units or to the Specialist Services Section in HQ.

Ÿ Consideration should be given by Garda management to the provision of

staffing support, e.g. a Sergeant, to the Inspector with responsibility for explosives.

Ÿ The role of the Inspector to whom the various liaison offices, i.e. Europol,

Interpol etc., report should be expanded to incorporate a co-ordination role with additional resources provided as appropriate.

Ÿ Consideration should be given to the transfer of the Mutual Assistance,

Extradition and Missing Persons functions from Crime Administration into L&P.

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Ÿ Responsibility for accompanying the President and Taoiseach on overseas visits should be shared a mong the Chief Superintendent, two Superintendents and two Inspectors, so as to moderate the impact on their line management functions.

The objective is the improved management of international liaison and protection of certain individuals and buildings; improved communications between the various offices involved, both nationally and internationally; and the provision of sufficient resources and training.

The Ministerial Drivers are now part of the Liaison and Protection function, as recommended in the report.

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1.12 Transport Maintenance and Procurement Compliance

The current Garda transport operation based at Headquarters involves a range of fleet management activities and includes a garage which provides repairs and maintenance services for vehicles based in Dublin Central stations, including those based at Headquarters and the National Units. Repair and maintenance activities for all other vehicles are currently outsourced to garages around the country.

1.12.1 Main Terms of Reference

Ÿ To review current transport maintenance activity, including the requirements

of the organisation on a nationwide basis and how they are addressed through both the HQ garage operations and the outsourcing to service providers nationwide.

Ÿ To assess the impact of procurement on maintenance activity.

Ÿ To examine procurement processes and compliance.

The following issues were required to be developed:

Ÿ Future management of Garda transport maintenance operations.

Ÿ Processes for managing procurement compliance.

Ÿ Organisational structure and roles and responsibilities for management of

Garda transport activities.

1.12.2 Summary of Key Findings

The review found that:

Ÿ No major programme of organisational change has been implemented in the

Transport Section despite several previous studies having been conducted.

Ÿ Productivity is low in the garage at Garda HQ.

Ÿ Management information is not readily available; processes are generally

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Ÿ the Garda fleet is made up of 29 different vehicle marques. This contributes to increased maintenance costs.

Ÿ There are major shortcomings in the Tranman fleet management IT system,

including inadequate information on mileage, and on the cost of repairs (spare parts, labour) and service levels provided to the Garda organisation.

Ÿ 41 per cent of the Garda fleet is more than three years old as measured from

the date of commissioning.

1.12.3 Principal Recommendations

Ÿ As a short to medium term solution An Garda Síochána should outsource the

entire vehicle maintenance activity - including management of the fleet, the contracts and cost, quality service performance management and compliance management - to a national service provider or consortium.

Ÿ In the medium to longer term, consideration should be given to outsourcing

vehicle procurement, disposal and fuel procurement.

Ÿ Resulting from the recommendation to outsource vehicle maintenance, the

principal organisational impact will be the need to reallocate and reassign most of the Garda personnel of HQ garage.

Arising from these recommendations a Request for Tender document (RFT) has now been prepared. The RFT is designed to seek tenders from suitably qualified and experienced organisations for the provision of the following services. Such provision will operate for a period of three years from the date of commencement of the contract:

• Fleet management services.

• Vehicle maintenance.

• Vehicle repair.

• Vehicle spare parts.

• Management of the contracts for vehicle disposal via a uction.

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• Supply of tyres.

• Vehicle marking and fit o ut.

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Part 2

Projects completed earlier as part of the SMI review

An overview of projects previously reported to Government and an outline of the progress made to date towards implementation.

Projects undertaken: 2.1 Quality Service 2.2 Rosters

2.3 Financial Management and Procurement

2.4 Human Resource Management 2.5 Promotion

2.6 In-Service and Management Training 2.7 Student/Probationer Training

2.8 Civilianisation 2.9 GERM

2.10 PULSE

2.11 Legislative Change

2.12 Performance and Accountability Framework 2.13 Performance Management

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2.1

Quality Service

The Garda Síochána National Quality Service Bureau, reporting to a Director of Quality Service, is progressing the implementation of a Quality Service Action Plan in An Garda Síochána. Regional and Divisional quality service managers have been appointed and national and divisional customer panels , representing commercial, statutory and voluntary bodies, have been established to facilitate two-way consultation.

The key principles of Garda Quality Service are:

Ÿ Service standards as set out in the Garda Customer Charter

Ÿ Consultation with the public on a structured basis

Ÿ Provision of reliable, up -to-date information and advice to the public

Ÿ Systems for measuring public satisfaction

Ÿ Complaints and redress mechanisms.

The action plan focuses on fourteen key areas of service and benchmarks have been established in a number of these areas.

In pursuit of the Action Plan the Garda National Quality Service Bureau completed the following projects:

Ÿ 999 Call survey to measure the percentage of emergency calls answered

within 15 minutes. This survey was completed in May 2002 and indicated that within the DMR 86 percent of such calls were answered within 15 minutes and outside of the DMR 74 percent of such calls were answered within 10 minutes

Ÿ Survey of pick-up times for 999 calls completed – 88 percent answered within

10 seconds

Ÿ Survey on counter service at Garda stations completed – 94 percent

satisfaction rating achieved

Ÿ Survey on keeping victims informed of case progress completed – 48 percent

satisfaction rating

Ÿ Survey on speed of answering phone queries completed – 92 percent

satisfaction rating achieved

Ÿ Comment card survey completed – 74 percent satisfaction rating

Ÿ In 2002 a review was completed by the Garda Síochána National Quality

Service Bureau of information on all aspects of citizens rights and entitlements and policing processes. The Bureau worked closely with

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