No ‘delivered measurable results’ from PSNI diversification

Annual performance plans for policing should include “specific, measurable objectives” aligned with the overarching outcomes of the Policing Plan, a report by the Northern Ireland Audit Office (NIAO) states.

In July 2024, the Northern Ireland Audit Office released its 2024 report, Continuous Improvement Arrangements in Policing, offering a detailed analysis of how the Northern Ireland Policing Board (NIPB) and the Police Service of Northern Ireland (PSNI) have progressed in delivering efficient, effective, and community-focused policing.

As required under the Police (Northern Ireland) Act 2000, the report examines the NIPB’s statutory responsibilities and evaluates the PSNI’s performance for 2022/23, alongside its Annual Performance Plan for 2023/24.

Ongoing challenges

The report identifies persistent obstacles that hinder continuous improvement in the PSNI:

1. Data and baseline limitations: The NIAO asserts that there is an absence of robust, quantitative baseline data. As the report notes: “If this data is not available and being continuously developed, the value of the [PSNI] Annual Performance Plan may be compromised.” Baseline data is critical for evaluating the success of performance measures against strategic goals.
2. Partial achievement of goals: Of the 13 performance measures in the 2022/23 plan, 62 per cent were partially achieved, while 8 per cent were not achieved. For example, measures aimed at improving public confidence and police service representativeness fell short of their targets.
3. Insufficient learning mechanisms: While the report acknowledges efforts have been made to learn from previous initiatives, it states that integration of these lessons into future plans remains inconsistent. The report underscores the need for structured mechanisms to ensure lessons inform strategic development.

Recommendations

1. Enhance data systems: The report strongly advocates for the development of comprehensive baseline data and improved performance metrics, stating that these are essential to evaluate progress accurately and support informed decision-making. The report also says that inclusion of quantitative baselines in annual performance plans, where absent, must become a priority.
2. Refine strategic planning: The report says that future annual performance plans should include specific, measurable objectives aligned with the overarching outcomes of the Policing Plan. For example, the 2023/24 PSNI plan introduced new measures such as tracking progress against the Violence Against Women and Girls Strategy, which it states provides a clearer path for evaluating success.
3. Embed continuous learning: To address systemic challenges, the NIAO states that the NIPB and PSNI must institutionalise continuous learning, saying that a robust feedback loop should capture lessons from past performance, integrate findings into current plans, and inform the development of the next policing framework.

Operational highlights and findings

The report provides detailed evaluations of key performance areas:

1. Safety in communities: The PSNI has partially achieved its goals around reducing repeat victimisation and offending. However, challenges remain in addressing organised crime and fostering a widespread sense of safety.
2. Public confidence in policing: While the NIAO says that public satisfaction with PSNI’s responsiveness “shows promise”, representativeness within the police force remains a critical area for improvement, and efforts to diversify the PSNI have not yet delivered measurable results.
3. Community partnership initiatives: The NIAO says that collaborative policing efforts have seen “mixed outcomes”. While Neighbourhood Policing Team initiatives have made some strides in tackling local challenges, the absence of comprehensive baseline data limits the ability to assess long-term impact.

What this means for policymakers

For policymakers, the findings carry significant implications. Firstly, on resource prioritisation, the report says that investments in data systems and analytics will be critical for creating the robust datasets necessary for informed decision/making. These tools are cited by the NIAO as “essential” to measure the success of strategies like the Violence Against Women and Girls Strategy.

On oversight and accountability of the two policing institutions, the report states that enhanced oversight mechanisms, coupled with transparent reporting, will ensure accountability for implementing the recommendations, and that justice leaders must advocate for greater collaboration between oversight bodies and the PSNI.

Thirdly, is an enhanced focus on community trust. Addressing public concerns, such as response times and the fairness of police actions, will be crucial for rebuilding trust, the report says, adding that community-focused initiatives must remain a cornerstone of policing reforms.

The path forward for policing

As the 2020-2025 Policing Plan nears completion, the report urges the NIPB and PSNI to carry forward lessons learned into the development of the next policing framework.

Continuous improvement in policing demands a sustained commitment to transparency, accountability, and innovation. By addressing the report’s recommendations, the NIPB and PSNI can create a policing system that is more effective, equitable, and responsive to the needs of Northern Ireland’s communities.

The Continuous Improvement Arrangements in Policing 2024 report serves as both a call to action and a strategic guide for achieving lasting reform. By embracing its findings, the justice sector can ensure that policing continues to meet the expectations of the communities it serves.

Speaking at the time of publication, Comptroller and Auditor General Dorinnia Carville asserted that there is a need for more robust baseline data and enhanced performance indicators to ensure the Annual Performance Plan achieves its intended impact.

She adds: “Effective performance management is essential to ensure that policing services are delivered efficiently, economically, and effectively, meeting the needs and expectations of the public.”