TP Development Programme update report

Report: 7
Date: 13 January 2011
By: Assistant Commissioner Territorial Policing, on behalf of the Commissioner

Summary

The TP Development Programme vision is to develop and implement a more cost effective model for policing that will deliver excellent local services for people, who live, work in and visit London. This report outlines the current approach and progress with planning the implementation of the TP Development Programme. It will provide members with an update on the activity across the existing strands of work within the programme, as well as summarising the impact on operational policing and explaining how change will be managed. The report address: programme design, programme management and planning, engagement and communication and the strategic programme risks.

A. Recommendation

That Members

1. note and support the benefits for the TP Development Programme
2. agree that the Strategic and Operational Policing Committee acts as the primary committee for reports on the TP Development Programme

B. Supporting information

1. This report outlines the current approach and progress with planning the implementation of the TP Development Programme. It builds on the information supplied in the report to the Strategic and Operating Policing Committee on 16 September 2010. It will provide members with an update on the activity across the existing strands of work within the programme, as well as summarising the impact on operational policing and explaining how change will be managed. The report covers the following sections:

• TP Development Programme Vision and Benefits
• Programme design
• Programme Management and Planning
• Delivering Change - Engagement and Communication
• Mitigating Strategic Programme Risk and Issues

While not the primary focus of this report, Appendix 1 provide members with a summary on the current status of the projects within the Programme

TP Development Programme Vision and Benefits

2. The TP Development Programme vision is to develop and implement a more cost effective model for policing that will deliver excellent local services for people, who live, work in and visit London. The programme has been established to support the delivery of the strategic objectives for the MPS including confidence, safety and value for money. In order to deliver these outcomes the programme has prioritised benefits both to the people of London and the MPS against which its success will be judged, these include:

Improved policing services

To support increased confidence, satisfaction and safety the TP Development Programme will implement changes to the way services are provided to the public. It will ensure the public experience a customer centric approach and improved service outcomes when they come into contact with the MPS. It will also focus on services which are provided internally from the rest of the MPS to support local policing.

Increased efficiency and effectiveness

To support value for money the programme will assess a range of functions with the aim to minimise duplication, maximise economies of scale, and ensure our processes are efficient. The Programme will maximise the use of resources to deliver increased flexibility to meet demand by changing shift patterns, operating hours and moving staff between business units to ensure our resources are in the right place at the right time.

Reduced overall cost of TP delivery

The TP Development Programme is a strategic improvement programme that will also provide fundamental cost reductions through minimising duplication, making business processes more efficient and delivering economies of scale

When all the benefits have been confirmed the Programme will establish a series of measures to be able to track the delivery of the benefits.

Programme Design

3. A number of opportunities have been identified to introduce changes that will deliver the programme benefits. These have previously been reported to the MPA (SOP September 2010). The Programme continues to develop each of the strands of work into a detailed business case to asses the impact, cost and benefit of proposed changes. Appendix 1 details the progress with each of the strands of work within the programme.

4. A priority for the Programme between December 2010 and March 2011 is to finalise the overall design of the future model for policing delivery. Describing how the organisation will deliver it policing services in the future enables the TP Development Programme to better communicate the outcomes of the changes it will implement and supports it to manage implementation and align with other programmes in the MPS. The programme design is not simply about borough or TP resources or structures. It will take into the account the requirements from the public to develop a framework to describe those services that are delivered by operational and support departments. This work is being developed in collaboration with officers and staff in TP, and with other areas of the MPS and their change programmes. This phase of work is informed by the guidance issued by the Commissioner and Management Board on the Balanced Policing Model

The relationship between the service design and existing projects in TP Development

5. The design work is ongoing and will be completed by March 2011 prior to the projects going live and will be used to support implementation planning. As it develops the projects and their business cases are being assessed against key principles of the programme design, including:

• Importance of local policing: The borough model is crucial for the leadership of local policing. For example indications from initial feedback from local consultation on Safer Neighboroughoods highlights the importance of capturing local issues and aligning with partners to deliver effective policing services.
• Delivering operational services pan-london: A number of middle and back office services can be provided effectively and efficiently across boroughs, at either a regional or pan London level, or where appropriate from larger boroughs to smaller boroughs. Typical of a local commissioning model, the importance of managing effective internal service delivery, as well as external service delivery is crucial. For example Crime Recording and Telephone Investigation indicates an increased productivity and overall reduction in cost by developing a pan-London service approach to a function currently managed across 32 boroughs.
• Delivering effective support services: The approach will also support boroughs to get the right service from the support departments. For example by better outlining requirements the business will be able to describe what is needed to support delivery from ‘back office’ departments.

Programme Management and Planning

Figure 1: Phases of the TP Development Programme

6. Figure 1 summarises the four phases of the Programme: scoping, detailed design, implementation planning and implementation. During the scoping phase the projects gathered evidence against agreed programme design principles. The Programme is now focussed on detailed design, although a number of the projects are progressing towards implementation planning. The key programme milestones to date include:

• Delivery of high level options and concept of operations for detailed review to Management Board July 2010
• Development of business case for programme resources September 2010
• Approved terms of reference for all 15 projects
• Approved methodology for projects conducting external review (Safer Neighbourhoods and Service Delivery through Front Counters)
• Agreed approach and model for the response pilot boroughs
• Approval of business cases for Crime Reporting and Investigation Bureau (CRIB) and Crime and Customer Service Command as part of TPHQ. Both projects are now planning how change will be implemented over the course of 2011 and 2012
• It is anticipated that detailed design and approved business cases (approval to TP COG level) will have been achieved for a further six projects by late January /early February 2011. These are Intelligence, Performance, Criminal Justice - Detention and Wanted Offender Management, Resource Management and IBO to CCC.
• The programme plan is frequently reviewed in light of business cases, the overall design work, and progress within the projects.

The Programme is governed through a regular Programme Board (Chaired by the Programme Director), TP COG (Chaired by the SRO AC TP) and Management Board. As the programme develops core business group projects appropriate governance will be established to include AC SC and AC CO. Given the scope of the programme and the range of business areas it covers it is proposed that the MPA Strategic and Operational Policing Committee acts at the primary reporting group for the programme. This will enable the programme to manage requests for papers and updates and ensure the Authority has an oversight over the whole programme, and does not have reports of areas in isolation.

Recommendation 2: That members agree the Strategic and Operational Policing Committee acts as the primary Committee for reports on the TP Development Programme

7. Over the past nineteen months the Programme has focussed on establishing the programme infrastructure that will drive the delivery of the changes. This paper summarises progress with:

• Benefits and Finance Management
• Estate Strategy
• DoI
• HR Strategy
• Diversity and Equality Impact Assessments
• Engagement and Communication

Benefit and Finance Management

8. Each of the projects will deliver the programme benefits. The Programme has developed a consistent approach to identifying benefits, how they are quantified and how data will be collected at a programme level to track the delivery of change. As the benefits include the reduction of the overall operating cost for TP, financial analysis and tracking forms a key part of the overall benefit management approach. The benefit tracking approach ensures that:

• The projects and what they deliver can be costed, compared and prioritised
• The dependency between projects and their impact on benefits (or creating dis-benefits) is understood
• The requirement from other projects or strands of work within the programme, such as HR and property, to deliver the benefit forms part of the planning process and can tracked through the programme.
• The business change required to deliver the benefits is planned for and managed

9. The TP Development Benefits Realisation Plan (BRP) provides a working summary of the benefits management activity that will to be undertaken by the Programme to realise the intended performance improvements in the MPS. The key milestones to date include:

• Mapping the dependencies between the projects to deliver the programme benefits
• The development of the Programme Benefits Realisation Plan (BRP) which defines the strategy and approach to benefits management for the programme
• Strategic Objectives Maps (SOM) within each submitted business case providing detail on the benefits, change logic, targets, measures, measurement methodology and timescales for delivery
• A savings tracking tool which collates each of the project baselines, proposed ‘to-be’ positions, anticipated savings providing a consolidated picture and ability to track realisation against the plan
• Performance tracking tool to collect and track key performance figures

10. The priorities for the programme over the next three months include confirming baselining information and establishing the detailed on how the benefits will be tracked both at project and programme level.

Estate Strategy

11. The MPA estate is broad and varied with many buildings unfit for purpose in the 21st century. The MPA/MPS Estate Strategy 2010 - 2014 outlines the vision for the continual improvement of the estate and this is supported by the Corporate Real Estate model, looking at solutions and opportunities whilst working to a longer term vision to deliver the right property solution to meet operational needs. The TP Development programme is responsible for the audit of existing estate across boroughs, the capture of requirements and requests for property both to support current business operations and future changes and the management of communications as part of the Estate Strategy. This ensures communications if aligned with wider changes, and enables the future of property to be aligned with the needs of the business.

12. A number of the projects within the Programme will impact on the estate either because they require staff moves, or because changes are linked to investments in the Capital Programme, such as Custody. TP Development and Directorate of Resources - Property Services are working together to enable each area to implement their programmes.

ICT Management

13. Directorate of Information (DoI) resources have been allocated to assist with the detailed design and implementation planning phase of the Programme. Activity is targeted on key projects in the programme that deliver savings early in 2011/12.

14. Work continues to identify dependencies with existing ICT programmes to ensure there is alignment between planned technology and future changes. For example: the investigation component of the IPI programme will support the investigation project; the Resource Management project is aligned to existing programmes such as CARMs and MetDuties and the Response Pilot is aligned to the future of Command and Control.

Review of the Capital Plan

15. To achieve greater alignment, between the Estate Strategy and the ICT portfolio the Capital Plan is being reviewed and reprioritised taking the programme into account. This review includes an assessment of the impact on the scope of key infrastructure projects that are affected by the Programme. The varying levels of maturity within the analysis and business case development at a project level means that demand for capital funding by the Programme continues to be refined.

HR Strategy

16. The TP Development Programme is being supported by a Senior Organisational Development Consultant on a full time basis who leads on establishing the HR processes which will be implemented to enable the programme to realise its benefits. Support is also provided by the Business Partners and Strategic Human Resource Advisors (SHRAs). The Programme also engages with other areas of HR including Workforce Deployment, Recruitment; and Employee Relations.

17. The HR Strategy for the programme has two key priorities: managing staff consultation and managing displacement and selection:

Managing staff consultation

18. The programme has run a formal consultation forum from May 2010 with Staff Association and Trade Union meetings taking place every 2-4 weeks, chaired by the Programme Director. It has provided representatives with a clear understanding of the financial constraints; the strategic objectives of the Programme and provided an indication of the planned direction for all of the projects. The forum was consulted where changes have been implemented, for example the introduction of the 5 areas (plus Westminster) and the response shift pattern review. Staff Association and Trade Union representatives are invited to attend the individual project boards.

19. In addition to the general communications each member of staff (including officers) within TP, received an emailed Context Letter from AC TP (via Command leaders) detailing the aims and functional areas currently being reviewed under the programme.

Managing displacement and selection

20. The combined impact of the TP Development Programme has the potential to result in significant levels of police officer and police staff displacement. The Programme will operate a consistent approach to selection and HR and TP has initiated a range of activity to manage the impact of displacement, which includes:

• Restrictions on external recruitment for police officer and police staff posts The HR Star Chamber is a vacancy management process that aims to ensure that there is a genuine business need for all advertised vacancies and that they are filled in the appropriate manner, this must involve a review of the individuals on the Police Staff Postings List (redeployment pool) prior to advertising.
• Police officer promotion processes have been slowed down and are being considered on a case by case basis at the appropriate point in time to establish the business need for the relevant rank.
• Ongoing review and management of workforce deployment to ensure officer numbers are maintained across boroughs and OCUs
• Review of restricted officers and available posts for restricted officers to support implementation

21. As TP Development will involve a reduction in the number of staff required to deliver some services, a selection process will be used to identify those individuals who will be appointed into the roles available in the new organisational structure. The selection process will identify those members of police staff who will be displaced. As displaced staff are ‘at risk’ of redundancy, the selection process used to identify this group is transparent, robust and defensible, with objective and standardised criteria in place to form the basis of all selection decisions. One of the anticipated requirements of the proposed new Civil Service Compensation Scheme, is the requirement to offer voluntary redundancy as part of any compulsory redundancy exercise. Voluntary redundancy is an accepted pre-redundancy measure, and we would envisage offering voluntary redundancy prior to any selection process where police staff displacement is anticipated. All issues relating to redundancy are being discussed at the Programme consultation meetings. The selection process for the Programme has been drafted and will be submitted for consultation with the Trade Unions in January 2011.

Diversity and Equality Impact Assessments

22. Diversity and Citizen Focus Directorate (DCFD) is providing extensive support to the Programme. The Director of DCFD is a member of Programme Board. Equalities Impact Assessment (EIAs) workshops have been delivered by DCFD to staff working on the projects within the Programme to raise awareness of the EIA process and ensure a consistent approach. DCF Advisors have been identified to support each of the projects within the programme. Responsibility for undertaking the EIA will rest jointly with the project manager and the DCF Advisor.

23. Initial equalities impact assessments are being developed for each project within the programme, in parallel with the development and submission of the business case for each project. It is recognised that the assessment at business case stage needs to go beyond the ‘initial screening tick box matrix’. Therefore a standard template will be developed and used to record the initial assessment. This will identify potential impacts on both communities, service delivery issues and staff. Initial assessments have been undertaken as part of the business cases for the Crime Recording and Investigation Bureau, Total Resources Centres, Response, Crime and Customer Strategy and Shift Patterns projects. Assessments for the other projects are being progressed in line with the overall timeline for the programme.

24. A programme level assessment is being prepared which will consider the cumulative impact of the individual projects. This will be completed by March 2011.

25. For some projects the impact of changes at a local (Borough) level will also need to be considered. The project team and DCF Advisor will provide a framework that allows the local level EIAs to be undertaken (and feed up to inform the project / programme as necessary). Responsibility for conducting these assessments will rest with the Borough who will be responsible for managing local consultation arrangements and considering the impact on local communities. DCFD and the Programme will provide support to boroughs as part of managing business change.

Engagement, Communication and Business Change

26. To ensure the Programme is able to manage change effectively it has developed a strategy for engagement and communication. The key phases of the communication plan can be summarised as:

Jan-July 2010: Scoping

• Engagement with initial scoping and generating change proposals

Jul-Dec 2010: Detailed Design Stage

• Raising awareness of the overall programme and the progress of individual projects.
• Drafting the engagement plans for projects and initiate service reviews where appropriate such as Safer Neighbourhoods.

Jan-Mar 2011: Implementation Planning

• Engage with affected staff about approved business cases
• Work intensively with HR and staff associations managing the workforce implications
• Engage organisation, key stakeholders and MPA on findings from reviews such as Safer Neighbourhoods and initiate borough engagement regarding Front Counters
• Report progress of the programme

Apr-June 2011: Implementation

• Further rollout of project plans including workforce implications and staff displacement
• Work on demonstrating the successful implementation of the first tranche of projects and complete the feedback loop

27. The current focus engagement and communication activity includes:

• Integrating with the Directorate of Public Affairs through their Strategic Change Group, so the Programme can use existing methods of communications such as the intranet and The Job (staff magazine)
• Embedding a cascade based approach to keep staff and officers informed through their Borough and Operational Command Units. This emphasizes and the role of the Area and Borough commanders both in delivering communications, and business change. The programme is supporting other business groups and change programmes to channel communications in the same way to help to link up messages for borough commanders
• Establishing Project User groups made up of specialists and subject matter experts to help develop options and provide detailed feedback on proposals
• Establishing TP Challenge Panels to test project proposals. Three types of panel have been set up. These involve front line staff, first and second line supervisors and, finally, senior managers. Each panel is taken through project proposals and asked to give feedback on how practical and useful (or not) the proposals are. This feedback is used to fine tune or, where necessary, change the options under development. This advice helps supplement the variety of highly experienced officers already working on the Programme and makes sure that attention is concentrated on the areas of most concern to staff
• Ask AC online and phone-in and AC Roadshows to help increase understanding around the background of the Programme and the reasons for change. Staff are being asked for their views about the Programme through a combination of focus group sessions as well as more impromptu walkabout tours

28. The programme recognises the importance of engaging the public of London throughout the design and implementation of change. For example, the Safer Neighbourhoods Review is seeking view internally and externally.

29. At an appropriate time the programme will engage wider forms of publicity, media and engagement campaigns for the major public facing projects. Utilising the ongoing findings of the Equality Impact Assessments will also indicate the areas requiring more specific engagement with the more ‘hard to reach communities.’

Programme Risks and Issues

30. The risk management strategy addresses all aspects of the programme and articulates how programme risk management is aligned to business as usual risk management via the TP Risk Management Framework. As the programme remains in the design and planning phases, current risk management is largely focused on planning risks. The implementation risks are being captured through the design process.

31. The key strategic risks which the Programme is working to mitigate include:

Risk: The programme will fail to fully realise the stated benefits.

Mitigation: The Programme has a structured design, planning and monitoring approach consisting of comprehensive, costed business case preparation, projects managed as distinct from business as usual in order to provide rigour, an alignment of capital costs and a thorough benefits tracking mechanism which will forecast slippage.

Risk: Key internal stakeholders do not buy into the change

Mitigation: This is being managed via the comprehensive communication and engagement strategy, which is reviewed and amended as the programme matures in order to ensure it remains fit for purpose.

Risk: The displacement of staff and officers, which is unsettling both individually and collectively impacts on overall delivery

Mitigation: This is being managed via the communication and HR strategy including a fair and transparent selection process, the EIA approach adopted and the comprehensive engagement strategy.

Risk: The scale and complexity of the change impacts on operational policing delivery across the boroughs if not planned appropriately

Mitigation: This is being managed thorough evidence led business case preparation, detailed design including user groups and challenge panels, utilising pilots where necessary, identifying a new operational model to ensure that the programme activity is co-ordinated and does not inadvertently leave functions ‘out-of scope’, and a structured approach to programme governance.

Risk: Wider MPS change and activity is not aligned to enable the delivery of the TP Development Programme.

Mitigation: This is being managed via ongoing informal and formal programme governance. Key stakeholders from other business groups are members of the TP Development Programme Board. The MPS also has established a new board for senior business group leads to meet regularly to discuss programme dependencies. A number of projects within TP Development are also being designed as corporate projects, most notably ‘Performance’, ‘Intelligence’, ‘Wanted Offender Management’, and ‘Investigation’.

32. TP’s Risk Management Framework will be assessed against the Maturity Model early in 2011. Any lessons learnt there will be utilised to improve the risk management of the Programme.

C. Other organisational and community implications

Equality and diversity impact

1. The vision and objectives of the TP Development Programme are described in the main body of the report. Its key strategic objectives include increasing community confidence and customer satisfaction. The EIA process will help to ensure that opportunities for increasing confidence and satisfaction across all communities are identified and progressed and any adverse impacts on communities are identified and mitigated. Similarly, the EIA process is identifying potential impacts (either positive or negative) on staff according to the protected characteristics identified in the Equality Act.

2. The approach to undertaking EIAs within the programme is described within the main body of the report. There will also be an overarching EIA which has been informed by the issues arising from individual projects within the overall programme. Equalities impacts relating to individual projects will be covered in detail as reports on these projects are presented to MPA Committees.

3. From the assessments that have already been undertaken there appear to be some common issues that are relevant to a number of projects within the programme, examples of these include. accessibility of services - including ensuring that the needs of Deaf and Disabled people are catered for, issues relating to language and interpretation needs are considered, these issues are particularly relevant to the development of the Crime Recording and Investigation Bureau and changes to how services are access by the public.

4. Changes to shift patterns to match resources better to demand from customers will need to take account of the needs of religious or belief groups in observing practices relating to their religion and belief, reasonable adjustments for staff with disabilities and consideration of staff on recuperative or restrictive duties; the needs of staff with caring responsibilities, pregnant women.

5. The impact of centralising of functions - a number of projects involve centralising functions away from being replicated 32 times across boroughs which are likely to have a greater impact on women, staff with caring responsibilities or part-time workers; staff with disabilities or those on restricted or recuperative duties. In all cases where potential impacts are identified work to mitigate adverse impacts is being progressed and included within the implementation plans. The EIAs will support the Programme in shaping and delivering policing services that meet the needs of all communities.

Consideration of MET Forward

6. The TP Development Programme is cognisant of the Met Forward programmes, most notable: Met Streets (which is about the first duty of the police: securing the public realm for the law-abiding); Met Connect (how we will improve confidence and engagement); Met People (how we support, develop and lead our staff); Met Support (how we manage our finance, building, technology and processes); and Met Standards (how we will incentivise high standards, professionalism and cooperation).

Financial Implications

7. The current business planning process within the MPS includes savings to be delivered by the TP Development Programme. Each of the proposals is subject to a separate business case and approval through Management Board. The figures included were based on an initial assessment of the savings likely to be achieved, but are subject to change once the more detailed business cases are completed.

8. The cost implications of staff reductions have still yet to be identified, but will be managed within the terms of the Civil Service compensation scheme. As stated above, there will be an impact on the Capital programme and some reprioritisation may be required to maximise revenue savings. The integration of the TP Development programme into the MPS Capital Plan will be considered at Management Board.

Legal Implications

9. There are no direct legal implications arising from this report, which is submitted for information only. The TP Development Programme aims to deliver an improved, efficient and effective Police service within the constraints of a challenging budget.

10. There are likely to be a number of legal implications arising from many elements of the TP Programme, most notably, workforce and property related issues, which have been highlighted in the body of this report. DLS have been engaged with HR in relation to the workforce matters, and advice should continue to be sought in respect of specific recommendations.

11. Proposals under the TP Programme may also be subject to further reports being approved through the usual MPA/MPS governance arrangements.

Environmental Implications

2. The projects that emerge from the Programme have the potential to increase environmental efficiency in a variety of ways. Environmental considerations will be taken into account during the design process (i.e. they are considered with the project business case and are used to inform the decision-making process notwithstanding the overriding importance of operational necessity), and wherever possible, preferred solutions incorporate measures to reduce:

• Energy use
• Transport emissions
• Water consumption
• Resource use
• Waste arisings

Risk Implications

13. The key strategic risks for the Programme are outlined in the body of the report. Since the TP budget is overwhelmingly staff-related, it is clear that TP cannot make the required savings without reducing overall numbers. This must be viewed as part of the wider reduction in budget across public services in order to make the most productive use of our operational assets. A critical issue in considering this approach is the imperative to maintain operational capability. The programme is currently analysing the detailed requirements for each function and the potential impact on staff and officers number. The longer term view is the need to deliver efficient and effective support services at the lowest unit cost in a model that is able to meet both customer and organisational need. The programme is establishing systems to monitor performance through this change process in order to ensure that is not effected and services suffer as a result.

D. Background papers

None

D. Contact details

Report author: Nina Cope, Programme Director, MPS

For information contact:

MPA general: 020 7202 0202
Media enquiries: 020 7202 0217/18

Appendix 1

Summary of Progress for key TP Development Projects

Public access (formally Front Counters)

Summary The aim of this project is to review how the public access our services including addressing service delivery through front counters and how this service could be improved.

Progress The review methodology has been agreed and internal and external consultation will take place during January and February 2011 leading to the submission of a business case in March 2011.

Safer Neighbourhoods

Summary The aim of this project is to review the model and functionality of Safer Neighbourhood Teams in order to identify areas for improvement.

Progress The review methodology has been agreed and internal and external consultation will take place during January and February 2011 leading to the submission of a business case in March 2011 in line with the MPA scrutiny

IBO/CCC

Summary The aim of the IBO/CCC project is to review the relationship between CCC and IBOs to remove duplication and deliver improved command and control.

Resource Management

Summary The aim of the project is to review the functionality and efficiency of the service provided by borough duties and events planning offices

Progress The Programme has aligned IBO/CCC and Resource Management to better manage the critical interdependencies leading to a command and control capability better aligned to borough needs. Initial business case for approval end January 2011

Response

Summary This project is focussed on improved utilisation of response officers for fast-time response with a greater utilisation of appointments for non-emergency calls carried out by local policing teams.

Progress The pilots for this project will begin in Lambeth Borough in February 2011 and Brent in April 2011

Investigation

Summary This project is aiming to identify opportunities to improve efficiency and effectiveness across investigative functions drawn from both TP and SCD.

Progress Project terms of reference which should be agreed in January 2011, with proposal for change by March 2011

Intelligence and Performance

Summary These are MPS led projects which TP will implement. Currently performance and intelligence are delivered in all 32 boroughs and at Headquarters levels. The projects will address the most efficient and effective delivery model for the MPS.

Progress Business case submission for approval in January 2011

Crime Recording and Investigation Bureau (CRIB)

Summary The aim of this project is to develop a central Crime Recording Bureau which provides both economies of scale and significant performance improvements to the standard of service supplied to customers.

Progress The business case for this project was approved and has now moved into implementation planning phase. A plan will be approved by February 2011

Criminal Justice: Custody / Detention

Summary The aim of this project is to better align supply and demand resulting in increased efficiency and improved service provision. This project will be aligned to change to criminal justice and Central Operations

Progress Business case submission for approval in January 2011

Criminal Justice: Wanted Offender Management

Summary This project is currently reviewing options for an improved approach to the administration of wanted offenders.

Progress Business case submission for approval in January 2011

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