Best value review of managing demand

Report: 11
Date: 17 March 2005
By: Commissioner

Summary

• Provides an update on the Demand Management Best Value Review (DMBVR) implementation plan and the progress being made in delivering each of the recommendations.
• Highlights the progress made against the original recommendations.
• Seeks the approval of the Planning Performance Review Committee (PPRC) to make amendments to selected Recommendations.

A. Recommendations

That members support the proposed amendments to the original DMBVR recommendations.

B. Supporting information

1. The Demand Management Best Value Review examined the Metropolitan Police Service (MPS) response to demand from the customer’s perspective. Daily, frontline staff meet the public face-to-face and sometimes they are frustrated about not being able to deliver the standards of service that people need and that they want to provide. The DMBVR was designed to raise the status of front line staff and help them deliver a better quality of service to our customers.

2. The Recommendations were intended to transform the way the MPS delivers its services to the public by adopting a policing philosophy that is about ‘getting it right first time’.

3. The DMBVR was completed in May 2003. The progress of each recommendation has been managed through a project board with regular updates being made to the Metropolitan Police Authority (MPA), Planning Performance Review Committee (PPRC). The results to date have been varied and the reasons highlighted in the recently completed Her Majesty’s Inspectorate of Constabulary (HMIC) inspection of both the review and the implementation process.

4. HMIC have published their report on the HMIC website and the conclusions included:

• A good working relationship had been developed between the Independent Challenge Panel, Team Leader and MPA Member.
• The final report was detailed, cross cutting and took account of other on going work. Unrealistic implementation timescales had been originally set.
• There was a commitment towards implementation, although considering the areas for improvement the prospect for service improvement was uncertain.

5. The aim of the DMBVR was to deliver improved services in an efficient and effective manner. Two years have passed since the review commenced and it is now appropriate to assess whether each Recommendation is still fit for purpose. In particular to ensure that all Recommendations are relevant and achievable within realistic timescales.

Recommendation 1. To improve customer satisfaction by better matching front counter services (e.g. opening hours, self-reporting forms, internet and telephone access and triage) to demand.

6. The original DMBVR found that the service received by callers at front counters was variable. The service received was not always considered as helpful and often involved long periods of queuing. Most boroughs had at least one police station open 24 hours a day and the others operating on restricted hours. Although there is a strong public desire for front counters to be open at all times, actual usage and need does not necessarily justify this as the most effective use of resources. The Review team suggested that effort would be better focused on making improvements to the quality of service provided by existing counter services whilst enhancing other channels of delivery. The review proposed to improve customer satisfaction by better matching front counter services (e.g. opening hours, self-reporting forms, internet and telephone access and triage) to demand.

7. Since the original recommendation was ratified the MPS has recognised the opportunity of linking various initiatives intended to improve the front counter environment and the services they provide. A specific workshop has been held with internal stakeholders to identify the key issues and ensure all MPS activity is being co-ordinated. In response to the workshop findings one individual will manage an MPS Estates Project and co-ordinate activities. Deputy Assistant Commissioner Brian Paddick is leading this piece of work and supervising its progress.

8. There remains an integral link between this recommendation and Recommendation 2, namely to increase public satisfaction, achieve greater accessibility and identify opportunities for joining up access with partners by assessing the potential value of one-stop shops, police shops and mobile police stations. An inspector has been appointed to co-ordinate and have responsibility for station reception officers and to improve the quality of service provided. The MPS are also about to employ a volunteer co-ordinator on every borough which will assist in increasing the number of volunteers, some of whom will work at front counters improving the quality of service to callers.

9. It is therefore proposed that Recommendation 1 of the DMBVR be amended to read:

• ‘Improve customer satisfaction by recruiting additional volunteers to provide front counter services, thereby releasing police officers and better meeting demands’. Chief Superintendent Mark Gore to manage this Recommendation with a new completion date of June 2005. Progress reports will be made to the Planning Performance and Review Committee upon request.

Recommendation 2. To increase public satisfaction, achieve greater accessibility and identify opportunities for joining up access to partners by assessing the potential value of one-stop shops, police shops and mobile police stations.

10. The original recommendation proposed to evaluate how one-stop shops, police shops and mobile police stations could deliver increased accessibility, recognising the need to balance this against actual demand and usage. An essential part of the pilot was to identify and evaluate how police services can be integrated with those of partners. This would allow a more holistic service to customers and provide opportunities for funding. In the longer term this would enable the appropriateness of the existing police estate to better reflect London in the 21st century.

11. Many police stations are poorly located, have insufficient capacity to cope with additional police numbers yet occupy commercially attractive sites. A more effective approach to the police estate may be to relocate to purpose built sites separating operational bases from front counter services. These could be provided in one-stop shops, police shops and mobile police stations. Secondary benefits are that with Safer Neighbourhood areas being situated within local authority wards, schools, housing offices and libraries are a good place to locate such facilities.

12. The MPS currently has 164 Safer Neighbourhoods Teams (SNTs) operating across London, increasing the visibility and accessibility of policing services. In a recent survey 40% of the teams were situated within their communities in non-police premises. These included community centres, local authority buildings, hospital, schools, sports centres and retail outlets.

13. It is therefore proposed that Recommendation 2 of the DMBVR be amended to read:

• ‘To provide greater accessibility to police services by the deployment of Safer Neighbourhoods Teams within communities working with partners to provide one-stop shops and a visible presence’.
• Chief Superintendent Mark Gore to manage this Recommendation with a new completion date of June 2008. Regular updates on this recommendation will continue to be provided to the full MPA.

Recommendation 3. To improve the resolution of non-emergency calls by developing a ‘help desk’ function that in the short term enhances Borough Operational Command Units (BOCU’s) abilities to respond to enquiries, in the medium term to build on the capability of C3i and the frequently asked database and in the long term to establish a fully functioning contact centre.

14. The original DMBVR identified that there was potential to join up MPS help desk functions and those of other public services in London. Often public needs cut across service boundaries, whether in terms of function or geography. The Review’s vision was of a joint gateway into London’s services, which would take away the responsibility for finding the right organisation to deal with a problem from an individual member of the public. Potential exists to provide a joint service, whether actually using shared facilities or virtual, through using integrated communications technology.

15. The short and medium term aspects of the original Recommendation, which related to developing a BOCU’s ability to respond to enquiries is partially addressed by the C3i frequently asked questions database. This and specific requirements on BOCU, for example the ability to contact specific persons or units, are being developed by TP Modernising Operations and the C3i Programme. The long-term aim to develop a multi-agency help desk service (by whatever means) have not been progressed as originally intended.

16. Due to the time scales now relating to the C3i programme, the MPS will be unable to progress any activity in developing a multi-agency help desk before the end of 2006, as this will ensure that all the essential parts are in place. Most notably:

• Fully integrated Call Handling System
• Call Routing System
• Integrated Command Communications System

17. These are part of the development and roll out of the C3i Programme throughout the MPS and are being progressed.

18. The Home Office indication is that development of a shared non-emergency telephone number, with a view to providing access to a wide range of public services, is not progressing at this time.

19. It is recommended that the original DMBVR Recommendation 3 be reworded:

• ‘To improve the resolution of non-emergency calls that in the short term enhances BOCU’s abilities to respond to enquiries and in the medium term to build upon the capabilities of the Metcall service’.
• Activity on the Recommendation to be managed by Territorial Policing (TP) Modernising Operations and the C3i Programme through existing structures. A new completion date for Recommendation 3 should be set at the conclusion of the C3i programme. Monitoring will continue through the MPA C3i Oversight Committee.

Recommendation 4. To improve accessibility by considering the introduction of a single non-emergency number at the earliest opportunity subject to the results of the national pilot and implementation of the C3i Programme.

20. Consultation has identified support amongst the public and the government for a single non-emergency number. The ability of the public to contact the MPS easily would be greatly improved by the introduction of such a single non-emergency number for Londoners. The Commander Group Communications (MPS) has negotiated with the Home Office and MPA an agreement that the MPS would not move towards a single non-emergency number prior to the full implementation the Metcall OCU.

21. Another consideration with regards to this Recommendation is the fact that the National Shared Non-Emergency Number (SNEN) Project, which was managed as part of the National Call Handling Standards Programme and chaired by Deputy Chief Constable Ian Readhead of Hampshire Constabulary, has been discontinued. In January 2004, following discussions between Mr Readhead and Home Office Ministers, the Home Office has suspended all Association of Chief Police Officers (ACPO) activity directed at the development of a national solution to the shared non-emergency telephone number pending a further consultation process.

22. Whilst the project has been discontinued, the concept of a single number for non-emergency telephony remains a live issue for the Home Office. Indications are that Ministers wish to extend consultation on development of a shared number, with a view to providing access to a wide range of public services, including the police service. This may provide an additional opportunity to develop a multi-agency contact help desk (see Recommendation 3).

23. In view of the Home Office direction in respect of a single non-emergency number it is proposed that::

24. The original Recommendation was to review the national non-emergency number pilot and consider whether it should be introduced into London. This has been completed and it decided future activity to introduce a single non-emergency number should be in line with any national initiative. Therefore this Recommendation should be shown as completed.

• Reports on any MPS activity in the area of developing a single non-emergency number should be provided to the PPRC Committee as required.

Recommendation 5. To Improve access to the MPS website, to increase the range of services available on-line and to actively promote usage.

25. This outcome has been achieved with the introduction of the new MPS website which allows contact and crime reporting to be made online, provides useful information about local police services, and promotes usage through active consultations.

26. Although information rich and providing a link to the national minor crime reporting portal, the DMBVR found few police services were available on the old MPS Internet site. Enhancing the site by providing a greater range of on-line police services and information would provide a significant opportunity to increase accessibility in a cost-effective manner. It was agreed that an effective on-line presence would enable core police services to be delivered remotely, improve performance and make dealing with the police customer focused.

27. Although not everyone will have access to the Internet or choose to use it there is clearly willingness by many sections of the public to access services electronically. The review proposed to improve access to the MPS website, increase the range of services available on-line and actively promote usage.

28. Working with the MPA, achievements in support of this Recommendation include the publication of an MPS e-Policing Strategy on the MPS Website in the Freedom of Information Publication Scheme. This sets out the MPS’s approach to compliance with the Government’s “2005 agenda”; that all transactions between citizen and government should be capable of being delivered electronically by 2005. The e-Policing Strategy was ratified by MPS Management Board on 18th December 2002 and noted at MPA Finance Committee on 9th June 2003.

29. In addition and as a direct result of this Recommendation the MPS E-Communications team sponsored an external review of our websites accessibility and usability in March 2004 and its compliance with the Disability Discrimination Act. The results of this review were used to structure a programme of work to revise accessibility standards applied to the site and on 1 September 2004, the MPS launched a new accessible website that is part of an on going development programme.

30. In increasing the available information services on its website the MPS has launched a number of new initiatives on the MPS Website over the last 9-months: A site called "Ask the Met”, an interactive local crime statistics service and the new MPS publication scheme.

31. The ‘Ask the Met’ site is an integral part of the C3i programme and contains the answers to the top 100 or so questions asked by the public when phoning the MPS (via 999). This forms part of our "Reducing Demand" work in our telephone call centres by encouraging the public to help themselves by looking for information on the website. This will be publicised as part of a 999 publicity campaign sponsored by the C3i programme.

32. We are also committed to the new London Portal website sponsored by the Greater London Authority (GLA) and have been actively involved in the project with London Connects over the last 6-months. We will be heavily involved in providing content information to this website to increase public access to the MPS on line services.

33. The MPS have through ongoing initiatives identified good practice, which will maximise benefits to London. This is part of an on going commitment to improve the quality of service provided through electronic means.

34. It is therefore proposed that:

• This Recommendation is complete.

Recommendation 6. Defining the roles and responsibilities of response teams, setting and maintaining their target-staffing levels to better match available BOCU resources to local demand.

35. The MPS has developed and is in the process of delivering a Demand Resolution Strategy called Right First Time, which is being incorporated by Deputy Assistant Commissioner Bryan into the 2005/2006 MPS Control Strategy. This is addressing the issues covered by recommendations 6, 9 and 10. The service review is discussing general methodology and it is too early to tell how the Demand Resolution Strategy will be implemented.

36. The roles and responsibilities of response teams are explicitly linked to corporate policing plans and local partnership strategies.

37. Once the role and responsibilities of a response team have been determined, it should be possible to set their optimum size to meet operational demand. By taking these steps, the review team believed that the experience levels of response teams will be significantly increased and as a consequence the quality of the service provided by the MPS to the public enhanced.

38. A consultation process was undertaken which concluded that the development of a decision support tool for the allocation of resources to response teams is not appropriate at the present time. This work has confirmed that roles and responsibilities for response teams can vary considerably from borough to borough, which would make it difficult to develop a tool to meet all requirements. In addition there are a large number of fixed, variable and location specific constraints and factors that impact on the decision. Most importantly a sample of prospective users are not in favour of such a tool as they feel it would impose an additional unnecessary constraint on their ability to manage their resources to meet local needs.

39. To meet the requirements of the original Best Value Review Recommendation work has, however, been undertaken by the MPS Corporate Performance Group, which has developed a monthly borough performance and staffing report. Linked to the Operational Policing Measures the new report monitors the allocation of resources, demand and indicates areas of good practice and learning. This report recognises the diversity of individual boroughs in seeking to meet key objectives.

40. It is proposed that

• This Recommendation along with recommendations 9 and 10 will be dealt with as part of the MPS 2005/2006 Control Strategy.
• In the meantime boroughs are provided with a tool to monitor and manage demand.
• Further updates will be provided as required.

Recommendation 7. To improve quality of service by increasing the ratio of experienced staff to probationers on response teams.

41. The numbers of experienced officers on response teams are declining as the volume of young in service officers grows. Yet seasoned police officers are more likely to ‘get things right first time’, thereby satisfying customers. Larger numbers of experienced personnel therefore need to be retained in the response function.

42. The Recommendation of the original DMBVR was that experienced staff would be encouraged to stay in post if the status of response policing was raised. It was concluded that a rewards package (financial and non-financial) for staff would act as an incentive.

43. The review team concluded that the Special Priority Payments (SPP) scheme would, therefore, influence the choice of post for some officers, but family friendly shift patterns (see Recommendation 9) would also have great potential to encourage experienced staff to remain in the response team role.

44. In line with this Recommendation the MPS has completed a review of the SPP scheme. A Steering Group governed this process, which was chaired by Assistant Commissioner Hogan-Howe and Mr Alan Johnson (MPA Officer) was a member. The MPA HR Committee Chaired by Ms Rachel Whitaker supervised the work of the Steering Group.

45. Interestingly a recent survey of staff by Performance Information Bureau (PIB) Research and Survey Unit revealed that staff do not believe an SPP payment was an incentive to apply for, or remain in a specific post.

46. So whilst the future of SPPs is uncertain, due to funding, the DMBVR recommended review has been completed. Amendments have been made as to who will receive SPP payments and a further review upon its impact is planned for next year.

47. There is still a commitment to increase the skills of operational police officers and thereby enhance service deliveries to Londoners. To achieve this the MPS is fully supporting the Home Office led probationer training development programme. In addition there are a range of other initiatives to increase the recruitment of experienced police officers and by developing effective leadership standards.

48. Emanating from the 2001 HMIC Report ‘Training Matters’ the MPS are working with the Home Office to introduce national occupational standards for probationer training. A pilot is already underway that is delivering simulation and work-based training in the community by National Vocational Qualification Assessors. The MPS intends to implement the new training standards from the end of 2004, which will increase the skills of probationers and increase the ability of BOCU Commanders to deliver services that meet the needs of the local communities.

49. It is suggested that Recommendation 7 of the DMBVR review has been met. The future of SPP payments will be considered in consultation with the MPA Human Resources (HR) Committee, while the MPS continues to increase the standards of training provided to probationers.

50. It is therefore proposed that:

• The original DMBVR Recommendation focused on the need to review SPP payments to increase the ration of experienced to non-experienced officers on response teams. In this sense the recommendation is complete as a review of SPPs concluded they had little impact on retaining skilled staff of response teams.
• In light of the SPP review and its findings, it is proposed that this review is complete. However new standards of probationer training is being developed in order to raise the performance of officers on response teams. This piece of work sits outside the original DMBVR, although updates on its impact will be provided to the PPRC as requested.

Recommendation 8. To improve the quality of front line leadership by setting and implementing MPS standards of patrol supervision.

51. Recommendation 8 from the DMBVR is ‘to improve the quality of front line leadership by setting and implementation of MPS standards of patrol supervision’. A project initiation document has been developed between the Modernising Operations Team and C3i. It sets out times scales for producing an Operational Policing and Leadership Model (OP+LM) and future training requirements.

52. Training will be delivered in line with the Metcall OCU rollout timescales.

53. It is therefore proposed that:

• Chief Superintendent Goulding continues to manage this Recommendation through the current C3i and Modernising Operations structures. This Recommendation is scheduled to be completed within the original timescales.

Recommendation 9. To optimise the availability of resources to meet demand by developing a methodology to assess the efficiency of BOCU shift patterns.

54. This outcome has been achieved with the publication of tool to develop and manage shift patterns.

55. The efficient use of resources requires staff availability to be aligned with patterns of demand. Various shift patterns exist across the MPS but many have no correlation with demand. The review team suggested that a methodology was required to enable local and corporate managers to assess the efficiency of existing and potential BOCU shift patterns. Managers would then be better informed about whether a shift pattern is meeting local needs.

56. These needs change over time and it was envisaged the methodology would enable managers to periodically review the efficiency of shift patterns. In the long term this may result in a convergence of patterns thereby assisting family-friendly working across the MPS. The DMBVR proposed to optimise the availability of resources to meet demand by developing a methodology to assess the efficiency of BOCU shift patterns.

57. In implementing this Recommendation the MPS has consulted with stakeholders and introduced a Shift Pattern Centre of Excellence (SCE). Key benefits of implementing the SCE were identified as including an opportunity to develop a central unit corporately responsible for MPS Shift Pattern Policy Management; the provision of advisory and information service that coordinates, quality assures, facilitates and resolves all shift work related issues within the MPS.

58. The SCE will be able to ensure that the OCU shift systems in operation across London meet the needs of the MPS Service Mobilisation Plan. The SCE will also help to protect the MPS from litigation and provide leading edge knowledge to improve operational policing performance.

59. The MPS SCE has developed an MPS Shift Pattern Review Toolkit. The toolkit should have greater emphasis on health & safety, legal requirements, risk assessment and consultation. The toolkit has defined what is required and what is optional in shift pattern review and implementation.

60. It is proposed that:

• With the introduction of the MPS Shift Pattern Centre of Excellence this recommendation is complete.

Recommendation 10. To deliver a reduction in the average time taken to attend incidents by introducing new call grading and deployment protocols.

61. The DMBVR identified an opportunity to move away from pass/fail targets based on speed of response, but instead concentrate on an average response time and the quality of service provided by the response. This would allow the MPS to focus on reducing the average response time in an appropriate way and does not compromise safety while equally taking account of different travelling distances encountered across the MPS. Reducing the average time it takes for an MPS unit to attend calls graded as requiring an immediate response in this way would improve the quality of service provided to Londoners. This would compliment those Best Value Performance Indicators that measure public satisfaction with the police response.

62. At a previous PPRC meeting it was agreed that there was a need to ensure the maximum risk mitigation opportunities that an organisation can offer itself during the long transition into the Metcall service. This has been a major consideration in developing this recommendation.

63. In addition, the MPS is currently supporting the Home Office National Standards for Incident Recording pilot, which is scheduled to conclude in March 2005. This initiative is supports the government’s citizen focus agenda and is seeking to set national definitions of incidents and recording standards. It is anticipated that in supporting of piece of work the MPS will have to consider the whole issue of call grading and definitions.

64. Nationally, Deputy Chief Constable Ian Readhead continues to chair a National Call Handling Standards Programme Board, for ACPO. The Board oversaw two projects, the SNEN Concept Demonstrator, and the work on National Call Handling Standards. The SNEN Concept Demonstrator work has now been suspended but the work on National Call Handling Standards is proceeding.

65. The core objective within this recommendation was to introduce performance measurements that deliver a reduction in the average time taken to attend incidents. That has been achieved through the introduction of new performance management information.

66. It is intended to reduce the number of calls requiring an immediate response closer to the national average, reduce the number of police collisions and reduce people’s fear of crime caused by the sight and sound of police units attending emergency calls. The new management information focuses on total performance rather than pass and fail targets.

67. It is proposed that:

• The objectives of Recommendation 10 have been meet. Further activity to develop the call grading process should be linked to National Call Handling Standards Programme and Home office National Standard for Incident Recording project. In light of this it is proposed that specific reference to Recommendation 10 be removed from the DMBVR project plan.
• The PPRC Committee should be provided with updates on the MPS activity and performance in continuing to meet the needs of Londoners in responding to calls.

Recommendation 11. To improve the availability of resources to meet demand by introducing an MPS effective crewing policy that increases the number of single officer patrols.

68. Single person patrol increases public reassurance and promotes greater visibility. It is clear that not every unit can be single- crewed; equally it is the case that not every patrol needs to be double-crewed. A robust risk assessment process is required to decide whether it is appropriate to single or double-crew a patrol. The DMBVR proposed to improve the availability of resources to meet demand by introducing an MPS effective crewing policy that increases the number of single officer patrols.

69. Since the Recommendation was ratified the issue of effective crewing and the link to public reassurance has developed. The Internal Consultancy Group has published a good practice guide for Operations Managers to use when developing patrol strategies within TP and for other functional patrol units throughout the MPS.

70. A pilot scheme is proposed for use on five boroughs and one pan-London (B)OCU with the aim of identifying the best monitoring and control method for single patrolling. Consultation is complete and version five of the policy has been written. It is proposed that:

• ‘To improve the availability of resources to meet demand by introducing an MPS Patrol Strategy. Led by Chief Superintendent Peter Goulding it is proposed that a once the pilot has completed in June 2005, the information gathered be used to inform the proposed policy. In addition progress reports will be provided to the PPRC.

Recommendation 12. To enlarge the skills available to BOCUs to meet demand by providing all recruits with basic driving training and selected probationers with Level 2 public order training.

71. The objective of the original Recommendation was to support the boroughs in increasing the knowledge and skills of probationers and enabling BOCUs to retain experienced staff to meet local demand. Specifically that initial recruit training should include the theoretical parts of the basic driving test. Following local assessment probationers could then be deployed on mobile patrols immediately after completing their street duties courses. This new policy was adopted by the MPS in January 2004.

72. The second part of Recommendation 12 was that a proportion of probationers should also be trained to level 2 public order standard in order to provide a more flexible use of resources. The proposal was not to increase the number of public order trained officers but to enlarge the pool from which they are taken by enabling BOCUs to select suitable probationers for training. The new policy was adopted by the MPS is May 2004.

73. It is therefore proposed that:

• This Recommendation is complete.

Recommendation 13. Optimising the deployment of staff by implementing a systematic approach to retaining skills on operational teams.

74. The original DMBVR identified that the MPS must retain an effective capacity to promptly respond to requests for help or assistance from members of the public. Sufficient skilled officers must be available on BOCU response teams to meet this corporate need. Improved succession planning is required so that sufficient skills are available on response teams and that maximum value is obtained from training courses. It is necessary that the needs of the business override the needs of an individual. The original Recommendation proposed to adopt best practice from some BOCUs who already use Local Postings Panels to make informed decisions about whom, where and importantly when a member of staff will be transferred.

75. It is now proposed that this Recommendation remains valid, although it should be reworded to compliment other succession planning and workforce deployment initiatives.

76. It is therefore proposed that Recommendation 13 be amended to read:

• ‘Implement a systematic approach to maximising skills on response teams. It is proposed that Diana Marchant will lead on this Recommendation with a new completion date of 31 December 2005.

Recommendation 14. To increase membership of the Metropolitan Special Constabulary to 1000 officers by offering the inducement of free rail travel and to improve their availability at the time of greatest demand by the introduction of service level agreements.

77. It was found by the original DMBVR that the contribution of members of the Metropolitan Special Constabulary (MSC) is tangible evidence of communities’ support for the MPS. In particular the proportion of members from a VEM background is much higher than for regular officers. There are currently 726 MSC officers with an additional 57 officers in training. This represents an increase of 24% since the start of the year. A recruitment drive resulted in1183 information packs have been sent out since 1 January and 184 have been returned. An extra 202 packs have been sent out from the police staff initiative and 60 new members of MSC are in training from police staff.

78. In addition the ShopWatch partnership between the MSC and the retail industry delivered an extra 14 constables to the MSC in 2004. For the 2005 campaign, which should see schemes launched or expanded in at least five areas, there have been over 170 expressions of interest. Application packs are being dispatched on a rolling basis starting 2 - 3 weeks ago, and finishing in two weeks time. A dozen completed packs have already been returned, with more expected over the coming weeks as retailer support has been growing. The aim is to have these officers patrolling in retail areas by the end of June 2005.

79. The Review recognised the valuable contribution the MSC makes to the MPS. The review team seeks to increase the numbers of Special Constables and their output to help meet organisational needs. The Review proposed to increase membership of the MSC to 1000 officers by offering the inducement of free rail travel and to improve their availability at the time of greatest demand by the introduction of service level agreements.

80. The issue of free travelling for the MSC has been resolved. It was agreed that members of the MSC would receive free travel on London Underground and London buses. A paper outlining the agreement was submitted to the full MPA Committee in October. The Mayor of London and Commissioner of the MPS have now launched the new concession.

81. In the meantime the MPS has sought to develop an MPS Extended Police Family that recognises the importance of volunteers beyond the MSC (Led by Chief Superintendent Mark Gore) particularly at a time when the MPS is seeking to increase the number of full time police officers.

82. It is proposed that:

• No change should be made the wording of the original DMBVR Recommendation. Chief Superintendent Mark Gore to manage this Recommendation with a new completion date of 31 March 2005.

Recommendation 15. To develop a marketing communications strategy that informs the public about the standard of service that can reasonably be provided by the MPS.

83. The MPS is undergoing a transition period as it transforms the way it connects with the people of London. A campaign at this time is unlikely to be effective and indeed may lack credibility if redefined expectations are not met. There are several products that need to be in place before a campaign is appropriate.

84. C3i, Managing Operations and demand management are the major products to get right. DPA is developing improved e - comms to make it more citizen focused. This is about finding out what people want. It concerns how people prefer to get information and what opportunities exist as a result along with the most effective way of interacting. Effective e - comms will be a major strand of managing demand. Once this is in place the web site should be marketed to Londoners as a place to get information about what we do and don't do and how to contact us.

85. Such an improved e - comms strategy will be a center-piece of the campaign. It will deliver the initial message about the capabilities of the MPS, provide the public with feedback and follow-up information and hence manage expectations and demand.

86. The original Recommendation from the DMBVR was based upon the belief that the MPS simply cannot respond to every call for its services in the way that every person making a demand would want. A marketing and communications strategy should improve public understanding about the responsibilities and role of the police, thereby reducing inappropriate demand on the MPS.

87. Such a strategy would also enable the MPS to absorb any additional demand generated by improving accessibility. The strategy should set out the standards of service that the public can expect from the MPS.

88. Since the ratification of Recommendation 15 the MPS has concluded that the original Recommendation has the potential to result in dissatisfaction if run as a campaign in isolation of other developments. Work has been taken to publish a single public number for each borough to make it easier for people to phone the police in non-emergency situations. Current activity in meeting the benefits of the original objective will be better achieved in the development of new information structures and processes within individual projects.

89. Further, the DPA is updating the MPS website and has engaged a design team to this end. It will include Citizen Focus for two-way communication, Frequently Asked Questions and a map driven MPS service locator. The website is at initiation stages and a proposal will be submitted for action in the next financial year.

90. It is therefore proposed that Recommendation 15 be reworded to read:

• DPA to work with C3i, Modernising Operations and Safer Neighbourhoods to communicate to the people of London how to contact the MPS, boroughs and Safer Neighbourhood teams. Led by Chief Superintendent Des Stout it is proposed that this recommendation be progressed in the next financial year.

Recommendation 16. That the MPS collaborates with other emergency services on publicity campaigns to reduce inappropriate 999 emergency calls.

91. The DMBVR established that the MPS had not efficiently collaborated with the other emergency services regarding publicity campaigns to reduce the number of 999 calls. Collaboration offers the opportunity to send consistent messages from the emergency services in London. Moreover, publicity can be sustained over a longer period, greater impact will be achieved and this will create better chances of a successful outcome.

92. Since its ratification the MPS has worked with the other emergency services to meet the requirements of this Recommendation. However, following consultation with the other emergency services they are unable at this stage to collaborate with us due to conflicting priorities, causes of inappropriate calls and financial commitments.

93. In general, the London Ambulance Service does not engage in such campaigns and the London Fire and Rescue Service only does national campaigns through the Home Office.

94. Therefore to deliver Londoners the benefits identified by the DMBVR it is proposed that the original Recommendation be amended to read:

95. ‘MPS to run campaign to reduce inappropriate use of 999 emergency calls’. Led by Chief Superintendent Des Stout it is proposed this Recommendation have a completion date of 31 March 2006.

Recommendation 17. To develop and implement a Performance Management System encompassing measures relating to demand resolution and public satisfaction.

96. The original DMBVR concluded that MPS performance in relation to demand management and resolution should be consistently assessed and reviewed. The key performance indicators must be customer focused, employee related and cover financial and operational aspects of the activities. The indicators must be in line with the Home Office Police Best Value Performance Indicators, the National Policing Plan and the Public Attitude Survey. Inputs, outputs and outcomes must form the suite of performance measures. The Review proposed to develop and implement a Performance Management System encompassing measures relating to demand resolution and public satisfaction.

97. In general, The DCC2/PIB Development Unit now works with Directorate of Information (DOI) and other business groups when major new IT systems are introduced in order to ensure that corporate data will be available from these in line with any business requirements (For example, data from National Strategy for Police Information Systems (NSPIS) Custody and systems resulting from the C3i Programme) - delivery of MI from new systems is now an integral part of the development of new Information Technology (IT) systems.

98. DCC2 also works with business groups to ensure that key performance indicators are in place for MPS objectives, and is responsible for the design of the corporate report suite. DCC2 also works with business groups and policy leads to develop new PIs and MI in line with business requirements.

99. The specific issue of demand resolution and public satisfaction is, and continues to be, an on going commitment for the MPS. New public satisfaction measurements have been introduced in line with Police Performance Assessment Framework (PPAF), which include victim satisfaction surveys and major changes to the public attitude surveys for the 2004-05 year, bringing these into line with British Crime Survey and Home Office requirements. The Home Office’s National Standard for Incident Recording project will bring all force’s recording of incidents on their Command and Control systems into line and allow demands to be tracked in a more consistent manner. (National Crime Recording Standard plays a similar role for crime recording).

100. Citizen focus and managing demand are likely to be priorities for the MPA for 2005-06, and if so a control strategy will be developed. DCC2 will work with the business lead for this in order to make sure information required in this area is available. "

• This recommendation is complete. The MPS has developed and implemented a Performance Management System to encompass measures relating to demand resolution and public satisfaction. The targets and types of measurements will continue to evolve.

101. Led by Helen Dean (Corporate Performance Group) progress reports on this aspect of police business will continue to be provided to the PPRC upon request.

Conclusion.

102. The proposals within this report ensure that the benefits originally identified by the DBMVR are delivered. Taking into account the HMIC Inspection findings each recommendation remains both fit for purpose and achievable in an effective and efficient manner. They streamline the governance of implementing each Recommendation and take full account of other national and MPS initiatives.

103. The MPS Modernising Operations programme remains responsible for ensuring the PPRC are provided appropriate and timely updates.

C. Race and equality impact

All equality implications were fully evidenced within the Demand Management Best Value Review final report. No new issues with regards to equality have been identified since the implementation team was formed.

D. Financial implications

All financial implications are evidence within both the Demand Management Best Value Review final report and update project plan previous provided to the PPRC meeting. There have been no amendments to those figures.

E. Background papers

• Associated papers are held by Inspector Bob Hunter

F. Contact details

Report authors: Inspector Bob Hunter and Chief Inspector Steve Wisbey.

For more information contact:

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

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