Efficiency initiatives

15/11
23 March 2011
MPA briefing paper 15/2011

Author: Tanya Panchal, Strategy and Improvement Department, MPS

This briefing paper has been prepared to inform members and staff. It is not a committee report and no decisions are required.

Summary

This briefing paper has been prepared in response to James Cleverly’s question ‘what else can be done to reduce the amount of bureaucracy and efficiency in the Metropolitan Police Service (MPS)?’ at Full Authority on 24 February 2011.

The MPS has in place a Service Improvement Programme (SIP) to drive projects and programmes that will make significant cashable savings, deploy resources more effectively, accelerate operational efficiencies and change in working practices, reduce overtime, improve business processes and facilitate reductions in bureaucracy across the organisation.

Key efficiency initiatives within the SIP include:

Improving operational efficiency

The Territorial Policing development programme is designed to implement a cost efficient model for policing that will deliver excellent local services to the people of London. There are eight strands to the programme, exploring all aspects of territorial policing, from total demand for services to our response to emergency and non emergency calls, from intelligence and investigation capabilities to detention and criminal justice processes, from safer neighbourhood policing to customer service and satisfaction. We are also looking at the way we work, at support services and structure. Pilots are underway, with staged implementation between June 2010 and June 2012.

The TP development programme also includes:

• significant work to ensure that we deploy the maximum number of warranted officers to operational policing, aiming for 25% more officers on duty when needed;
• a wide ranging review of shift patterns to ensure that staff deployment matches demand; and
• the Integrated Prosecution Teams initiative to co-locate MPS and CPS staff to improve timely and efficient case disposal, enhancing efficiency and productivity within the criminal justice system.

The expansion of the Virtual Courts pilot enables defendants on first court hearings to appear before Magistrates via a video conferencing link shortly after they are charged. The court operates for first hearings for both ‘in custody’ and bail cases and enables the electronic sharing of case information with the Court Service and Crown Prosecution Service (CPS). This will see speedier and simpler justice for victims and increase the efficiency of the magistrates’ court process.

Other initiatives to deliver a more efficient and effective policing model through the re-design of services, processes and functions include:

• The Specialist Crime Directorate Realignment Programme will introduce a new organisational structure that brings together similar functions to increase flexibility and make efficiencies.
• The Forensics programme will deliver savings reflecting efficiencies generated on external forensic services, renegotiation of contracts and improved controls over forensic submissions.
• Our Central Operations Improvement programme will include the development of larger, shared deployment bases strategically located across London, a re-alignment of support services, a review of specialist firearms and public order training, and refinements in the delivery of firearms operations.

Support services at the lowest possible cost

The Developing Resource Management (DRM) programme focuses on delivering efficiencies in finance, procurement and estates through:

• Corporate Real Estate to improve utilisation and deliver significant cost reductions;
• a Procurement initiative to improve compliance and demand and supplier controls;
• projects to improve our use of SAP;
• an Asset tracking project; and
• proposals to streamline Finance and Resource functions to a more centralised delivery model.

Through Strategic Procurement Plans (SPPs) we aim to identify and capture cashable savings and efficiencies, challenging the cost effectiveness of the current service, questioning current and future demand requirements and developing more efficient procurement processes and routes to market.

Gen 2 Plus is a contract with Capgemini to extend delivery of Information, Communication and Technology (ICT) services to the MPS until 2015. The contract focuses on providing value for money and cost savings of £23 million by the end of 2015. The projected savings will help the MPS achieve its back-office savings through improved contract management, increased automation, improved joint processes and rationalisation of products and services.

The MPS Shared Services programme is designed to realise the benefits of exploiting synergies through internal and external initiatives whilst driving efficiencies and cost savings. We have been actively developing initiatives with the GLA, TfL, the NPIA, ACPO and other police forces, particularly for ICT and Procurement.

We are also working to improve the efficiency of our business procedures through Lean Process Improvement. This approach offers a systematic approach to business change, improving the capability to drive sustained improvements in service delivery whilst identifying and removing all activity that does not add value.

The Catering Programme aims to rationalise the number of catering operations and drive an improvement in patronage that will generate savings of around £14.5m a year by 2013/14, including a £2m reduction in the MPS subsidy.

The Transport Services project focuses on achieving improvements across vehicle replacement (procurement), current transport support contracts and the allocation and ownership of the vehicle fleet, particularly daily hire, with cumulative savings of £7m a year by 2013/14.

Managing our estate

The Delivery of Property Services programme is designed to identify service improvement and savings opportunities. This comprises three review strands:

1. Property Services (PS) processes and staffing arrangements to ensure fit for purpose and enhance professionalism;
2. a renegotiation of Property contracts to achieve cashable savings through contract revision and restructuring; and
3. asset leverage opportunities including current Private Finance Initiative contracts (PFI).

The Corporate Real Estate (CRE) project is designed to implement corporate standards to reduce the operational running costs of facilities, and maximise the use of accommodation through the provision of flexible workspace, enabling the release of surplus properties. CRE will ensure that the MPS estate is fit for purpose and enable high quality policing in London, optimising the efficiency of the MPS estate, making best use of accommodation and disposing of assets where appropriate, and achieving cashable savings to ensure that policing roles are protected.

Managing our information and communication technology

The Reducing Cost of Supporting IT Systems is designed to ensure the MPS is only paying for equipment and services we use, and that this represents best value for money. We are reviewing existing systems to identify which can be decommissioned and current licensing arrangements to improve efficiently.

The Corporate Print Management Solution (CPMS) is a five year commitment to replace multiple printing, photocopying, scanning and faxing contracts with a single agreement, with significant operational, financial and environmental benefits. This will rationalise the number of printing devices and refresh the hardware where appropriate with multifunctional devices.

Our Improving Policing Information (IPI) programme aims to support operational decision-making through more effective management and use of policing information. This system will enable officers and staff to search, record and manage policing information from multiple databases through a single easy to use entry point.

Managing our people

Our Transforming Human Resources (THR) project introduces a more efficient and effective way to deliver HR advice and support to all 55,000 MPS employees. THR re-shaped HR services from a devolved to a centralised shared service model, built around four teams - this went live in the second half of 2010.

Our Developing Training Programme includes work to coordinate a strategic approach to career and talent management; developing high-quality values-based open leadership programmes; developing officers and staff from under-represented groups; and delivering police officer training and development. The key objective is to rationalise current training delivery, realigning the numerous training units that exist to provide training at five Regional Learning Centres (RLCs).

The new recruitment model for Police Officers means that main entry route into the MPS as a Police Constable will be through serving as a Special Constable (MSC) and successfully completing the Police Law and Community Certificate. This will reduce training lead-in time and associated salary cost for new recruits, will utilise hands-on experience gained before appointment as a police constable, and will assist our objective of increasing MSC numbers to deliver safety in our communities.

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