The Warwickshire and West Mercia
Strategic Alliance
Dave Clarke
Treasurer
What is the Strategic Alliance
• An agreement between the Police and Crime Commissioners
and Chief Constables of Warwickshire and West Mercia
• An arrangement covering the totality of policing operations in
both areas, and support for these
• Everything is assumed to be in unless a clear case for
exclusion
• An arrangement for the long term
• Capable of future development through the introduction of
new partners or services
RESTRICTED
NOT PROTECTIVELY MARKED
2
Continuum of Working Together
Isolation
Contracted
Services
Bilateral
Collaboration
Strategic Alliance
(Shared Leadership)
Strategic
Alliance
NOT PROTECTIVELY MARKED
Force
Merger
3
Why Warwickshire/West Mercia?
Both forces have:
–
–
–
–
–
a history of effective collaboration
undergone significant change programmes
a similar policing challenge
similar cultures and values
good relations at Chief Officer and Police Authority/PCC
level
– recognised the strength of working in bilateral
partnerships.
Other collaboration opportunities are not excluded
NOT PROTECTIVELY MARKED
4
The Challenge
• Long term future funding gaps identified:
WM – ‘08/’09 “Planning for the Future”
WW – ’06 on “150forward”/“150plus” begun
• Comprehensive Spending Review (CSR) funding cuts – 2010
• Government requirement for collaboration in policing
• Changing demand for policing services (crime levels/patterns,
public expectation)
RESTRICTED
NOT PROTECTIVELY MARKED
5
Finance: Progress
on Budget Reductions
(2006 to present day)
Closing
the Gap
WEST MERCIA
Existing
Resources
SRL
£6m
PftF
Vacancy
Mgmt
CSR
£9.8m
£3m
£23.2m
Alliance
WARWICKSHIRE
Closing
the Gap
Existing
Resources
150
Forward
£3.5m
150
Plus
CSR
£14m
£9.5m
NOT PROTECTIVELY MARKED
6
But
The new arrangements have not been driven solely by the
need to reduce costs…..
Why wouldn’t we do this anyway?
…..innovative ways of
working ensure we maximise the number of people protecting
our communities from harm.
NOT PROTECTIVELY MARKED
7
Alliance Critical Success Factors
• Single consistent policing model
• Aligned objectives & priorities
• Both forces meet their ‘greatest harms’ targets
• Both forces meet financial timelines
• Communities feel protected & satisfied
• Single T&CG process (Threat/Risk/Harm)
• Strategic Policing Requirement (SPR) is met
• Proportion of operational workforce increases
• Proportion of managerial roles decreases
NOT PROTECTIVELY MARKED
8
The Timeline So Far
•
Jan 2011
- 2 CCs/PAs commission research into possible Alliance
•
June 2011
- Both PAs agree the creation of an Alliance
•
Jul to Oct 2011
- Leadership issues clarified
•
Oct 2011
- Alliance programme management team appointed
•
Nov 1st 2011
- Alliance exists – Gold Command / Chief Officer structure
•
Jan-Mar 2012
- Service Definition and Design work by Directorates
•
17th May 2012
- Blueprint delivered to Chief Officers
•
28th May 2012
- Initial briefings to Joint Police Authorities
•
June 2012
- Police Authorities Public Meetings Agree to Implement the Alliance
•
November 2012
- Police & Crime Commissioners elected and confirm commitment to the
Alliance
•
September 2013
- Final deadline for Blueprint implementation
NOT PROTECTIVELY MARKED
9
The Shape of the Alliance
Warwickshire Police
West Mercia Police
Chief Constable
Deputy Chief Constable
Chief Constable
Deputy Chief Constable
Alliance
Assistant Chief
Constable
Local Policing
Assistant Chief
Constable
Protective Services
Director of
Enabling Services
Director of
Finance
Command & Control and
Communications
---------Criminal Justice
---------Custody
---------Harm Reduction
---------Local Investigations
---------Patrol
---------Safer Neighbourhood
Teams
---------Civil Disclosure
Intelligence
---------Operations
---------Forensics
---------Major Investigation Unit
---------Protecting Vulnerable
People
---------Specialist Operations
---------Operations Planning &
Duties
Corporate
Communications
---------Business Assurance &
Improvement
---------ICT Services
---------People Services
---------Procurement Services
---------Estate Services
---------Transport Services
Finance
---------Resource Management
NOT PROTECTIVELY MARKED
10
Overall Benefits
• We are on target to deliver £32m of recurring savings by 2014/15.
• Over 250 protection posts retained in Alliance compared to “stand alone”
(63 WP and 219 WMP)
• The proportion of staff in 'front line' roles is increased and, therefore,
operational and organisational resilience to protect is increased
• Service delivery to communities is more effective and efficient – crime was
down in both areas by > 12% in 2012/13, and further in 2013/14
• Sharing of skills and experience improves quality of service and gives
greater service consistency
NOT PROTECTIVELY MARKED
11
A Single Workforce
• Right people, right skills, right places, right roles
• Reductions – Officers and Staff
– 5400 strong workforce reducing to 4736
– reduction of 10.3% of those who directly deliver policing
– reduction of 22% of those who enable the delivery of policing
– only 92 less constables from 2286 posts (11 of which don’t deliver
policing)
– only 50 less Sgt from 501 (brings us in line with HMIC Value for Money
ratios)
• Reduction of non-staff budget of 20.3%
NOT PROTECTIVELY MARKED
12
Implementation Challenges
• Business-led Change Timeline
– Potential for break down in service provision to the public
– Potential for misalignment of support service implementation plans
• People Movement Plan
–
–
–
–
–
–
Focus upon operational officers and staff
Deals with workforce consistently through harmonisation of T&C
Enables the delivery of support service implementation plans
Creates momentum and implements the Alliance
Reduces potential for workforce grievances
Creates opportunity for ‘At Risk’ staff
• Cost Sharing
– Simple, externally validated model
NOT PROTECTIVELY MARKED
13
Some Strategic Opportunities
• Wider Collaboration
• Potential to Outsource or Partner
• Continuous Improvement through Process Re-engineering
• Clarity of definition of the baseline policing services enables systematic
consideration of enhanced service opportunities
• Strategic Direction of Police and Crime Commissioners
NOT PROTECTIVELY MARKED
14
Two Things to Remember
We will meet the entire financial challenge presented
to us by CSR 2010, and more, and we will not have
done a single thing which will not have been good
for the two organisations.
It worked because we didn’t spend all our time proving
that it would be in the best interests of both Forces.
That was obvious, so we just got on with making it
happen.
NOT PROTECTIVELY MARKED
15