Mark Gilmartin
Friday, 27 June 2014

Compulsory Force merger proposals withdrawn
Kent & Essex business case (1)
Serious Crime
Directorate
Kent & Essex business case (3)
Support Services
Directorate
New recalibrated
MTFS (x2)
Nov 2012 PCC
Elections
Stage 2 Transfer –
PCC & Chief
Constable
2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14
National stimulus for police collaboration agenda
Kent & Essex business case (2) IT
Directorate
May 2010 Coalition
Government
Police Reform &
Social responsibility
Act 2011
Unified Support
Services Directorate
IT added to SSD

Main developments
• ‘Closing the Gap’, proposed mergers and the collaboration agenda
• Emphasis on capability, capacity and resilience
• Evolution from Procurement to Serious Crime,
IT & Support Services
• Set against a backdrop (from 2010 onwards) of public expenditure constraints.
Essex
Kent

The Essex – Kent collaboration – scale, size & scope the numbers – Gross Expenditure 2014/15
POA Heading
Serious & Organised Crime
(includes intelligence analysis & threat assessment)
Support Services:
• Finance
• Human Resources
• Business Services *
• Procurement
• Estates/Central Building Costs
• Fleet
• Information Communication Technology
Total for Support Services
Overall Total
Anticipated Gross Expenditure for collaboration in 2014/15
Kent £ (M)
29.18
Overall
Total
Essex £ (M) Kent & Essex
£(M)
29.00
58.2
1.16
2.09
5.53
0.70
11.0
7.93
11.10
39.51
68.7
1.24
3.70
2.86
0.77
10.52
7.20
10.41
36.70
65.7
2.4
5.8
8.4
1.5
21.5
15.1
21.5
76.21
134.4
* Includes PFI payments c £3.0m for Kent

The Essex – Kent collaboration – scale, size & scope the numbers – Headcount Strength (as at 30/04/14)
PSE
311
Kent
(FTE)
Police
Officer
236
PSE
278
Essex
(FTE)
Police
Officer
300
Overall
Total
Kent & Essex
(FTE)
1125 Serious & Organised Crime
Support Services:
• Finance
• Human Resources *
• Business Services
• Procurement
• Estates Services
• Transport
• IT Services
Total for Support Services
Overall Total
34
109
183
17
7
46
139
535
846
64
6
70
306
20
84
149
13
8
46
111
431
709
70
2
72
372
54
327
332
30
15
92
258
1100
2233
* Does not include Student Constables – Kent = 146; Essex = 79

The Essex – Kent shared services concept (2)
Governance models
© CIPFA 2011

The Essex – Kent shared services concept (3)
Business case rationale
Source: http://www.mass.gov/bb/h1/fy11h1/exec_11/hbudbrief10.htm

The Support Services Directorate Plan on a Page (1)
4.0 The Support Services Directorate (SSD) provides vital support to operational policing in Kent and
Essex by resourcing to establishment (right people, right place, right skills), providing fit for purpose equipment and infrastructure, fair budgets, effective and efficient business services, as well as strategic advice, information and analysis.
Why we are here:
3.0 SSD aims to provide the most cost effective and service leading HR, transport, estates, facilities, finance, procurement, business and IT services to the two Forces and their PCCs
The outcomes we aim to deliver:
3.1 Provide services that range from tailored expert advice to lean and efficient transactional services
3.2 Make and enable organisational savings, including reducing our cost base
3.3 Deliver excellent customer service across everything we do
Our internal business priorities that will ensure we deliver our outcomes:
The foundation of our success are our people:
2.1 Engage and communicate effectively with our customers, understand their needs, manage expectations and ensure compliance with processes and standards
2.2 Standardise, optimise and continuously improve all our key processes
Key focus areas: (a) Absence and restriction management, (b) efficient utilisation of resources, (c) purchase order to payment process, (d) technology as an enabler to improve processes and efficiency
2.3 Continuously benchmark and compare ourselves to evaluate and improve our performance
2.4 Create a truly integrated directorate with one culture
Work as one directorate and one culture, fully merge all functions and embed the new structures and crossfunctional working
1.1 Engage and communicate with our people
Put in place strong communication infrastructure to ensure everyone is informed and understood.
1.2 We endeavour to to make our people feel motivated and proud, so they enjoy working here and feel valued and recognised
1.3 Secure sustainable improvements in productivity
1.4 Invest in our people, professionalise our service, and promote professional development

• Well documented dis-benefits of traditional and crude performance management tools
• Principal purpose is to provide clarity, consistency and test / prioritise decisions
• De-clutters the historic performance landscape
• Benefits in the process (just as important as the product) – engagement (staff, customers)
- ownership
- business as usual v change
- set in the context of the organisation’s strategy

• Greater and more effective use of analytics
• Genuinely adding value and enabling change
• Effectively conveying information and insight
• Statement of intent:
Net Promoter Score & satisfaction

Mark Gilmartin – mark.gilmartin@kent.pnn.police.uk