July 2016

CONTENTS

INTRODUCTION 1

LEADERSHIP EXPECTATIONS 2

POLICING PHILOSOPHY 4

TARGET OPERATING MODEL:

• PLACE BASED WORKING 5

• THREAT, HARM AND RISK 6

• CITIZEN CONTRACT 7

• WORKFORCE 8

• INFORMATION & TECHNOLOGY 9

These are exciting times for policing inGreater Manchester. We are transformingthe way we keep communities safe andwe all have a part to play in the future.The Target Operating Model (TOM) is howwe are starting to work now and how we will work in the coming years. At theheart of everything is our purpose toprotect society and help keep people safe.

The TOM has been developed with yoursupport and builds on the work that hasbeen underway as part of Fit for theFuture. It now needs us all to worktogether to ensure we can make thechanges needed so that we can providethe best possible service to citizens ofGreater Manchester.

We have been through some challengingtimes and know that there will be difficultissues to face ahead. Putting thesechanges as part of the TOM in place willmean we can deal with whatever thefuture holds but it will only be possiblewith your support, working alongsideother agencies and with the help of localpeople.

As part of the TOM we are investingin neighbourhood policing and will have more officers working in smallergeographical areas getting closer tocommunities. It supports our move tointegrated working with partner agencies.There is also a huge investment inensuring technology is in place to help us work more efficiently and effectively.

All this means we need to work withcitizens to outline what they can expectfrom us and also what we need them to do. It will be our ‘citizen contract’.Keeping people safe is not just theresponsibility of the police - everyone has their part to play and we need toencourage people to work with us.

We all need to be adaptable, enthusiasticand involved in the changes and thefuture of policing in Greater Manchester.

We need have clarity, consistency andshow commitment in everything we do.The TOM requires us to think and workdifferently, and GMP will be supportingpeople through opportunities to developand learn.

We are all part of one team, oneGMP and together these changeswill mean we can keep peoplesafe now and in the future.

Ian Hopkins QPM

Chief Constable

INTRODUCTION

1

LEADERSHIP EXPECTATIONS

Our Leadership Expectations framework underpins the behavioursexpected of all officers and staff as we move towards the TargetOperating Model, to ensure that we deliver the best possible serviceto the people of Greater Manchester.

INSPIRING OTHERSListening to, involving and motivating others to take action

and behave with courage and integrity

ENABLING CHANGE AND IMPROVEMENTTaking responsibility to solve problems, implement change

and make improvements to our services

DEVELOPING YOURSELF AND OTHERSDeveloping yourself and others to succeed and increase

their contribution to GMP

LEADERSHIP EXPECTATIONS

2

RESPONSIBILITY FOR/TO THE TEAMSetting a clear direction and promoting teamwork to achieve high standards of professionalism and performance in all situations, however challenging

WORKING IN PARTNERSHIPWorking as one GMP team and with external partners to achieve results that benefit GMP and our communities

DEMONSTRATING RESPECT AND COMPASSIONTreating all our people, partners and communities with respect and compassion

SERVICE DELIVERYDelivering excellent policing services to the people of GreaterManchester

3

CHIEF CONSTABLE’SPOLICING PHILOSOPHY

• I am driven by the desire to keep people safe

• I want us to deliver the very best for citizens

• I believe in involving people in the solution

• I am passionate about building strong and effective teams

• We will do this by being fair, clear and consistent with staff, colleagues and partners who bring diversity,

experience and offer new ways ofproblem solving by working

together.

4

We are committed to place-based working. This means working alongside our partners atthe frontline, borough and force levels. It will involve sharing information and resourcesto tackle the issues that matter to people in the places where they live. We will identifythe root causes of problems in communities and work to solve the problems.

We already have a successful pilot of integrated working at Platt Bridge in Wigan whichis showing how public sector reform can work in the future.

The local policing review is changing the way we deliver neighbourhood policingand giving officers real ownership of an area and its problems.

TO COME...• Increased public sector reform working with partners and communities

• Co-location of critical CPS case lawyers in the central investigation unit

• Considerations of locally based contact and demand management.

PLACE BASED WORKING

5

We will take informed risks and be more robust in explaining what we will and will not attend and investigate. This will mean allocating resources to the people and placesthat have the greatest need. We will have access to the right information from policingand our partners to achieve better decision making.

It means we need to develop a collective understanding of what is classified as threat,harm and risk. This will help empower staff to make decisions with the support of

policies, frameworks and other agencies.

The work of Project Challenger has shown how specialist officers and seriouscrime can work with a wide range of agencies to tackle the most serious

offenders. A joint venture with the Police and Crime Commissioner will see anew approach to the way in which we identify and manage sex offenders.

A review of how vulnerability is tackled by GMP is underway and willconsider the best way to manage these cases.

THREAT, HARM AND RISK

• Three levels of case management

• Cases managed on threat, harm and risk and not crime type

• Improved use of restorative justice.

TO COME...

6

We all have a part to play in keeping people safe in Greater Manchester. Citizens need toplay their part in supporting policing and working with us in a number of ways fromvolunteers through to providing information. There will be a conversation about what wecan do and what we need people to do so that we can provide the best possible service.

This has already begun as GMP communicates details about the changes taking placeand will be part of an ongoing discussion about policing.

Sharing resources with our public sector partners means appropriate resources canbe allocated where there is the most need.

We are already introducing online crime reporting and have a GMP app thatallows people to provide intelligence and information. It is the start of workto introduce a range of digital channels to allow people to interact withGMP in a way that suits them.

CITIZEN CONTRACT

TO COME...• A citizen contract will be developed and publicised

• New digital channels for self-service will be introduced

• Online services will be developed to support and assist victims.

7

GMP is striving to be a place where colleagues feel valued, want to do their best and go the extra mile for local people. To do this, we will improve and invest in opportunitiesfor colleagues to learn and develop, ensuring recognition for achievements takes place atall levels. It will lead to a proactive, engaged workforce where people are able to drivetheir own careers with the support of clearly defined career pathways.

Staff well-being will be at the heart of what we do and the recent staff engagementsurvey will help us to focus on areas for improvement. We already have a well-being

strategy in place and a network of champions, coaches and contacts finding waysto support people.

We are committed to having a diverse workforce that reflects our communitiesand ensuring equal opportunities for all officers and staff. We are one team

and need to be equipped, structured and supported to workindependently to achieve the best possible results for communities.

WORKFORCE

• Outcomes of the staff engagement survey will be embedded into Force well-being initiative strategy

• A leadership review is underway which will review rank and job profiles

• Revision of policy to empower officers and staff in decision making.

TO COME...

8

We will make better use of the information that we hold and that we can access throughpublic sector and other partners. This will then be able to support better decision makingfor both people and places.

New technology is already starting to be introduced to support frontline officers and staffincluding the roll out of personal issue smartphones and tablets, and body worn video.

It is ensuring we are able to work smarter and faster, and maintain a visible presencein the neighbourhoods across Greater Manchester. Better use of data will ensure weare getting maximum benefits from the information we have access to.

The technology will also be developed so that citizens and businesses can servethemselves if it is appropriate through new channels for service.

INFORMATION & TECHNOLOGY

TO COME...• Introduction of the integrated Operational Policing System known as iOPS

• Digital evidence handling and digitisation of the courts

• Electronic tracking of CSI evidence and property management.

9

SUCCESS LOOKS LIKE:A reduction in crime and lower levels of demand for services

Reduced numbers of complaints that are dealt with more quickly

Confident and engaged citizens and communities

Increased volunteers working alongside GMP

An involved and productive workforce

To find out more about the Target Operating Model and who your local Change Champion is, please visit the Target Operating Model section on the Force Intranet.