the warwickshire and west mercia strategic alliance dave clarke treasurer

The Warwickshire and West Mercia Strategic Alliance

Dave ClarkeTreasurer

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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

NOT PROTECTIVELY MARKED 3

Continuum of Working Together

Isolation Bilateral Strategic Alliance Collaboration (Shared Leadership)

Contracted Strategic Force Services Alliance Merger


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


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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)


Alliance

WARWICKSHIRE Closingthe Gap

150Forward

150Plus CSR

ExistingResources

£3.5m £14m £9.5m

Finance: Progresson Budget Reductions(2006 to present day)

WEST MERCIA

Closingthe Gap

ExistingResources

SRL

£6m

PftF

£9.8m

CSR

£23.2m

VacancyMgmt

£3m


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.


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


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


The Shape of the Alliance

Assistant Chief Constable

Local Policing

Command & Control and Communications

----------Criminal Justice

----------Custody----------

Harm Reduction----------

Local Investigations----------Patrol

----------Safer Neighbourhood

Teams----------

Civil Disclosure

Assistant Chief Constable

Protective Services

Director ofEnabling Services

Director ofFinance

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

Warwickshire Police

Chief Constable Deputy Chief Constable

West Mercia Police

Chief Constable Deputy Chief Constable

Alliance


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


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%


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


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


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.

the warwickshire and west mercia strategic alliance dave clarke treasurer

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