TOM The Future of Policing in GMP Page

TOM The Future of Policing in GMP Page 1

Section TOM Framework Section A Page 2

Target Operating Model Framework The TOM Framework consist of 4 components: • Our Purpose • The Case for Change • Our Commitments • Strategies Page 3

Purpose Protecting society and helping to keep people safe Page 4

Case for Change Achieve better outcomes for everyone in GM Changing nature of vulnerability and crime Single Agency response is not working • On average, life chances for people in Greater Manchester remain below national levels • Changing nature of vulnerability and crime (e. g. radicalisation, cyber related) • Recognition that a single agency reactive response does not reduce crime • We must improve outcomes across GM; health, employment, wellbeing • Increased risks posed to citizens and communities (e. g. sex offending, modern slavery, mental health) • There is a clear need to work differently with partners and the community Page 5 Budgetary constraints • Budget deficit, continued financial pressures and uncertainty • Shrinking workforce and increasing pressures on front line staff

Commitments Our Commitments guide everything we do. We must all demonstrate how we are achieving them; both individually and as part of the teams we work in • We work with others to solve problems in our communities • We are accountable for our actions and decisions, we take responsibility and do the best for the public • We demonstrate respect and fairness to the public and our colleagues • We take pride in what we do and we are committed to building a better GMP for our communities Page 6

Strategy Achieve better outcomes through place based working • Getting closer to our communities, developing shared solutions together using an asset based approach • Working as one team with partners at a place level, sharing information and being collectively responsible for outcomes in that area 24/7 Prioritise activity according to threat, harm and risk Build a binding relationship with the people of Greater Manchester Develop and support our workforce to change the way we work Embrace opportunities from information and technology • Investing in proactive • A binding • Managing the • Investing in policing • Risk profiling with partners to problem solve the most serious threats to our communities • Having a clear structure and framework to drive what we do and the decisions we make • Shared • Taking a problem solving approach to get to the root cause of issues in communities, improve lives and ultimately reduce demand understanding with partners and communities of how we will attend and investigate incidents relationship that defines what we do and what role the public can play in building strong, selfsustaining communities policing alone will not tackle our biggest problems performance of our people in a fair and consistent way • Improving personal accountability for professional development and learning • Continuing to invest • Keeping the public at the heart of what we do, listening and sharing to create a collective responsibility, reduce avoidable demand allows GMP to maintain its emergency response Page 7 in the wellbeing of our workforce • Recruiting and retaining a workforce that reflects our communities information and technology as tools to enable a shift towards a digital organisation • Exploiting new technologies such as predictive analytics, to provide us with better, more accurate data that we can share with partners to drive more informed problem solving • Enabling the public and our people to access digital tools and support, helping us to improve service and reduce avoidable demand

Target Operating Model Framework “The Future of Policing at GMP” Case for Change Our Purpose Protecting society and helping to keep people safe · Strategy Achieve better outcomes through place based working · Getting closer to our communities, developing shared solutions together using an asset based approach at a place level, sharing information and being collectively responsible for outcomes in that area 24/7 · Taking a problem solving approach to get to the root cause of issues in communities, improve lives and ultimately reduce demand GM; health, employment, wellbeing Build a binding relationship with the people of Greater Manchester · Investing in proactive policing · A binding relationship that defines · Risk profiling with partners to what we do and what role the public can play in building strong, self-sustaining communities policing alone will not tackle our biggest problems problem solve the most serious threats to our communities · Having a clear structure and framework to drive what we do and the decisions we make · Shared understanding with partners and communities of how we will attend and investigate incidents Develop and support our workforce to change the way we work · Managing the performance of our people in a fair and consistent way · Improving personal accountability for professional development and learning · Continuing to invest in the wellbeing of our workforce · Recruiting and retaining a workforce that reflects our communities · We must improve outcomes across Prioritise activity according to threat, harm and risk · Working as one team with partners Achieve better outcomes for everyone in GM On average, life chances for people in Greater Manchester remain below national levels · Keeping the public at the heart of what we do, listening and sharing to create a collective responsibility, reduce avoidable demand allows GMP to maintain its emergency response Single Agency response is not working a shift towards a digital organisation · Exploiting new technologies such as predictive analytics, to provide us with better, more accurate data that we can share with partners to drive more informed problem solving · Enabling the public and our people to access digital tools and support, helping us to improve service and reduce avoidable demand Page 8 · Increased risks posed to citizens and communities (e. g. sex offending, modern slavery, mental health) Budgetary constraints · Recognition that a single agency reactive response does not reduce crime · There is a clear need to work · Budget deficit, continued financial pressures and uncertainty · Shrinking workforce and increasing pressures on front line staff differently with partners and the community Commitments Embrace opportunities from information and technology · Investing in information and technology as tools to enable · Changing nature of vulnerability and crime (e. g. radicalisation, cyber related) Our Commitments guide everything we do. We must all demonstrate how we are achieving them; both individually and as part of the teams we work in. · We work with others to solve problems in our communities · We are accountable for our actions and decisions, we take responsibility and do the best for the public · We demonstrate respect and fairness to the public and our colleagues · We take pride in what we do and we are committed to building a better GMP for our communities

Section The Change Portfolio Section B Page 9

Programme and Project Structure Summary Programme 1: Transforming Public Contact Programme 2: Improving Operational Policing Programme 3: Building Better Outcomes Programme 4: Building a Better Organisation This programme drives a fundamental shift in how the public access GMP services. Providing the public with the capability to self serve, through an online portal or prevention advice, and providing the workforce with the tools and capabilities they need to provide a modern and effective public contact service, working at place and with partners wherever possible. This programme is about doing what we do in terms of core operational processes, but doing it better. The programme comprises a small number of already commissioned improvements alongside a broader review of operational policing, to drive improvements in the current model, adapting service delivery to meet modern policing demands. This programme is about getting ahead of demand by investing in proactive policing, focussing on root cause problem solving, working with our partners as one team, listening to and engaging with our communities. This focus will drive different skills and behaviours in order to develop stronger relationships with communities, drive changes in how we work and ultimately improve outcomes in GM. This programme is about building the right capabilities, structures and working arrangements to enhance the organisation's strategic leadership role and develop and support our people, yet do so at an overall lower cost base through the creation of a new model for support services. • Project 1: Understanding Incoming • Project 4: Reviewing Operational • Project 7: Developing Integrated • Project 9: Creating a Strategic HQ Contact Policing Problem Solving Capabilities • Project 10: Modernising our • Project 2: Transforming OCB • Project 3: Enabling Channel Shift • Project 5: Enablers and Tools to • Project 8: Facilitating strategic do the Job Support Services Model Partnership Working • Project 11: Investing in our People • Project 6 initially outlined: now consolidated into Projects 4 & 5 • Project 12: Refreshing Corporate Governance: Page 10

Programme 1 Overview Transforming Public Contact This programme drives a fundamental shift in how the public access GMP services. Providing the public with the capability to self serve, through an online portal or prevention advice, and providing the workforce with the tools and capabilities they need to provide a modern and effective public contact service, working at place and with partners wherever possible. By changing the way we provide our services, this programme will enable us to interact with the public and our partners in new ways, shifting high volumes of contact from call to online, and enable staff and officers to resolve more calls at the first point of contact. Project 1: Understanding Incoming Contact Project 2: Transforming OCB Project 3: Enabling Channel Shift This project will focus on intelligence and data gathering and analysis, both from GMP data sets and those available from partner agencies, in order to better understand predict incoming demand, enabling our shift towards a digital organisation. This project will drive change and transformation across all aspects of the OCB, and the wider ‘front door’ to GMP services. It will create capability to appropriately triage incoming demand early-resolution problem solving at Place (where appropriate), supported by technology infrastructure and longterm, professional career paths to foster expertise in this area. • Real-time Analysis • • Contact Analysis • Intelligence Analysis OCB Contact triage and screening: Incident grading, screening policy creation, supervision and accountability review, screening training (OCB), THR decision making training (OCB). This project will aim to make GMP more accessible and reduce unnecessary demand on our call-handlers by providing different contact methods, and by engaging with the public to understand how we can make it easier for them to contact us. To support this development, this project will also focus on the provision of the right technology (such as using Live Chat, and Integrated Voice Recognition) and working closely with our Partners to understand how / where to best serve some types of demand. • Digital Intelligence Platform • • Contact Analytical Service Early Resolution: Early resolution principles, understanding early resolution pathways, Understanding early resolution links to root cause, ROC usage and behaviours, building early resolution assessment framework for THR • Control works progressive test • Pod Proof of Concept: Pod design, Pod pilot, Pod business case; Pod location • Crime Recording: NCRS compliance, crime at first point of contact • Link to Divisional staffing review (LRO’s) • OCB People: Understand future skills requirements for OCB (and associated skills gap, closely aligned with wider Strategic Workforce Planning –project 9), Career pathways development, skills profile development, appraisal and performance review, recruitment strategy, workforce role alignment, promotion process review • Technology / Infrastructure: silent dispatch Updated January 2018 Page 11 • Implement the citizen contract (Citizen Contract Pt 1): Communications and engagement plan, citizen channel shift engagement, citizen diversion engagement, citizen demand screening engagement, • Understand, educate and inform our Partners, • Channel shift strategy, channel shift policy, channel shift training, • Digital citizen, citizen portal, payments and recovery portal, Policing FAQ, online support / chat capability, automated call routing / IVR, multi-channel access (IM/VOIP etc. ), channel shift automation

Transforming Public Contact – Programme updates • ACC Jardine is the Programme Sponsor. . . “Transformation of our public contact services across GMP is necessary in order to effectively manage demand public expectations. We are working alongside partners across the Force and in the community to make sure our services are fit for the future. ” • The Programme Board has been constituted and held its inaugural meeting on 14/02/2018 • Areas of work already in progress includes: Transforming OCB (Project 2) Crime Recording at the First Point of Contact: Re-design of the OCB’s crime recording functions and processes aiming to improve the citizen contract journey by recording crimes at first point of contact aiming to free capacity downstream by managing the demand upfront; Command & Control Progressive Test: An introduction of fundamentally new ways of working within Command & Control and Districts across GMP. , focussing on empowering OCB to own and take responsibility of Command control decisions , owning the escalations process, and freeing up capacity for District Sergeants and Inspectors to lead and manage their teams; Problem Solving: A series of campaigns to introduce and embed early resolution techniques and help OCB staff to develop a problem solving mind set when dealing with and triaging demand; OCB Estate: Work to develop OCB Estate options and needs to enable transformation. Channel Shift (Project 3) Our aim to build a binding relationship with the people of Greater Manchester has already seen extensive engagement forums and discussions to define key areas. The work to finalise our agreements with communities continues under the governance of this project. February 2018 Page 12

Programme 2 Overview Improving Operational Policing This programme is about doing what we do in terms of core operational processes, but doing it better. The programme comprises a small number of short term ‘imperative’ projects, that should be progressed as soon as possible, alongside a broader review of operational policing, to drive improvements in the current model, adapting service delivery to meet modern policing demands. Project 4: Reviewing Operational Policing Project 5: Enablers and Tools to do the Job Review end-to-end operational policing including on-going reviews: • Enabling i. OPs Wider Business Change to maximise the opportunities the new technology provides including: Policy, procedures, behaviours and training: Case and Custody, Crime, Intelligence, Performance, Property, Safeguarding, Stop and Search, Problem Solving, Evidence / Property Management development • Maximising the use of our available assets, including our Estates, Equipment, Operational Technology and Transport including connections to partner agencies: (All Priority 2) • • Scope Priority 1 1) Fraud model 2) MFH hub 3) Review of FIB (Force Intelligence Branch) and use of intelligence management processes – (links/add Force Co-ordination Centre) 4) Investing leadership and coaching support in Sergeants and Inspectors 5) Investigating and Safeguarding Review (ISR) 6) Maximising current resource capacity through a review of shift patterns, absence management and appropriate use of flexible working, use of adjusted duties officers Scope Priority 2 1) Review of current policy framework - move from complex prescriptive policies towards a set of clear operating principles, underpinned by referencing NDM, NIM and Mo. RILE and core principles of THR for use across GMP and Partners 2) Understanding the skills and capabilities needed now and in the future (closely aligned with wider Strategic Workforce Programme 4) 3) Project Accord 4) Digital Investigation Unit Greater definition and approach work 1) Cyber (capacity , capability, future model) 2) Firearms 3) CHIS IT system 4) DASH / Vulnerability Risk assessment process and IT 5) IOM 6) Victim Hubs National 1) Transforming Forensics 2) DVI regional model of delivery 3) Define national transformation programme interdependencies Estate District Estate Review Specialist Operations Estate Move Forensics/Chadderton Estate Move Operational Technology Futures IT review/refresh i. OPS Mobile ANPR CCTV BWV Equipment Taser expansion Hi Vis Body armour Transport Strategic Transport Strategy and Review (GMCA/TFGM) Fleet Review Updated January 2018 Page 13

Improving Operational Policing – Programme Updates • DCC Pilling is the Programme Sponsor… “There are important and exciting areas of review work identified in this programme, all of which focus on improving wide ranging areas of operational policing. This approach will allow us to manage and respond effectively to the changing nature of vulnerability and crime. It will focus on work which ensures staff have the right skills, equipment, structures and working environment” • Further consultation is being scheduled with Business Owners for the identified Scope Priority 1 areas under Project 4, over the next few weeks. This will assist in a more detailed assessments, activities and comprehensive understanding to progress work in these areas • The Programme Board to oversee this work will be in place by end March/early April 2018 • Work already in progress includes: Operation Ergo focuses on areas to maximise resources and availability. It includes a review and test of a new shift pattern within local policing which is due for imminent testing within Oldham and Tameside Districts; Managing our Missing from Home demand has seen already seen a significant review. Proposals from this review are being considered and include proposals for a pilot of a MFH hub to ensure early triage of cases; We continue to consider and plan investment in future transformation of our operational technology and equipment including Mobile, Body Worn Video and expansion of Taser; The review into Investigating and Safeguarding is ongoing. This considers where our specialist resources are deployed and in part focusses on place based partnership development approaches. February 2018 Page 14

Programme 3 Overview Building Better Outcomes This programme is about getting ahead of demand by investing in proactive policing, focussing on root cause problem solving, working with our partners as one team, and listening and engaging with our communities. This focus will drive different skills and behaviours in order to develop stronger relationships with communities, drive changes in how we work and ultimately improve outcomes in GM. Project 7: Developing Integrated Problem Solving Capabilities Project 8: Facilitating Strategic Partnership Working This project will equip our people and partners to identify and analyse root causes to solve problems as early as possible and put resolutions in place. This approach will be supported by comprehensive training and development, problem-solving pathways and a two-way dialogue with our communities, so we can listen to and learn from them to build highperforming, multi-agency teams. This project will facilitate stronger and more strategic partnership working. By understanding and analysing why crime happens in GM, embracing information and technology opportunities, establishing place-based organisational structures and engaging with the public, we will work with partners, other agencies and the community to provide joined-up information which we can use to solve problems together. • Root Cause Problem Solving Framework: Understanding root cause problem solving pathways, defining and understanding community focused crime outcomes, defining the approach to community ownership of resolution • Contributing to and influencing GM Reform Board; implementing agreed GMCA strategy; supporting development of PSR Hubs and place-based integrated teams • Conceptualising Place to ensure the best possible alignment with our partners and use of resources (includes elements of District staffing reviews) • Problem Solving - People: Building workforce commitment to problem solving, problem solving pathways training, problem solving collaboration skills development, building high performing multi-agency teams • Analysis and evidence: analysing what causes demand for public services in GM to build a knowledgeable, intelligent workforce that understands how communities work and the social complexities within GM • Building community assets approach to problem solving, listening to and learning from our communities • Focus on the ‘Prevention agenda’: work internally and with partners to prevent crime in the first instance • Citizen Contract Pt 2: Communication and engagement plan, citizen problem solving engagement including Community Messaging • GM Connect / Digital Partner: Building problem solving information repositories and sources, multi-agency integrated case management, single view of citizen, multiagency automated information sharing • Building workforce capability, including leadership and practitioner skills relevant to integrated multi-agency working Updated January 2018 Page 15

Building Better Outcomes – Programme Updates • ACC Potts is the Programme Sponsor… “This programme consolidates and continues to develop the work previously undertaken through the Local Policing Review and Public Sector Reform projects. It allows us to maintain our focus and commitment to root cause problem solving with our partners across Greater Manchester and ultimately outcomes for our communities” • The first Programme Board is scheduled for 19 th March 2018 • Work already in progress includes: Control Room Triage. We have jointly commissioned with health Mental Health Nurses based in the OCB starting later this year. The service will operate on a 24/7/365 basis and enable police officers to make more informed risk assessment and deployment decisions in relation to certain calls for service; Place Based Teams. Every district has a commitment to have a multi-agency place based team in one of its communities working on root-cause problem solving. The programme will review how we can support partners to provide locality wide implementation; Public Sector Reform Hubs. Every district now has a version of a PSR Hub providing a single multi-agency front door to inform improved risk assessments, tasking and co-ordinating. The programme will review how we can better integrate to provide better outcomes and reduce repeat demand. February 2018 Page 16

Programme 4 Overview Building a Better Organisation This programme is about building the right capabilities, structures and working arrangements to enhance the organisation's strategic leadership role and develop and support our people, yet do so at an overall lower cost base through the creation of a new model for support services. Project 9: Creating a Strategic HQ This project will establish the strategic HQ at GMP. It will create a small central function with enhanced capabilities to drive a joined-up approach to strategic planning, horizon scanning and the delivery of change. Advancing core capabilities such as Enterprise Architecture, Strategic Workforce Planning, Analytics and Proactive Communications, it will accelerate progress against our strategic priorities and help us proactively identify and manage changing demand. • SHQ Design and Implementation; incorporating the strategic functions of the following services/capabilities; Resources (Finance, HR and OLWD), Communications and Stakeholder Management, Strategic Planning (e. g. branch and divisional plans for change each year), Strategic Workforce Planning (understand future skills requirements and associated skills gaps) Performance Management, Risk Management, Change, Legal, NCE, Enterprise Architecture Project 10: Modernising our Support Services Model This project will create a new, simpler model for support services in the context of the revised relationship between SHQ, Corporate Support Services and Operational Support Services. It will provide greater coherence across the organisation and build a closer connection between operational policing and its support functions. It will embed stronger professional support for more complex and specialist needs whilst a technology focus for high volume transactional activity will enable us to carry out smarter, more efficient processes. Project 11: Investing in our People This project will invest strongly in our People proposition in order to recruit and retain a workforce that reflects our communities and foster a culture of fairness and respect. It will do this by changing the way we work to focus on performance, capabilities, roles and responsibilities and behaviour and culture. We will create career pathways that build our professionalism and review GMPs approach to training, appraisals and promotion. • Instil the GMP Commitments at an individual level (our “People Contract”) • • Capability: Understand future skills requirements (and associated skills gap), Skills profile development, role definitions and accountability matrix, OLWD strategy development, career pathways development, appraisal, performance and promotion process review, recruitment strategy and skills assessment, workforce role alignment, approach to engagement with staff associations • • Define information requirements to support operational governance Business improvement of Corporate support services functions Business improvement of Operational support services functions, including Property and PNB management and information ( this is closely aligned with Reviewing Operational Policing – Project 4, and Conceptualising Place Project 8) Business improvement and automation: back office automation and process improvement: robotic recruitment, robotic vetting, robotic service desk ESN Data centre transformation Internal network and telephony review Corporate Communications branch review • Culture, leadership and behaviour change • Wellbeing Strategy Updated January 2018 Page 17 Project 12: Refreshing Governance and Decision Making This project will implement a simple, effective and well understood corporate governance model to protect and assure the organisation, which will include strategic decision making frameworks and embedding National, Regional, and Place based intelligence into strategic planning. • Define Chief Officer portfolios • Influence of the national strategic agenda • Terms of Reference for governance bodies – define how Ex. Co, Ops. Co, Change. Co and Invest. Co operate • Governance workflows • Establish governance information requirements • Embedding national, regional, & place based intelligence into strategic planning, • Strategic decision making principles, • Strategic risk register • Define decision making frameworks • Embedding operational governance flexibility

Building a Better Organisation – Programme updates • ACO Potts is the Programme Sponsor… “There is already significant work taking place across the organisation which contributes to all four projects within this programme. In particular, Project 11 ‘investing in our people’ continues to consider and keep pace with the significant national workforce transformation agenda, as well as a setting the pace and ambition for recruitment, development and wellbeing here within the force” • Work is underway to appoint a programme manager and constitute the Programme Board to oversee full design and delivery of all four projects • Work already in progress includes: Strategic HQ and Modernising Support Services Projects are awaiting full stand up, appointment of change team resources and development of outline business cases. However Branch Heads will be sanctioned to undertake mini branch reviews. This will allow resourcing gaps to be considered as well as wider business delivery challenges to be remedied. Parameters for each review will see imminent discussion; There are both exciting and essential pieces of work within the Modernising our Support Services Model project - covering nationally influenced work such as the Emergency Services Network (replacement for Airwaves) to locally identified improvements to ensure back office efficiency, especially through investment in technology solutions; Corporate Governance (Project 12) has seen wider consultation over the last few weeks and it is expected that the formal constitution changes to COG and the supporting three technical committees (Ops. Co, Change. Co and Invest. Co) will be finalised over the next few weeks. February 2018 Page 18