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EFFICIENT GOVERNMENT FUND
Stage 1 application - expression of interest
Part 1: Summary Table
Bid number (for EG use) | |
Lead bidder | Strathclyde Police
173 Pitt Street
Glasgow
G2 4JS
Mr Ricky Gray
Deputy Chief Constable
0141 532 2000
Ricki.Gray@strathclyde.pnn.police.uk |
Brief description of the aims of the project | The project aims, using proven and readily available techniques and technology, to develop and deliver a vehicle to implement effective performance management within and across the police service in Scotland. It would be flexible enough to be deployed throughout Scotland and scaleable to address individual through to national performance in a way that would provide both local and national accountability. The project would also look at the implementation of effective and meaningful performance management between the police service and their criminal justice and community planning partners. The bid has the support of all Deputy Chief Constables in Scotland and there is agreement that the bid is the only ACPOS supported bid for the Efficient Government Fund. |
Clear description of what the EGF money would be used to buy | EGF money would be used to:- - Employ consultants to carry out examination of corporate governance at each Provide necessary software and IT systems
- Fund research
- Fund communication strategy
- Provide training
- Fund the staff costs associated with the Police Project Team who would be responsible for taking the project to fruition.
|
Partners to the project likely to commit resources | Strathclyde Joint Police Board
Strathclyde Police
Grampian Police
Central Scotland Police
Northern Constabulary
Dumfries and Galloway Constabulary
Fife Constabulary
Lothian and Borders Police
Tayside Police
Glasgow City Council
Crown Office Procurators Fiscal Service
Scottish Executive, Justice Department, Police Division
Scottish Drugs Enforcement Agency
Audit Scotland |
Names of other organisations with whom the project has been discussed (to assist the introductions process) | Greater Manchester Police
Merseyside Police
Renfrewshire Council
Greater Glasgow NHS Trust
Home Office Police Standards Unit
Police Information Technology Organisation
Her Majesty's Inspector of Constabulary
Police Service of Northern Ireland
Govan Initiative
British Airport Authority |
Evidence that suggested approach has been deployed successfully elsewhere | The Police Service of Northern Ireland ( PSNI) has successfully used a software system as a vehicle to roll out performance management throughout their organisation despite some resistance and inertia. The system is now unanimously accepted and is being continually developed and improved. Managers report increased buy in from staff at all levels and real improvements in front line service delivery. The same system is successfully used in organisations such as the Govan Initiative in Glasgow. They report that it allows them to mange their own and partners' performance in such a way that they can focus on challenges which arise and clearly evidence successful performance. British Airports Authority also use this system and have used it to successfully mainstream corporate risk management into their performance management. |
Are there any restrictions to potential for enlargement of the project (i.e. technology, number of partners etc) | There are no potential restrictions to the enlargement of the project as two of the key objectives are flexibility and scalability. |
Benefits projected from the project | - Specifically designed for Scotland
- Scaleable from individual to national performance
- Suitable for a wide range of service providers
- Allow performance of joint initiatives to be measured and managed
- Encourages and promotes local and national accountability
- Easy to use
- Allow focused service delivery
- Provide public performance information
- Provide performance information that is clear, precise, timely and reliable.
- Promote efficiency and effectiveness
- Provides transparency
- Promotes and drives Best Value
- Evidences and assists in risk management
- Allows existing Performance Management Frameworks to be retained and developed
|
Estimated financial projections | Total | 2005/6 | 2006/7 | 2007/8 | 2008/9 |
Overall project cost | 2,894,122 | 589,412 | 1,857,649 | 357,649 | 89,412 |
Estimated projected benefits | 58,446,485 | 0 | 2,724,620 | 28,780,848 | 26,941,016 |
Is a pilot required - see guidance notes | A pilot is not required as this project would use existing proven technology and link into existing arrangements for performance management and corporate governance. |
Additionally: why is EG funding required | Strathclyde Police and their partners are public organisations that operate within strict spending limits. They are required to produce plans for spending money allocated and to plan ahead. This in effect means that major financial projects are planned in advance and there is no leeway to divert funding to this project without impacting on core operational priorities. As such, the current and projected spending plans of Strathclyde Police and its partners do not provide sufficient scope or flexibility so as to accommodate the funding of a major project of this nature. However, the force could commit human resources towards its development. The project is bigger than just Strathclyde Police and will have a nationwide impact and will result in efficiency savings across the country. It is reasonable to expect that because of the potential uptake and the variety of organisations (Police and partnership organisations who are external of the police) that have expressed interest that it should attract additional central funding. |
Does this project complementary in anyway to other EG work | By its very nature this work is complementary to any other EG work involving the areas of:- - Support Service Reform
- Productive Time
- Policy Funding and Regulation
- Internal Efficiencies
|
Is "stage 2 development funding" requested? | Yes (£98,485 See breakdown in narrative.) |
Part 1: Narrative Bid
Within the community planning and criminal justice arenas all organisations strive to improve their efficiency and effectiveness. Best value must be an overriding principle. This arises from the initiatives within these organisations as well as pressure from local communities and from central government. There is also a realisation that partnership working can be an important factor in the most effective use of resources.
However, all of the organisations involved in these arenas, be they police, Procurator Fiscals Service, Health Trusts, local authorities or any one else, all have separate arrangements for their corporate governance. These agencies are diverse and there are many reasons, both statutory and practical that necessitate they govern themselves according to different systems. This does cause considerable difficulties when attempts are made to measure performance over partnerships or even understand what the critical relationships or overlaps are. Each of these organisations has different structures in place to allow their performance to be managed and these have been developed over time and are best fit for each organisation.
However, there is a real need for a standard vehicle which organisations can use to run their performance management in a way which is open and transparent. Additionally, commonality of the actual performance management system infrastructure will allow performance of joint initiatives to be more easily measured and managed.
The project detailed in this bid will provide a common software vehicle to allow all of the police services in Scotland to run their own existing performance management frameworks in a much more efficient and creative manner with opportunities to take them forward and develop them into something which is more interactive and responsive and can engage all members of staff.
This bid has been discussed at ACPOS Performance Management Standing Sub Committee and with all Deputy Chief Constables in Scotland. It has been agreed that this bid is the only performance management bid for the Efficient Government Fund that ACPOS will support.
The performance management system proposed will generate large efficiency savings by implementing interfaces with legacy systems to extract performance and other information automatically rather than relying on manual inputs and calculations. Much of the work which is currently done by individuals to inform themselves with the information they require to know to allow for the management of their own and others performance will be available automatically.
In Strathclyde Police it is estimated that efficiency savings could be made in the following areas. There is also an indication as to whether the saving is one off or whether it is recurring. Information on which officers are operational or not is based on recent work carried out into Resource Categorisation.
Save Constable posts of officers currently involved in sub divisional performance and quality sections, preparing briefing reports and sub divisional performance collating.
32 Constable Posts | £928,463.37 |
(This would be a recurring saving, given that the constables concerned would rather
have been deployed on such duties, on a year-on-year basis.)
(One Off Saving)
Save 30 minutes per day for each officer (of or below the rank of Inspector) categorised as Police - Operational by better collation and presentation of performance management information.
The collation and presentation of performance management information is, in some
forces, largely achieved by the use of checklists, with information being entered manually on spreadsheets. In this regard, comment was made by HMIC in a draft report "Managing Improvement" (July 2005) that "the capture of meaningful data is the least well developed aspect of local performance management". Moreover, in a recent ACPOS report (March 2005) entitled 'Review of the Reliability of Statutory Performance Indicator Data' comment is made that "The majority of forces have one member of staff who performs a co-ordinating role in respect of the collation and submission of data". The main usage of statistical information relates to briefing and debriefing of police officers, assisting the decision-making process in management tasking and co-ordinating groups and in the presentation of management information to, for example, members of the public and elected representatives.
5,200 Constables/Detective Constables | £9,247,095.00 |
779 Sergeants/Detective Sergeants | £1,684,322.64 |
283 Inspectors/Detective Inspectors | £632,695.58 |
Total Efficiency Saving (Recurring Saving) | £11,564113.22 |
Save Crime Analysts 30 minutes per day on the provision of routine performance management for individuals and meetings.
1 PO15 | £3,433.12 |
1 PO5 | £2,713.11 |
1 PO3 | £2,578.00 |
13 PO1 | £31,524.90 |
13 AP5 | £28,429.93 |
11 AP2/4 | £15,620.24 |
9 AP2/3 | £12,780.20 |
1 AP1/3 | £1,289.66 |
10 AP1 | £13,465.45 |
Total Efficiency Saving (Recurring Saving) | £111,834.61 |
Save Information Resources Statisticians and Analysts 3 days per week on the provision of routine performance management figures for individuals and meetings.
1 PO5 | £26,933.74 |
1 AP5/PO1/2 | £20,468.28 |
1 AP4 | £19,205.52 |
2 AP2 | £29,799.14 |
3 GS2/AP1 | £34,431.89 |
Total Efficiency Saving (Recurring Saving) | £130,838.56 |
Save 30 minutes per day for each senior officer categorised as Police - Operational by better briefing techniques and availability of performance management information.
Chief Inspector/Detective Chief Inspector | £210,752.87 |
Superintendent/Detective Superintendent | £233,256.38 |
Chief Superintendent/Detective Chief Superintendent | £66,281.49 |
Total Efficiency Saving (Recurring Saving) | £510,290.74 |
Total Efficiency Savings for Strathclyde Police | £13,245,540.50 |
Research has shown that similar savings can be made across the other forces in Scotland. In order to provide an indication of what these savings might be an amount has been estimated based on an extrapolation. This extrapolation uses the total size of each force as a ratio of the size of Strathclyde Police.
Force | Total Establishment | Projected Savings |
|---|
Grampian | 2201 | £ 2,724,620.06 |
|---|
Northern | 1283 | £ 1,588,226.96 |
|---|
Central Scotland | 1052 | £ 1,302,271.83 |
|---|
Lothian & Borders | 3790 | £ 4,691,644.72 |
|---|
Dumfries and Galloway | 809 | £ 1,001,461.89 |
|---|
Tayside | 1813 | £ 2,244,314.48 |
|---|
Fife | 1502 | £ 1,859,327.27 |
|---|
SDEA | 254 | £ 314,426.85 |
|---|
Strathclyde | 10700 | £ 13,245,540.50 |
|---|
Total Efficiency Savings in Scotland | £ 28,971,834.57 |
These savings have also been apportioned for each year based on the outline project plan, which is attached to this bid. Savings have only been estimated on a whole year basis. The breakdown of the figures included in the "Estimated projects benefits" section is shown below.
2005/2006 |
|---|
No Savings | |
|---|
2006/2007 |
|---|
Grampian | £ 2,724,620.06 |
|---|
Total Savings | £ 2,724,620.06 |
|---|
2007/2008 |
|---|
Grampian | £ 2,533,634.28 |
|---|
Strathclyde | £ 13,245,540.50 |
|---|
Central Scotland | £ 1,302,271.83 |
|---|
Dumfries and Galloway | £ 1,001,461.89 |
|---|
Northern | £ 1,588,226.96 |
|---|
Fife | £ 1,859,327.27 |
|---|
Lothian & Borders | £ 4,691,644.72 |
|---|
Tayside | £ 2,244,314.48 |
|---|
SDEA | £ 314,426.85 |
|---|
Total Savings | £ 28,780,848.78 |
|---|
2008/2009 |
|---|
Grampian | £ 2,533,634.28 |
|---|
Strathclyde | £ 12,317,077.13 |
|---|
Central Scotland | £ 1,210,987.40 |
|---|
Dumfries and Galloway | £ 931,263.12 |
|---|
Northern | £ 1,476,898.13 |
|---|
Fife | £ 1,728,995.31 |
|---|
Lothian & Borders | £ 4,362,777.79 |
|---|
Tayside | £ 2,086,996.34 |
|---|
SDEA | £ 292,386.69 |
|---|
Total Savings | £ 26,941,016.18 |
|---|
Overall Savings | £ 58,446,485.02 |
|---|
Stage 2 Costs
The following costs are associated with the preparation of the Stage 2 bid process should this initial stage be successful. Because of preparatory work already carried out it is anticipated that this process can be achieved in 3 months.
Project Team | 1 Chief Inspector | £ 11,548.10 |
1 Inspector | £ 8,942.69 |
Ancillary Costs | £ 10,000.00 |
(Admin, accommodation, travel etc) | Insofar as accommodation is concerned, it is envisaged that arrangements could be made whereby use would be made of police premises, whereby costs would be minimised. |
Other Forces | 9 Chief Inspectors | £ 7,994.84 |
Consultancy and specialist IT advice | £ 60,000.00 |
Total | £ 98,485.64 |
Project Costs
It is estimated that the following resources will be required to implement and complete this project. It is anticipated that the resources being provided by other forces (i.e. a Chief Inspector and IT Specialist for each force) will be required for an average of a day a week. However 20 or 30 days of this time may be required just before or during the installation.)
Project Team | Chief Inspector | £ 115,481.03 |
Inspector | £ 89,426.94 |
Sergeant | £ 86,486.40 |
Project Manager (PO5) | £ 94,958.69 |
Admin Asst (AP1) | £ 47,129.08 |
Assistance from Other Forces | 9 Chief Inspectors for 1 day per week over life of project | £ 207,865.85 |
9 Force IT Specialists for 1 day per week graded at average of PO1 | £ 152,774.53 |
Accommodation and other ancillary expenses | £ 100,000.00 |
Software and associated consultancy (including training preparation) | £ 2,000,000.00 |
Total Project Costs | | £ 2,894,122.50 |