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008/2015: Plans for Operational Mobile Working – 26 June 2015

Executive Summary and recommendation:

This paper is presented to the Police and Crime Commissioner as a summary of the plans for Operational Mobile Working to date and to further progress the proposals already put forward and agreed.

The Operational Mobile Working project forms part of the Information Technology Strategy which sets out North Yorkshire Police’s vision for exploiting technologies to support delivery of operational policing services to the communities of North Yorkshire and the City of York.

As part of our investment in new technology, the mobile working solution is critical to delivery of our new Operational Policing Model. It will operate alongside our Automatic Number Plate Recognition and Mobile Asset Utilisation Deployment systems to enable officers to spend more time visible in our communities. It will provide officers with mobile devices such as a smartphone or tablet with access to force and national policing systems.

Freeing officers up through investing in new technology will enable them to be more productive and give them more time to spend in our communities, focussing on activities to prevent crime and respond to incidents. Ultimately, it will transform the way we deliver frontline policing so that we are equipped to operate efficiently and effectively now and in the future.

It is anticipated that rolling out Operational Mobile Working to Police Officers and PCSOs could provide approximately 69,745 additional hours of police visibility per year, equivalent to an extra 28 Police Officers and 22 PCSOs on the beat. The project will also enable us to support digitisation of the Criminal Justice System, for example through the use of Electronic Witness Statements. It will reduce the demand placed on staff working in back-office departments by reducing duplication and improving processes.

We are also delivering a number of projects and changes which Operational Mobile Working will complement, including our estates strategy, tasking and briefing officers whilst they are out of the station using our Mobile Asset Utilisation and Deployment System and enabling agile working across the rest of the organisation.

The key points for consideration and approval by the Police and Crime Commissioner / Executive Board are :

  • To approve the indicative costs for the project which are contained within the restricted Part 2 of this decision notice, due to commercial interests
  • Agree to progress with the project and give authority to ‘go to’ market via the tender process, with appropriate measures in place to ensure the solution is ‘fit for purpose’ prior to North Yorkshire Police committing to a full roll-out to officers and associated expenditure.
  • Delegate authority to Chief Executive Officer for the Office of the Police and Crime Commissioner to agree the result of the tender exercise (preferred bidder), subsequent negotiations if required and contract sign off.

Police and Crime Commissioner decision: Approved

Signature: signature
Date: 26 June 2015
Title: Police and Crime Commissioner


Part 1

Unrestricted facts and advice to the PCC

1. Introduction and background

The Operational Mobile Working project forms part of the Information Technology Strategy Business Case which was approved on 16th June 2014. This strategy set out North Yorkshire Police’s vision for exploiting technologies to support delivery of operational policing services to the communities of North Yorkshire and the City of York. Operational Mobile Working is also a key enabler for the delivery of the new Operational Policing Model.  After extensive research, the Project Team have found that the market for mobile policing applications is immature, with no single product offering a fully ‘tried and tested’ commercial off-the-shelf solution (COT). The research found that operational mobile working solutions provide significant opportunities to free up officers time and increase their visibility in communities, along with enabling a wide range of North Yorkshire Police initiatives.

Aims

The aims of the Operational Mobile Working project are:

  • To provide frontline officers with the best available mobile technology which will enable transformation of the way we deliver frontline policing, increasing our productivity and visibility in order to support communities and victims.
  • Roll-out and deliver benefits realisation as early as possible within the 3 year timeframe prior to the scheduled Emergency Services Mobile Communications Programme (ESCMP) go-live in North Yorkshire Police (NYP) 2018.

Benefits

The Operational Mobile Working solution will:

  • Increase Police Officer and PCSO visibility, giving them more time out of the station to spend in their communities and with victims.
  • Support us in effectively promoting the crime prevention message, maximising police officer time in places where it is needed and deterring criminals in line with our Crime Prevention Strategy.
  • Act as a key enabler to the wider digitisation of the Criminal Justice System, for example through the use of Electronic Witness Statements and the capture of digital evidence in the form of photographs, and potentially video and audio recordings.
  • Support the estates rationalisation strategy by reducing officers need to return to the station.
  • Enable the full realisation of the benefits of the force Mobile Asset Utilisation Deployment System by providing the ability for officers to be briefed and tasked remotely.
  • Reduce demand on ‘back-office’ functions.
  • Complement future Information Technology infrastructure required to deliver wider agile working to the rest of the organisation.
  • Enable us to realise financial savings.

Costs

As part of the IT decision notice, the Commissioner has approved investment in operational mobile working technology to support front-line officers and funding was earmarked. Operational mobile working is a significant enabler for the delivery of benefits and other initiatives across NYP. To maximise these benefits it is necessary to procure the best product available. Following detailed market analysis, the initial costings have been reviewed, and approaches to enable further funding opportunities have been identified. The indicative lifecycle costs for the project are £5.78m over 4 years. This includes internal project management, procurement and technical resources along with the estimated capital costs of the solution.

Matters for consideration

It is proposed that NYP go out to tender for an Operational Mobile Working solution, enabling the realisation of the benefits associated with operational mobile working within the 3 year timeframe prior to the scheduled go live of ESMCP.

The Executive Board are requested to:

  1. Approve the indicative costs for the Operational Mobile Working Project as outlined in Part 2 of this decision notice.
  2. Agree to progress with the project and give authority to ‘go to’ market via the tender process, with appropriate measures in place to ensure the solution is ‘fit for purpose’ prior to North Yorkshire Police committing to a full roll-out to officers and associated expenditure.
  3. Delegate decision making authority to the Chief Executive Officer for the Office of the Police and Crime Commissioner in relation to agreeing the result of the tender exercise (preferred bidder), subsequent negotiations if required and contract sign off.

Other options considered, if any

Other options considered were:

  • Delay the project and wait for the market for mobile policing applications to mature.    This option was discounted on the basis that it would:
    • Delay implementation of the Operational Policing Model.
    • Delay benefits associated with the Estates rationalisation strategy as officers will require access to a station to complete paperwork. Additionally, should the number of stations be reduced, officers may need to travel further to find a location, thereby reducing their productivity.
    • Delay the realisation of benefits of the MAUDS solution and would require the MAUDs project to purchase mobile devices to deliver tasking and briefing to officers, with additional associated costs. There is a risk that the expectation of frontline officers would not be met as this would only provide part of a mobile working solution and does not enable them to complete the majority of their tasks without returning to the station.
    • Prevent the opportunity to achieve benefits realisation within a three year time frame prior to ESMCP go-live within NYP of 2018.
  • Delay the project and consider collaborative opportunities in the future e.g. explore a mobile working solution through the Evolve programme. This option was discounted on the basis that:
    • All forces in Yorkshire and the Humber have already committed to a mobile working solution.
    • Cleveland Constabulary already have a mobile working solution and Durham Constabulary have identified that they would prefer an ‘in-house’ approach to development of their mobile solution.

2. Contribution to Police and Crime Plan outcomes

Our vision is of a location independent operational frontline, who are highly visible in our communities and can pull information from, and submit information to, national and local systems without the need for them to return to a station, with minimal interaction with the device itself.

Currently, officers have to undertake a number of tasks manually, such as filling in forms, or require access to systems to submit and retrieve information. This often means frontline police officers have to return to the station and spend time undertaking administration rather than being visible in our communities.

It is anticipated that the delivery of the benefits of Operational Mobile Working will contribute to the following Police and Crime Plan outcomes.

Police and Crime Plan Priority Police and Crime Plan Outcome Rationale
Cut Crime and Anti-Social Behaviour; Focus on Prevention and Early Intervention; Transforming the Organisation Communities are safer by having a productive policing workforce Officers will spend less time returning to stations to conduct administrative tasks, thereby freeing them up to focus on response, proactive and preventative policing activities. Processes will be automated thereby reducing the need for operational support staff to re-key information held on static forms into our records management system, thereby freeing up their time.
Improve Victim Care ; Transforming the Organisation Communities feel safer by having an accessible and engaged policing workforce Officers will be able to spend more time out of the police station, increasing their visibility and accessibility to the public.
Cut Crime and Anti-Social Behaviour; Transforming the Organisation Communities are safer due to effective use of policing resources to reflect need When implemented along with the MAUDs solution, there will be greater transparency of how resources have been deployed and what the impact of their deployment has been. This will enable North Yorkshire Police to determine how to effectively target the use of our resources to those areas of greatest need. Officers will be able to receive briefings and intelligence led taskings whilst out on area, meaning they will be able to deal effectively with demand in ‘real-time’.

Affordability

The Operational Mobile Working solution will support North Yorkshire Police’s affordability plan through realising financial savings and releasing police officer time.

3. Consultations carried out

Stakeholders Summary
Chief Constable Papers presented to Executive Board and Command Team to outline key findings from market research. Received supplier demonstrations.
Police and Crime Commissioner Papers presented to Executive Board to outline key findings from market research.
Deputy Chief Constable Papers presented to Command Team to outline key findings from market research. Received supplier demonstrations.
Assistant Chief Constable Project Sponsor.
T/Assistant Chief Constable Papers presented to Command Team to outline key findings from market research. Received supplier demonstrations.
Chief Finance Officer Discussion regarding indicative costs and presentation of benefits in relation to Affordability Working Group. Papers presented to Command Team. Received supplier demonstrations. Further discussions held with Accountants regarding presentation of costs/benefits and use of standard costings.
Chief Executive Officer (OPCC) Papers presented to Executive Board and Command Team to outline key findings from market research. Received supplier demonstrations.
Chief Superintendent Head of Operations Detective Papers presented to Command Team to outline key findings from market research outlining. Received supplier demonstrations.
T/Chief Superintendent Local Policing Model Papers presented to Command Team to outline key findings from market research. Received supplier demonstrations. (Member of Project Board).
Head of Estates, Logistics and Technology Regular meetings held to update on progress, seek feedback on papers and manage dependencies with Estate and IT Strategies (member of Project Board). Papers presented to Command Team to outline key findings from market research. Received supplier demonstrations.
T/Head of Legal Services and Force Solicitor Papers presented to Command Team to outline key findings from market research.
T/Head of Organisation and Development Papers presented to Command Team to outline key findings from market research.
Head of Human Resources and Training Papers presented to Command Team to outline key findings from market research. Meeting held to discuss potential HR implications.
Training and Development Manager To discuss initial training requirements (member of Project Board)
Head of Corporate Communications Papers presented to Command Team to outline key findings from market research.
Police Federation Meeting held with the Federation with J McMurray, CI I Thompson and J Mertz and the Federation are in support of the project.
Unison Meeting held with the Federation with J McMurray, CI I Thompson and J Mertz and the Federation are in support of the project.
Head of Information Management Meeting held to provide outline of current project status and confirm high level requirements. (member of Project Board)
Information Security Officer Meeting held to provide outline of current project status and confirm security and compliance requirements.
Superintendent County (Technology Lead) Regular meetings held to provide outline of current project status and seek feedback on progress to date.(member of Project Board)
Superintendent City of York Attended potential supplier demonstrations.
Superintendent Scarborough Attended potential supplier demonstrations.
Head of Intelligence Analysis Meeting with MAUDs and Mobile Data project team to discuss links to briefing and tasking.
Governance and Delivery Manager Regular meetings held to agree resource requirements and provide project updates.
MAUDS Project Team Regular conversations to ensure dependencies between projects are effectively managed.
Unified Communications Project Team Meetings held to ensure dependencies between projects are effectively managed
Senior Category Manager – Regional Procurement Advice and guidance received in relation to market research approach and procurement processes.

 

4. Financial Implications/Value for money

An indicative cost/benefit analysis has been completed based on the findings from market research.

Based on benefits identified from other forces, we estimate that officers who have a mobile device will be able to spend an extra hour out of the station per shift. It is estimated that:

  • Providing Operational Mobile Working to 528 Police Constables in Patrol and Neighbourhood Policing could provide up to 38,361 hours per year of police officer visibility, equivalent to approximately an extra 28 Police Officers on the beat.
  • Providing Operational Mobile Working to 183 Police Community Support Officers (PCSOs) could provide up to 31,384 hours per year of PCSO visibility, equivalent to approximately an extra 22 PCSOs on the beat.

Examples of other benefits include:

  • Enabling the completion of electronic witness statements could save up to 5 minutes per statement – equating to the equivalent of 3,333 hours per year or an additional 2.4 officers.
  • Providing officers with the ability to complete their own crime reports could potentially free up to 5,500 hours per year which equates to approximately an additional 4 officers.
  • Officers can conduct their own checks of PNC, Electoral Register and NICHE, saving them up to 5 minutes per check as they are no longer waiting for the FCR to do it on their behalf.
  • Supervisors no longer need to check, record and submit paperwork, saving them up to 30 minutes per /week.

The table below summarises the indicative costs and savings which the Operational Mobile Working solution has the potential to enable.

Indicative cost and financial savings enabled by Operational Mobile Working

Cost/Benefit £’m
Indicative total investment over 4 years including internal project management, procurement and technical resources along with the estimated cost of the solution  £4.6m to £5.78m
Indicative revenue savings over 4  yearsYear 2   –   2017/18 onwards  Up to £2.04m
Indicative net cost over 4 years Up to £0.6m
Indicative non-cashable efficiencies per annum Up to  £2.04m per annum

 

Chief Constables Chief Finance Officer Comments

Detailed comments are provided in Part 2.

Capital Funding has been identified for the initial project, but not for any renewal after the initial contract period.

The indicative revenue costs and savings from year 2 onwards are broadly in line with the Affordability Group estimates.

5. Legal Implications

This Decision Notice outlines the key findings from the market research and incorporates an indicative cost/benefit analysis. The proposal is to engage with the market place through a compliant procurement exercise and identify, and where approved, procure a suitable Operational Mobile Working solution.  There are no anticipated legal implications to be considered at this stage of the process. Legal services will be engaged as we move into the procurement and potentially contract negotiation stages.

Having read this report and having considered such information as has been provided at the time of being asked to express this view, the Acting Force Solicitor and Head of Legal Services is satisfied that this report does not ask the PCC for North Yorkshire to make a decision which would (or would be likely to) give rise to a contravention of the law.

6. Equality Implications

An initial Equality Analysis has been completed and shared with Human Resources (HR) and Legal Services. It has been identified that there are potential implications in relation to individuals who may have disabilities which cause them difficulties in using the device (e.g. visual impairments, hand/finger disabilities, dyslexia). The analysis acknowledges that further consultation needs to be carried out once the solution has been procured.

7. Human Resources Implications

Discussions have been held with Federation and Unison regarding both the MAUDs and Operational Mobile Working project. Initial discussions have been held with the Head of Human Resources and Training to understand the potential implications of the project on the workforce. High level training requirements have been identified and discussed with the Training and Development Manager. Should the project progress, further thought needs to be given to the following:

  • Providing officers with the mobile devices will mean they are spending less time in stations and with their team (e.g. at Briefings) therefore consideration needs to be given as to how a ‘team ethos’ can be maintained.
  • Training needs to be pre-planned to ensure minimal abstraction and minimal conflict with already scheduled training days.
  • Ensuring officers are making appropriate decisions in relation to the use of the devices in a public environment and in situations where it may represent a risk to their welfare/safety or that of others. In addition, it will be necessary to ensure sufficient guidance is provided to officers in relation to the security of information which is available via their device.

Additional comments from Head of HR and Training:

A key element of this work in terms of change management is the implementation and development of the final product with the workforce being involved and engaged throughout.  Development and implementation work should also include the engagement of the Superintendents’ Association, Police Federation and Unison to ensure that they are able to contribute throughout the process alongside other key stakeholders such as training specialists to support eventual roll out of the preferred option.   This work and that of the MAUDS project are closely aligned and support the focus on understanding and maximising productivity within the force.  Therefore the benefits of creating links and understanding the interdependencies of these pieces of work will enhance the general shift in working practices and assist in achieving the required supportive cultural change.

Public Access to information 

The Police and Crime Commissioner wishes to be as open and transparent as possible about the decisions she takes or are taken in her name. All decisions taken by the Commissioner will be subject to the Freedom of Information Act 2000 (FOIA).

As a general principle, the Commissioner expects to be able to publish all decisions taken and all matters taken into account and all advice received when reaching the decision. Part 1 of this Notice will detail all information which the Commissioner will disclose into the public domain. The decision and information in Part 1 will be made available on the NYPCC web site within 2 working days of approval.

Only where material is properly classified as restricted under the GPMS or if that material falls within the description at 2(2) of The Elected Local Policing Bodies (Specified Information) Order 2011 will the Commissioner not disclose decisions and/or information provided to enable that decision to be made. In these instances, Part 2 of the Form will be used to detail those matters considered to be restricted.  Information in Part 2 will not be published.


Part 2

Is there a Part 2 to this Notice – YES

If Yes, what is the reason for restriction –

The indicative costs/benefits for the Operational Mobile Working Project are restricted due to commercial interests. This is to ensure that the procurements process is not jeopardised, enabling us to realise maximum value for money for any solution we purchase.


Originating Officer Declaration

Author name:       Mike Jones

Collar number:     5268

  Name      (Collar Number) Date of completion (√)
Head of Departmenthas reviewed the request and is satisfied that it is correct and consistent with the NYPCC’s plans and priorities. ACC Kennedy 2.4.15
Legal AdviceLegal advice has been sought on this proposal and is considered not to expose the PCC to risk of legal challenge or such risk is outlined in Part 1 or Part 2 of this Notice. Jane Wintermeyer3840 16.04.15
Financial AdviceThe CC CFO has been consulted on this proposal, for which budgetary provision already exists or is to be made in accordance with Part 1 or Part 2 of this Notice. Jane Palmer 004364 Revised11/06/15
Equalities AdviceEither there is considered to be minimal impact or the impact is outlined in Part1 or Part2 of this Notice.  Author to complete as Equalities matters are mainstreamed within departments. Mike Jones

(5268)

7.4.15
HR AdviceHR advice has been sought in relation to any people related matters  Rosemarie Holmes4647 16/04/15
I confirm that all the above advice has been sought and received and I am satisfied that this is an appropriate request to be submitted for a decisionSignature    Mike JonesDate 07.04 15

 

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