Maximising Value
Maximising Value Contents
Introduction
Our third theme looks to address the real challenge of maximising value. As indicated earlier in this Plan our Medium Term Financial Planning Strategy has identified the scale of the financial pressures we face over the next three years, which require us to realign the cost of policing in Warwickshire by £12m. Despite these pressures we will set a good and balanced budget, and maximise the protection delivered within the resources available.
We have a track record of developing innovative approaches to policing, most recently through our 150forward programme, which was tasked with developing a ‘new’ police service for Warwickshire capable of delivering increasing levels of protection in an affordable, acceptable and ultimately sustainable way. Since April 2007, we have reduced: serious violent crime by 31% (892 less victims); vehicle crime by 16% (634 less victims); and overall crime by 14% (4,153 less victims). We have also increased our ability to deal with major investigations such as Operation Westbere (Atherstone-upon-Stour warehouse fire) and Operation Budapest (M40 murder). Not only have we successfully delivered increased levels of protection, whilst reducing the cost of policing by more than £4million, the restructuring undertaken has enhanced our reputation with HMIC and others as a result of numerous positive external inspections.
Reducing the cost of policing whilst maintaining our ability to protect from harm undoubtedly represents a significant challenge, however, it is a challenge we believe we are well positioned to address. Building on the work of our 150forward programme we are confident that our successor programme, 150plus, can not only re-design the way we deliver policing in Warwickshire but also influence the way that policing can be delivered nationally.
VFM Statement
Warwickshire Police Authority has a statutory responsibility to secure an efficient and effective police service that best enables us to protect our communities from harm. Over the lifecycle of this Plan we will continue to balance the increasing demand for policing services with the resources available and remain committed to continuously improving services whilst ensuring value for money.
Two years into a three-year efficiency and productivity programme we have achieved savings of £6.789m against a three-year target of £9.3m. During 2009/10 we achieved savings by ensuring we appropriately and proportionately respond to calls; modernising our workforce including reviewing our workforce mix, and reducing waste across day-to-day expenditure.
For the past two years the Audit Commission has awarded us a score of 3 (4 being ‘performing strongly’ and 1 being ‘inadequate performance’) for the way we use our resources, which recognised we continue to deliver strong value for money services.
Over the lifecycle of this Plan, the supporting Medium-Term Financial Planning Strategy has identified that we need to reduce the cost associated with delivering policing services by £12m. Our target is to deliver £5.7m of the savings in 2010/11, £3.9m in 2011/12 and £2.4m in 2012/13. Further savings of £0.5m are proposed in 2010/11 by reviewing our workforce mix to ensure the right people are in the right posts; with warranted police officers performing roles, which make the most appropriate use of their skills, training and powers, in certain circumstances this will require redeployment of both officers and police staff.
In order to identify and help realise these savings we have embarked on a major organisation-wide review - 150Plus - and created a dedicated team of professionals to co-ordinate existing efficiency and productivity work-streams, identify further opportunities for change and continue to improve service delivery. This review is considered to be the most effective way to improve efficiency and productivity. It is anticipated that that savings will be achieved by:
- Improving the way we deploy our officers and staff
- Reducing overtime expenditure
- Undertaking a programme of business process improvements (Service Reviews)
- Reducing locally imposed bureaucracy
- Adopting national and regional frameworks for procurement of goods and services
- Improving Information and Communication Technology
- Streamlining support services
- Collaborating with partner agencies
- Economising wider overhead expenses
Force Review - 150plus
Recognising the tighter financial constraints in which we will have to operate over the lifetime of this Plan, our 150plus team has been established to ensure that we maximise the protection we deliver within the resources that are available. The initial phase of this review has resulted in:
- Our Deputy Directors examining the services provided and identifying alternative ways in which they could be delivered whilst operating within a potential budget reduction of 10%
- Our 150plus programme team working with our directorates, partners and other police forces to understand what protection could be delivered using 90% of our existing budget
- Our 150plus programme team identifying the threats we face and our ability to deliver acceptable levels of protection
Having identified the most efficient way to deliver the services needed to protect our communities, we will define what our police force could look like in the short to medium term including working with other organisations. Our 150plus programme team will subsequently oversee the implementation of the change required.
By April 2011 we will have reviewed and rationalised the way we deliver our policing services. This will require some radical thinking and a real focus on the services that our communities require. The professional judgement of our people as to how we can do the right things significantly more efficiently will be the strength upon which this review is based. Whilst the challenge of reducing the cost of policing by £12 million over the lifetime of this Plan is considerable, we have proved that we can do new things well and that when we maximise the flexibility provided by our size we can quickly turn challenges into opportunities that better protect people and deliver lasting change.
New Ways of Working
If we are to successfully deliver acceptable, affordable and ultimately sustainable policing services it is imperative that we reflect upon our existing ways of working and as we address the challenges of delivering further substantial change learn the lessons of previous change programmes - identifying what worked and what didn’t - and being open minded to new/innovative working arrangements.
Framework for Change
This framework identifies the key principles we will consider when managing and delivering significant change. They are:
- Be receptive to new ways of working, challenging what we do now
- Provide the leadership to realise effective change
- Actively involve communities and partners in the change process
- Ensure that our structures support us in protecting our communities
- Effective use of resources
Collaboration Strategy
We have worked with the other Authorities and forces in the West Midlands region to develop a Strategy that outlines how we will work together to:
- Protect our communities from risk and harm
- Secure greater efficiency and effectiveness in the use of public resources
- Improve public trust and confidence in policing
In contributing to the delivery of this strategy we are committed to:
- Locally defined and delivered policing as reflected in our Local Policing Plan
- Developing a ‘four-force’ service delivery model for non-local policing services, which also provides the flexibility for:
- Two or three-force service delivery model
- Delivery models including other forces outside our Government office region or other public or private sector partners
- Delivering value for money
- Harmonising processes and procedures which enable and maximise effective collaboration
- Harmonising the specification and procurement of operational and support equipment, supplies and services
- Considering opportunities to rationalise the size and management of our estates
It is anticipated that this ambitious Strategy will deliver the following outcomes:
- Individual forces continuing to deliver locally defined policing services that meet community needs
- Individual forces reducing the risk of harm to the public by realising the protective services national standards
- Harmonising policies and processes or working with other Authorities and partners to deliver support services
- Greater efficiency and effectiveness which is recognised nationally and across the wider public sector
- An agreed operational and non-operational performance management framework covering collaboratively delivered services, with performance managed, monitored and scrutinised locally via local and collaborative governance structures
- Applying benefits evaluation and realisation systems locally and across the regions forces and Authorities.
Total Place
In addition to our commitment to work with our regional policing partners, we are looking to identify new and improved ways of delivering services across the Warwickshire, Solihull and Coventry sub-region. Working with our wider public sector partners we are participating in the ‘Total Place’ programme, which reviews and assesses public service-related spending to identify opportunities to deliver better value for money, greater efficiency, and increased effectiveness whilst reducing and removing waste and duplication.
The primary aim of this programme is to re-design public services so they better meet community needs and expectations through greater collaborative working, better information sharing and improved communication. It is anticipated that the wider social benefits include improved accessibility and less gaps and inequality in service provision.
We hope that by learning the lessons of this programme we can build upon previous improvements, sustain service delivery and achieve greater value for money.
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