MetCC Centre Review Project

This paper requests approval to decant MetCC despatch services from MetCC Bow, Lambeth and Hendon and re-locate to BCU Ops Rooms

If approved, this will deliver:

• 999/101 service improvements to London by resourcing MetCC to meet present and future demand. By stabilising the “as is” first contact service we will enable future transformation activity to be successfully landed.

• A unified and streamlined despatch model, which enables BCUs to actively manage demand, risk and resources to efficiently deliver the best response to London by providing seamless end-to-end incident management and resolution.

• Ensure there is clear unity of command with empowered leaders who are accountable for performance.

• Avoid additional re-location costs associated with maintaining the centralised model across two sites, which would include centre closures and reconfiguration of despatch floor layouts.

• Improved working conditions (align shift pattern, breaks, training days, overall environment, manage stress) to reduce sickness/attrition and retain highly trained and motivated staff within MetCC.

This will lead to;

• Single accountability and ownership of demand, risk and resource to drive performance.

• Empowerment of BCU Operations Manager to streamline decision-making at local level.

• Improved situational awareness of leaders regarding competing demands, ensuring appropriate and proportionate response, whilst understanding local communities and context.

• Reduced duplication of supervision between MetCC and TP.

It is also intended to enable;

• Re-location of SC&O19 to maintain armed capability in central London whilst Limehouse is redeveloped.

• Disposal of other estate delivering up to £20.8m capital receipts and £1.2m revenue savings.

The DMPC is requested approve project revenue of £2.9m to enable relocation of Despatch services (includes technology moves, project delivery and VR costs). This will be met from reserves at inception and will be repaid by 2022/23 from the savings the project will create.

The DMPC is asked to;

• Approve project revenue of £2.9m to enable relocation of Despatch services (includes technology moves, project delivery and VR costs). This will be funded by reserves in 2018/19 and 2019/20.

• The staff reductions, if approved, will enable a net saving of £0.3m per annum from 2019/20 and further £0.6m from 2020/21. This saving will repay the reserves used to fund the project revenue of £0.3m in 2019/20, £0.9m in 2020/21, £0.9m in 2021/22 and £0.7m in 2022/23.

• Approve removal of 66 TP Hot Desk Sergeant posts (-£4.5m) enabled by the relocation of Despatch to BCUs and the removal of 6 MetCC Duty Officers (2 Inspectors, 4 Band Cs) delivering further revenue savings (-£0.4m).

• Approve the re-investment of the budget for 66 TP Hot Desk Sergeants (-£4.5m) as described above into an additional 91 Band E FTEs (£4.0m) which will enable MetCC to be fully resourced and drive 999/101 performance improvement.

• Approve placing suppliers on contract in accordance with the process set out in the Commercial case (Part 2).

• Approval to uplift the ceiling value of the ICCS Contract with Frequentis from the original value of £8.4m to £12.6m.

1. Introduction and background

1.1. The current model has created a contact handling dependency on despatch services. The future proposal is to separate these into two services.

1.2. The proposal to relocate Despatch Services and integrate them with BCU HQ Operations Rooms is intended to provide a unified local command and control operating model which will enable streamlined decision making, clear accountability for performance and remove internal demand which will ensure leaders focus on addressing risk, vulnerability and local public priorities.

2. Issues for consideration

2.1. That approval will enable re-location of SC&O19 from Limehouse to MetCC Bow to maintain firearms capability in central London and progression of the re-development of Limehouse Police Station by the Estates Programme and to disposal of additional sites (estimated £20.8m capital receipts and £1.2m revenue savings).

3. Financial Comments

3.1. The total revenue cost for the project is £2.9m. It is requested that this is to be funded from MPS reserves and repaid by the staff savings.

4. Legal Comments

4.1. The Authority can legitimately under Regulation 72 (1) (b) of the Public Procurement Regulations 2015, increase the ceiling value of the ICCS Contract up to 50% of its initial value. The Met CCC Review could not have been anticipated by a competent Authority when it was awarded in 2014. The MPS is currently negotiating a three-year extension to this Contract, which will be submitted for governance approval later this year.

5. Equality Comments

5.1. An Equality Impact Assessment has taken place with no significant issues been identified. The EIA is a thread within the project which will be constantly reviewed to ensure issues are identified at an early stage to allow for any required mitigation to be put in place.

6. Background/supporting papers

6.1. Report