Proposed Spend on Engagement and Crime Prevention Activity 2019/2020

The Metropolitan Police Service (MPS) is seeking to offer £1.44m in grant funding to external organisations and to enter a £0.4m single tender action two-year contract to enable organisations to deliver programmes that strengthen community engagement and crime prevention. The total funding of £1.84m is from an existing approved budget allocation of £4.78m to enhance the MPS’s efforts with partners and communities to reduce violent crime in line with Police and Crime Priorities.

The funding will support enhancing public awareness, mobilising citizens, setting clear expectations of partners through the development and delivery of diversionary activities and strengthen engagement in order to improve community safety, reduce the fear of crime, improve public confidence and have a positive impact across communities, leaving a lasting legacy.

Following extensive consultation between the MPS and third parties, a number of funding bids (both internal and external) were considered for projects commencing in 2019/20. These projects will address three key strategic themes:

• Reducing and preventing violence through diversionary and early intervention activities

• Strengthening Community engagement and confidence and crime prevention

• Delivering MOPAC’s Business Crime Strategy



Of the 83 bids requesting funding, 39 have been recommended for approval via a grant as detailed in Appendix 1 and Appendix 2.

In addition to the 83 bids, there is a separate proposal to enter into a two-year contract with Police Crime Prevention Initiative (PCPI) Ltd, via a single tender action, to purchase a series of community events across all 32 boroughs to help London’s small and medium sized businesses (SMEs) reduce their vulnerability to cyber-crime.

This decision sets out the grant beneficiaries, the amount of grant claimed, an explanation of the activities each grant will be applied to and the details of the contract with PCPI Ltd.

The Deputy Mayor for Policing and Crime is recommended to:

1. Approve proposals to deliver diversionary programmes that strengthen engagement and crime prevention through grant funding.

2. Approve total grant of £0.95m to third-parties, each grant is above £50k in value as outlined within Appendix 1.

3. The Deputy Mayor for Policing and Crime to note all grants to third-parties, each grant is below £50k as outlined within Appendix 2, approved by the MPS in accordance with existing delegated authority. The total of these grants amount to £0.49m.

4. Approve the single tender action to enter a £0.4m two-year contract with Police Crime Prevention Initiative (PCPI) Ltd for a programme of community events.

5. Note that two of the grants one over £50k (London Blues) one under £50k Mutual gain (£30k) have been paid at the start of the financial year, ahead of referral into the Third-Party Contracts Team.

1. Introduction and background

1.1. An additional £84m was made available by the Mayor to the MPS as part of the 2019/20 budget. Within Professionalism, the Crime Prevention, Inclusion and Engagement (CPIE) Command a total of £4.78m of this was allocated to enhance the MPS’s efforts with partners and communities to reduce violent crime in line with Police and Crime priorities.

1.2. A proportion of this funding will focus on delivering projects and schemes targeted towards supporting vulnerable children and young people; steering them away from gangs by developing more supportive diversionary activity and business crime prevention.

1.3. The programme of initiatives, schemes and projects all link directly to one or more of the three key priorities of the MOPAC Policing and Crime Plan; keeping children and young people safe, tackling violence against women and girls and standing together against hatred, intolerance and extremism. Each of the projects will deliver activities that align to these priorities. The activities which are delivered through them will specifically take action congruent to the MOPAC Police and Crime Plan.

1.4. The bids were considered against the MPS Engagement Strategy and Prevention First Strategy objectives which are outlined below.

The Engagement Strategy sets out to develop the mobilising of partners and public pillar of Met Direction;

• To strengthen the engagement as an overarching mind-set across MPS officers and staff in the organisation.

• Focus on what matters to Londoners – by reducing violence and improving safeguarding.

• Work with the community to mobilise partners and public.

The Prevent First Strategy is built around four key objectives;

• Making Prevention First core business for the whole organisation;

• Effective use of information to understand crime problems and emerging issues;

• Develop our leaders mind-set to drive a renewed focus on public safety and prevention;

• Drive collaboration with local businesses, partners and public.

2. Issues for consideration

2.1. All neighbourhood Superintendents, external organisations and businesses with previous experience of delivering youth engagement activities were invited to provide proposals for initiatives to deliver the objectives of the Engagement and Prevention Strategies. In total 83 bids were received from both internal projects and external third-party organisations seeking funding for projects.

2.2. The proposals were to meet strategic business objectives and specifically set out how they would;

• Invest in DIVERT and other diversionary activities in more custody suites/hospitals.

• Create a summer diversionary pot for Safer Schools Officers (SSO), providing SSOs with money to support hyper-local diversionary activity, with funding invested in the top most at risk Pupil Referral Units.

• Invest in overtime/paying off rest days for Safer Schools Officers and Dedicated Ward Officers, focused on bus stops and bus routes most at risk in the top 10 knife crime boroughs.

• Sustain public engagement prevention work.

2.3. Initial confirmation of receipt of the allocated budget led to local approval in May of two projects London Blues (£151k) and Mutual Gain (£30k). Subsequently the agreed approval route via the third-party Contracts team was presented to us which has been adhered to for the remaining grants.

2.4. This led to a tighter governance structure being developed to enable the management of each bid and the approval process. A panel was convened which consisting of diversionary activity Subject Matter Experts who had previously worked with third-parties from both BCUs and CPIE.

2.5. Each bid was reviewed against the guidelines above and set criteria. This ensured that consistency was maintained and any risks were managed. The outcome from the panel was reviewed by the CPIE Senior Leadership Team before the final decision was agreed. The selection criteria applied to the bids is outlined as follows:

• All requests must be set to achieve the strategic aim.

• All requests must have been set to achieve results within the MPS area.

• Projects must have shown a way of measuring their success against the criteria.

• Proven previous experience of delivering a project and making a difference was considered.

• Longevity of the impact was considered.

• The input must provide value for money, cost input and output were considered.

• No ongoing or future costs to enable completion of the project.

• A total of 83 Bids from various external organisations and internal units were received. Of these 30 were rejected and of the 53 remaining;

o 13 were for internally lead projects where no funding was being granted to a third sector organisation. The expenditure was used either for internal resources or services received through a procurement process;

o 11 were for externally led projects that either exceed £50k individually or when Safe Camp and Sharon Project aggregated i.e. these require DMPC approval and are detailed in appendix 1.

o 28 were for externally led projects that were facilitated by way of a grant agreement below £50k. These were approved by way of existing delegated levels of authority – see appendix 2;

o 1 bid was also received to expand DIVERT across all London custody suites. However, due to the ongoing funding required it was not considered suitable to be funded through this stream. The bid was redirected to consider options with MOPAC Violence Reduction Board.

In addition to the 83 bids, there is a separate proposal for a single tender action to purchase from Police Crime Prevention Initiatives Limited a series of community events across all 32 boroughs, details of which are included later in the report.

2.6. CPIE business coordination and delivery leads will oversee the delivery and evaluation of the projects to ensure that the overall strategic objectives are met. Expenditure and outcomes will be reported to and monitored by the finance SLT meeting at the end of each quarter.

2.7. The projects all support diversionary activity and early intervention, championing coaching and skills development through sports, performing arts, and a variety of other avenues. For those bids which are granted to third sector organisations, provision will be made within formal agreements to ensure compliance with this requirement and enable evaluation of the projects throughout the term.

2.8. The projects have been mapped across London. Each one has outlined and evaluation plan to demonstrate the impact achieved. In addition, resources to provide evaluation and key measures to assess outcomes on crime reduction/ fear/ trust and confidence are being progressed. The journey of those young people involved in the programme will also provide qualitative real-life stories of the personal impact upon children and young people.

2.9. Each project or initiative that has been recommended will address the three strategic themes and represent value for money, demonstrate partnership working, address public confidence and aim to prevent and reduce offending.

2.10. Each project or initiative that has been recommended will address the three strategic themes and represent value for money, demonstrate partnership working, address public confidence and aim to prevent and reduce offending.

2.11. Bids over £50k are listed below in table 2, and seek authority from DMPC to process for a grant. Details for each of these bids are submitted at Appendix 1.

Table 2: External Grants over £50k

Appendices 1 and 2 provide details of all project bids that have been recommended for approval together with the details of the grant request, their intended output and operational outcomes and how they deliver the MOPAC Policing and Crime Plan. They also align to MPS key operational priorities.



2.12. The Bids will complement the Corporate Risk Register Control Strategy against violence, partnerships and community’s delivery plans.

2.13. The projects have the potential of providing diversion avenues and early intervention for thousands of people in London at risk or on the brink of criminal activity. Each individual project will strengthen existing and build new relationships with partners, charities and organisations we work with. Not progressing these will result in lost opportunity to achieve this.

3. Financial Comments

3.1. From the additional £84m made available by the Mayor to the MPS as part of the 2019/20 budget, £4.78m is allocated to reduce serious youth violence, and violent crime through engagement and crime prevention projects.

3.2. This paper is seeking approval to offer from the £4.78m allocation, grants totally £1.8m to third-parties to deliver diversionary programmes that strengthen engagement and crime prevention. Of the £1.84m total grant allocation, £1.44m is for externally led projects and £0.4m to PCPI Ltd. The appendices outlines the expenditure plan in respect of the grant requests. This is summarised in Table 3 below.

Table 3: Financial Implications table

3.4. There are no ongoing revenue or maintenance cost implications for any of the projects beyond the durations of each project.

3.5. PCPI Ltd is a wholly owned company of MOPAC and operating under Teckal principles. (“‘Teckal’ company is the common name for a company which benefits from contracts for works, services or supply from its controlling Contracting Authority (or Authorities) without having to go through a competitive tender process”) The Teckal exemption would support the decision for this proposal to be a single tender action. The single tender action is also supported by PCPI’s unique degree of expertise and knowledge in delivering these services. PCPI have also created and refined a series of supporting documents and services specifically tailored to these types of events. No other supplier is currently in this position.

4. Legal Comments

4.1. Under Schedule 3 Paragraph 7 of the Police Reform and Social Responsibility Act 2011 (“2011 Act”) MOPAC may do anything which is calculated to facilitate, or is conducive or incidental to, the exercise of the functions of the Office which includes entering into contracts and other agreements (whether legally binding or not). Making a crime and disorder reduction grant is a legally binding agreement which is justified by the fact that it will secure, or contribute to securing, crime and disorder reduction within the Metropolitan Police District (“MPD”) and this is within the exercise of MOPAC’s functions.

4.2. The Mayor's Officer for Policing Crime is a contracting authority as defined in the Public Contracts Regulations 2015 ("the Regulations"). All awards of public contracts for goods and/or services valued at £181,302 or above will be procured in accordance with the Regulations.

4.3. Paragraph 4.13 of the MOPAC Scheme of Delegation and Consent provides that the Deputy Mayor for Policing and Crime (DMPC) has delegated authority to approve all contract exemptions for £100,000 or above

4.4. Paragraph 4.8 of the MOPAC Scheme of Delegation and Consent provides that the Deputy Mayor for Policing and Crime (DMPC) has delegated authority to approve all bids for grant funding.

4.5. In relation to the request for a single tender action, the request has been reviewed by the Director of Commercial Services and it is agreed that the request meets the criteria for not tendering the requirement as set out in Section 32 (2) (b) (ii) and (iii) of Public Sector Contract regulations; which states:

(2) The negotiated procedure without prior publication may be used for public works contracts, public supply contracts and public service contracts in any of the following cases:—

(b) where the works, supplies or services can be supplied only by a particular economic operator for any of the following reasons:—

• (ii) competition is absent for technical reasons,

• (iii) the protection of exclusive rights, including intellectual property rights, but only, in the case of paragraphs (ii) and (iii), where no reasonable alternative or substitute exists and the absence of competition is not the result of an artificial narrowing down of the parameters of the procurement.

5. Commercial Comments

5.1. The Police Digital Security Centre (PDSC), which is part of the Police Crime Prevention Initiative (PCPI), has been working with the MPS, MOPAC and various businesses focused on supporting crime prevention and reducing demand across policing. They offer support to companies who make goods or supply services that have a crime prevention element and achieve police preferred specifications of crime prevention. These companies are allowed to use the “Secured by Design” trademark. PCPI was set up to monitor use of this trademark.

5.2. In 2016 following the changes of ACPO to NPCC, ownership was taken by MOPAC on behalf of UK policing. Since then PCPI expanded offerings to include crime prevention, designing out crime and other training courses.

5.3. In 2018 PCPI took ownership of London Digital Security Centre (LDSC), changing its name to Police Digital Security Centre to reflect its offering of cyber crime prevention services across the UK to SMEs. The LDSC had been set up by the MPS, City of London Police and MOPAC a few years prior to offer these altruistic services to businesses.

5.4. In June 2019 PDSC was absorbed into PCPI as a work stream and the PCPI and PDSC Boards were unified. The CEO of PCPI and PDSC answers to a Board of Directors drawn mostly from Chief Police Officers from across the UK. The Board includes senior representation from MOPAC, the NPCC lead for Crime Prevention CC Stephen Watson and the Chair of the NPCC Martin Hewitt.

5.5. PDSC have submitted their proposal shown at appendix 3. The intention of the £0.4m bid will allow PDSC/PCPI to deliver ‘in the community’ events in all 32 London Boroughs twice in a period of two years. This will allow sufficient time to build up certification schemes along the lines of the original Secured by Design scheme to make our future activities in this area self-sustaining.

5.6. In operation, the services being provided are uniquely designed to align with activities and products of the National Cyber Security Centre and they are entirely supportive of this ‘in the community’ activity. The certification scheme used will ensure it supports their activities and is the programme has been designed to continually evolve to complement what the NCSC are trying to achieve.

5.7. PDSC will further enhance the delivery model by recruiting additional staff. A performance framework has been developed which demonstrates how this programme will be monitored and measured for success. This has been agreed and attached at Appendix 4.

6. GDPR and Data Privacy

6.1. There is nothing in this report that is considered to be exempt from publication.

6.2. The MPS is subject to the requirements and conditions placed on it as a 'State' body to comply with the European Convention of Human Rights and the Data Protection Act (DPA) 2018. Both legislative requirements place an obligation on the MPS to process personal data fairly and lawfully in order to safeguard the rights and freedoms of individuals.

6.3. Under Article 35 of the General Data Protection Regulation (GDPR) and Section 57 of the DPA 2018, Data Protection Impact Assessments (DPIA) become mandatory for organisations with technologies and processes that are likely to result in a high risk to the rights of the data subjects.

6.4. The Information Assurance and Information Rights units within MPS will be consulted at all stages to ensure the programmes meets its compliance requirements.

6.5. The programme does not use currently personally identifiable data of members of the public, so there are no current GDPR issues to be considered. If the programme uses personally identifiable data of members of the public at a later date DPIAs will be completed as needed.

7. Equality Comments

7.1. All the recommended projects have been considered as an opportunity to build relationships with our partners and organisations that will widen our engagement activity into communities that are hard to reach.

7.2. Projects include reducing and preventing violence against females and will be focused towards the female gender (Adults – domestic violence and sexual servitude, Girls – predatory and sexual vulnerability).

7.3. The strategic theme of community engagement and confidence will specifically address all forms of equality and diversity and will seek to improve cohesion across the MPS.

7.4. It has been confirmed with all the grants recipients, that intended to employ personnel to deliver their projects, that they pay the London Living Wage.

8. Background/supporting papers

8.1. No.