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1 WMP Force Management Statement – V8.0 20201222 Official Official 1 WMP Force Management statement – v8.0 20201222 Document Owner: ROLE NAME EMAIL ADDRESS PMO Manager Emma Pointer x.xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Change control: Any changes to this document will be controlled and distributed by the document owner above: VERSION AUTHOR DATE HISTORY 0.1 Emma Pointer 24/07/2020 Setup of detailed draft template 0.2 Emma Pointer 16/09/2020 Detailed draft review 0.3 Emma Pointer 16/09/2020 Formatting review 0.4 Emma Pointer 18/09/2020 Amends post full document review 0.5 Emma Pointer 24/09/2020 Final amends – DCC review version 0.6 Emma Pointer 02/10/2020 Amends post DCC review Further Amends post DCC review – CDI, 0.7 Emma Pointer 14/10/2020 PSD Further amends to Prevention and 0.8 Emma Pointer 22/12/2020 Deterrence and Finance following CC feedback Final Emma Smuts Muller 09/01/2021 Inclusion of Context and Summary 2 WMP Force Management statement – v8.0 20201222 Content: SUMMARY………………………………..……………………………………………………………… ......... 4 CHAPTER 1: FINANCE………………………………………………………… ………………..…………...12 CHAPTER 2: WELLBEING………………………………………………………………………………….. .17 CHAPTER 3A: RESPONDING TO THE PUBLIC (REQUEST FOR SERVICE)…………….…………… …..20 CHAPTER 3B: RESPONDING TO THE PUBLIC (INCIDENT RESPONSE)…………....…..……………… ..27 CHAPTER 4: PREVENTION AND DETERRENCE………………………………………..………… . …...31 CHAPTER 5: INVESTIGATIONS…………………………………………………………………….. ……..39 CHAPTER 6: PROTECTING VULNERABLE PEOPLE……………………………………………… ……49 CHAPTER 7: MANAGING OFFENDERS…………………………………………………………… …..….57 CHAPTER 8: MANAGING SERIOUS AND ORGANISED CRIME…………………………………… ….64 CHAPTER 9: MAJOR EVENTS………………………………………………………………………… …...69 CHAPTER 10: KNOWLEDGE MANAGEMENT AND IT..…………………………………………… .... …81 CHAPTER 11A: LEGAL………………………………………………………………………………… .... …86 CHAPTER 11BI: ESTATES………………………………………………………………………… .. ………90 CHAPTER 11BII: FLEET……………………………………………………………………………… . …….93 CHAPTER 11C: INTELLIGENCE……………………………………………………………………… .... …97 CHAPTER 11D: CORPORATE COMMS……………………………………………………… . …………101 CHAPTER 11E: PSD……………………………………………………………………………………… .. 106 CHAPTER 11F: BUSINESS TRANSFORMATION………………………………………………… ……110 CHAPTER 11G: INFORMATION MANAGEMENT………………………………...……………… ……..115 CHAPTER 11H: PEOPLE AND ORGANISATIONAL DEVELOPMENT………………..………... ……118 CHAPTER 12: COLLABORATION………………………………………………………………… .. …….126 3 WMP Force Management statement – v8.0 20201222 West Midlands Police Context: West Midlands Police (WMP) is the second largest force in the country, covering an incredibly diverse region with a large array of cultures, nationalities and religions. With this diversity, comes complexity and challenge that the force must continue to address and overcome, in order to deliver a quality service to the public. The population served by the force has a number of characteristics associated with increased levels of vulnerability, which includes high levels of deprivation, low educational attainment, high concentrations of BAME communities and the largest percentage of population under 25 of any UK county. The West Midlands has, as a result, an urbanised, growing, young, deprived and diverse population, all factors that continued to place increasing policing demand on the force in 2019. Whilst the force represents approximately 4.9% of policing spend, it consistently experiences higher proportions of demand and 2019 was no exception. Volume and complexity, specifically across serious violence and vulnerability, continued to increase throughout the year. Austerity measures continue to impact the force more than most, driven by the funding formula and slower growth, as a result of the lower council tax base in the force area. Accordingly, based on the split between how the force is funded via both precept and the central police grant, the force has continued to be detrimentally impacted to a greater extent than other forces, in the 20/21 police financial settlement. Demand has continued to increase in both volume and complexity throughout 2019/20 and the force experienced high levels of serious and complex crime, particularly violence and demand linked to vulnerability. The force has continued to adopt a place based, whole force approach to tackling these entrenched threats, for longer term intervention. Against a backdrop of continued growth in emergency demand, the force has made good reductions across volume crime. Ongoing investment in the development and use of technology has also ensured the force focuses resource against the areas of greatest threat, whilst also using innovative new contact channels to engage with local communities. As the criminal landscape continues to diversify, with criminals continuously finding innovative new ways to operate, the force will need to continue to invest in the digital tools and techniques required to keep up with the pace of change. Demand for services relating to protecting the vulnerable, is also expected to grow in the future and this increase in demand and complexity will stretch capacity inside and outside policing. The national increase in police officer numbers announced in 2019, will represent a significant boost for the force and work has been ongoing to ensure this uplift is allocated to priority areas. Despite this uplift, the COVID pandemic will undoubtedly impact on the force for years to come and whilst this statement does not address full impact, it will describe any lasting impact or change in demand profile relevant across the FMS 4 WMP Force Management statement – v8.0 20201222 reporting categories. The longer term consequences of recession, unemployment and deprivation are likely to have a significant impact on the West Midlands region and will have the potential to create further demand in already high demand geographies. Looking ahead, the West Midlands will host several unique endeavours that require a bespoke, combined approach from WMP and partners to ensure that they are successfully delivered and any additional demand generated managed appropriately. The construction and development of HS2, Coventry City of Culture 2021 and the Commonwealth Games will all require significant resource and capabilities and the force is investing heavily in ensuring the force is prepared for these events/projects. Overall assessment: This year, the force have applied a matured RAG assessment against each chapter of the statement and the revised criteria, as well as this year’s assessment, can be found below: Green/Green: The force is confident in the asset state and expects it to match current and future demand with minimal change and is showing good or exemplary performance. Green: The force is confident in the asset state and expects it to match current and future demand with minimal change. Amber: The force is confident in the asset state but expects challenges to meet current and / or future demand and will require more strategic action. Red: The force has either concerns over the asset state, its ability to meet current and / or future demand or its ability to militate these challenges. The below shows the assessment against each section of the statement: 5 Corp Comms MVP/PSD 4 Legal POD/Well Being Investigation 3 Finance Intel Calls for Service Demand Challenges 2 SOC Major events / Estates BTT Managing Offenders Incident Response 1 Prevention and deterrence IT&D / IM/Fleet/Estates Collaboration Capability & Capacity Gap 1 2 3 4 5 5 WMP Force Management statement – v8.0 20201222 Summary: Chapter 1: Finance The force continue to have good proactive financial governance, driving efficiencies and supporting productivity drives throughout 2019. 2019/20 was a challenging year, with increases in homicides and knife crime, however through strict controls and pre-emptive planning, the force delivered a underspend position of less than 3.5% of budget. The department has proactively taken steps to change working practices and deliver structure during the year, to ensure appropriate levels of capability and capacity exist to meet demand in the short, medium and long term. The department has consciously moved away from a transactional delivery, towards a more advisory, data driven model and has commenced on its journey to embed cultural and behavioural change to complement this approach. Chapter 2: Wellbeing Wellbeing continued to be a priority throughout the year, with maturity seen across the wellbeing provision. New initiatives, support tools and functionality, enabled and equipped individuals to take control of their personal health and wellbeing, complemented by an enhanced supporting framework. Early in 2020, the launch of the new ‘This work matters strategy’, featured wellbeing strongly at the forefront of delivery, focusing on early identification and intervention; an enhanced assistance programme; embedding the trauma and risk management process; increasing awareness and appreciation of wellbeing; as well as targeted intervention around psychological issues. The foundations laid down by the force in 2019 has helped the force in its approach to supporting staff through COVID-19 and will shape delivery of the future strategy, further guiding employees through the physical and psychological effects the pandemic will have over the short, medium and long term. Chapter 3: Responding to the Public 3a: Requests for service The force continued to see high levels of demand in 2019, with growing levels of complexity and vulnerability observed. Emergency demand increased and whilst non-emergency call demand reduced, the use of new innovative digital channels continued to grow. Significant investment was made in digital
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