InSight

wmp2020.west-midlands.police.uk

WMP2020 / November 2015

Email:wmp2020

Introduction from Dave Thompson Deputy Chief Constable

IN MARCH we shared with the force the Blueprint for 2020 the model that will see us looking, feeling and working
very differently as an organisation.
This model signalled a force with a refreshed approach to working with the public, a stronger prevention focus as
well as a more proactive approach to policing.

So what have we been doing since March? While it may

seem its gone quiet on the western front there has
been a raft of work taking place behind the scenes to
get us set for 2020.

priority framework and Force Contact have all been

agreed in principle and we are now at a point where we
are deciding on timescales for implementing those
plans.

I cant stress how intricate and complex this

programme of work is, with a level of complexity weve
not seen before. Combined with so many
interdependences between projects there are not
always quick and easy answers but we are now in a
position to share some of the first tangible decisions to
emerge from this work.

In addition to some of the operational projects many

other projects are rapidly moving forwards. For
example, those which support officers and staff, such as
mobile devices and body worn video are being tested.

estates, and the Operational Policing Solution which

will see our systems, such as ICIS and Corvus, replaced
with a single, integrated, modern platform.
This newsletter will give you a general update on the
programme, how it all fits together and a flavour for
how the future force is shaping up.
For more detail on all of these projects you can visit the
dedicated WMP2020 website, where you can also leave
feedback and suggestions for the programme.

We are also improving the way the public connect with

us, something which will be addressed by the Citizen
Portal and Active Citizens projects. This leaflet touches
on some of those projects but more will follow over the
next few weeks and months.

In the summer we started to outline how we think some

operational areas may be best organised and we have
now agreed the first stages that will make up the first
wave of change.

Deputy Chief Constable

Dave Thompson

Behind all of this are the structural changes

underpinning and supporting the programme to ensure
we can work differently and move to a new model. This
includes the new custody suites, changes to our

Changes to response teams, neighbourhood policing,

investigations, offender management, a new risk and

Getting set for 2020

Transitional State 1 How the force will look by October 2016

NEW CUSTODY SUITES

NEIGHBOURHOOD POLICING UNITS

Work is well underway to transform

the existing custody estate to
six sites across the force plus the
two new 60 cell custody suites in
Oldbury and Perry Barr, due for
completion early next year.
WOLVERHAMPTON
Alongside this a new custody
staffing model is being introduced,
custody processes are being
redesigned and the current
custody software system is being
enhanced

Local Policing Units will be renamed as Neighbourhood Policing Units (NPUs)

and will be responsible for preventing harm through early intervention and
problem solving

WALSALL

BIRMINGHAM
NORTH &
EAST

SANDWELL
DUDLEY

ESTATES
The force has been reducing the
size of the estate over the past three
years to help make cost savings
while supporting the new policing model.
A proposal to close a further 28 buildings
in 2016 is being reviewed

INTEGRATED
OFFENDER
MANAGEMENT (IOM)
A CORPORATE IOM team will be created to
share best practice and create flexibility
during periods of high demand
LOCAL OFFENDER MANAGEMENT UNITS
(LOMUs) will continue to deliver offender
management on NPUs, managing core
offenders, vulnerable offenders, violent
and high risk offenders and sexual
offenders
A CENTRAL BREACH TEAM will be
delivered in one corporate function
supported by Intelligence
A CENTRAL RESETTLEMENT TEAM will
make informed, proportionate and
consistent decisions for every released
prisoner, providing more consistent
suitable licence decisions

Each NPU will keep a Licensing

Officer but licensing administration
will become a centralised function,
with problem solving and licencing
intervention work becoming the
responsibility of neighbourhood teams

Local commanders will be responsible

for local deployment and prioritisation
decisions linked to a clear local plan
focused on preventing harm, overall
performance on their area and closer
partnership working

Partnerships Teams will develop

closer working relationships with
partners. This may include colocation with greater information
sharing and joint activities

BIRMINGHAM
WEST &
SOUTH

NEIGHBOURHOOD
POLICING

A FORCE INVESTIGATIONS CLUSTER

formed from Birmingham-based violence,
acquisitive and volume units will create
resilience and economies of scale
PPU INVESTIGATIONS CLUSTER formed
from child abuse and sexual offence teams
will create resilience and economies of
scale

NEW CONNECT AND BUILD TEAMS will

deliver specialist targeted engagement and
community capacity building services
NEIGHBOURHOOD TASK FORCE (NTF)
officers will carry out short term tasks
in support of NIPT, such as warrants and
specific operations

A LOCATE UNIT will help to reduce demand

on Response. In 2016 a pilot will focus on
locating missing people, making use of
digital media / CycComms. In future years
this will be extended to locating wanted
people

RESPONSE will become a corporate

function alongside the Force Operations
Department
NPU BOUNDARIES WILL BE TWINNED to
create five response clusters which will
share out the demand for service and
achieve the first stage of borderless patrol
FORCE SUPPORT, created from current
CAPT and LPTs, will respond to lower
priority demand, as well as primary
mobilisation, force mobilisation (e.g.
football matches and protests) and support
local operations and initiatives as part of
the Force Operations Department

119 PCSOs will be deployed to help with

problem solving in communities and
identify opportunities to empower the
public

PRISONER INTERVENTION AND

PREVENTION TEAMS will be aligned to the
new custody blocks to ensure faster
investigations and advise on effective
custody outcomes

MOBILE DEVICES

HOW WILL THE FORCE MANAGE PUBLIC DEMAND

AND TASK OFFICERS?

Mobile devices will be

rolled out to frontline
officers in 2016
There will be a range of
mobile apps to support
officers
Email, Google maps and
other applications
will be accessible from
mobile devices
This will result in a
reduction in wasted time
travelling back to stations
and provide officers with
information on the go

BODY WORN VIDEO

All response officers
will be issued with
body worn video from
April 2016
This will result in:
An improvement in
evidence captured at
incidents leading to
better chance of
conviction
A reduction in use of
force during arrests
An increase in evidence
for officer complaints
of assault from
members of the public

TASK

INTELLIGENCE PILOT

RESPONSE

Creation of professionalised
NEIGHBOURHOOD INTERVENTION AND
PREVENTION TEAMS (NIPT) focused on
delivering long term problem solving
to improve the quality of peoples lives and
reduce demand for the force as a whole

Investigations to be conducted across

A RANGE OF CHANNELS including online
investigations, telephone statements and
digital evidence uploading

The four Birmingham Partnerships

Teams and Central Birmingham
Partnerships will merge into one team
to provide a consistent approach in
Birmingham

COVENTRY

SOLIHULL

INVESTIGATIONS

We will pilot a new way of supporting

the frontline on Birmingham North
and East LPUs for 10 weeks in the
new year
A 24/7 Intelligence function will
enable effective decision making and
resource deployment through a two
way exchange of information and
intelligence with resources across the
pilot area
The creation of a Service Delivery
Officer function will provide real time
analysis of resources, their locations,
activities, skills and capabilities to
ensure appropriate, proportionate and
efficient deployment

We will reduce the number of NPUs

from 10 to eight. Birmingham West
and Central LPU will merge with
Birmingham South LPU and
Birmingham East LPU will merge with
Birmingham North LPU

TASK

INTELLIGENCE

FORCE
CONTACT
TASK

NEW RISK AND PRIORITY FRAMEWORK

TASK

FORCE CONTACT
999 and 101 call functions will merge
with contact handlers trained to deal
with both types of call
There will be a reduction of five RAD
sites to three, each housing the real
time incident centres (RTIC)
A new Performance and Service
Improvement Team will assess
activity of teams, look at public
demand and monitor performance

The force will not simply default to sending a response officer to every incident, but will aim to
allocate the most appropriate specialist resource.
The five current gradings will be expanded to nine, each of which is aligned to a specific delivery
team.

THRIVE+
The new gradings are
based upon the THRIVE+
model, which gives
officers and staff seven key
issues to think about:
Threat
Harm
Risk
Investigation
Vulnerability
Engagement
+Prevention and
Intervention

NEW GRADING

WHO WILL RESOURCE?

P1 - Immediate
P2 - Priority response
P3 - Priority investigation
P4 - Scheduled investigation
P5 - Virtual investigation
P6 - Neighbourhood resolution
P7 - Support incident
P8 - First contact resolution
P9 - Information log

Response
Response
Investigation*
Investigation
Investigation
Neighbourhood
Force Support
Force Contact
Creating officer

*P3 will be picked up by Response in Transitional State 1

Ongoing support projects

In addition to changes in frontline policing a number of projects which will change the public offering,
core processes and introduce a new people and leadership framework are coming to fruition.

Engaging the public

THE PEOPLE AND LEADERSHIP FRAMEWORK WILL

UNDERPIN ALL OF THE CHANGES
ACROSS THE PROGRAMME OF WORK.
NEW PERFORMANCE
MANAGEMENT FRAMEWORK
will be developed to
deliver more effective
performance management

CITIZEN SELF-SERVICE PORTAL

A new website will allow the public to
access services from the force directly
online
Signposting will direct the public to the best
service to meet their needs

ACTIVE CITIZENS
An important part of our vision is engaging the
public to involve them in policing and public
safety
We will develop new ways of connecting and
working with the public to access information
and services
Neighbourhood Intervention and Prevention
Teams will activate citizens getting them
involved in tackling local priorities and issues

Information sharing will lead to a better

understanding about what is happening in
local areas and how the public can help
prevent crime
The portal will have useful information about
crime and crime prevention activities

LEADERSHIP
will deliver a Leadership
Development Programme to
develop new leadership
capabilities at every level

Our ambition is for the portal to allow the

public to report crime, as well as using
technology to support investigations such as
the use of social media to identify suspects

PEOPLE
AND
LEADERSHIP

OUR PEOPLE DEAL

will set out the new people offer and
expectations which includes a stronger
focus on health and wellbeing

Behind the scenes

Projects that will change the systems and processes throughout the force include:

OPERATIONAL POLICING
SOLUTION
The programme will
provide a new technological
platform for force systems
and replace existing
systems with new,
integrated software
The new systems will be
intuitive, reduce duplication
between different
programs, and automate
lots of processes, while
improving the quality of
data
The project will be
developed over the next
year with implementation
likely to be completed in
2017/2018

NEW WAYS OF WORKING (NWoW)

New working styles will be
introduced for staff throughout the
organisation, starting with central
departments
Microsoft Skype is currently being
trialled across Birmingham West
and Central and will be then be
installed across the force

DATA DRIVEN
INSIGHT
Criminals follow
patterns and around
the world law
enforcement agencies
have been adopting
software tools with
predictive analytics

New laptops are also being trialled

with selected users in advance of a
wider roll out as part of the move
towards having a more agile
workforce

Using as much data

as possible the force
will begin to identify
patterns and predict
crime trends

The refurbishment of Lloyd House

will be completed by autumn 2016.
The refurbishment of the floors is
progressing well and the external
rendering is underway

The team are

currently researching
analytics technology
that best fits the
needs of the force

NEXT GENERATION ENABLING

SERVICES
A review of the forces support
service departments is underway as
part of the WMP2020 change
programme.
The review will look at how nonoperational departments will
continue to improve services against
anticipated workforce reductions as
a result of force savings required by
2020
Enabling service departments
include Corporate HR, Learning and
Development, Professional
Standards, Finance and Shared
Services, Corporate Asset
Management, Business
Transformation, Corporate
Communications, IT and Digital and
Legal Services

Future projects
THERE ARE SEVERAL PROJECTS THAT WILL BE
DELIVERED IN FUTURE TRANSITIONAL STATES.
THE WMP2020 WEBSITE HAS AN OVERVIEW OF
EACH PROJECT

PSR
INNOVATION
AND
PARTNER
SOURCING
OPTIMISATION
VULNERABLE
CITIZENS
REFERRAL
PORTAL

INJURIES
SURVEILLANCE
PARTNERSHIP
INFORMATICS HUB