Community First Full Business Case - Phase 1

Transcription

1 Community First Full Business Case - Phase 1 Reference Business Area Business Area Sponsor Author (Name & Role) Business Advisor MATRIX C/Supt Jon Ward DCI Sally Johnson Mrs Sarah Morton Date Submitted 25 th May 2016 Purpose:- To identify and capture evidenced proposals for change that consider and test Community, Operational, Partnership, and Political and Staff impact. Submission Notes:- The report is split into two main sections; an Executive Summary and then the Business Case. The Executive Summary is a brief but structured summary of what the proposal is. The Business Case is a detailed expansion of the Executive Summary and contains narrative & tables / pictures to aid understanding. In respect of this area of business both the Executive Summary and Business Case are structured to describe, where are we now, where do we want to be and what needs to happen to make the changes. Page 1 of 93 (v1.0)

2 Executive Summary Where are we now? Function PO FTE PO Cost PS FTE PS Cost Overview Command (C/Insp and above) , Set the strategic direction for the Force specialist functions regarding Armed Policing, Operational Planning, Roads Policing, Dogs and Mounted capabilities in response to threat, harm and risk. Maintain strong relationships with key stakeholders and partners to ensure an effective collaborative approach in delivering Force priorities. Disruption ,152, ,634 Dogs / Mounted ,528, ,696 Armed Policing ,654, ,057 Force Co-ordination ,964, Roads Policing ,580, ,057 Liverpool Airport , Underwater Search , NPAS (Helicopter) , Vehicle Seizure , ,413 The purpose of Matrix Disruption is to provide the Force with a primary response to large scale public disorder situations as well as skilled professionals, trained to national standards, to assist in high profile and complex investigations and events. The department also provides a highly visible proactive presence that can be deployed across the Force in response to spontaneous incidents in order to provide reassurance to communities and disruption to criminality. It also provides the Force with a level two response to gun crime, faction based criminality and cash-in-transit robberies. The MSOC Dogs & Mounted Section is a force-wide resource that supports operational policing through the provision of canine and equine tactical options. The Dog section provides support from general patrol, searching, drugs & firearms recovery, containments, control and identification of dangerous dogs. The main objective of the Mounted Section is to gather intelligence and provide specialist support throughout the Force. To provide an immediate response to all firearms incidents within the Force area, with the objective of identifying, locating, containing and thereby neutralising any threat. The department plays a key role in coordinating Force resources and it supports BCUs with the allocation of Level 2 resources such as Armed Policing, Dogs or Disruption following a review of threat, harm and risk. It also provides a key role in the Force response to serious or significant incidents across the Force. The Department works closely with Chief Officers to develop gold strategies for these events or incidents and orchestrates the setting up of silver control rooms to manage them. To provide the force with a 24/7 response to threat, harm and risk areas around Serious Road Traffic Collisions, Road Traffic enforcement and Investigation capability. The department investigates all Force RTC s as well as providing agile policing capability for major events and VIP escorts. The strategic purpose of the Airport Section is to provide a highly visible presence at Liverpool John Lennon Airport (LJLA), be a deterrent to criminal and terrorist activity and deter disorder. The unit addresses PCC priorities by providing visible and accessible policing to staff, passengers and local businesses situated within the estate and immediate surrounding area. The North West Regional Underwater Search & Marine Unit undertakes crucial work above and below the surface. Merseyside Police has had a collaborative marine policing and search capability with Cheshire and Greater Manchester Police since The unit can be called out to search anywhere between North Wales and the Scottish Border. The units vessel Consortium is owned by six regional forces (Cheshire, Cumbria, Greater Manchester, Lancashire, Merseyside and North Wales). It is crewed by staff from the Regional Underwater Search Unit, assisted by Marine Unit staff. The underlying principle of the National Police Air Service is a national service, regionally coordinated for local delivery. The National Police Air Services North West Region is made up of four Helicopters (based at Rhuddlan, Hawarden, Barton & Warton) providing 24 hour cover to all 6 Counties. The helicopter is often involved in searching for people who are missing, vulnerable or at risk. It is able to cover a large area, helping to assist units on the ground. The strategic purpose of the unit is to effectively manage vehicle seizures and wherever possible, retain vehicles that remain under the ownership or control of criminals in order to deny criminals use of the roads. The staff within the unit are regularly requested at court to provide clarification on points of law, conduct real time enquiries and investigations and give evidence on behalf of the prosecution. Reinvestments from R&R , Transfer in of 2.00 x FCC Constables (Con Comms Officer). Relates to Recommendation 1g (Eagleye) Summary of Budgeted FTE & Costs ,832, ,857 Note 1: 1,077,120 (24.00 FTE) is either part of LJLA or Joint Funding arrangement. Note 2: Costings are based on 2015/2016 Mid Points. Page 2 of 93 (v1.0) = 22,440,769 ( FTE) (excludes Dog Handling and On Call allowances) Note: A glossary of terms can be found within Appendix 4.

3 Where do we want to be? Key Recommendations This business case seeks approval to restructure MSOC Uniformed Services into an Integrated Model consisting of three legs:- Operations Operational Support Force Coordination (incl Airport Section) Note: As part of the transition to the new Force operating model, this area of Force business will be named Matrix rather than MSOC Uniformed Services. Vision & Purpose The vision for Matrix is to create a single unit of specialist uniformed assets, capable of coordinating and supporting all strands of the Force; allowing multiple deployments to manage emerging threats and risks of harm; whilst increasing the effectiveness of their deployment through a streamlined approach, maximising opportunities for interoperability and maintaining nationally accredited qualifications and standards. Model Overview Chief Superintendent Matrix Command Matrix Operations & Operational Support (Superintendent Command) Force Coordination (Superintendent Command) Objectives The objectives of the integrated Matrix model are to:- Provide clear command responsibility for operational and support functions. Provide multi-skilled specialist resources under the control of syndicate inspectors. Provide a single point of contact for operational coordination. Improve the effectiveness of deployments. Enable multiple deployments to meet emerging threats. Increase interoperability between specialist departments. Reduce silo working mentality. Provide Operational syndicates with sufficient resilience to meet training needs Bring Armed Policing and Dogs into alignment with the Cheshire/North Wales Alliance shift pattern. Matrix Operations (Chief Inspector Command) Responsible for :- Four syndicates, each w ith Dogs, Roads Policing, Armed Policing and Disruption resources *Mounted *Line Management for the Mounted Department will be through Operational Support Matrix Operational Support (Chief Inspector Command) Responsible for:- Roads Policing Investigation (inclqa Unit), Police Vehicle Collision, Forensic Collision, Casualty Reduction, Traffic Management, Vehicle Crime (incl CVU and Abnormal Loads), Armed Policing Training, Armourer, Training & Dangerous Dogs, Kennels, Stables, Mounted Training, Cannabis Dismantling, Force Coordination (Chief Inspector Command) Responsible for:- Planning, Tactical Support Officers, Eagleye, CCTV, Airport Section, Underw ater Search National Police Air Service Page 3 of 93 (v1.0)

4 What are the Costs & Implications? Savings and (Costs) Resource Changes - Reductions and (Growths) Savings (1) (1a) (1b) (1c) (1d) (1e) (1f) (1g) PO 70, , *85,196 PS 0 5, (1) (1a) (1b) (1c) (1d) (1e) (1f) (1g) PO (1.00) (1.00) (Costs) PO 0 (10,980) (42,598) (42,598) 0 + PS 0 (23,842) (7,945) PS 0.00 (1.00) = Total Net Saving 70,904 (28,870) (7,945) 42,598 0 (42,598) (42,598) *85,196 = Total FTE 1.00 (1.00) (1.00) (1.00) 2.00 *Minus 85,196 (Airport savings in 1g are externally funded) = ( 8,509) net effect cost = 1.00 (net effect reduction) Note 1: The above tables relate to net effect savings/costs and growths/reductions but exclude the impact in relation to the transfers between units, for example, Tactical Support Officers from Disruption to Force Co-ordination. Note 2: There will now be no Vehicle reductions at this stage. However, once the integrated model is in place, a mechanism will be agreed to monitor vehicle usage / mileage in readiness for vehicle reductions to be considered as part of a review after Matrix re-locate to the OCC. Note 3: Costings are based on 2015/16 Mid Points. Key: 1 = Integrated Model (Insp & above) 1a = Dogs 1b = Mounted 1c = Roads Policing 1d = Armed Policing 1e = Disruption 1f = Vehicle Release & Retention 1g = Force Coordination (incl Airport) Page 4 of 93 (v1.0)

5 In any change project, there will always be risks. The proposed Matrix model has identified a number of risks and scored them accordingly in terms of impact and likelihood both before and after determining the mitigation. With mitigation, the impact and likelihood score for most risks reduces to low, with just a few exceptions; it is these risks that are captured below:- Risk Unsuitable staff in leadership / supervision posts would impact on how the model is implemented and how change is driven. The existing culture within Matrix of separate departments working in isolation does not change and the one-team approach fails to be driven. Shift pattern changes will require wholesale change to training calendars. Failure to implement these in a timely manner could result in officers failing to retain their qualifications, which reduces overall capability within their specialism. There is a risk that during the change process, officers receive insufficient training resulting in them being unable to carry out their specialist skill. The decision not to make any building alterations to Smithdown Lane Police Station will make the full integration of the teams challenging, which would impact on the culture within the unit. (SDL would ideally require alterations to reflect the structure for syndicates, briefing and tasking as single functional teams. It is currently not fit for purpose re new model.) Airport Section backfill requirements will need to be managed by Force Coordination. This will impact on those resources who are Taser trained and will affect operational capability elsewhere. This additional demand was not factored into resource levels as the airport came into the strand belatedly. Impact (H/M/L) Likelihood (H/M/L) Note: The full risk assessment is captured in what are the costs and implications section of the full business case. Mitigation (if required) H M A strong command team needs to be identified that support the ethos of the model. Careful consideration needs to be given to the de-selection of excess supervisory posts ensuring the most suitable Inspectors and Sergeants are in the key posts. H M The selection of strong supervisors who buy-in to the new model is essential. Communication needs to be clear and consistent to ensure staff comprehend the direction being taken. Awareness training through presentations or workshops will help staff to understand how they fit into the new structure and will enable the generation of ideas around working practices and opportunities for greater interoperability. H M The implementation of the shift pattern at an appropriate stage (April 2017) has been recommended. The proposed shift pattern will provide sufficient opportunities to train. Special approval is being sought for early implementation of the new shift pattern for RPU and Dogs Officers; impact on their training calendars can be managed without adverse impact. M M Timely adoption of the shift pattern will enable each department to begin to develop their training calendars. Supervisors and individuals need to maintain an oversight of all training requirements and highlight any shortfalls at the earliest opportunity to enable them to be addressed. M M In the short term supervisors will need to seek opportunities to bring their new syndicates together. Briefing rooms are available within SDL. In the longer term the OCC development will address the issues. There is currently a facility to brief all staff in one room, however writing rooms should also be integrated from the outset. L H Sufficient Armed Policing and Disruption staff are Taser trained to enable cover to be provided without significantly impacting on other operational deployments. Consideration could be given to increasing the number of Taser trained staff across other specialisms or developing a cadre of replacement staff from Matrix. Impact (H/M/L) M M M M M L Likelihood (H/M/L) M L L L M M Page 5 of 93 (v1.0)

6 How will we get there (to implement)? The implementation of the proposed integrated Matrix model will require work on a variety of aspects i.e. People, Briefing, Tasking, Shifts, IT / Equipment, Training, Interaction with other Business Areas / Service Level Agreements, Vehicles, Estates, Meetings and Policy. Below are some of the key points of note for implementation; the full detail for each element is captured in the how will we get there section of the business case. The Command Team and Syndicate / Operational Support Inspectors will need to be established ASAP as it is imperative that the finer detail of the operating model is developed in conjunction with them. The airport security plan is due to expire April 2016 and any change to police resources may need reviewing in consultation with Supt Force Coordination. Joint briefings are critical to the development of a one-team approach. The briefing process to cover all shifts will need to be developed. Tasking will be received through the DORM process and from pre-planned requests for assistance, whilst also maintaining a response capability to calls for service; the DORM process will need to evolve. The Matrix (police officer) integrated model elements and associated shift pattern changes should not be implemented (in the main) until 1 st April 2017 to ensure the various training calendars are not adversely disrupted. In order to address on-going demand issues of the Dog Section and the need for enhanced RPU supervision, the revised shift pattern for these officers should be implemented earlier than this, i.e. from September Note: Governance timescales of Phase 1 are likely to mean that the early shift pattern changes will need to be progressed outside of the project. An appropriate SLA will need to be developed for Matrix outlining the specialist support it will provide to Response & Resolution, Local Policing and Investigations. A memorandum of understanding needs to be developed outlining the process for prisoner handover, processing and investigation that will take place between Matrix, Response & Resolution, Local Policing, Investigation and CCJ. An agreement needs to be developed to establish how the Force will provide cover for the Airport Section in the event of staff shortfalls; they must be Taser trained (the process will be managed through Force Coordination). There will need to be consideration around the most effective meeting structure that will be required to govern the new integrated model. Who is affected by the proposals? Recommendation for change For each element of change will there be an impact? (Yes =, No = ) Community Frontline / Operational Partnership Political Police Staff Police Officers This business case seeks approval to restructure MSOC Uniformed Services into an Integrated Model consisting of three legs:- Operations Operational Support Force Coordination (incl Airport Section) As part of the integrated model transition, all Operations officers, Eagleye officers and Animal Welfare Assistants (Dogs) will be aligned to revised shift patterns. Note: The full impact assessment is captured in who is affected by the proposals section of the full business case. Page 6 of 93 (v1.0)

7 Business Case Where are we now? MSOC Overview (Current Position) MSOC Uniformed Services consists of two strands namely Operational Support and Force Coordination. Operational Support comprises of specialist frontline uniformed resources including Armed Policing, Roads Policing, Disruption, Dogs & Mounted. They are responsible for providing a support function for all Force business areas, whilst retaining ownership of specialist work such as dangerous dogs, road traffic collision investigation and specialist training. Force Coordination is primarily the Force planning and coordination team, responsible for events and contingency plans. They are also responsible for coordinating the deployment of specialist assets such as the Operational Support or Covert teams through the DORM. Force Incident Managers sit within the department, providing an initial Silver Command function for all critical incidents. Eagleye and CCTV staff control ANPR and CCTV cameras, linking in with the Force Contact Centre. The department also maintains oversight of external units including the Underwater Search & Marine Unit and the National Police Air Service. Summary of Resources & Costs Command (Chief Insp and above) Disruption Dogs / Mounted Armed Policing FTE Cost ( ) FTE Cost ( ) FTE Cost ( ) FTE Cost ( ) Police Officer ,422 Police Officer ,152,016 Police Officer ,528,426 Police Officer ,654,170 Police Staff Police Staff ,634 Police Staff ,696 Police Staff ,057 TOTAL ,422 TOTAL ,299,650 TOTAL ,859,122 TOTAL ,686,227 Force Co-ordination Roads Policing Liverpool Airport Underwater Search FTE Cost ( ) FTE Cost ( ) FTE Cost ( ) FTE Cost ( ) Police Officer ,964,374 Police Officer ,580,198 Police Officer ,162 Police Officer ,968 Police Staff Police Staff ,057 Police Staff Police Staff TOTAL ,964,374 TOTAL ,612,255 TOTAL ,162 TOTAL ,968 NPAS (Helicopter) Vehicle Seizure Reinvestments from R&R Summary of Budgeted FTE & Costs Page 7 of 93 (v1.0) FTE Cost ( ) FTE Cost ( ) FTE Cost ( ) FTE Cost ( ) Police Officer ,784 Police Officer ,196 Police Officer ,196 Police Officer ,832,912 Police Staff Police Staff ,413 Police Staff Police Staff ,857 TOTAL ,784 TOTAL ,609 TOTAL ,196 Sub Total ,440,769 Data Source: Origin Extract dated 02/11/2015 (Above relates to budgeted FTE) Costing Calculator: MSOC SEP P5 Tr4 (Feb 2015) v12.xls Costings are based on 2015/2016 Mid Points Note 1: Following discussions with Finance, due to the way the budgets are constructed it is proving difficult to provide non-staff costing information broken down to a meaningful level; therefore a decision has been made to not include it. Note 2: To be read in conjunction with function specific resource & cost tables and notes in the following pages. *Note 3: Dog Handling and On Call Allowances are not included in the function specific boxes on this page or the following pages. Dog Handling (circa) N/A Allowance* 100,000 On Call Allowance* N/A 104,025 TOTAL ,644,794 Notes: 1,077,120 (24.00 FTE) is either part of LJLA or Joint Funding arrangement.

8 Command Tasking The daily tasking of specialist support from MSOC Services emanates from the DORM addressing issues of threat, harm and risk across the Force. As well as DORM deployments, resources respond to spontaneous incidents and calls for service requiring a specialist response, such as RTCs, Firearms discharges and containments, searches and public disorder along with providing support to pre-planned operations. Pre-planned requests are submitted directly to relevant departments, with each request being considered based on availability and threat, harm and risk. Page 8 of 93 (v1.0)

9 Customers Estate INTERNAL Disruption (incl CDT) Mounted Dogs Armed Policing Roads Policing Force Co-ordination Airport Vehicle Seizure Underwater Search NPAS (Helicopter) EXTERNAL Disruption (incl CDT) Mounted Dogs Armed Policing Roads Policing Force Co-ordination Airport Vehicle Seizure Underwater Search NPAS (Helicopter) Disruption (incl CDT) Mounted Dogs Armed Policing Roads Policing Force Co-ordination Airport Vehicle Seizure Underwater Search NPAS (Helicopter) BCU Patrol Mutual Aid SDL BCU N hood BTP Mather Avenue BCU CID Tunnel Police HQ MSOC Uniform MF&RS JCC MSOC Intel Ambulance John Lennon MSOC Invest NW M way Group FIMs NW Underwater Search Team NPAS NHS Trusts and Care Foundations HO Counter Terrorism HM Prisons UKBA TISPOL Local Authorities LJLA Birkenhead Kings Dock Runcorn Hutton Canada Dock Ranges x 4 Regional Base x 4 Peel Ports plc HM Coastguard Postal Companies Football Clubs Notes: Armed Policing reference to HQ relates solely to their Armourer and Range. Force Coordination reference to HQ relates to just a satellite office on the 6 th floor and Kings Dock is where the CCTV Operators are located. Racecourses Conference Centres Charities Page 9 of 93 (v1.0)

10 APP Guidance Policy Owners Disruption Mounted Dogs Armed Policing Roads Policing Force Co-ordination Vehicle Seizure Airport Underwater Search NPAS (Helicopter) Disruption Mounted Dogs Armed Policing Roads Policing Force Co-ordination Vehicle Seizure Airport Underwater Search NPAS (Helicopter) Armed Policing CBRN Civil Contingencies Counter Terrorism ANPR Policy Business Continuity Policy CS Incapacitant Procedure Dog Related Incident Policy Critical Incident Management Information Management Mobilisation National Decision Model Operations Policing Elections Public Order Risk Roads Policing Search Driver Training Assessment Panel Procedure Escorts on Roads Policy Armed Policing Authorities Policy Incident Data Recorders Procedure Personal Insurance Indemnity Policy Police Pursuits Procedure Police Vehicle Collisions Policy Road Traffic Collisions Policy Taser Deployment (Non Firearms) Policy Note: The above business areas are specifically mentioned within the APP Guidance listed in the left hand column. Note: These policies are owned and authored by MSOC Uniformed Services. The business area is also subject to all other Force policies. Page 10 of 93 (v1.0)

11 Overview DISRUPTION (Current Position) The purpose of Matrix Disruption is to provide the Force with a primary response to large scale public disorder situations as well as skilled professionals, trained to national standards, to assist in high profile and complex investigations and events. The department also provides a highly visible proactive presence that can be deployed across the Force in response to spontaneous incidents in order to provide reassurance to communities and disruption to criminality. It also provides the Force with a level two response to gun crime, faction based criminality and cash-in-transit robberies. Legal / Statutory Requirements Key Areas of Responsibility Resources & Costs There are no legal / statutory requirements relating to the Disruption function. Providing a prompt and effective response to spontaneous and pre-planned incidents requiring the deployment of specialist Subject in Physical Structures (SIPS) and public order trained officers. Proactively disrupting serious and organised crime through highly visible patrolling or through the execution of warrants/operations. Providing tactical advice and guidance to the Force regarding all complex search related incidents. Proactively gathering intelligence, focusing on serious and organised crime. Delivering consistently high quality training in accordance with national and regional standards to maintain qualified officers. Conducting cell extractions and protestor removals in a controlled and safe manner. Rank / Grade FTE Cost ( ) Chief Supt Supt Chief Insp Insp ,480 Sgt ,686 Con ,194,850 PO Sub Total ,152,016 Grade H Grade G Grade F Grade E Grade D ,074 Grade C ,560 Grade B Grade AA PS Sub Total ,634 TOTAL ,299,650 Notes: Includes CDT (1 x Sgt and 6 x Police Staff) approved in T4 Includes Tactical Support Officers albeit in practice these posts are line managed by Force Co-ordination (4.00 x Con). There is a requirement for 1 x Tactical Support Officer to undertake on call duties. The allowance is 15 per day per post (cover is 365 days per annum). Total on call allowance cost is 5,475; this amount is excluded from the above costs. Operating Model (incl Demand & Working Practices & Processes) Matrix Disruption operates a 4-week shift pattern. The core hours of the department are , extending to 0400 on Friday and Saturday. The department does not provide a 24-hour response as historically demand is low between the hours of 0300 and In the event that searches are required overnight, the scene will be held until morning to enable the search to be carried out in daylight. In order to maintain the specialist skills within the department, officers must re-qualify on an annual basis. The shift pattern incorporates 2 training days, during which all officers maintain their skills and qualifications without impacting on the operational capability. Page 11 of 93 (v1.0)

12 The department is tasked via the DORM process and through direct requests for service. The department is deployed to areas based on threat, harm and risk with resources allocated at the DORM meeting. However, this allocation of resources fails to take into account the existing departmental commitments and can lead to unrealistic expectations across BCUs of the level of support they will receive. Demand for Matrix Disruption comes from many sources. Force Coordination, other MSOC departments, BCUs, other Force departments, external Forces and partner agencies all compete for their services. The department is constantly juggling requests in order to maximise their ability to meet the needs of the Force. MSOC Disruption demand data has identified duplication and inconsistencies. Chronicle has been used since 2012 to record details of searches. In July 2014, the departmental activity data became available on the Force Performance Management system via Insight reports. This necessitates the department to complete a simple spreadsheet, which automatically shares data with Insight. It is now evident that the recorded data differs between the two systems. Consultation with managers would suggest that the Insight data is likely to be the most accurate and is more comprehensive than that available from Chronicle. In view of this, MSOC Disruption activity has been examined using the Insight data for the period July 2014-January This data shows that during the period July 14 Jan 15 (215 days): - The department captured 530 activities, which averages out as 2.47 activities per day. 67% (355) of this activity related to searches being conducted, equating to 1.65 searches per day. NB. Each activity can be counted in more than one category therefore will not add up to the total. (E.g. one activity could be a Search, Force Op and Warrant). Whilst this data does show the number of activities conducted, it is unable to inform us how long they have spent carrying out this work. Therefore we are unable to establish the proportion of time Disruption spends on each activity. Matrix Disruption also support football operations (Note: Football demand is not captured in the above Insight data). For the season , the department will provide 1 Sergeant & 7 Constables as a public order serial on 30 occasions (Op Lesco). The department provides a full PSU (1.00 x Insp, 3.00 x Sgt, x Con) for the local derbies between Liverpool and Everton Football Clubs. In addition for any category B, C and C-IR matches, the department will support the wider policing operation, Operation Lesco (a recurring operation). The unit will deploy a serial to 12 matches this season. The other element of Disruption demand is for Tactical Support Officers. No demand or performance data exists for the TSOs. The key demand comes from conducting method of entry (MOE) reconnaissance and the preparation of MOE briefing packages for all Force operations. In addition to preparing the packages, the team are also deployed on the operations, conducting some of the more advanced MOEs. The department routinely has to manage competing demands. Pre-planned jobs are booked into the diary on a first come, first served basis. Work is also prioritised based on threat, harm and risk with departmental supervisors managing any competing demands. Due to a lack of resources, the department does report not being able to accept jobs or having to cancel jobs in order to service higher priority tasks, although historical data to quantify how much demand cannot be met is not recorded. The department have recognised this and since late February, the department has introduced a recording process for work requests that they are unable to service. The database revealed that between 24 th February 2014 and 1 st September 2015, the department were unable to service 22 requests, 3 of which were from outside Forces. The process for recording demand that cannot be met remains in its infancy and the management team believe that more requests have actually been declined and not recorded. Note 1: Appendix 3a captures all current position posts within Disruption in structure chart format; this should be referenced in conjunction with this section. Note 2: Over a 12-month period (April 2014 March 2015), a dedicated MSOC project team undertook detailed reviews of all MSOC Uniformed Services functions. Each review built up a detailed understanding of Service, Demand, Process and Staffing. The Disruption detailed findings and assessment report is not appended to this business case, but can be made available if required (see Appendix 4 for details). Page 12 of 93 (v1.0)

13 Overview DOGS & MOUNTED (Current Position) The MSOC Dogs & Mounted Section is a force-wide resource that supports operational policing through the provision of canine and equine tactical options. The Dog section provides support from general patrol, searching, drugs & firearms recovery, containments, control and identification of dangerous dogs. The main objective of the Mounted Section is to gather intelligence and provide specialist support throughout the Force. Legal / Statutory Requirements Key Areas of Responsibility Resources & Costs Animal Welfare Act 2006 (places obligations on the department for the welfare of animals in its care). Dangerous Dogs Act 1991 (provides the legislation for the seizure, identification and prosecution for illegal dogs and for dogs dangerously out of control). Dogs (Fouling of Land Act) 1996 (requires the department to clean up after their dogs). Although managed under one Inspector, the two units provide distinctly different functions:- Dog Section Positive finds through the deployment of a dog. A positive find is the location of any person or property that meets the deployment objective. This can include a negative search (i.e. finding nothing) which enables an area to be excluded from an investigation. Dog Seizures. Seizures include suspected illegal breeds or dangerous dogs and the subsequent prosecution of owners. Reductions in serious acquisitive crime in areas following tasking. The maintenance of public order through the deployment of dogs. Mounted Section Intelligence submissions obtained following a deployment. Increased community reassurance following a deployment. The maintenance of public order through the deployment of horses at football or other public order deployments. Rank / Grade FTE Cost ( ) Chief Supt Supt Chief Insp Insp ,370 Sgt ,754 Con ,087,302 PO Sub Total ,528,426 Grade H Grade G Grade F Grade E ,114 Grade D Grade C ,224 Grade B Grade AA ,358 PS Sub Total ,696 TOTAL ,859,122 Notes: Includes Equalisation Allowance for Grade AA Animal Welfare Assistants (x 33.75% (Horses) and (x 22.51% (Dogs). The Force animal establishment does fluctuate but is currently 16 Horses and 60 Dogs. Dog Handler allowance is excluded from the above figures. The standard rate is 2,196 per annum (if Handler has one dog; if Handler has two dogs, this rate increases by 25% i.e. to 2,745. The cost can be fluid, but it would be fair to estimate that Dog Handling Allowance current costs are in the region of 100k. Operating Model (incl Demand & Working Practices & Processes) The Dogs and Mounted Section operate 24-hours per day, 7 days per week. Four different shift patterns exist depending on the role undertaken. Dog Handlers operate 24- hours, 7 days per week, Kennel Animal Welfare Assistants operate 08:00 20:00, 7 days per week, Mounted Officers operate 07:00 00:00 Sunday to Thursday and 07:00 05:00 Friday and Saturday and the Stable Animal Welfare Assistants operate 24-hours, 7 days per week. Page 13 of 93 (v1.0)

14 Briefing: The Dogs & Mounted Section has a daily parade at the commencement of their tour of duty. However, the staff do not have any sort of dedicated briefing document made available to them. Therefore, having viewed the DORM deployments, the supervisors must then trawl Corvus to try and locate any information regarding their tasking to be able to point officers in the right direction and for deployments to be effective. Dog Handler Deployments: Requirement for Dog Support Contact Dog Supervision mobile phone Request evaluated by supervision based on T/H/R & opps for success Handler deployed directly by supervison via back to back radio Mounted Deployments: Mounted deployments are agreed through the DORM process or through pre-planned requests for service such as City Plan or Football operations. Debriefing At the conclusion of each shift, the Dogs & Mounted supervision conduct a de-brief with their staff. Details are then obtained for the Dogs & Mounted 24-Hr Summary. This document includes details of deployments, activity returns and incidents of note. Incidents include details of all significant deployments, positive finds and other incidents worthy of reward and recognition. Demand data for the services of the Dogs & Mounted staff has been challenging to capture. Force systems are incapable of gathering sufficient data to establish overall demand. Until recently, the Dog Section recorded activity on a sheet completed by the officers and inputted onto Chronicle by an administrator within MSOC Business Support. This process enabled management information to be obtained and was used for the completion of the Dog Strategic Threat and Risk Assessment. Following Command Team consultation, the Business Support manager withdrew this process. Therefore, the only recording process for the departments demand/performance is a daily shift de-brief report. Dog Section: There are a number of key factors that have influenced demand for the services of the Dog Section over the last couple of years. These include: - The number of people killed locally and nationally by dogs resulting in greater political, media and public attention. The wider awareness of dangerous and illegal dogs, resulting in an on-going consistent volume of dog-related calls to the Force. The increasingly robust policies and processes for dealing with all dog-related incidents and the resulting positive action being taken. Improved use of Force systems to increase intelligence on addresses where dogs reside. Improved planning and risk assessments of operations where dogs are present. The large number of warrants being executed searching for firearms, drugs or cash. The lack of a local Force helicopter leading to longer response times for incidents. The improved communication processes for obtaining the services of Dog handlers. Cuts to local authority Dog Warden services, resulting in calls to the police to deal with incidents such as stray dogs. All of these factors have increased the demand for the services of dog handlers across the Force. Page 14 of 93 (v1.0)

15 In 2013, the Dog Section dealt with in excess of 10,000 requests for service. The adjacent chart breaks down this demand by category. It shows that 80% of Dog Section demand relates to the need for the capabilities of a police dog whilst 20% (i.e. Dangerous Dog Enquiries, Detention of Dangerous Dogs and Kennel Duties) relates to the need for the skills of a trained dog handler. The Dog Section is not currently meeting demand despite effective deployment processes and flexible staff. Increased demands and a reduced workforce (8 Constable posts deleted during SOP) are impacting on the ability of the department to respond to requests for service. Between August 2012 & March 2014, the Dog Section were unable to service at least 1082 requests for service, this is approximately 6.3% of requests. This figure is taken from available data (on Chronicle), which is understood to under represent the true figure. Each request for service that is not attended by a dog patrol is a missed opportunity to find offenders or vulnerable people, locate weapons, evidence or stolen property. All of these missed opportunities are directly linked to Force priorities. Detention of Dangerous Dogs 8% Cadaver Detection 1% Passive Detection (Drugs / Cash) 1% Community Engagement 1% Dangerous Dog Enquiries 9% Explosive >1% Rummage (Firearms / Drugs / Cash) 17% Kennel Duties 3% Firearms Support 1% General Purpose Dog inc Calls For Service 59% Police Kennels: The kennel facilities at Mather Avenue are for the kennelling of police dogs only. The below charts shows that demand for the use of these facilities generally reflect the timings of school holidays and whilst demand is fairly even throughout any given week, Fridays and Saturdays are the busiest as many staff book dogs in at weekends. Kennel Demand by Month Kennel Demand by Day Saturday 15% Sunday 14% Monday 15% Tuesday 13% Friday 16% Wednesday 13% Thursday 14% Page 15 of 93 (v1.0)

16 Mounted Section: The key areas of demand for the Mounted Section relate to:- DORM Tasking: This is now a default daily deployment, tasking officers to conduct high visibility patrol in areas of serious and organised crime, with the aim of providing public reassurance and intelligence gathering. During FY2013/ patrols were conducted. Football This is frequently cited as the raison d être for the Mounted Section. Resourcing requirements vary depending on the category of the game as per below: - Horses Per Football Match by Club and Category A B C C-IR EFC LFC In the season 2014/15, Force Coordination has identified a total of 40 confirmed matches and a potential further 25 that will require the presence of the Mounted Section. There is no anticipated requirement for matches at Tranmere Rovers. City Plan: Another regular operational deployment is to support this operation with the aim of providing high visibility patrolling and subsequent prevention of crime and disorder. In FY 2013/ officer shifts were spent on this operation. Force Events: The Mounted Section support a variety of Force events and operations. These included the Grand National, Liverpool Orange Lodge, Armed Forces Day, Liverpool Music Festival, Liverpool Pride and a variety of demonstrations, marches and strikes. During 2013, the department was deployed to 20 events by Force Coordination. In 2014, they have been deployed to 10 between January and July. In addition to the above, during FY 2013/14, the Mounted Officers were deployed for 70 shifts on community engagement activities. Training: The Mounted department has no full-time trainers. The Stablehand Manager coordinates all aspects of training including the annual calendar, the lesson plans, risk assessments and equipment along with providing the impartial perspective to provide solutions to issues as they develop. The Stablehand Manager has become the lead trainer, supported by 1 police officer, who qualified as an instructor in The police officer provides the operational support and can mentor new riders. 2014: 1 course 2015: 1 course 2016/17: The department anticipate two further courses being run. Each course duration is 16 weeks. Page 16 of 93 (v1.0) Mounted Training Demand Initial CPD Intermediate Advanced Trainers Horse & AWA Training is delivered 2016/17: 1 course to be 2016/17: 1 Assessment 2014: 1 Instructor course every Wednesday run. is planned. run. throughout the year, 2016/17: 1 course is which provides each Course duration is 4 required Section with 20 days in a weeks. calendar year. (This factors in staff abstractions). All Stable AWAs are trained and assessed by the Stablehand Manager until deemed competent to work horses alone, schooling them in the arena. Young horses are assessed and graded by the Stablehand Manager.

17 Horses must maintain a minimum standard to enable them to meet ACPO guidelines for operational deployment. Note 1: Appendix 3a captures all current position posts within Dogs & Mounted in structure chart format; this should be referenced in conjunction with this section. Note 2: Over a 12-month period (April 2014 March 2015), a dedicated MSOC project team undertook detailed reviews of all MSOC Uniform Services functions. Each review built up a detailed understanding of Service, Demand, Process and Staffing. The Dogs & Mounted detailed findings and assessment report is not appended to this business case, but can be made available if required (see Appendix 4 for details). Page 17 of 93 (v1.0)

18 Overview ARMED POLICING (Current Position) To provide an immediate response to all firearms incidents within the Force area, with the objective of identifying, locating, containing and thereby neutralising any threat. Legal / Statutory Requirements Key Areas of Responsibility Resources & Costs Health & Safety at Work Act 1974 and Management of Health & Safety at Work Regulations (places duties on the organisation to manage risk to employees and to protect people from the actions of employees). Providing a prompt and effective response to spontaneous and pre-planned incidents requiring the deployment of authorised armed policing officers. Bringing a safe conclusion to armed policing deployments. Rank / Grade FTE Cost ( ) Chief Supt Supt Chief Insp Insp ,480 Regional Strategic Threat and Risk Assessment (outlines the requirement for the provision of an armed policing capability). National Police Firearms Training Curriculum - Codes of Practice for Police Use of Firearms (Sets the standards for the selection and training of armed policing officers). Providing the Force with a 24/7 point of contact for tactical advice when planning operations. Delivering sufficient levels of training at national standards to maintain the department armed policing capabilities. Compliance with national armed policing tactics, policies and procedures. Sgt ,508 Con ,643,182 PO Sub Total ,654,170 Grade H Grade G Grade F Grade E ,057 Grade D Police Reform Act Codes of Practice for Police Use of Firearms (Outlines the principles in relation to the police use of firearms). Providing sufficient capabilities to meet local, regional and national demand. Reducing armed policing related incidents following tasking. Grade C Grade B Grade AA PS Sub Total ,057 TOTAL ,686,227 Notes: There is a requirement for 12 x Armed Policing SFO and 1 x Armed Policing PIM to undertake on call duties. The allowance is 15 per day per post (cover is 365 days per annum). Total on call allowance cost is 71,175; this amount is excluded from the above costs. Operating Model (incl Demand & Working Practices & Processes) The Armed Policing Department works a six week shift pattern. This is the standard Force five week shift pattern with a week training added on to maintain qualifications/licenses and train in new and emerging techniques and tactics as directed from the College of Policing. The existing 6-week armed policing shift pattern meets current operational demand and enables training commitments to be met. Briefing: Armed Policing officers have a daily parade at the commencement of their tour of duty. Having viewed the DORM deployments, the supervisors must then trawl Corvus to try and locate any information regarding their tasking to be able to point officers in the right direction and to ensure deployments are effective. Page 18 of 93 (v1.0)

19 Deployment of Armed Policing Officers: The ability of the Force to deploy armed officers quickly to areas of threat, harm and risk is critical to the effectiveness of the Department. Consequently, the Department has a single radio channel operated by the Force Incident Managers (FIM) as well as officers monitoring primary talk groups for their respective areas of deployment. When on patrol, ARVs are under the control of the FIM. Deployment and relevant armed policing authority levels are decided upon by the FIM based on the National Decision Model. In between ARV deployments, officers continue to patrol areas and monitor radio channels. Demand data for the services of the Armed Policing Department has been challenging to capture. Despite significant investment in the Chronicle software system, data inaccuracies have undermined its worth but more significantly could seriously affect the data provided in the Strategic Threat & Risk Assessments, this in turn could lead to illinformed decisions regarding regional capability being made. The Department operates 24/7, 365 days per year, which equates to 8,760 hours. From this, the total departmental time spent on each element has been calculated. Demand for the department comes from armed policing related deployments; daily departmental processes; mandatory and non-mandatory training. These have been examined under two strands, Operational Demand and Mandatory Training Demand. Operational Demand shows how the operational year breaks down including any standard daily processes that the department must undertake and any non-mandatory training that is built into the day. This is the time spent on the 5-week element of the shift pattern. Training Demand will purely look at the number of days the department allocates to mandatory armed policing training. This is time spent on the training week. The review has used the time period 1st September st August 2014 as a consistent timeframe (unless stated) due to the availability of Chronicle data. Remaining Deployable Hours MSOC Armed Policing Demand 44% = 3870 hours 25% = 2190 hours 9% = 730 hours 10% = 899 hours Briefing & Armoury Procedure Non Mandatory Gym Training The initial headlines that can be drawn from this are: 25% (2190 hours) of Armed Policing Officers time is engaged at the start of a shift being briefed, issued with and loading weapons; then at the end of a shift unloading and returning weapons and debriefing. This has been calculated as 2 hours per shift (1 hour at the start and end of each duty) for the whole team to undertake the process. 22% (1970 hours) of time is spent directly engaged in their primary role as an AFO. Of which only 10% (899 hours) is actually engaged on authorised armed policing deployments. 9% (730 hours) of time is engaged training in the gym at Smithdown Lane. This is based on 1 hour at the start of an Afternoon shift and 1 hour at the end of a Morning shift. 44% (3870 hours) equates to the current time the Armed Policing Department are conducting patrol or other non-armed policing related duties. 12% = 1071 hours Weapon Make Safes Authorised Armed Policing Deployments This data is based on the previous 12 months and 75% of the time is variable. If there was an increased requirement for authorised armed policing deployments, then time spent in the gym or engaged with patrol or other deployments would always reduce. Page 19 of 93 (v1.0)

20 Within the Armed Policing Department is a dedicated Training Unit that delivers all training to AFOs and armed policing commanders; delivers baton gun training to Matrix Disruption; and conducts presentations to IPLDP courses. The Unit operates Monday to Friday, 52-weeks of the year. This equates to 2,080 hours per year. The Unit is delivering training on a daily basis, often running 2 or 3 different courses each day. It is also at the forefront of training delivery across both the region and nationally. Mandatory Training Demand: Armed Policing training is now standardised nationally. The National Armed Policing Training Curriculum outlines the training to be delivered and sets the number of contact hours an AFO must undertake for each discipline to remain authorised. This is all coordinated and quality assured by the regional Chief Armed Policing Instructor and the Force Armed Policing Training Manager. Therefore, training demand is consistent and there are no opportunities to reduce the level of contact time (i.e. the time a student spends under direct instruction). Discipline Contact Hours Per Year Discipline Contact Hours Per Year ARV Armed Support to Covert Ops SFO Armed Surveillance Rifle Protection Officer Armed Response / Support to PO Vehicle Escort Shotgun First Aid Pyrotechnics Tac Ad Discipline OFC TFC - Initial TFC - Pre Planned SFC PIM PST Contact Hours. Non-Contact Hours. Contact Hours Per Year = 47% 125 = 78% 85 = 53% 35 = 22% 48 = 60% 32 = 40% ARV = 160 Hrs Rifle = 160 Hrs CPO = 80 Hrs 54 = 45% 66 = 55% SFO = 120 Hrs The above table shows the contact time AFOs must receive. However in order to receive this contact time, considerable additional time is required in order to complete all the logistical arrangements that are necessary. The adjacent chart shows the four main training areas and identifies the proportion of time apportioned to both contact and non-contact hours. The Armed Policing Department is also responsible for the Force Armourer. Their role is to implement and maintain comprehensive maintenance programmes encompassing all operational and training weapons including taser, all ammunition, pyrotechnics, CS incapacitants and all Force armed policing training facilities. The demand through this function is not currently recorded. Note 1: Appendix 3a captures all current position posts within Armed Policing in structure chart format; this should be referenced in conjunction with this section. Note 2: Over a 12-month period (April 2014 March 2015), a dedicated MSOC project team undertook detailed reviews of all MSOC Uniformed Services functions. Each review built up a detailed understanding of Service, Demand, Process and Staffing. The Armed Policing detailed findings and assessment report is not appended to this business case, but can be made available if required (see Appendix 4 for details). Page 20 of 93 (v1.0)

21 Overview ROADS POLICING UNIT (RPU) (Current Position) To provide the force with a 24/7 response to threat, harm and risk areas around Serious Road Traffic Collisions, Road Traffic enforcement and Investigation capability. The department investigates all Force RTC s as well as providing agile policing capability for major events and VIP escorts. Legal / Statutory Requirements Key Areas of Responsibility Resources & Costs Department of Transport mandate to record all fatal, serious and slight injury RTCs (Information feeds national KSI reduction strategies). Coroners and Justice Act 2009 Reporting of Deaths to the Coroner (requires all fatal collisions to be investigated and reports prepared for the coroner). Home Office requirement to work in partnership to reduce KSIs (the Merseyside Road Safety partnership was established to meet this requirement). Construction and Use Act 1986 and Special Transport General Order legislation (requires the Force to accept notifications and consider movements of abnormal loads). The Carriage of Dangerous Goods and Use of Transportable Pressure Equipment Regulations 2009 (identifies police as an enforcing authority with requirements for record keeping and obligation on transporters to notify police of incidents). There are a number of elements within the Roads Policing Unit (RPU) that together deliver the Force s roads policing (RP) priorities, namely: - Patrol (initial response to RTC s. Education and enforcement of road users). Accident Investigators (forensic investigation of all fatal and likely to prove collisions and some serious collisions). Roads Policing Investigation Unit (investigation of all fatal and likely to prove RTCs as well as all serious RTCs submitted from BCUs). Police Vehicle Collision (PVC) Unit (Investigation of all RTC s involving police drivers and vehicles. Management of high-risk police drivers). Traffic Management (Develop and oversee traffic management plans for events requiring police involvement. Provide police perspective for engineering related traffic matters). Casualty Reduction (Delivers education programs to the identified thematic risk groups. Assists with training delivery). Road Traffic Collision (RTC) Quality Assurance Unit (Process low-level RTC files for BCUs). Vehicle Crime Group (Target criminals involved in organised vehicle crime). Commercial Vehicle Unit (Targeted enforcement of commercial vehicle users). Rank / Grade FTE Cost ( ) Chief Supt Supt Chief Insp Insp ,480 Sgt ,330 Con ,515,388 PO Sub Total ,580,198 Grade H Grade G Grade F Grade E ,057 Grade D Grade C Grade B Grade AA PS Sub Total ,057 TOTAL ,612,255 Notes: There is a requirement for 1 x RPU Inspector to undertake on call duties. The allowance is 15 per day per post (cover is 365 days per annum). Total on call allowance cost is 5,475; this amount is excluded from the above costs. There is also a requirement for 2 x Forensic Collision Investigator to undertake on call duties. The allowance is 15 per day per post (cover is 365 days per annum). Total on call allowance cost is 10,950; this amount is excluded from the above costs. The forecasted budget for the NWMPG in the next financial year is in the region of 970,000. The funding is divided between Forces and this year Merseyside Police paid a contribution of 233,419. To offset this cost, Merseyside Police receives 98,000 from GMP for policing a small section of the M6 motorway. As well as this contribution, Merseyside Police also pays towards the ANPR maintenance costs. This year the Force paid 7, towards this. Page 21 of 93 (v1.0)

22 Operating Model (incl Demand & Working Practices & Processes) The Roads Policing Unit is made up of a number of different functions. Patrol is by far the biggest in terms of demand and aligned resources. Patrol is centralised and operates a 5-week shift pattern. The Variable Shift Agreement is used on a regular basis, varying Night shift officers to work EP s where minimum strengths allow in order to maximise resources during peak demand. Briefing: RPU Patrol is tasked via Level 2 tasking and the Daily Operational Review Meeting (DORM). The default RPU deployment is to addressing KSIs (Killed & Serious Injury) and RTC (Road Traffic Collision). They are also regularly deployed to areas of threat, harm and risk in order to support BCUs targeting serious and organised crime by means of enforcement. When carrying out their default KSI reduction task, Patrol officers will concentrate their efforts on hot routes. These are roads within each BCU, which have been identified through analysis to have a high number of incidents in relation to KSIs. The main demand on the patrol function is in line with the SLA and involves responding to incidents, assisting with operations and proactively policing the roads. In 2013/14 the RPU Patrol teams attended 2308 RTCs and conducted 16,286 pieces of enforcement. This equates to 50.1% of Force RTCs, 82.1% of the RPU enforcement targets and 47.7% of the Force targets. The RPU has a Service Level Agreement to attend 100% of Fatal and Likely to Prove RTCs, 80% of Serious Injury RTCs, 50 % of Slight Injury RTCs and 50% of Damage Only collisions. The adjacent table shows that during 2013/14, the RPU achieved their Service Level Agreement in all RTC classifications. 2013/14 RTC Classification Force Total RPU Attended RPU % Fatal % Serious - Likely to Prove % Serious % Slight % Damage % Damage - Failed to Stop % Grand Total Note: In addition, the responsibility for Abnormal Loads demand is currently being carried by Roads Policing Officers. (In 2013 there were 1020 notifications 18 hours per week, 6 hours on a Monday and 3 hours per day Tuesday to Friday). At the time of the review RPU had x Sergeant and x Constable posts (per Origin baseline); the structure chart identified Sgt and Con as being part of the Patrol function. However, in practice only x Sgt and x Con are routinely engaged in the Patrol function; the remaining posts are utilised to undertake demand for a number of RPU specialisms:- Roads Policing Investigation Unit RTC QA Unit Forensic Collision Investigation There are 2.00 x Sgt and 6.00 x Con undertaking RPIU work. On paper the RPIU does not exist. The unit operates Monday to Friday and at weekends. The SIO is not available at weekends and only one Constable is available with the idea being that they can provide expert knowledge as a tactical advisor to the Patrol Team SIOs. Page 22 of 93 (v1.0) There are 4.00 x Con undertaking RTC QA work. On paper the RTC QA Unit does not exist. The RPU Service Level Agreement was adjusted to commit the department to attend 100% of collisions involving a fatality or where this is likely to occur, 80% of those with injuries deemed serious and 50% slight injury. (In addition it was accepted that the department would progress all collisions recorded within BCUs, effectively closing Area RTC units). There are 8.00 x Con undertaking Forensic Collision Investigation work. The Forensic Collision Investigators (FCI) operate a 6-week shift pattern between 0700 and 0200 hours 7 days per week; 2 officers perform stand-by duties on a daily basis to primarily cover the period between 0200 and The FCI attend the scene of all fatal and likely to prove RTCs as well as a number of serious RTCs as requested. The Force Incident Manager deploys them following an initial assessment of the scene by the RPU Sergeant.

23 Roads Policing Investigation Unit RTC QA Unit Forensic Collision Investigation The unit work predominantly days to enable liaison with other agencies such as coroners, solicitors and courts as well as members of the public. The RPIU demand relates to the investigation of all Fatal RTCs, all Likely to Prove Fatals, Serious Injury or Complex Investigations, Serious RTC files submitted from BCUs and Slight Injury that have been upgraded to serious. In addition, the team do conduct some PVC enquiries and support monthly spotlight campaigns. In 2013/14, the RPIU investigated 28 Fatal, 12 Likely to Prove and 65 Serious RTCs. The unit acts as a single point of contact for all enquiries from the RTC Admin Unit. The unit conducts a Triage process for all incoming RTC files from BCUs. These files can range from Fail To Stop Damage Only to Serious Injury. The team will assess the investigative requirements in order to ascertain the appropriate team to allocate the file to. In 2013, there were 4835 RTCs reported to the Force, of which this unit processed 1930 (40%). Of the 1930 RTC files, only 8% (390) were passed to RPU Patrol for further investigation with 1540 being finalised by the team. Recent Niche improvements are helping to manage the demand. An average forensic investigation takes in the region of 8 hours. This would be around 5 hours attending the scene and collecting the evidence. Another 3 hours would then be spent at Smithdown Lane downloading the data from the various technical instruments used in compliance with evidence procedures. In 2014, Forensic Collision Investigators attended 36 Fatal collisions, 52 Likely to Prove collisions, 22 Serious Injury collisions, 11 Damage Only collisions, 5 Murders and 11 Crime Scenes. In addition they carried out 567 IDR downloads and analysis, 13 tachograph analysis and generated 35, income. Note: This functions remains subject to review under the Forensics Collaboration project. Police Vehicle Collision Unit Traffic Management Casualty Reduction There is 1.00 x Sgt and 1.00 x Con undertaking PVC work. During 2013, the PVC unit dealt with 593 PVC files; they reviewed 443 pursuits, identified and managed a large number of breaches to the Police Vehicle Driver Policy; they arranged and coordinated 12 Driver Assessment Panels, which reviewed 304 avoidable collisions and they updated 3 Force policies. This role protects the Force reputation and maintains a high driving standard. In addition, the role has reduced the Forces civil litigation expenditure in relation to PVCs significantly. At this time there are no plans for Organisational Services to review the removal of Information Data Recorders from Vehicle Fleet. However, if this decision is reversed, then this role would be subject to review, as the removal of Information Data Recorders from the vehicle fleet would drastically reduce relevant information to enable this post to be effective. There are 2.00 x Con undertaking Traffic Management work. They are a critical function, without which the management and coordination of many roads policing statutory/mandatory responsibilities would become difficult and may undermine the reputation of the Force. They ensure that all planning and engineering issues such as road works, road closures, diversions and engineering works are addressed. Demand is unquantifiable for this role but consultation within MSOC highlights that 2 officers are a minimum requirement. Staff numbers have reduced from 6 to the current 2 officers over previous reviews. Note: The benefits of re-locating Traffic Management into the Force Coordination leg will be a consideration of the Phase 2 review. There is 1.00 x Sgt undertaking Casualty Reduction work. Whilst the police have a duty to enforce Road Traffic legislation, casualty reduction is the responsibility of the Local Authorities across the Force area and therefore not a Force Statutory or Critical Function. This post is also being used to provide training in relation to the Academy for drink and drug drive legislation. An agreement should be reached around this training as over 30 days (in 2013/14) were spent assisting the Academy. In the long-term, a non-police joint agency position could be considered if the function was to remain. Further work should be undertaken in a later Phase of the Community First project to return Casualty Reduction responsibilities to the Road Safety partnership / Local Authority or at the very least secure external funding from them. Page 23 of 93 (v1.0)

24 Commercial Vehicle Unit There are 3.00 x Con posts aligned to the Commercial Vehicle Unit work. CVU responsibilities include enforcement of HGV tachograph rules, enforcement around unsafe or overweight vehicles, participation in BCU operations targeting OCG and carriage of Dangerous Goods enforcement. The workload based on 2013/14 data shows 4869 commercial vehicles were stopped. In 2014 the Unit issued 950 Graduated fixed penalty notices (GFPN); to date in 2015, 840 GFPN have been issued. Vehicle Crime Group There is 1.00 x Sgt, 1.00 x Grade E and 4.00 x Con undertaking Vehicle Crime Group work. During FY2014/15 the VCG examined 1437 vehicles of which 500 were subsequently found to be stolen. This equates to per officer. The vehicle examiner provides resilience to the team and is a more cost effective option than increasing the number of trained police officers. The Unit also generate income, the Force is permitted to retain money received from the 80 release fees; this has been used to purchase equipment and pay for additional training. It amounts to approximately 2000 per annum. Note 1: Appendix 3a captures all current position posts within Roads Policing Unit in structure chart format; this should be referenced in conjunction with this section. Note 2: Over a 12-month period (April 2014 March 2015), a dedicated MSOC project team undertook detailed reviews of all MSOC Uniformed Services functions. Each review built up a detailed understanding of Service, Demand, Process and Staffing. The Roads Policing Unit detailed findings and assessment report is not appended to this business case, but can be made available if required (see Appendix 4 for details). Page 24 of 93 (v1.0)

25 Overview FORCE CO-OINATION (Current Position) The department plays a key role in coordinating Force resources and it supports BCUs with the allocation of Level 2 resources such as Armed Policing, Dogs or Disruption following a review of threat, harm and risk. It also provides a key role in the Force response to serious or significant incidents across the Force. The Department works closely with Chief Officers to develop gold strategies for these events or incidents and orchestrates the setting up of silver control rooms to manage them. Legal / Statutory Requirements Key Areas of Responsibility Resources & Costs Civil Contingencies Act 2004 (emergency planning & involvement in Local Resilience Forum complies with statutory duty as a Category 1 emergency responder). Strategic Policing Review 2012 (overseeing Force capabilities to ensure Force maintains national policing requirements). Joint Emergency Services Interoperability Principles (implementation of JESIP principles through multi-agency emergency plg working). Health & Safety at Work Act 1974 and Management of Health & Safety at Work Regulations (emergency, operations and events planning to assess and manage risk). Force Contingency Planning (addressing Force Capability and the Force's responsibilities in line with the Civil Contingencies Act They are a key element of the Merseyside Resilience Forum (MRF). The department works closely with partner agencies, arranging Strategic and Tactical Coordinating Groups in response to major incidents to provide an effective multi agency response). Force Events Planning (dealing with significant or high profile events that require planning and resourcing in line with the threat, harm and risk identified. Lead planners liaise closely with event organisers to ensure a successful event. These include football matches, the Aintree Grand National and numerous protests). Rank / Grade FTE Cost ( ) Chief Supt Supt Chief Insp Insp ,110 Sgt ,932 Con ,448,332 PO Sub Total ,964,374 Grade H Grade G Grade F Grade E Grade D Grade C Health & Safety Executive Safety Guide to Health, Safety & Welfare at Events (involvement with event planning complies to with H&S requirements to improve event safety). VIP Events Planning (visits to Merseyside by VIPs are planned and managed to ensure a safe visit. These high profile visits require detailed planning and liaison with numerous departments to ensure their success). Force Incident Managers (provide 24hr cover and ensure there is an effective response to a variety of incidents across the Force). Grade B Grade AA PS Sub Total TOTAL ,964,374 Notes: There is a requirement for 2 x Force Coordination Planning posts to undertake on call duties. The allowance is 15 per day per post (cover is 365 days per annum). Total on call allowance cost is 10,950; this amount is excluded from the above costs. Eagleye (monitor the ANPR system and coordinate the Force response, prioritising activations based on threat, harm and risk). CCTV Operators (monitor LCC CCTV cameras for policing purposes such as the prevention and detection of crime or anti-social behaviour). Also in current Force Coordination are 9.00 x Inspector FIMs. Under P1 of the C/F project, posts will form part of R&R strand baseline, therefore FTE & Costs are excluded from the above. Posts that form part of Joint Funded units for Marine & NPAS are part of current Force Coordination, however, for the purpose of this report are narrated separately. Page 25 of 93 (v1.0)

26 Operating Model (incl Demand & Working Practices & Processes) The review of Force Coordination Command / Planning / Civil Contingencies will form part of the Emergency Services project scope. Therefore this section focusses on those Force Coordination functions that are in scope of the Community First review i.e. Eagleye and CCTV. In 2013/2014, the Force invested approximately 1.2 million in updating and expanding the ANPR infrastructure to ensure that the technology is utilised for the benefit of tackling crime within Merseyside. The number of fixed site cameras was doubled to over 300, covering all BCUs. The Eagleye team was also created, replacing the former Liverpool based Blazer team. The Eagleye Team are based within the JCC and operate 24/7, 365 days a year and are staffed with ANPR (Eagleye) Operators and Force Contact Centre (FCC) Dispatchers The team represent the front facing operational element of ANPR. The operators monitor the ANPR stack responding to activations or hits, assessing and prioritising them based on threat, harm and risk. The FCC Dispatchers are responsible for the creation, updating and closure of logs created. Eagleye has 8.00 x Constable Operator posts, split across 5 blocks. The minimum strength should be 2.00 posts on Days and Lates reducing to 1.00 post on Nights. When the team was initially set up there were posts, but since then 4.00 FTE have been absorbed into the MSOC Support department. The staff are supported by an FCC Dispatcher between 0700 & The ANPR Back Office function sits within the Intelligence department and is responsible for managing the ANPR infrastructure and secure network; providing operational and analytical support to National ANPR activations and providing day to day support to Eagleye. The links between this function and Eagleye were examined as part of this review and whilst no change is proposed within this business case, the ANPR back office will be in scope of the Community First Intelligence review which is currently taking place. ANPR activations arise as a result of markers placed on PNC, police Hotlists, Elvis, Motor Insurers Database (MIDAS) or DVLA Hotlists. Each PNC marker is graded as follows: For all Low markers and other activations, staff prioritise based on factors such as: - The seriousness of the offence The likelihood of a positive outcome The availability of resources How busy patrols are The work of Eagleye has a significant impact on and prevents crime. Stolen vehicles are identified and recovered, vehicles used in crime identified and wanted individuals arrested. It also enables intelligence to be obtained and the system can be used to assist investigations. Page 26 of 93 (v1.0)

27 The following data has been obtained via Corvus searching on Incident Code 606, which is an ANPR-related code on Storm. Reads v Activations A Read occurs when any vehicle passes an ANPR camera and the number plate is captured. An Activation is triggered when the number plate is read and a marker is on the ANPR database in relation to that number plate. Month Monthly Reads Monthly Activations % of Activations to Reads Month Monthly Reads Monthly Activations % of Activations to Reads Jul-14 22,173,848 70, % Apr-15 48,589,680 89, % Aug-14 22,426,956 72, % May-15 40,210, , % Sep-14 29,041,059 85, % Jun-15 Data Unavailable Oct-14 36,795,007 96, % Jul-15 44,080, , % Nov-14 37,341,703 93, % Aug-15 42,460, , % Dec-14 34,616,516 90, % Sep-15 Data Unavailable Jan-15 34,080,682 88, % Oct-15 Data Unavailable Feb-15 33,337,549 72, % Nov-15 41,401, , % Mar-15 40,483, , % Dec-15 41,359, , % Each activation must be viewed and assessed by an Eagleye operator. On average the above data equates to 3113 activations per day, 130 per hour or 2.2 per minute requiring assessment. The above chart shows that on average only 0.26% of reads result in ANPR activations within the Merseyside Force area. Due to IT issues data for June, September and October 2015 are unavailable. Page 27 of 93 (v1.0)

28 The CCTV Unit (City Watch) is the Force contribution to a partnership agreement involving Liverpool City Council (LCC) and Merseytravel. The Service Level Agreement for the City Watch partnership documents that Merseyside Police are required to provide a minimum of 6 police officers to staff the unit. In addition, the Force are required to provide staff cover during periods of long-term absence. Owned and operated by Liverpool City Council, the Citywatch control centre currently has five Constables attached and is based in Georges Dock, Liverpool. The unit does not have any direct links with Eagleye other than through a single supervisor, based at the JCC. The unit monitors LCC CCTV cameras for policing purposes such as the prevention and detection of crime or anti-social behaviour. CCTV officers are responsible for monitoring cameras at all times and liaising with Divisional Control Rooms to monitor incidents and supply evidence in relation to matters captured on the system. The police officers work alongside civilian operators employed by Liverpool City Council. CCTV Operators use the systems to target crime and anti-social behaviour. Through pro-active monitoring of hotspots, they can identify known offenders or potential areas of risk. Examples include the monitoring of Cash and Valuables In Transit (CVIT) vehicles to reduce robberies, observing known trouble spots within the night time economy to combat violence and checking areas susceptible to criminal damage. CCTV is also vital during pursuits in order to help patrols on the ground locate vehicles that may have gone out of sight and to enable pursuit commanders, FCC supervisors or Force Incident Managers to monitor the situation and make informed judgements as to whether to allow a pursuit to continue or to cease. The unit has a direct link with the FCC via Airwaves, which enables patrols to be deployed at the earliest opportunity and they can be kept up to date as they are making their way to the incident. This is particularly effective following Road Traffic Collisions (RTC), where the video can be reviewed by the operator and the attending patrol can be fully briefed regarding the situation. When asked to by the FCC or whilst they monitor the radio transmissions, the unit also has the benefit of being able to quickly check areas on the cameras which can often negate the need to deploy a patrol. Note 1: Appendix 3b captures all current position posts within Force Coordination in structure chart format; this should be referenced in conjunction with this section. Note 2: The MSOC project team have built up a detailed understanding of Service, Demand, Process and Staffing in relation to Eagleye and CCTV. The detailed findings and assessment report is not appended to this business case, but can be made available if required (see Appendix 4 for details). Page 28 of 93 (v1.0)

29 Overview VEHICLE SEIZURE (Current Position) The strategic purpose of the unit is to effectively manage vehicle seizures and wherever possible, retain vehicles that remain under the ownership or control of criminals in order to deny criminals use of the roads. The staff within the unit are regularly requested at court to provide clarification on points of law, conduct real time enquiries and investigations and give evidence on behalf of the prosecution. Legal / Statutory Requirements Key Areas of Responsibility Resources & Costs The legislation is provided in Section 165 (a) & (b) of the Road Traffic Act 1988, as amended by Section 152 Serious & Organised Crime & Police Act 2005 and the Release, Retention and Disposal of Seized Motor Vehicles 2005 Manage the retention and release of seized vehicles by checking documents and policies are sufficient and lawful. Maintain direct links with finance companies and arrange for recall of finance from OCGs when vehicles are seized The officers are considered subject matter experts and are regularly called to Wirral Magistrates Court (where all motoring offences are now heard) as expert witnesses. Rank / Grade FTE Cost ( ) Chief Supt Supt Chief Insp Insp Sgt Con ,196 PO Sub Total ,196 Grade H Grade G Grade F ,339 Maintain close links with CPS at the court and attend Court (as required) to clear any ambiguities or discrepancies for the courts. Manage complaints and civil litigations regarding vehicles seizures and retention (emanating from Operation Tango). Grade E Grade D ,074 Grade C Grade B Grade AA PS Sub Total ,413 TOTAL ,609 Notes: Currently part of the Specialist Support & Interventions structure. Appendix 3c captures all current position posts within Vehicle Seizure in structure chart format; this should be referenced in conjunction with this section. Page 29 of 93 (v1.0)

30 Overview LIVERPOOL JOHN LENNON AIRPORT (Current Position) The strategic purpose of the Airport Section is to provide a highly visible presence at Liverpool John Lennon Airport (LJLA), be a deterrent to criminal and terrorist activity and deter disorder. The unit addresses PCC priorities by providing visible and accessible policing to staff, passengers and local businesses situated within the estate and immediate surrounding area. Legal / Statutory Requirements Key Areas of Responsibility Resources & Costs Policing & Crime Act 2009 (Places an obligation on the police to be a member of the Risk Assessment Group and the Security Executive Group in order to establish the airport security plan, determining the level of policing required). Providing a 24/7 highly visible police presence within the airport. Policing responsibility for all beat areas covered by the airport. Rank / Grade FTE Cost ( ) Chief Supt Supt Chief Insp Insp ,370 Note: There are various pieces of Aviation legislation such as Civil Aviation Act 1982, Aviation Security Act 1982, Air Navigation Order 2009 and Railways & Transport Safety Act 2003 that contain legislation relevant to the Airport section and policing of this specialist area. A dedicated police contact for local businesses within the airport. Policing operations in relation to crime patterns within the airport community (targeting human traffickers/ FGM and shop lifting gangs). Sgt ,822 Con ,970 PO Sub Total ,162 Grade H Grade G Grade F Tackling Serious & Organised crime such as drug & cash trafficking. Grade E Grade D Grade C Football operations (spotting nominal and target subjects restricted by travel orders). Grade B Grade AA E Borders European arrest warrants Receiving notifications of wanted individuals and arresting them on forces behalves. PS Sub Total TOTAL ,162 Notes: 629,368 (14.00 FTE) is LJLA Funded. Dealing with airside incidents and passengers on aircraft. Note: There is a minimum of 2 Constables on duty at the airport at any given time. The PSA outlines this as a minimum and if there are abstractions due to course, annual leave or sickness, those shortfalls are currently backfilled from the E BCU with a cost implication for that area. There are 3.00 supplementary posts funded by Merseyside Police; this is to make up for abstractions such as court, courses etc. Appendix 3c captures all current position posts within the Airport in structure chart format; this should be referenced in conjunction with this section. Page 30 of 93 (v1.0)

31 Overview UNDERWATER SEARCH (Current Position) The North West Regional Underwater Search & Marine Unit undertakes crucial work above and below the surface. Merseyside Police has had a collaborative marine policing and search capability with Cheshire and Greater Manchester Police since The unit can be called out to search anywhere between North Wales and the Scottish Border. The units vessel Consortium is owned by six regional forces (Cheshire, Cumbria, Greater Manchester, Lancashire, Merseyside and North Wales). It is crewed by staff from the Regional Underwater Search Unit, assisted by Marine Unit staff. Legal / Statutory Requirements Key Areas of Responsibility Resources & Costs There is no legal obligation on forces to have any underwater search or marine capability. The only obligations would fall under the Coroners Act, which imposes a duty on the police to investigate all deaths and establish if these are suspicious circumstances and a duty to search for missing persons. The unit gives the region this capability and regularly recover bodies from waterways. The responsibilities of the Unit, apart from being challenging, are both wide and varied. The unit is primarily an underwater search team who are deployed to search for the recovery of bodies from water, security and evidential searches are a regular activity. This will include the searching of ponds, weirs, reservoirs, rivers, streams, canals, docks, lakes and quarries. The Unit also provides a police presence up to 12 nautical miles out to sea. They police an extensive amount of the coastline of the Irish Sea. The Unit is available to Forces during times of flooding, such as those seen in Cumbria in As well as performing the duties across the North West region for the member Police Forces, they regularly work alongside other UK Law Enforcement Agencies, such as HM Customs, UK Visas and Immigration and the Royal Navy. Rank / Grade FTE Cost ( ) Chief Supt Supt Chief Insp Insp ,370 Sgt Con ,598 PO Sub Total ,968 Grade H Grade G Grade F Grade E Grade D Grade C Grade B Grade AA PS Sub Total TOTAL ,968 Note: The regional forces meet monthly at ReMIIT meetings (Regional Maritime Information Intelligence Team). During these meetings, it is decided where best to deploy Consortium and Underwater Search Unit staff, with consideration being given to the priority of any requests received by each force (Day to day the unit will grade requests on a Level 1, 2 and 3 basis; with Level 1 being immediate response incidents. Criteria for deployment based on the grade level of response are formally in place). Notes: This is a Joint Funded Regional function. The Merseyside resource funded element equates to the above. The Unit costs Forces approximately 890,289 which is funded proportionately to the Police Government Grant GMP pay 38%, Merseyside 21%, Lancashire 18%, Cheshire 10%, North Wales 7% and Cumbria 5%. The Unit Inspector is also required to generate income of 120k through mutual aid and provision of specialist police services. This allows the Unit to have a capital replacement programme without recourse to Forces. There has not been a requirement for forces to contribute to capital spend since 2009 and each force is paying less than they did in 2010 by approximately 12%. Appendix 3b captures all current position posts within Underwater Search in structure chart format; this should be referenced in conjunction with this section. Page 31 of 93 (v1.0)

32 Overview NPAS (Helicopter) (Current Position) The underlying principle of the National Police Air Service is a national service, regionally coordinated for local delivery. The National Police Air Services North West Region is made up of four Helicopters (based at Rhuddlan, Hawarden, Barton & Warton) providing 24 hour cover to all 6 Counties. The helicopter is often involved in searching for people who are missing, vulnerable or at risk. It is able to cover a large area, helping to assist units on the ground. Legal / Statutory Requirements Key Areas of Responsibility Resources & Costs There is no legal obligation on forces to have NPAS capability. Pursuit monitoring and tactical option. Surveillance capability. Rank / Grade FTE Cost ( ) Chief Supt Supt Area search on a large scale (missing persons and outstanding offenders etc.). Chief Insp Insp Sgt Evidential recording (pursuits / scenes etc.). High visibility policing. Con ,784 PO Sub Total ,784 Grade H Operations (live feed to commanders on football and major operations). Grade G Grade F Grade E Casualty evacuation in urgent circumstances. Grade D Grade C Reconnaissance flights for operational planning. Grade B Grade AA Note: This arm of policing was recently nationalised and does not look set to change. Ultimately, the Force must continue its input to the collaboration and supply suitably trained staff in order to continue utilising the service. The helicopter provides a search capability with a wide ranging ability to monitor incidents and pursuits and monitor large scale policing operations PS Sub Total TOTAL ,784 Notes: This is a Joint Funded Regional function. The Merseyside resource funded element equates to the above. Merseyside Police pays 1.8 million towards NPAS and has 8 x Con posted to the unit. Merseyside receive 1500 flying hours and anything in excess* of this is charged at the agreed rate of 650 per hour thereafter. Currently, the flight time is taken from take-off to landing, although this is due to change in the near future to provide flying time as the time the aircraft enters and leaves the requesting force area. * Finance report that in the last two years, flying hours have not been exceeded and no additional charges have been incurred. Appendix 3b captures all current position posts within NPAS in structure chart format; this should be referenced in conjunction with this section. Page 32 of 93 (v1.0)

33 Where do we want to be? This business case seeks approval to restructure MSOC Uniformed Services into an Integrated Model consisting of three legs:- Operations Operational Support Force Coordination (incl Airport Section) The detail behind the recommendations (including sub recommendations ) can be found overleaf. Note 1: As part of the transition to the new Force operating model, this area of Force business will be named Matrix rather than MSOC Uniformed Services. Note 2: Approval is sought for the implementation of the police officer elements of the integrated model (with the exception of Dogs & RPU) from April 2017 which is in line with the new training calendar. To implement the model mid training year (in line with other Community First projects) would prove too disruptive to training calendars. To support issues with meeting demand and to enable enhanced supervision requirements, approval is being sought to implement the revised shift pattern for the Dog Section and Roads Policing Officers from September Any changes relating to Police Staff posts in the new model would be effective in line with the Force statutory consultation and notice periods, i.e January The outline business case set out proposals to restructure and introduce a scalable integrated operating model for MSOC Uniformed Services (now called Matrix ); this is still seen as the most efficient, cost effective and sustainable structure. However, reference in last years Autumn Statement to a major uplift in Firearms capability and capacity, leaves the Force with a degree of uncertainty as to what this will mean in terms of future numbers, timescales and whether the additional capacity will be through multi-hatted or dedicated roles. This uncertainty coupled with the knowledge that the proposed integrated model can only maximise its efficiency once operating from the purpose built OCC mean it would be prudent to defer the decision regarding approving any Matrix post reductions. The scalability element of the integrated model will need to be reviewed again once the OCC is operational and the impact of the Firearms uplift requirements are understood. In light of the above, with the exception of a Chief Inspector post, those posts / functions identified for reduction in the Outline Business Case have now been incorporated back into the integrated model based on an assessment of demand and T/H/R. In the main, this means the post re-instatements have been included within the Operations Syndicates as it is these resources that provide the Force with a dedicated unit of frontline operational uniformed specialists; able to respond quickly and effectively to emerging issues of threat, harm and risk. (Note: The Chief Inspector deletion identified within the Outline Business Case should still be progressed; the integrated model will have three legs of Command, therefore retaining a 4 th Chief Inspector cannot be justified). Also, following the Chancellor s CSR last year, as the Force may not have to cut so deeply, or as quickly, as had first been anticipated, the removal of our Mounted Department will not be pursued at this time. The Mounted Police Officer and Police Staff posts have therefore been built back into the model. Page 33 of 93 (v1.0)

34 Recommendations for Change Ref Recommendation: Rationale: 1. Restructure and introduce an integrated model that enables greater interoperability between the uniformed specialist functions, namely Armed Policing, Disruption, Dogs, Mounted and Roads Policing. The model will have three legs; Operations, Operational Support and Force Coordination (incl Airport Section).. Delete 3.00 x Chief Inspector (Armed Policing, Matrix Disruption, Roads Policing Head of Dept). Delete x Inspector (1.00 x Dogs & Mounted Section and 4.00 in each of Roads Policing, Armed Policing and Matrix Disruption). The Operations leg will consist of 4 syndicates. Each syndicate will be formed by officers from each of the specialist functions coordinated by two syndicate Inspectors. Create 1.00 x Chief Inspector Operations Create 8.00 x Inspector Operations The Operational Support leg will consist of additional specialist roles required within each function. They will be overseen by Inspectors who will also hold portfolio responsibility for each specific specialism (they will be expected to provide all the strategic support to the model that the existing Inspectors deliver). Create 1.00 x Chief Inspector Operational Support Create 5.00 x Inspector Operational Support Note: The overall Matrix Chief Inspector establishment (including Force Coordination) will reduce from 4 to 3. Align all Operations staff (Inspector and below) to a single 4-block, 11 hour shift pattern (excl Mounted and Disruption; see sections 1b and 1e for further detail). The shift pattern for Dogs and RPU should be implemented from September Train Syndicate Inspectors as Post Incident Managers (initially this will be in relation to Armed Policing, however, a proposal is being developed by Ch Insp Armed Policing to extend this to Roads Policing, Custody and Negotiators). The current Uniformed Services model consists of two strands, Operational Support and Force Coordination. Operational Support provides functional resources to support all other aspects of policing. The key functions undertaken are: - Armed Policing Response Public Order Search Dog-related incident response and dangerous dog management Roads policing and road death investigation Specialist Training Mounted deployments The revised model will introduce greater interoperability between the specialist uniformed functions, whilst retaining the specialist assets as a single function. This model has been developed as a result of a detailed review of all the involved departments, their respective documented findings and presentations by heads of departments. The model is scalable and considered to be the most efficient and effective operational support response to managing threat, harm and risk. The single unit will be capable of deploying existing specialist uniformed assets; supporting all strands of the Force to target and manage threat, harm and risk; whilst increasing the effectiveness of their deployment through a streamlined approach, maximising interoperability opportunities and maintaining only necessary layers of command. The introduction of an integrated Matrix model will change the roles of most Chief Inspectors and Inspectors. The need for a dedicated Chief Inspector in Armed Policing, Disruption and Roads Policing along with dedicated Inspectors in Dogs & Mounted, Armed Policing, Roads Policing and Disruption will cease: Instead, the change will enable Chief Inspectors to adopt portfolio responsibilities rather than specific departmental ownership. Syndicate (Operations) Inspectors will take responsibility for an operational section which contains officers from Dogs, Mounted, Disruption, Roads Policing and Armed Policing teams. This will enable staff to be integrated and will provide interoperability opportunities. Operational Support Inspectors / Grade F will be created to provide the overarching strategic support to the specialist functions delivered by the model, Page 34 of 93 (v1.0)

35 Ref Recommendation: Rationale: The 3 rd leg is Force Coordination which will be subject to some post level changes and the transfer in of the Airport Section; but there will be no fundamental operating model changes under Phase 1. (Covered under 1g) It is recommended that in Phase 1, Matrix remains a standalone business area. Note: The integrated model and proposed new ways of working will result in a number of other changes at Sergeant / Police Staff equivalent and below; these are captured in the function specific sections below (1a to 1g). namely, Roads Policing, Armed Policing, Disruption, Dogs & Mounted. They will also provide resilience (as required) to the Operations Inspectors The proposed operations shift pattern has been identified as being the best fit for an integrated model in terms of maximising both operational and training needs. MATRIX OPERATIONS The functions that will be delivered from Operations Leg are the multi-functional Syndicates with Dogs, Roads Policing, Armed Policing, Disruption and Mounted capability. MATRIX OPERATIONAL SUPPORT The functions that will be delivered from the Operational Support Leg are Roads Policing Investigation (incl QA), Police Vehicle Collision, Forensic Collision Investigation, Casualty Reduction, Traffic Management, Vehicle Crime (incl Abnormal Loads & CVU), Roads Policing Planning & Development, Armed Policing Training, Armourer, Training & Dangerous Dogs, Kennels, Stables, Mounted Training, Cannabis Dismantling, Vehicle Release & Retention. FORCE COOINATION The functions that will be delivered from the Force Coordination Leg are Planning (Events, VIP, Sport, Contingency), Eagleye, CCTV, Airport, Tactical Support, Marine and NPAS. Page 35 of 93 (v1.0)

36 Ref Recommendation: Rationale: (1a) Dogs Operational sections to reduce from 5 to 4. Align all Operations staff (Inspector and below) to a single 4-block, 11 hour shift pattern. Note: The shift pattern should be implemented from 5 th September Retain 5.00 x Sergeant Dog Section posts; 4.00 to be aligned to the Operational Syndicates with the 5 th being formalised into a Training and Dangerous Dog Team under Operational Support. Utilise all Sergeant down-time to undertake specialist (rummage) Dog Handling work which will require an increase to the Force Specialist Dog establishment. (Note: This will be a mandatory requirement for any new Sergeant joining the Dog Section, but will remain optional for any Dog Section Sergeants currently in post). Retain x Constable Dog Handler posts; to be aligned to the Operational Syndicates with 3.00 being formalised into a Training and Dangerous Dog Team under Operational Support. Leave the vacant Grade E Dog Trainer post unfilled at this time. Adapt the role of the Kennel Manager in order to meet wider Kennel related business need. Increase Animal Welfare Assistants by 1.00 x Grade AA and introduce a new Animal Welfare Assistant shift pattern (Equalisation Allowance will change from 22.51% to 11.88%). Note: The increase to FTE needs to be implemented as soon as possible. Note 1: The Training & Dangerous Dog Team will sit within the Operational Support leg but the staff will continue to be available as Operational Dog Handlers. Note 2: Adherence to Training National Standards will remain the responsibility of the Dog Sergeants. Note 3: A further review should be undertaken in 12-months to understand the impact that these functional efficiencies are having on the Dog Section and its demand. The review of Dogs & Mounted revealed that the Dog Section was not meeting demand. Between August 2012 & March 2014, the Dog Section were unable to service at least 1082 justifiable requests for service, this is approximately 6.3% of requests. In addition, the Constable Dog Handlers are often required to backfill Kennel duties. In light of this, the review team have endeavoured to make recommendations for change that will enhance the operating model, help the function meet demand and cease inefficient practices such as Police Officers backfilling Animal Welfare Assistant duties:- o o o o Under the proposed integrated structure, the number of operational sections reduces from 5 to 4 which means only 4 Syndicate Sergeants will be required in the new Model. This enables the Training & Dangerous Dog Team (under the Operational Support leg) to be formalised and headed by the 5 th Sergeant without the need to increase the current establishment. Likewise, 3 of the 35 Constable posts will be formalised / dedicated to the Training & Dangerous Dog team. To assist in meeting demand at minimal cost, Sergeants will also be used as Specialist (Rummage) Dog Handlers. This will provide the department with 5 additional resources for a total cost of 10,980 i.e. for the dog handling allowances. This is clearly more cost effective than growing the department by a minimum of 3 additional Constables at a total cost of 127,794 plus the dog handling allowance cost. (Note: Vet fee and food cost increases would be negligible). The review found the police staff dog trainer roles lack flexibility to deliver training outside of their core hours, including evenings, nights and weekends (without incurring additional expense). The restructure and reduction of the number of sections whilst maintaining officer numbers increases Dog Handler resilience and affords the opportunity for training to be delivered differently. Therefore, in the new model it is proposed that some dog training responsibilities will be part of the formalised Training & Dangerous Dog Team which means the balance of Dog Training requirements can be managed with a single Police Staff Dog Trainer role. (The review found that one Police Dog Trainer post has been vacant since November 2014 with the work already absorbed by police officers). The retention of one Police Staff Dog Trainer role will provide training resilience and reduces the likelihood of needing to abstract further Operational Dog handlers to backfill training requirements. Page 36 of 93 (v1.0)

37 Ref Recommendation: Rationale: o The review identified that the role of the Kennel Manager has evolved significantly over the years, with more responsibilities required in this role. These responsibilities now need to be formalised as part of a revised JDQ. o The current Kennel AWA structure is ineffective. A lack of resources and an unsuitable shift pattern resulted in police officers covering AWA duties on a minimum of 150 occasions during FY2013/14, equating to a lost opportunity of 1026 hours. Therefore, the AWA role for the Dog Section will increase by 1 post from 3.00 to This increase in AWA resilience will in turn free up opportunities for Dog Handlers to address their own demand shortfalls. Note: The HR Shared Services Manager identified that to provide AWA cover for 12-hours per day, 7-days per week required 4.5 staff, however, it was recognised that if the Kennel Manager continues to pick up some of the workload, it was reasonable to staff the unit with 4.00 AWAs. Ref Recommendation: Rationale: (1b) Mounted Retain the Mounted Department, but continue to explore Regional Collaboration and Sponsorship opportunities. (Note: A Review Lead will need to be identified to continue with this work). Review how the Mounted Section are deployed (including tactics and shift pattern) in order to make better use of this Force resource. Formalise Mounted Training alongside Stable Management. Following last years Chancellor s CSR, it appears that the Force may not have to cut so deeply, or as quickly, as had first been anticipated. Based on this information, it has been agreed that one of the planned changes announced last autumn, which included the removal of our Mounted Department should therefore not be pursued at this time. To ensure the Force optimises the capability and capacity of the Mounted Department a further piece of work will be undertaken to examine any improvements that can be made to how and when Mounted Officers are deployed. This piece of work will be managed as part of local continuous improvement work and any proposed changes will be subject to local consultation with staff and the Federation. The retention of the Mounted Department meant there was a need to review its training requirements and delivery. Training of both horses and staff is essential within the Mounted department, yet Mounted has no full-time trainers. The training criteria is set nationally and any failure to meet these standards would result in the withdrawal of a Mounted provision or a significant reputational risk. The current Stablehand Manager JDQ places a responsibility on the role holder to train and develop the horse but not the rider. Training of both horses and staff is inextricably linked. Therefore the new model will formally introduce a combined Stable Manager / Trainer role. Page 37 of 93 (v1.0)

38 Ref Recommendation: Rationale: (1c) Roads Policing Unit Operational sections to reduce from 5 to 4. Align all Operations staff (Inspector and below) to a single 4-block, 11 hour shift pattern. Note: The shift pattern should be implemented from 12 th September Retain Roads Policing Sergeant posts; 8.00 to be aligned to the Operational Syndicates, 3.00 posts will formalise into a Roads Policing Investigation Unit, 1.00 post will now be aligned to Planning and Development, Vehicle Collision, Vehicle Crime, Casualty Reduction will continue to operate with 1.00 Sergeant each. Note: Roads Policing Sergeants will provide RTC SIO cover. Delete 1.00 x *Con Forensic Collision Investigator post. This will leave Roads Policing Constable posts; to be aligned to the Operational Syndicates, posts will formalise into a Roads Policing Investigation / QA Unit, Vehicle Crime (incl CVU) will operate with 6.00, Traffic Management with 2.00 and Forensic Collision with Formalise the responsibility for undertaking abnormal loads work into CVU (which will be part of the Vehicle Crime Team). *Note 1: Remaining Forensic Collision Investigator posts will remain in scope of the on-going Collaboration work. Note 2: A number of Roads Policing units will sit within the Operational Support leg but the staff will continue to be available as Operational Roads Policing Officers. Note 3: RPU Training will continue to be delivered by the Academy. At the time of the review RPU had x Sergeant and x Constable posts (per Origin baseline); the structure chart identified x Sgt and x Con as being part of the Patrol function. However, in practice only x Sgt and x Con are routinely engaged in the Patrol function; the remaining posts are utilised to undertake demand for a number of RPU specialisms. The demand work which has been used to build the integrated model has now identified the preferred number of Patrol Sergeants and Constables required per Syndicate (on the 4-block, 11 hour shift pattern). For Sergeants, this is 2.00 per Syndicate (i.e across the 4 Syndicates) and for Constables it is 20.00, i.e. a total of posts across the 4 Syndicates. The proposed syndicate numbers will enable the team to respond to 2 simultaneous fatal RTCs at separate locations whilst maintaining Force commitments to the North West Motorway Police Group. The remaining Sergeant and Constable posts will be formally aligned and utilised to undertake demand for a number of RPU specialisms. Most of these structures have never been depicted on Origin, however, the recommendation of this review is to formalise these structures on Origin and therefore accurately reflect the Patrol versus RPU Operational Support resourcing split. In order to truly embrace the ethos and benefits of an integrated model, in addition to providing SIO cover, Sergeants should be trained to provide a POL2 capability and resilience for Disruption elements of the syndicates. In Forensic Collision Investigation (FCI), there are currently 8.00 budgeted posts, albeit only 7.00 of these posts are occupied by operational Police Constables fulfilling the FCI role. The review determined that demand is routinely being met by these 7.00 posts. Recommendation 1e (Disruption) requires the growth of 1.00 Constable; to enable this increase to be cost neutral, the reduction of one FCI post should be progressed under this business case. The Force maintains a statutory responsibility to provide a conduit with hauliers to manage abnormal load notifications; this work is currently being undertaken by Roads Policing Officers. This work will in the short-term be re-aligned to Vehicle Crime, albeit the longer term vision is for this function to form part of collaboration or regionalisation plans. Page 38 of 93 (v1.0)

39 Ref Recommendation: Rationale: Ref Recommendation: Rationale: (1d) Armed Policing Operational blocks to reduce from 6 to 4. Page 39 of 93 (v1.0) Align all Operations staff (Inspector and below) to a single 4-block, 11 hour shift pattern. Retain Sergeant Armed Policing posts; to be aligned to the Operational Syndicates with 2.00 posts formalised in the Armed Policing Training Unit. Retain Constable Armed Policing posts; to be aligned to the Operational Syndicates with posts formalised in the Armed Policing Training Unit. Utilise Armed Policing capacity to aid other Uniform specialisms who are struggling to meet demand e.g. Disruption. The recent Armed Policing Review identified that the department had capacity to undertake alternative work as it was identified that 44% of the current Armed Policing deployments relate to conducting patrol or other non-armed policing related duties. However, based on risk to the Force and the unknown impact of the Firearms Uplift requirements, it is not recommended to reduce our AFO capacity; instead, available hours will be utilised for other duties within the integrated model e.g. Disruption lates patrol, specialist MOE, Baton Gun and SIPS entries. The integrated model will be able to maximise how Armed Policing resources are utilised when they are not required for armed policing specific deployments. Under the proposed integrated structure, the existing 6-block structure will reduce to 4. Each syndicate will have three Armed Policing Sergeants per shift; two Sergeants will conduct operational duties whilst the third will either be

40 Ref Recommendation: Rationale: Note: The Training Office will sit within the Operational Support strand but staff will continue to be available as operational Authorised Armed Policing Officers. Note 2: The Armourer post will form part of the Operational Support leg. training or otherwise abstracted (AL, Court etc). With shift variations, they will then ensure the department is covered / supervised 24-hours per day. Any less than 3.00 FTE means the department cannot guarantee 24-hour cover which is a high risk. Note: the third Sergeant will also provide additional operational resilience during heightened demand. Each syndicate will have 24 Constable posts. With the proposed shift pattern, the syndicate will be split in half. The minimum Armed Policing requirements of 4 ARVs (with 8 AFOs) will be maintained. In order to support a demanding and mandatory training calendar, 2.00 x Sergeant and x Constable Armed Policing Training will be formalised under the Operational Support leg. The Force will retain firearms, ammunition, Taser and incapacitant spray, all of which will require a qualified member of staff to manage and maintain them. Ref Recommendation: Rationale: (1e) Disruption Include Disruption resources within the Operations side of the integrated operating model. Page 40 of 93 (v1.0) Introduce a revised shift pattern for Disruption staff to cover (days) and 17: (lates). Increase Constable Matrix Disruption by 1.00 FTE. (This post will be funded from the budget freed up by the deletion of a Forensic Collision Investigator post see 1c). Formally transfer over 4.00 x Tactical Support Officer to the Force Coordination Department. Note 1: Disruption Training will continue to be delivered by the Academy. Note 2: The Cannabis Dismantling team will form part of the Operational Support leg. Whilst Disruption do not need to cover 24-hours as historically demand is low between 0300 and 0700, the review found that the Disruption function incurs overtime at the conclusion of its current operating hours. Therefore the proposed later shift finish times will help reduce these costs and maximise resources. The review concluded that there was sufficient evidence to suggest that Disruption cannot meet demand. Between 24/02/15 & 1/09/15, the department were unable to deal with 22 requests for service. Under the new Matrix model, opportunities to support Disruption demand will exist through the use of staff from the other specialist areas, e.g. Armed Policing resources. This would in turn enable Disruption to meet more of their pre-planned work. Disruption currently has a 4 syndicate structure with 3 Sergeants per syndicate. The minimum strength of the unit is 2 Sergeants and 12 Constables per shift in order to provide the Force with 2 search teams.

41 Ref Recommendation: Rationale: o Consequently, factoring in abstractions, 3 sergeants are still required per syndicate. o Disruption has 71 Constables, which result in 3 teams of 18 officers and 1 team of 17. In order to achieve a minimum strength of 12 Constables per shift, each section requires 18 officers. This will require an additional post being created. At present the TSOs are shown on the Force structure charts as sitting within Matrix Disruption but in reality they are being line managed by a Sergeant within Force Coordination. It is proposed that under this model, the officers will formally move to Force Coordination. Ref Recommendation: Rationale: (1f) Vehicle Seizure Create a Vehicle Release & Retention Unit within Matrix (Operational Support leg). Transfer over 1.00 x VIS Co-ordinator, 2.00 x Con Vehicle Seizure & Retention and 1.00 x Elvis / Vehicular Systems Officer and their budget from Specialist Support & Interventions. Increase Constable posts by 1.00 FTE Re-name the unit and post titles to reflect their functionality and purpose i.e. Vehicle Release & Retention (rather than Vehicle Seizure). These posts currently sit within Specialist Support & Interventions structure (part of Intelligence). The decision to locate said posts into the SS&I structure dates back to an earlier change review and appears to have been done in error due to a misunderstanding of the roles. o o The majority of customers that are serviced by the posts are Roads Policing and the roles have a more natural fit with this business area. Creating a Vehicle Release & Retention Unit within Matrix Operational Support provides the team with a clearer identity, which will provide clarity to the Force regarding their purpose. The recent Interventions review highlighted the need for a growth of 1.00 x Constable post due to the inability to meet demand. A temporary 3 rd Constable post was put into the Unit; this move has enabled demand to be met and provided the necessary resilience that was previously lacking. This business case is therefore proposing to formalise this 3 rd post. The unit is currently recorded on Force Systems as Vehicle Seizure ; whilst the team are responsible for release and retention of vehicles, they are not involved in the seizure. As part of the transfer in, it is opportune to re-name the unit to reflect their function. Page 41 of 93 (v1.0)

42 Ref Recommendation: Rationale: (1g) Force Co-ordination (incl Airport) Agree that Planning (incl TSOs) and Command elements of Force Coordination will now form part of the Emergency Services project. Increase Constable Eagleye establishment by 4.00 FTE which will be funded from the deletion of 2.00 x Constable Events Planning posts and the transfer in of 2.00 x Constable Calls & Response posts from the Response & Resolution strand. Introduce a new Eagleye shift pattern to improve resilience and meet demand Transfer over Airport (LJLU) staff and funding from Liverpool BCU to Matrix; 1.00 x Inspector, 1.00 x Sergeant and x Constable. Delete 2.00 x Con Manpad (Note: No saving to the Force as these posts are externally funded). Notes: 1. Per recommendation (1e), Tactical Support Officers will formally transfer in to the Force Coordination leg. 2. The Force Coordination establishment / budget includes 1.00 FTE for a MSOC Staff Officer. This post has historically been used to undertake portfolio / change work on behalf of ACC MSOC Uniformed Services. The post is currently occupied by a staff member attached to the Emergency Services project (one element of their work is to review Operations which will include Force Coordination functions). No recommendation for change is being made regarding the post at this stage, but in the longer-term, consideration could be given to transferring this post and its budget into CSD alongside other Business Change posts. The Emergency Services project scope includes Operations which will cover Force Coordination Planning (incl TSOs) and Command. Eagleye is an important Force function that is being undermined by insufficient resources and an ineffective shift pattern. The reliance on the FCC to provide additional resources can also cause issues and conflict. The roles of Eagleye Dispatcher and Operator need to merge so that the unit can become omnicompetent and therefore capable of monitoring the ANPR system, creating logs, deploying patrols and managing all the necessary Force systems as a self-contained Force function and in line with peak demand. o To enable this recommendation for change to be cost neutral, the budget for 2.00 x Con Comms Officers in FCC (part of R&R strand) will transfer into Matrix. o The budget for the other 2.00 FTE will be funded from the deletion of two vacant Constable Events Planning posts. Consultation identified that the Force Coordination Planning unit has been consistently operating (for a period in excess of 12 months) with at least two of their Constable Events Planning posts vacant. No detrimental impact has been identified (i.e. there is no evidence to suggest that the Unit was unable to meet its demand or was having to operate with excessive overtime during this time). The Airport section is currently within Liverpool BCU. The proposed Community First operating model will no longer have a BCU structure and therefore consideration of the best fit for the Airport function has been under review and consultation. The function remains predominantly externally funded under the Police Service Agreement (PSA). The airport is not a conventional Neighbourhood and is a dedicated policing resource for the airport alone. Any major incident at the airport would be managed by Force Coordination, as per current contingency plans and likely to involve the specialist resources from Matrix. It is for this reason that the Matrix integrated model has been identified as the best fit for this function to transfer into. Note: Covering staff shortfalls will be the responsibility for Force Coordination to manage (backfill officers must be Taser trained). Due to the Airport working 12-hour shifts, backfilling by Matrix officers would incur 1 hour overtime per shift which is based on the remainder of Matrix staff working 11-hour shifts. (Data from Feb 14 Sept 15 showed staff shortfalls occurred on 35 occasions. This equates to an annual cost of ). Page 42 of 93 (v1.0)

43 Ref Recommendation: Rationale: The deletion of 2.00 x Con Manpad posts is as a direct result of the expiration of Home Office funding in July 2016 (these posts are currently funded by ACPO TAM). This is a Government decision and seen as an acceptable risk to Forces. Page 43 of 93 (v1.0)