Non-confidential facts and advice to the Deputy Mayor for Policing and Crime (DMPC)
1. Introduction and background
1.1. In November 2016, investment was agreed to fund the Leading for London programme with an associated commercial contract of £9.8m. This document does not seek to duplicate the background and supporting information for the core programme, but to articulate why an additional investment needs to be made to safeguard the future of the programme legacy after September 2019.
1.2. There are two key areas of work that need to be undertaken and which cannot be accommodated within the funding envelope of the existing contract with the provider. These are specifically; (a) to provide leadership development to 1,500 new promotes or joiners who performing first line leadership roles within the MPS but who have fallen outside of the scope of the original Leading for London programme pool and (b) to provide initial continuing professional development to the Met Faculty who provide coaching and workshops in order to maximise the investment already made in this critical cohort both in the immediate and longer term.
2. Issues for consideration
2.1. This extension of contract value is fully funded within the existing MPS budget.
2.2. By investing in the leadership and cultural development of the MPS, Leading for London will help to improve employee engagement and over time, impact positively on performance outcomes. The design of this programme offers a tailored solution and complements MOPAC’s commitment to make London safer; by enhancing the skills and capabilities of officers and staff, the MPS will be able to deliver a more efficient and therefore sustainable policing service to the public.
2.3. The current programme has been successfully delivered to almost 10,000 leaders. The workshops and simulation sessions have been particularly well received, with the take up of coaching sessions improving as the programme has rolled out.
3. Financial Comments
3.1. As an extension to an existing service this work does not change any aspects relating to responsible procurement.
3.2. As this is an extension of an existing service this work does not change any aspects relating to real estate, except that due to pressure on Met estates from the core programme delivery, a £10,000 contingency budget has been built into this proposal to fund external venues for training delivery if required. This figure has been derived from estimates sought from venues likely to be approached.
4. Legal Comments
4.1. The Mayor’s Office for Policing and Crime (MOPAC) is a contracting authority as defined in the Public Contracts Regulations 2015 (the Regulations). All awards of public contracts for goods and/or services valued at £181,302 or above must be procured in accordance with the Regulations.
4.2. Any extension of the existing services required to support Leading for London shall be procured in compliance with the Regulations. Including, if necessary, use of existing, compliantly procured contracts or framework agreements.
4.3. Paragraph 4.13 of the MOPAC Scheme of Delegation and Consent provides that the Deputy Mayor for Policing and Crime (DMPC) has delegated authority to approve all unforeseen variations and extensions to contracts with an original value of £500,000 or above, when the variation or extension is greater than 10% of the original value and/or is for a period of more than 12 months.
5. GDPR and Data Privacy
5.1. As this is an extension of an existing service this work does not change any aspects relating to privacy, and as such GDPR will continue to be fully complied with.
6. Equality Comments
6.1 A full Equality Impact Assessment (EIA) was completed at the start of the Leading for London (LfL) Programme. The current proposal centres on widening the initial scope of the programme to include around 1500 newly promoted Sergeants and police staff to ensure that they are afforded the same leadership development opportunities as their peers.
6.2 The design of the Leading for London ‘bridge’ project has been heavily influenced by learning to date. This learning has been used to mitigate potential adverse impacts across all protected characteristics. Activities include revised guidance for all LfL facilitators regarding reasonable adjustments for delegates in workshops; provision of scripts alongside audio material and the availability of a Customer Delivery Manager to manage personal approaches and make specific arrangements e.g. provision of hearing loops and sign interpreters.
6.3 More broadly, the LfL Programme is centred on improving the skills and capabilities of all 10,000 MPS leaders. Inclusive leadership is fundamental to this; it frees people to challenge and make decisions with the confidence that comes from knowing they are recognised, respected and supported and understand that ‘every contact leaves a trace’.
6.4 Work based personality profiling used within the LfL Programme helps leaders to understand more about the differences in how people prefer to work and how we can use these differences to work more effectively together. The LfL programme design specifically addresses issues around unconscious and conscious bias. These topics are an integral part of the Leading For Tomorrow workshop.
6.5 The officers and staff of the MPS make difficult decisions in a busy and stressful environment. More effective leadership in in the MPS will lead to better, more effective policing outcomes for the people of London and increase confidence in the service provided.
7. Background/supporting papers
7.1. There is an exempt business justification document to support this decision.