Non-confidential facts and advice to the Deputy Mayor for Policing and Crime (DMPC)
1. Introduction and background
1.1. As London has changed, the MPS has always changed and evolved too. However, the scale of change they are delivering is unprecedented. It is both challenging and exciting.
1.2. Through this comprehensive portfolio, comprising nearly 100 projects and investing over £1bn, we can have confidence in becoming an even more effective MPS that maximises our impact on public safety for London. Transformation will explore new opportunities and reflect the reality of austerity, but in a way that keeps London safe and allows us to focus on the things that matter most to the public; notably violent crime.
2. Issues for consideration
2.1. Both internal and external recruitment campaigns have been undertaken for the new Transformation Directorate and ongoing recruitment continues. Despite best endeavours we have not been able to recruit people in sufficient quantity with the appropriate skills.
2.2. The skills gap that this creates are specifically in the following areas and related outputs: Programme and Project Management; Programme level business change; Financial and commercial support.
2.3. To realise further financial savings and develop new capabilities, the MPS needs to continue evolving alongside London, its people and its crime. The risks of not continuing investment in the use of specialist third party providers could see a 50% drop in the amount of transformation and change that is delivered to support this evolution
3. Financial Comments
3.1. The proposal is fully funded within existing revenue and capital budgets. The proposal seeks an uplift within an existing contract and an approval of a route to market.
3.2. In order to achieve best value for money and continuity our strong preference is to fill roles through permanent or fixed term appointments. Despite our intent, experience in the recruitment market suggests that some vacancies will persist in the long term. Permanent recruitment of these roles remains the preferred option. Where this is not available, use will be made of output based contracts with suppliers who have competed on cost and quality. This means that we are moving away from ‘daily rate’ contractors where it is harder to assess quality and measure output.
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. There are no significant legal issues arising by uplifting the existing contract and utilising an existing framework.
5. Equality Comments
5.1. The nine Protected Characteristics specified by the Equality Act 2010 have been considered, and there are no issues arising from this decision.
6. Background/supporting papers