Interim and Specialist Resources

Reference code: 
PCD 426
Date signed: 
12 July 2018
Authorisation name: 
Sophie Linden, Deputy Mayor, Policing and Crime

Executive summary

To meet growing demand with fewer resources, the Metropolitan Police Service (MPS) has set out on a bold and ambitious transformation.  Its aim is to improve service delivery for London and do so in a way that reflects the impact of austerity.  Much has already been achieved which is now having a positive impact on Londoners, officers and staff. 

To deliver this ambitious transformation the MPS is building in-house capacity and capability which will reduce its reliance on large consultancies and contractors in the long term. 

This report is seeking authority for an extension to the contractual value to minimise delivery risk to the transformation portfolio by ensuring that our current third party providers remain in place to the end of September 2018. 

When considering the specialist providers required in the longer term. This report takes a planned approach for the next two and a half years and as such approval is sought to approach the market through Bloom to source additional SMEs to create a wider pool of providers who can be commissioned via pre-competed and structured call-off arrangements, for the duration of the current phase of transformation, until March 2021. We remain committed to delivering value for money and our preferred approach will be the recruitment of permanent or fixed term staff.

This approach is more economical than day rate contractors, will maintain healthy competition amongst the panel of providers; ensure that our capacity requirements are met; ensure we secure the best possible resource capabilities and ensure value for money is achieved.

Recommendation

The Deputy Mayor for Policing and Crime is recommended to:

  • Approve an uplift of £1.06m to the existing contract for short term specialist service provision for additional transformation capacity and capability to the end of September 2018. Approve the release of the related revenue from the Major Change Fund to fund this extension. This is the forecasted contractual cost whilst waiting for permanent staff to take up position.
  • The MPS awarded a framework contract to Bloom as a value for money route to provide specialist and interim resources. To accommodate the following decision, approve an amendment of the Bloom framework limits, and allow for this route to be used where recommended in future decisions that have been through appropriate governance.
  • Approve an approach to market through Bloom to widen the current pool of specialist service providers from September 2018 – March 2021 to deliver work related to approved investment decisions within the transformation programme.  The maximum estimated ceiling of the collective contract value is £21m over the 2½ years. Funding is available through revenue allocated for recruitment to transformation posts and the Major Change Fund no additional funding is required.

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

6.1.    Report


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