Future Transformation Funding Police Transformation Roundtables 1/11/16 Adrian Wight Law Enforcement Transformation Unit

Transformation The new Ministerial team continue to be of the view that the Home Office does not run policing – continuing reform should be sector led. PCCs have clear local accountability and a strong incentive to improve local services and deliver value for money for the public. HO do what only we can e.g. legislation, funding, convening. We will continue to support law enforcement led work to modernise and reform police capabilities – people, technology and systems – as we tackle the challenges presented by fast evolving threats in a period of austerity.

Transformation Fund –Principles. The Home Secretary wrote to PCCs on 8 June to set out the overall scope and process for the Police Transformation Fund (PTF), and the principles and criteria for funding. The Home Secretary’s letter made clear that it is up to Police and Crime Commissioners, in conjunction with Chief Constables, to take ownership of determining how transformation funding is spent to deliver the next stage of police reform. The Home Office is supporting APCC and NPCC to establish this process, but the Home Secretary has been clear that we cannot and should not redesign policing operations from Whitehall. It aligns with the transformation priorities agreed by the APCC and NPCC as part of the (now) 2025 policing reform vision and of Home Office Ministers.

Transformation Fund – The Opportunity The PTF represents a significant opportunity to transform policing to meet future challenges and build capability to respond to changing crimes and threats. The PTF will: enable investment in shared capabilities and platforms, and wider and deeper collaboration, so that they become the norm, not the exception. It will support back office functions to be delivered more efficiently and enable better interoperability between different law enforcement organisations and across the Criminal Justice System (CJS). It will contribute to the creation of a more flexible and representative workforce with the right skills and expertise, which is more accessible and transparent to the public, and with greater ability to share information, digitally, across the CJS. Delivery of the PTF is planned in two phases. For the period to March 2018 (Phase 1), the PTF, which is smaller in these years, will support smaller scale and priority projects, while also investing in the necessary planning, design and trials of more substantive projects for the period March 2018 to March 2020 (Phase 2). Phase 2 is for implementation of the priorities set by policing through Phase 1, and will be larger and require commensurate assurance and evaluation.

Transformation Fund – Progress. The Police Reform and Transformation Board has now made two sets of recommendations to Ministers on funding awards, set clear conditions to support alignment of projects, and begun to take a powerful commissioning role for bids. The APCC with the NPCC have worked hard to take ownership over the process to support this and we have seen a real commitment towards policing becoming a self-reforming sector. This allowed for £23m of investment to be confirmed in August including deepening collaboration between forces, a range of measures to tackle child sex abuse, and funding the next stages of collaborative procurement. A further £8.5m for modern slavery has been announced following Devon and Cornwall’s bid to the second round, on behalf of all forces, to help police tackle this horrendous crime. £5m has also been announced to expand the Police Now scheme. A PRTB recommendation to support (or support in principle) around 30 projects of the 72 in total submitted to the fund is being considered by the Home Secretary.

Transformation Investment –16/17 £76m Transformation Investment is in addition to £55m awarded to successful bids through the Police Innovation Fund. The size of transformation fund in future years will depend on future decisions about the police settlement. Subject to those decisions and departmental budgets funding in 17/18 would be at a similar scale, with potentially a much larger fund by 19/20. Unallocated funding ahead of further decisions on round 2. £18.2m for Modern Slavery response and Police Now. – Announced October £2.7m Funding awarded in July for 14 Projects in first round. £13.8m £4.6m Digital policing programme £3.05m £34m Specialist capabilities programme Firearms uplift (pre-allocated) £1m assurance, funding commissioned bid development, process development.

Transformation Fund – The Process Police Reform and Transformation Board *Identifies priorities *commissions work *makes recommendations Home Office *Validation Panel *Accounting Officer *Home Secretary Grant Agreements Monitoring *Portfolio management being developed *Grant Management APCC and NPCC *Support to PRTB *Gateway Group *Assurance Manager Bids From PCCs and forces

Some Conditions for Success Effective Appraisal & Project Oversight 1. Early engagement and practical support for APCC/NPCC on fund rounds. 2. Sponsorship of Assurance Manager role, support to APCC and NPCC on PRTB Resourcing Plan. 3. PRTB Gateway Group. 4. Communication and engagement with Home Office Policy Teams on PTF and the police-led process. Assurance – Ensuring Public Money is Used Wisely 1. Validation Panel established. PRTB itself recommending sensible conditions and Gateway Group in place. 2. Grant Agreements with Successful Bidders and Grant Monitoring. 4. PRTB Resource Plan enabling robust Investment Appraisal, Benefits Realisation of PTF funded projects. Effective Governance & Buy-in to Set Priorities & Drive Change 1. Progress of Reform Work Streams. Effective Forecasting & Management of Funds to Avoid Under-spends 1. Developed a number of measures to mitigate this risk within the fundamentals of government budgeting. Learning from Experience 1. Work on PIF Evaluation. 2. Linking in to work on Force to Force Collaboration. Benefits Realisation 1. Short term specialist resource to promote standards in process and build in key metrics to evaluate Benefits Life-Cycle i.e. VfM, Efficiency Savings. 2. Longer term approach through developed resources to support PRTB Investment Appraisal 1. Using robust systems to challenge successful PTF recipients on the need to meet HO Grant Regulations, including the use of consultants and VfM . Planning Certainty 1. This is a key issue highlighted in our engagement. The importance of predictability in the bidding cycle to best support bidders. Official Sensitive

Future Transformation Funding – Key areas to consider: Confirming the Ambition: Further work to understand the gaps against the vision 2025 and the role the transformation fund can play in driving change. Establishing the pipeline. Proof of concept projects from the PIF are maturing and scalability can be considered Implementation of successful proof of concepts from the PTF itself: Retaining space for proof of concept work further into the life of the fund. Realising the Full Benefits: Developing common understanding of measuring benefits in policing to support investment decisions. Consideration of how the process can help align and scale projects appropriately to deliver best benefit. Evolution of the Fund into the second year. PRTB has highlighted fire and police collaboration as an area where the approach could develop further. Working to establish clear timescales for future rounds.

Police Transformation Future Home Office role in policing Ask questions, provide challenge Strong system leadership: convening partners; nudging; sharing good practice Tackle barriers & create enabling frameworks Understand implications Help connect policing to wider HO transformation and OGDs. Continued core role in assurance of funding and return on investment. .