Policing UK 2013 - Police Federation
Policing UK 2013 - Police Federation
Policing UK 2013 - Police Federation
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THE POLICE REFORM PROGRAMME<br />
“Many developments cannot be<br />
predicted at the outset. Principles<br />
have to be baked into the contract<br />
as to how the parties will deal<br />
with future challenges.”<br />
to five. These remaining five major<br />
national companies and consortia of<br />
companies came on site at Lincolnshire<br />
<strong>Police</strong> Headquarters on 31 May 2011,<br />
and, following eight weeks of dialogue,<br />
submitted detailed proposals for costed<br />
solutions.<br />
The submissions were evaluated in<br />
early August, after which the authority<br />
approved a second stage of dialogue with<br />
the final two consortia G4S supported by<br />
Capgemini, and Steria with Reliance.<br />
These companies then engaged in an<br />
intensive period of due diligence and<br />
commercial negotiation with the police<br />
as two separate, legally binding contracts<br />
began to be built with the parties. As<br />
contracts would ordinarily be built post<br />
negotiations and after the selection<br />
of a preferred bidder, this innovative<br />
approach not only saved considerable<br />
amounts of time and procurement<br />
costs but, more significantly, allowed<br />
the maintenance of competitive tension<br />
right through to the close of dialogue in<br />
November.<br />
Following the submission of the two<br />
companies’ final tenders and a detailed<br />
evaluation process, G4S was selected<br />
as preferred bidder in December 2011.<br />
After a period of clarification and<br />
finalisation, Lincolnshire <strong>Police</strong> signed<br />
the contract with the company in<br />
February 2012.<br />
A risk identified early in the process was<br />
that working with a partner would distort<br />
the working style of the Lincolnshire<br />
<strong>Police</strong>. The culture and values of the<br />
organisation encapsulated in our PRIDE<br />
(Professionalism, Respect, Integrity,<br />
Dedication, Empathy) programme were<br />
shared with bidders, together with our<br />
model of neighbourhood policing.<br />
A very firm steer was given that we<br />
would examine potential partners’ bids<br />
and organisational culture carefully indeed<br />
to ensure a high degree of compliance<br />
that they would gel with us.<br />
During the selection process, as the<br />
contract was being developed, a number<br />
of safeguards were put in place and<br />
eight key objectives defined between<br />
the authority and partner to provide<br />
an overriding requirement for the<br />
contractor to continually deliver service<br />
improvements.<br />
Future proofing<br />
In a 10-year contract many developments<br />
that will take place cannot be predicted<br />
at the outset. Principles have to be baked<br />
into the contract as to how the parties<br />
will deal with future challenges and<br />
future developments, defining a winwin<br />
approach and a genuine spirit of<br />
partnership.<br />
As part of the final submissions both<br />
bidders had been asked to include three<br />
types of projects they wished to pursue:<br />
costed, convincing and conceptual.<br />
As the titles suggest, these were three<br />
levels of proposals ranging from a<br />
fully-costed business case through to a<br />
concept for a future project. All of these<br />
were part of the final evaluation as the<br />
organisation sought to identify future<br />
improvements and savings the companies<br />
could supply.<br />
This provision provided an obligation<br />
for the partner not only as final tenders<br />
were submitted, but also an obligation<br />
to continually propose and submit<br />
new projects each year throughout the<br />
contract term, allowing the force to<br />
transform where it deemed advantage<br />
could be gained.<br />
The partner is also required to prepare<br />
a raft of organisational strategies, in draft<br />
form, for approval, including: estates and<br />
assets, finance, ICT and people strategies<br />
over the three- to five-year policing plan<br />
period and all submitted projects must<br />
feed into these strategies.<br />
In terms of performance management<br />
the contract has secured commitments<br />
from G4S to attain and sustain service<br />
delivery within the top quartile when<br />
compared against other forces, in terms<br />
of the back-office business services the<br />
partner must achieve; and sustain upper<br />
quartile performance when benchmarked<br />
against best industry practice, including<br />
POLICING <strong>UK</strong> | 35