July 2016
CONTENTS INTRODUCTION 1 LEADERSHIP EXPECTATIONS 2 POLICING PHILOSOPHY 4 TARGET OPERATING MODEL: PLACE BASED WORKING 5 THREAT, HARM AND RISK 6 CITIZEN CONTRACT 7 WORKFORCE 8 INFORMATION & TECHNOLOGY 9
INTRODUCTION These are exciting times for policing in Greater Manchester. We are transforming the way we keep communities safe and we all have a part to play in the future. The Target Operating Model (TOM) is how we are starting to work now and how we will work in the coming years. At the heart of everything is our purpose to protect society and help keep people safe. The TOM has been developed with your support and builds on the work that has been underway as part of Fit for the Future. It now needs us all to work together to ensure we can make the changes needed so that we can provide the best possible service to citizens of Greater Manchester. We have been through some challenging times and know that there will be difficult issues to face ahead. Putting these changes as part of the TOM in place will mean we can deal with whatever the future holds but it will only be possible with your support, working alongside other agencies and with the help of local people. All this means we need to work with citizens to outline what they can expect from us and also what we need them to do. It will be our citizen contract. Keeping people safe is not just the responsibility of the police - everyone has their part to play and we need to encourage people to work with us. We all need to be adaptable, enthusiastic and involved in the changes and the future of policing in Greater Manchester. We need have clarity, consistency and show commitment in everything we do. The TOM requires us to think and work differently, and GMP will be supporting people through opportunities to develop and learn. We are all part of one team, one GMP and together these changes will mean we can keep people safe now and in the future. As part of the TOM we are investing in neighbourhood policing and will have more officers working in smaller geographical areas getting closer to communities. It supports our move to integrated working with partner agencies. There is also a huge investment in ensuring technology is in place to help us work more efficiently and effectively. Ian Hopkins QPM Chief Constable 1
LEADERSHIP EXPECTATIONS Our Leadership Expectations framework underpins the behaviours expected of all officers and staff as we move towards the Target Operating Model, to ensure that we deliver the best possible service to the people of Greater Manchester. INSPIRING OTHERS Listening to, involving and motivating others to take action and behave with courage and integrity ENABLING CHANGE AND IMPROVEMENT Taking responsibility to solve problems, implement change and make improvements to our services DEVELOPING YOURSELF AND OTHERS Developing yourself and others to succeed and increase their contribution to GMP 2
RESPONSIBILITY FOR/TO THE TEAM Setting a clear direction and promoting teamwork to achieve high standards of professionalism and performance in all situations, however challenging WORKING IN PARTNERSHIP Working as one GMP team and with external partners to achieve results that benefit GMP and our communities DEMONSTRATING RESPECT AND COMPASSION Treating all our people, partners and communities with respect and compassion SERVICE DELIVERY Delivering excellent policing services to the people of Greater Manchester 3
CHIEF CONSTABLE S POLICING PHILOSOPHY I am driven by the desire to keep people safe I want us to deliver the very best for citizens I believe in involving people in the solution I am passionate about building strong and effective teams We will do this by being fair, clear and consistent with staff, colleagues and partners who bring diversity, experience and offer new ways of problem solving by working together. 4
PLACE BASED WORKING We are committed to place-based working. This means working alongside our partners at the frontline, borough and force levels. It will involve sharing information and resources to tackle the issues that matter to people in the places where they live. We will identify the root causes of problems in communities and work to solve the problems. We already have a successful pilot of integrated working at Platt Bridge in Wigan which is showing how public sector reform can work in the future. The local policing review is changing the way we deliver neighbourhood policing and giving officers real ownership of an area and its problems. TO COME... Increased public sector reform working with partners and communities Co-location of critical CPS case lawyers in the central investigation unit Considerations of locally based contact and demand management. 5
THREAT, HARM AND RISK We will take informed risks and be more robust in explaining what we will and will not attend and investigate. This will mean allocating resources to the people and places that have the greatest need. We will have access to the right information from policing and our partners to achieve better decision making. It means we need to develop a collective understanding of what is classified as threat, harm and risk. This will help empower staff to make decisions with the support of policies, frameworks and other agencies. The work of Project Challenger has shown how specialist officers and serious crime can work with a wide range of agencies to tackle the most serious offenders. A joint venture with the Police and Crime Commissioner will see a new approach to the way in which we identify and manage sex offenders. A review of how vulnerability is tackled by GMP is underway and will consider the best way to manage these cases. TO COME... Three levels of case management Cases managed on threat, harm and risk and not crime type Improved use of restorative justice. 6
CITIZEN CONTRACT We all have a part to play in keeping people safe in Greater Manchester. Citizens need to play their part in supporting policing and working with us in a number of ways from volunteers through to providing information. There will be a conversation about what we can do and what we need people to do so that we can provide the best possible service. This has already begun as GMP communicates details about the changes taking place and will be part of an ongoing discussion about policing. Sharing resources with our public sector partners means appropriate resources can be allocated where there is the most need. We are already introducing online crime reporting and have a GMP app that allows people to provide intelligence and information. It is the start of work to introduce a range of digital channels to allow people to interact with GMP in a way that suits them. TO COME... A citizen contract will be developed and publicised New digital channels for self-service will be introduced Online services will be developed to support and assist victims. 7
WORKFORCE GMP is striving to be a place where colleagues feel valued, want to do their best and go the extra mile for local people. To do this, we will improve and invest in opportunities for colleagues to learn and develop, ensuring recognition for achievements takes place at all levels. It will lead to a proactive, engaged workforce where people are able to drive their own careers with the support of clearly defined career pathways. Staff well-being will be at the heart of what we do and the recent staff engagement survey will help us to focus on areas for improvement. We already have a well-being strategy in place and a network of champions, coaches and contacts finding ways to support people. We are committed to having a diverse workforce that reflects our communities and ensuring equal opportunities for all officers and staff. We are one team and need to be equipped, structured and supported to work independently to achieve the best possible results for communities. TO COME... Outcomes of the staff engagement survey will be embedded into Force well-being initiative strategy A leadership review is underway which will review rank and job profiles Revision of policy to empower officers and staff in decision making. 8
INFORMATION & TECHNOLOGY We will make better use of the information that we hold and that we can access through public sector and other partners. This will then be able to support better decision making for both people and places. New technology is already starting to be introduced to support frontline officers and staff including the roll out of personal issue smartphones and tablets, and body worn video. It is ensuring we are able to work smarter and faster, and maintain a visible presence in the neighbourhoods across Greater Manchester. Better use of data will ensure we are getting maximum benefits from the information we have access to. The technology will also be developed so that citizens and businesses can serve themselves if it is appropriate through new channels for service. TO COME... Introduction of the integrated Operational Policing System known as iops Digital evidence handling and digitisation of the courts Electronic tracking of CSI evidence and property management. 9
SUCCESS LOOKS LIKE: A reduction in crime and lower levels of demand for services Reduced numbers of complaints that are dealt with more quickly Confident and engaged citizens and communities Increased volunteers working alongside GMP An involved and productive workforce To find out more about the Target Operating Model and who your local Change Champion is, please visit the Target Operating Model section on the Force Intranet.