Shaping Transformational Leadership Programme

In February 2016, the Met developed and started the delivery of a 12-month Shaping Transformation Leadership Programme (STLP) in conjunction with our Strategic Portfolio Transformation Partner and Oxford Said Business School. This was part of the strategic approach to building Transformation capability and talent at all levels in the Met – from senior leadership to those involved in delivery. The first cohort of STLP included Senior Responsible Owners, Commanders, enabling function Directors and the Senior Leadership Team of the Transformation Directorate. In order to continue to build the capability of those with responsibility for leading critical change within the Met, and due to turnover in the officers and staff involved in these roles, we are now seeking funding to extend the programme to a second cohort of participants.

The Deputy Mayor for Policing and Crime is recommended to approve a single tender action to Deloitte to the value of £367,552 for delivery of a second cohort of the MPS Shaping Transformation Leadership Programme.

1. Introduction and background

1.1. The London that we police is changing. The ways in which some criminals carry out crime has and will continue to change. In order to meet these challenges and effectively respond to new threats, policing and policing leadership also needs to change. This will ensure the Met is fit for purpose and can effectively deliver policing services in conjunction with the Met’s 2025 strategy and beyond, achieving our mission to keep London safe.

1.2. In February 2016, Deloitte, as the MPS Strategic Portfolio Transformation Partner at the time, worked with us to develop and deliver a 12-month Shaping Transformation Leadership Programme (STLP). This was part of the strategic approach to building Transformation capability and talent at all levels in the Met – from senior leadership to those involved in delivery. The first cohort of STLP included SROs, Commanders, enabling function Directors and the SLT of the Transformation Directorate. The key aims of the programme were in relation to:

• Building self-awareness and an understanding of how personal strengths and weaknesses can impact on teams and deliverables;

• Using relationships and how relationships both inside and outside of the MPS could support the achievement of transformation objectives;

• Technical leadership and how the use of Portfolio, Programme and Project Management practices and strategic procurement can be used effectively in programme leadership; and

• Understanding the Met’s vision for transformation, the support available from the Transformation Directorate and how to make effective use of resources.

1.3. Cohort 1 graduated in December 2017, and the programme received very strong feedback from participants as well as a noticeable uplift in transformational leadership capability across the organisation. The portfolio has developed and expanded in the period since December 2017 and we have also experienced a number of changes in officers and staff involved in leading transformation. We therefore have a need to extend the transformation leadership capability to include additional SROs and senior leaders within the business.

1.4. It is intended that the second stage of the roll out of STLP will be delivered based on the format and content developed for the first cohort with necessary adjustments based on any significant feedback points from the first group, including reviewing the format and participants for Action Learning Sets. We will also review the content in consultation with the College of Policing and our leadership development team to ensure that there is no overlap with content for the Strategic Command Course.

1.5. It is envisaged that up to 30 people in Senior Leadership roles will participate in the second cohort of the programme which will include two overnight residential modules and individual assessment and development planning.

1.6. The development of people and transformation capability in areas such as change management and SRO responsibilities was agreed as a strategic objective between the Commissioner and Chief Constables from PSNI and Police Scotland earlier this year. Both forces have expressed a strong interest in collaborating on opportunities such as this, including sending a small number of participants to join this programme.

1.7. The proposal is to proceed with the development of STLP based on feedback and agreed actions and delivery for a second cohort in conjunction with external support and Oxford academics.

2. Issues for consideration

2.1. Due to the volume and complexity of planned change between 2020 and 2022, the Met needs to continue to build talent and capability in transformation delivery and leadership. We do not have the expertise, capacity or experience internally to develop and deliver a programme of this nature. Working with an external partner to deliver this programme to a further cohort of participants provides us with the opportunity to build on the learning from Cohort 1.

2.2. Deloitte delivered STLP Phase 1 as our Strategic Portfolio Transformation Partner. Due to its knowledge and experience in delivering this programme (including through its relationship with Oxford Said Business School) and its understanding of the key outcomes through the evaluation of the Cohort 1 learning experience, it is felt that most benefit and value would be gained by awarding the delivery of the second cohort of the programme directly to Deloitte. The Director of Commercial Services has been consulted and supports this approach. Having gained the experience of two cohorts, the Met would then compete the delivery of the programme for any future cohorts in the normal way.

2.3. This will be an output based contract and the ‘blended per diem’ is in line with other MPS contracts and is thus competitive. Deloitte will also facilitate the input from Oxford Said Business School and two residential modules as part of the overall contract value.

2.4. Proceeding with another cohort of participants would support the Met’s strategy to develop our internal capabilities including sharing ideas and insight and empowering people to be innovative.

3. Financial Comments

3.1. The total cost of £367,552 to fund the development and delivery of the STLP programme will be funded through allocation of funding from the Major Change Fund, within agreed budgets.

3.2. Procurement will be via a single tender action through Bloom, MOPAC’s preferred route to market for such specialist resources.

3.3. There are no real estate implications in relation to this proposal. All training session will be provided either in existing Met estate or in third party facilities.

4. Legal Comments

4.1. The Mayor's Office for Policing Crime 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 £189,330 or above will be procured in accordance with the Regulations.

4.2. Paragraph 4.13 of the MOPAC Scheme of Delegation and Consent provides that the Deputy Mayor for Policing and Crime (DMPC) has delegated authority to approve all contract exemptions for £100,000 or above.

5. GDPR and Data Privacy

5.1. The MPS is subject to the requirements and conditions placed on it as a 'State' body to comply with the European Convention of Human Rights and the Data Protection Act (DPA) 2018. Both legislative requirements place an obligation on the MPS to process personal data fairly and lawfully in order to safeguard the rights and freedoms of individuals.

5.2. Under Article 35 of the General Data Protection Regulation (GDPR) and Section 57 of the DPA 2018, Data Protection Impact Assessments (DPIA) become mandatory for organisations with technologies and processes that are likely to result in a high risk to the rights of the data subjects.

5.3. The Information Assurance and Information Rights units within MPS will be consulted at all stages to ensure the service meets its compliance requirements. The programme does not use personally identifiable data of members of the public, so there are no GDPR issues to be considered.

6. Equality Comments

6.1. Equality and Diversity impact has been considered with no issues identified or foreseen. The participants for the programme will be identified based on the role they perform and their involvement in leading transformation.

6.2. London that we police is changing including the diversity of the population we serve. This requires the Met to continuously adapt and evolve and the content of this programme will help to highlight the benefits of bringing diverse views and thinking to service design in order to benefit both our officers and staff and the public.