annual business plan 2020-2021 - gov.uk

Ministry of Defence Police

Annual Business Plan 2020/21

The FactsWho we are: The Ministry of Defence Police, serving Defence and other critical infrastructure customers across the UK.

1 Ministry of Defence Police Act 1987, as amended by the Anti-Terrorism, Crime and Security Act 2001

A force of approximately 2900 police officers and 260 non-uniform civilian staff, from a variety of diverse backgrounds who are proud to serve the nation.

Located at sites across the UK including Faslane and Coulport on the Clyde, the Atomic Weapons Establishment sites at Aldermaston and Burghfield,

A statutory civilian police force formed in 1971, following the merger of the former Air Force Department, Army Department and Admiralty Constabularies. Established by the Ministry of Defence Police Act 1987, which defines our legal status including areas of jurisdiction1.

Our customers

We serve the Ministry of Defence, other UK Government departments and US Visiting Forces.

Our capabilities ■ Counter Terrorism (CT) armed policing that meets national policing standards

■ Various specialist armed policing units

■ Specialist police dog teams, including search capabilities ■ Largest marine policing capability in the UK ■ Crime Command – Focused on counter terrorism and extremism intelligence capabilities, combating the threat and risk of major fraud, theft, bribery, and corruption to Defence interests

Our history

Our people

Our stations

Portsmouth and Devonport naval bases, GCHQ Headquarters, US Visiting Forces bases, Defence munitions establishments and various other Defence sites, including Defence HQ in Whitehall.

68

10

Introduction

Contribution to the Defence Plan

Strategic context

12 Our strategy

Our Annual Business Plan1418 Resources

20 Principle risks

4 Foreword

Contents

3 Annual Business Plan 2020/21


It is with great pleasure that I introduce the Ministry of Defence Police Annual Business Plan for 2020/21. The coming year will be a significant milestone in the history of the MDP, as we enter the 50th year since the Force was established back in 1971. We will mark the occasion accordingly.

At the time of writing this Foreword the MDP is responding to the COVID-19 pandemic in support of Defence, and the professionalism, dedication and desire to serve that is being shown by all members of the Force (both police officers and non-uniform civilian staff) is a fitting reminder on the importance of our people to the ongoing success of the MDP.

In developing our Business Plan for 2020/21, we undertook an assessment of the strategic context in which the MDP operates. This work was, however, somewhat overtaken by the challenges resulting from our response to COVID-19, demonstrating just how difficult it can be to predict the future and the context in which we are required to deliver our operational policing services.

This Business Plan covers the first year of a five-year strategy that is set out in our Corporate Plan. The strategic priorities and business plan objectives that are detailed within focus on the work that we will be doing over the next 12 months and these underpin and support the five-year plan.

As well as enhancing our specialist policing services and capabilities through improvement of our professional and operational standards, we will continue with our ambitious programme of police recruitment. The strategic priorities demonstrate our ongoing commitment to develop and support our people, ensuring that everyone is given the opportunity to achieve their full potential.

Over the next 12 months we will continue to move towards full harmonisation with national police fitness standards, as set by the College of Policing, supporting our officers to reach and maintain those required standards throughout their MDP careers. As part of the Defence Modernisation Programme, and the associated new Defence Operating Model, we will embed new governance processes that are appropriate for a civilian police force operating within the Ministry of Defence as an ‘Enabling Organisation’. We will also move closer to vacating the Wethersfield site, as our new Force Headquarters at RAF Wyton becomes a reality and we begin to establish our new training hubs at Southwick Park and in Scotland. This will provide us with a once in a generation opportunity to introduce new business processes and new ways of working, and I am determined that we will maximise these opportunities.

As we move towards our 50th anniversary, I would like to pay tribute to all MDP staff, past and present, who have worked tirelessly to ensure that the Force continues to provide the specialist policing services that support our Defence and external customers. The need for the MDP to maintain operational service delivery, even in the most challenging and unprecedented of times, has been brought into sharp focus by the COVID-19 pandemic. Like our colleagues in other police forces, we have a duty to protect the communities that we serve, and I have every confidence that the MDP will continue to succeed in delivering that key policing responsibility over the next year and beyond.

Andy Adams, Chief Constable


Annual Business Plan 2020/21 54

Foreword

Our purposeTo ‘deliver unique specialist policing to protect the nation’s defences and national infrastructure’.

The Ministry of Defence requirement for the Force is described in the “Departmental Mandate and Statement of Requirement for the MOD Police”.2 This sets out the overarching role, the key tasks and the capability requirements the MDP is expected to maintain and deliver.

Five-year Corporate PlanTo ensure that the MDP continues to be fit for purpose in delivering the operational policing outputs that are described in the Departmental Mandate, a five-year strategy has been developed by the Chief Officer Group and is set out in our new Corporate Plan. This strategy will ensure that MDP business delivery is fully aligned to the Defence Purpose, Defence Tasks, and the ongoing Modernising Defence Programme.3 From a broader policing perspective, it also takes due cognisance of the Home Office Policing Vision 2025 and National Police Chiefs’ Council strategic work themes.

This Business Plan provides detail and a clear focus on the first year of our five-year corporate strategy. It clearly lays out our business plan objectives for the coming year, in support of our overarching purpose and strategic objectives and priorities. It also provides greater detail to assist our operational commanders and functional heads in aligning their local priorities and plans to support organisational strategies. A range of Key Performance Indicators (KPIs) have been included to measure organisational and operational activities and other key performance targets.

DeliveryUsing the framework of the Force Operating Model, the identified strategic priorities and business plan objectives have been assigned to portfolio owners who will work to specific timelines for delivery. This gives full accountability for the delivery of this Business Plan and provides a framework for our service delivery outputs and other organisational priorities. The Deputy Chief Constable will oversee strategic performance and risk monitoring on behalf of the Chief Constable. This high-level oversight will inform preparation of appropriate performance reporting and risk escalation.

Governance and reviewPerformance against the Business Plan will be reviewed by the Ministry of Defence Police Committee and their performance and risk sub-committee. The Police Committee is an independent body whose Terms of Reference require them to provide assurance, to the Secretary of State for Defence, that the MDP is exercising its policing powers and authority lawfully and impartially (in accordance with the MDP Act 1987), and is meeting the standards required of a UK police force. The Committee also provides advice to MOD senior officials on the Force’s efficiency, effectiveness and performance.

As the MDP has been designated as an ‘Enabling Organisation’ in the new Defence Operating Model4, a new Performance and Risk Review (PRR) process, overseen by the MOD’s Chief Operating Officer, has been established to enhance accountability and departmental oversight of the MDP. The purpose of the PRR is ‘to ensure MDP is delivering against its plan and objectives/KPIs, and resolve or mitigate significant risks and issues’.

2 Ministry of Defence’s Departmental Mandate and Statement of Requirement for the MDP, 13 May 20193 Mobilising, Modernising and Transforming Defence: The Modernising Defence Programme, 20184 How defence works: the Defence Operating Model, 2020

IntroductionMinistry of Defence Police

6 7 Annual Business Plan 2020/21



Defence PlanContribution to the

As an enabling organisation within the new Defence Operating Model, the MDP enables the delivery of the following Defence Tasks, through provision of policing and protective security services:

■ Defence, security and resilience of the UK and its overseas territories

■ Nuclear deterrence and the defence nuclear enterprise

■ Strategic intelligence and the global defence network

■ Overseas defence activity

■ Promote UK prosperity and civil society

The Departmental Mandate and Statement of Requirement5 for the MDP establishes the strategic requirement for the Force and defines the specialist core capabilities that are required, to counter the primary crime and security risks the MOD faces.

These threats include:

■ Terrorist attack and the exploitation of Defence assets or personnel for terrorist purposes

■ Disruption and disorder caused by protesters

■ Theft or compromise of, and damage to, assets and materiel that would have a significant impact on Defence capability

■ Major financial fraud and corruption that would have a significant impact upon Defence capability

■ Unauthorised intrusion onto the Defence estate

The MDP maintains the ability to deploy appropriately trained and equipped officers to deliver a policing effect to mitigate these threats.

5 Ministry of Defence’s Departmental Mandate and Statement of Requirement for the MDP, 13 May 2019

Figure 1: How we deliver for Defence

Defence, security and resilience of the UK and its overseas

territories

Nuclear deterrence and

the defence nuclear enterprise

Overseas defence activity

Promote UK prosperity and Civil Society

Strategic intelligence and

the global defence network

We deliver specialist armed policing services to the MOD, other government Departments and US Visiting Forces

Our MOD requirement: To enable delivery of the following Defence Tasks through the provision of policing and security services

Our operational

outputsNuclear Policing Territorial Policing

Nuclear Counter Terrorist Response

Crime & Intelligence

The model overleaf (Fig.1) shows how our operational outputs enable delivery of Defence Tasks as defined in the MOD’s Statement of Requirement for the MDP.


Strategic context

Our work to achieve the strategic priorities which underpin this annual plan, will be set against a complex strategic context. Successful delivery will be influenced by the Defence requirement, as directed by government policies and strategic priorities. Other influencing factors, beyond the control of the Force, the department and (as shown by the COVID-19 global pandemic) wider government policy, may also have an impact.

The following are key areas for consideration:

Coronavirus pandemic – The UK will continue to move through the required phases to control coronavirus, protect the NHS and save lives, in accordance with government guidance. This will require the MDP to continue to adapt working practices, to protect its people and their families, whilst ensuring business continuity, operational resilience and the ongoing delivery of essential MDP outputs. 6 Mobilising, Modernising and Transforming Defence: The Modernising Defence Programme, 2018

Integrated Security, Defence and Foreign Policy Review 2020 – This is aimed to be the largest review of the UK’s foreign, defence, security and development policy since the end of the Cold War and will run in parallel to the Comprehensive Spending Review. The results of this review will inform and shape government domestic and foreign priorities for homeland and international security and will drive government departmental funding allocation.

ABC20 Financial planning process – The current proposed financial settlement would require the Department to reduce its requirement for MDP services. This will necessitate a process for the prioritisation of MDP services against TLB security risk, or policy amendment.

Defence future workforce planning – As part of the Modernising Defence Programme, options are being considered to rationalise the workforce. This may include mergers of similar service providers (including MDP) in order to modernise the workforce and realise financial efficiencies.

National uplift of 20,000 police officers – Government policy resulted in funding being made available to increase police officer numbers in Home Department forces by 20,000 and, with regards to attracting new recruits, this places the MDP in a very competitive recruitment market.

Modernisation and transformation Notwithstanding the strategic environment identified above, the MOD is already undertaking a significant modernisation programme.6 Our annual plan will underpin the MDP’s response to this ongoing programme of change and will position the organisation to best respond to the opportunities and challenges that result from the significant cross-government Integrated Review and other strategic drivers.

Our focus will continue to be on modernising our workforce to ensure the highest professional standards are achieved, as well as using innovative technological solutions to support professional frontline delivery.

We will also focus on our organisational processes by transforming the way we do business, in order to ensure we deliver a first-class value for money service. As part of this work, a number of critical transformation projects are already being undertaken by the MDP. These include:

Project JUTE – As part of Defence optimisation, this DIO-led programme involves disposal of the Wethersfield site, and relocation of MDP HQ, centralised training and other specialist policing capabilities. The Initial Gate Business Case was approved in January 2019 and the Wethersfield site is due for disposal by 2025. MDP will relocate its HQ to RAF Wyton by late 2021 and its training facilities to Southwick Park and Coulport by early 2022.

Project Demetrio – Ongoing work to replace existing MDP IT systems, including Command and Control, Integrated Communication Systems, and Crime and Intelligence and Resource and Capability databases.

Fitness harmonisation – By the end of March 2021, full adoption of the College of Policing (COP) fitness standard for AFOs. This will require all operational MDP officers to achieve level 7.6 in the annual multi-stage fitness tests. The date for achievement of fitness harmonisation was agreed by the Force and COP, as a condition of the MDP’s firearms training licence renewal in 2018. This will present some organisational risks that will be managed accordingly, with appropriate mitigation measures put in place.



Our strategyThe Defence Plan and the Modernising Defence Programme place an emphasis on modernising capabilities and transforming the way we do our business. Our strategic objectives have therefore been developed to set the direction for the MDP over the coming years, to ensure we are at the forefront of such modernisation and transformation. These high-level strategic objectives are also designed to ensure that we consider wider national policing developments, including Policing Vision 2025.

Strategic Objectives

Our Corporate Plan sets out our five-year strategy for the MDP and builds on our purpose to:

‘Deliver unique specialist policing to protect the nation’s defences and national infrastructure’.

The strategy is formed by three inter-related strategic objectives, which will ensure that our operational service delivery, our people and our organisation are aligned, to provide cohesion of effort and to support and enable the Defence Purpose and the delivery of Defence Tasks.

The three strategic objectives will underpin everything we do:

■ Strategic Objective 1: Enhance specialist policing capabilities for the benefit of Defence and as a National asset

■ Strategic Objective 2: Realise the potential of our people and optimise their effectiveness

■ Strategic Objective 3: Develop an organisation that is agile and fit for the future

Strategic Priorities

To support our strategic direction, the Corporate Plan also outlines fifteen strategic priorities that have been developed to drive the MDP forward over the next five years and beyond. Each priority has an accountable Executive Owner (see pages 14-17).

Business Plan Objectives

The strategic priorities provide a framework against which our 2020/21 Annual Business Plan has been developed and this approach will continue into future years.

Eleven Business Plan Objectives underpin the strategic priorities, to ensure that our annual plan is focused on achieving our strategic objectives. In turn, this will ensure that the MDP delivers against its departmental requirements and contributes to the successful delivery of Defence Tasks.

See Fig.2 for an overview of our strategic objectives and priorities.

Strategic Objectives (SOs)

SO 1: Enhance specialist policing capabilities for the benefit of Defence and as a national asset

SO 2: Realise the potential of our people and optimise their effectiveness

SO 3: Develop an organisation that is agile and fit for the future

Strategic Priorities (SPs)

SP 1: We will deliver the specialist capabilities implicit in our status as police officers

SP 7: We will deploy a trained, competent and equipped workforce to continually meet the challenges we face

SP 12: We will work with the Directorate of Sponsorship & Organisational Policy (DSOP) to create a governance model that recognises national best practice for police forces

SP 2: We will ensure our capabilities are aligned to the mitigation of threat and risk

SP 8: We will promote and support the health and well-being of our workforce with a focus on physical and mental health

SP 13: We will ensure our internal governance structure enables co-ordination across portfolios and effective decision-making that ensures value for money

SP 3: We will maintain and continuously enhance our specialist policing capabilities

SP 9: We will continue to build a workforce that better reflects the communities we serve

SP 14: We will embrace new technologies to support operational delivery and effective and efficient business transformation

SP 4: We will engage with customers to ensure that our capability is matched by their need

SP 10: We will create a working environment that encourages engagement and enables empowerment

SP 15: We will seize the opportunity afforded by Project JUTE to modernise and transform the organisation

SP 5: We will contribute to the UK national armed policing requirements as agreed by the Secretary of State

SP 11: We will develop and attract talented leaders who create a culture of supportive leadership and continuous learning

SP 6: We will conduct investigations to counter MOD’s major crime risks

Figure 2: Five-year Corporate Plan - Strategic objectives and priorities

1514



Strategic Priorites (SPs) Executive owner

Business Plan Objectives (BPOs)

SP 1: We will deliver the specialist capabilities implicit in our status as police officers

ACC OPS BPO 1: We will ensure that we maintain our operational effectiveness by working with partners and customers to adapt our operational working practices and contingencies, whilst ensuring we achieve the overall strategic security effect.

BPO 2: We will ensure continual development by implementing a comprehensive ‘review, learn and improve’ process to enhance our service delivery in both the short-term and through longer-term legacy benefits.

SP 2: We will ensure our capabilities are aligned to the mitigation of threat and risk

ACC OPS

SP 3: We will maintain and continuously enhance our specialist policing capabilities

ACC OD&C

SP 4: We will engage with customers to ensure that our capability is matched by their need

ACC OPS

SP 5: We will contribute to the UK national armed policing requirements as agreed by the Secretary of State

ACC OPS

SP 6: We will conduct investigations to counter MOD’s major crime risks

ACC OD&C

Strategic Objective 1: Enhance specialist policing capabilities for the benefit of Defence and as a national asset

Key Performance Indicators (KPIs)

KPI 1: Service delivery 1.1 Policing Effect service delivery levels (Target: 90%)

1.2 Customer confidence – MDP do a good job

1.3 Customer confidence – MDP delivers against customer priorities (Target: 95%)

KPI 2: Resourcing 2.1 Total number of officers - strength against establishment

2.2 Number of New Recruits and New Entrants from Other Forces who join the MDP (Target: 320)

2.3 Number of officers who leave the Force

KPI 3: Capability 3.1 Number of fully operationally capable officers deployed as Authorised Firearms Officers (Counter Terrorism) (AFO (CT))

3.2 3.2.1 - Number of officers achieving the AFO (CT) national standard fitness level3.2.2 - Number of AFOs achieving the AFO (CT) national standard fitness level

3.3 Number of deployable officers for the national armed policing response (Operation Novercal) (Target: Agreed)

3.4 Number of National Firearms Instructors (NFIs)

KPI 4: Crime Command 4.1 Asset Recovery - £20m over five years

4.2 Financial Disruption - £112m over five years

KPI 5: Compliance with national recording standards

5.1 Achievement of ‘Good’ compliance with the National Crime Recording Standards (Target: Good)

5.2 Achievement of ‘Good’ compliance with the Scottish Crime Recording Standards (Target: Good)

5.3 Achievement of ‘Good’ compliance with the National Incident Reporting Standards (Target: Good)

Our annual business plan



Strategic Objective 2: Realise the potential of our people and optimise their effectiveness



SP 7: We will deploy a trained, competent and equipped workforce to continually meet the challenges we face

ACC OD&C

BPO 3: We will ensure that we maintain our compliance with national standards, adapting our processes where revisions are made, to ensure we are able to deploy suitably qualified staff to undertake our business and assist other Forces.

BPO 4: We will ensure our staff have the appropriate PPE and we will support their physical and mental well-being during the COVID-19 pandemic and beyond.

BPO 5: We will utilise the goodwill being shown towards public services to attract a broader and more diverse workforce.

BPO 6: We will ensure we capitalise on the opportunities Op Trifling brings, to encourage our staff to bring forward innovative solutions to the challenges we face.

BPO 7: We will maximise the opportunity the response to COVID-19 brings to develop both critical incident and broader leadership skills.

BPO 8: We will identify those who rise to the challenge of this critical incident, to ensure their talent is rewarded and that they are developed to be leaders of the future.

SP 8: We will promote and support the health and well-being of our workforce with a focus on physical and mental health

CORP

SP 9: We will continue to build a workforce that better reflects the communities we serve

CORP

SP 10: We will create a working environment that encourages engagement and enables empowerment

DCC

SP 11: We will develop and attract talented leaders that create a culture of supportive leadership and continuous learning

CORP


KPI 6: Sickness and TNC/TRA

6.1 Number of temporary non-capable officers

6.2 Number of officers with tailored reasonable adjustments

6.3 6.3.1 - Long-term officer sickness6.3.2 - Long-term NUCS sickness

6.4 6.4.1 - Overall officer sickness6.4.2 - Overall NUCS sickness

KPI 7: MDP Survey 7.1 My MDP Survey completion rate (Target: 10% increase)

7.2 Survey response action plan completion

KPI 8: Workforce diversity 8.1 8.1.1 - Number of officers who identify as BAME8.1.2 - Number of newly recruited officers who identify as BAME (Target: 5%)8.1.3 - Number of NUCS who identify as BAME

8.2 8.2.1 - Number of officers who identify as female8.2.2 - Number of newly recruited officers who identify as female (Target: 12%)8.2.3 - Number of NUCS who identify as female

8.3 8.3.1 - Number of officers who identify as LGBT+8.3.2 - Number of NUCS who identify as LGBT+

8.4 8.4.1 - Number of officers who identify as having a disability8.4.2 - Number of NUCS who identify as having a disability

KPI 9: PDRs and nine-box grid assessments

9.1 Percentage of PDRs completed within agreed timescales

9.2 Percentage of nine-box grid assessments completed within agreed timescales

KPI 10: Health and Safety 10.1 Achievement against Strategic Safety Management Action Plan

Notes:1. TNC - Temporary Non Capable2. TRA - Tailored Reasonable Adjustment3. NUCS - Non-Uniform Civilian Staff 4. BAME - Black, Asian and Minority Ethnic5. LGBT+ - Lesbian, Gay, Bisexual, Transgender and other sexual identities6. PDR - Performance development report



SP 12: We will work with the Directorate of Sponsorship & Organisational Policy (DSOP) to create a governance model that recognises national best practice for police forces

DCC BPO 9: We will adapt to new ways of working by embracing new technologies and adapting internal organisational meetings and governance. This will ensure efficient and effective business delivery and transformation, both within this critical period and for the longer-term.

BPO 10: We will optimise the level of recruitment and our existing staff’s ongoing accreditation, by delivering innovative training solutions.

BPO 11: We will assist the MOD in managing affordability against any reduction in available funding, by coordinating with customers and the Departmental security policy lead on the development of options for MDP resourcing.

SP 13: We will ensure our internal governance structure enables co-ordination across portfolios and effective decision-making that ensures value for money

DCC

SP 14: We will embrace new technologies to support operational delivery and effective and efficient business transformation

CORP

SP 15: We will seize the opportunity afforded by Project JUTE to modernise and transform the organisation

CORP

Strategic Objective 3: Develop an organisation that is agile and fit for the future


KPI 11: Budget 11.1 Expenditure against budget (Target: within budget)

11.2 Use of overtime (Target: 10% reduction)

11.3 Travel and subsistence costs

11.4 Use of remote access technology (KPI feasibility being assessed)

11.5 Project Demetrio delivery (RAG status)

11.6 Project Jute delivery (RAG status)

11.7 Job-Related Fitness Test (JRFT) project delivery (RAG status)



19



Resources

Notes:1. Workforce numbers are Full Time Equivalent (FTE).2. NUCS - Non-Uniformed Civilian Staff

BUDGET ANTICIPATED BUDGET

20/21 21/22 22/23 23/24 24/25

Gross £M 180.6 179.6 185.1 190.2 194.9

Income £M -24 -26.1 -26.7 27.3 -27.9

Net £M 156.6 153.5 158.4 162.9 167

Police personnel FTE 2,810 2,796 2,796 2,796 2,796

Non-uniformed personnel FTE 240 240 240 240 240

TOTAL FTE 3,050 3,036 3,036 3,036 3,036

FORECAST

20/21

Gross £M 186.7

Income £M -25.3

Net £M 161.4

Police personnel FTE 2,755

Non-uniformed personnel FTE 236

TOTAL FTE 2,991

Notes:1. FTE = Full Time Equivalent 2. 20/21 Forecast FTE is anticipated year end strength (Mar 21) 3. 21/22 onwards budget is based on ABC19 inflated year on year 4. Funding from 21/22 onwards is subject to the ABC21 process5. Future funding is likely to be impacted by both the Government Spending Review and the disestablishment of HOCS TLB6. FTE is based on ABC20 submission but it is not anticipated we will be funded at that level

FY 19/20 POLICE NUCS TOTAL

GSSOR complement 2866 258 3124

End of Mar 2020 strength 2643 227 2869

Gap/surplus -223 -31 -255

People

The MDP is currently closing a uniformed staffing gap of around 250 officers. Training resources constrain recruitment to no more than 400 officers per year. Average staff wastage is

around 264 officers but an additional 200 are anticipated to be lost between 2021- 2024, due to the impact of fitness harmonisation. The first effects are likely to be felt in 2021, when MDP is expected to fully meet College of Policing fitness requirements.

Financial The MDP receives the majority of its funding from the Department. However, policing services that we provide to our various other government department and non-government customers are subject to full cost recovery.

For FY20/21, MDP has been allocated a budget of £156.6M for policing the UK Defence Estate. This includes police officer and civilian pay and overtime, infrastructure, inventory and equipment, travel and subsistence and relocation costs, external training and other costs. MDP business with external customers

attracts a total of £25.3M in repayment income. Repayment tasks are cost neutral as the full cost of the operation is charged.

It is anticipated that FY20/21 will be overspent by £4.8M, less any in-year funding transfers for new tasks. This overspend is due to the one-year funding deal allocated by MOD, which is insufficient to cover the increased staffing levels and associated costs following a successful year (FY19/20) of recruitment. Funding prioritisation will therefore be a key focus during FY20/21, to support the mitigation of this overspend.


23

Temporary staff

22

Operational & Head Office staff

Head Office staff (by department)Workforce strength


EMPLOYEE CLASS POLICE NUCS TOTAL

Fixed term appointment < 2 Years 8 8

Fixed term appointment 2-5 Years 1 0 1

Non-employee (secondee) 1 0 1

Permanent appointments 2641 219 2859

GRAND TOTAL 2643 227 2869

POLICE NUCS TOTAL

Operational 2385 86 2470

Head Office 258 141 399

GRAND TOTAL 2643 227 2869

POLICE NUCS TOTAL

Finance 0 10 10

Business Development 0 1 1

Human Resources 2 15 17

Vehicle Management 0 3 3

Clothing and Equipment 0 4 4

CIS 1 14 15

Defence Police Federation 4 0 4

HQ Secretariat 0 9 9

SHEP and Site Services 0 7 7

Corporate Communications 0 6 6

CORPORATE SERVICES TOTAL 7 69 76

Centre Office 4 1 5

Professional Standards 11 7 18

IMOA 4 9 13

DCC TOTAL 19 17 36

OCC 30 18 48

Firearms Training Wing 94 3 97

OD&C 3 1 4

Crime Command 56 11 67

ACC OD&C TOTAL 183 33 216

Central Control Room 13 18 31

HQ Ops Support Dog Section 4 0 4

CNI DCSS 9 0 9

OPS 23 4 27

ACC OPS HQ TOTAL 49 22 71

HEAD OFFICE GRAND TOTAL 258 141 399


25

Principle risksThe Force Risk Register was recently reviewed to ensure it still supports our strategic objectives. Each of the principle risks identified has clearly defined control measures and mitigations to reduce the impact of those risks.

Our strategic objectives and priorities have been mapped across, in order to align them

with the mitigations and controls we have in place to monitor and manage each of the principle risks.

Six principle risks are contained within the Force Risk Register.


Principle risks Strategic Priorities (SPs)

Risk 1 Failure to prevent a security breach and/or serious injury due to insufficient numbers of properly qualified police officers

SP2, SP3, SP5, SP6, SP7, SP8, SP9

Risk 2 Failure to prevent a security breach and/or serious injury due to inadequate equipment to defend threats and/or enable safe MDP operations

SP2, SP3, SP4, SP5, SP7, SP14

Risk 3Failure to prevent a security breach and/or serious injury due to not ensuring officers are safe to work and the environments they operate within are as safe as is reasonably possible

SP1, SP2, SP3, SP7, SP8, SP10, SP15

Risk 4Failure to manage information effectively, leading to poor decisions on key operational issues or undermining assurance in the safety of MDP

SP4, SP6, SP10, SP11, SP14

Risk 5Failure to manage infrastructure support, leading to an inability to support key business functions to ensure the ongoing capability of the Force

SP1, SP2, SP3, SP4, SP5, SP6, SP7, SP10, SP13, SP14

Risk 6Failure to manage internal organisational controls and governance processes, leading to poor internal financial controls, accountability and decision-making which increases the risk of legal challenge and budgetary ineffectiveness

SP1, SP2, SP3, SP12, SP13

www.gov.ukwww.mod.police.uk

annual business plan 2020-2021 - gov.uk

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