BTP Response to McNulty Report Paul Crowther Deputy Chief - - PowerPoint PPT Presentation

SLIDE 1

BTP Response to McNulty Report

Paul Crowther Deputy Chief Constable

SLIDE 2

Key McNulty Principles:

• GB Rail 30% less efficient then European best in class
• Growth in rail transport in future years
• The supply chain acting as ‘enablers’ for the rail industry
• Developing system wide solutions
• The importance of productivity gains as well as savings

Key Metrics

• Cost per Passenger Kilometre
• Cost per Freight Kilometre
• Cost per Passenger Pound

SLIDE 3

Total Passenger Revenue 2004-15

Source: ORR (Rail Trends Handbook 2010-11) and ATOC (Initial Industry Plan 2011)

Total Passenger Revenue

1000 2000 3000 4000 5000 6000 7000 8000 9000 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15

Financial Years £millions

SLIDE 4

Total Passenger Km 2004-15

Source: ORR (Rail Trends Handbook 2010-11) and ATOC (Initial Industry Plan 2011)

Totals by passenger Km

10 20 30 40 50 60 70 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15

Financial Years

Passenger Km (bn)

SLIDE 5

Total Freight Km 2004-15

Source: ORR (Rail Trends Handbook 2010-11) and ATOC (Initial Industry Plan 2011)

Total Freight Km

17 18 19 20 21 22 23 24 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15

Financial Years

Freight Km (Bn)

SLIDE 6

Specialist enabling role

• Reducing disruption

– Cable theft – Fatality Management – Emergency Response Vehicles

• Counter terrorism

– Bomb threats – Unattended Items

• Public order
• Olympics
• Football and special events

SLIDE 7

System-wide solutions

• Safe, secure, reliable network
• BTP potential enabling role

– Criminal acts – Inclement weather – Infrastructure failure – Command and control

• Co-ordinated system-wide response

SLIDE 8

BTP real and nominal budget 2004-15

• Between 2008-15 there will be a real term decrease of 11.3% (£194.6m -

£172.5m)

– Assumes BTP’s budget is standstill followed by RPI for two years – Based on Treasury RPI estimates for 2011-12 and MTFP estimates for 2013-15

BTP real and nominal budget

£125.0 £135.0 £145.0 £155.0 £165.0 £175.0 £185.0 £195.0 £205.0 £215.0 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15

Financial Years £millions

Nominal terms Real terms

SLIDE 9

BTP cost per passenger kilometre 2004-15

• Between 2008-15 there will be a 26% decrease in cost per passenger km

– Assumes BTP’s budget is standstill followed by RPI for two years – Based on Treasury RPI estimates for 2011-12 and MTFP estimates for 2013-15 – Source: ORR (Rail Trends Handbook 2010-11) and ATOC (Initial Industry Plan 2011)

Cost per passenger km (pence)

0.000 0.050 0.100 0.150 0.200 0.250 0.300 0.350 0.400 0.450 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15

Financial Years Cost per passenger Km (pence)

SLIDE 10

BTP cost per freight kilometre 2004-15

• Between 2008-15 there will be a 19.6% decrease in cost

– Assumes BTP’s budget is standstill followed by RPI for two years – Based on Treasury RPI estimates for 2011-12 and MTFP estimates for 2013-15 – Source: ORR (Rail Trends Handbook 2010-11) and ATOC (Initial Industry Plan 2011)

Cost per Freight km (pence)

0.400 0.500 0.600 0.700 0.800 0.900 1.000 1.100 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15

Financial Year Cost per Freight km (pence)

SLIDE 11

BTP cost per passenger pound 2004-15

• Between 2008-15 there will be a 15.6% decrease in cost

– Assumes BTP’s budget is standstill followed by RPI for two years – Based on Treasury RPI estimates for 2011-12 and MTFP estimates for 2013-15 – Source: ORR (Rail Trends Handbook 2010-11) and ATOC (Initial Industry Plan 2011)

Cost per passenger pound (pence)

2.0 2.2 2.4 2.6 2.8 3.0 3.2 3.4 3.6 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15

Financial Year Cost per passenger pound (pence)

SLIDE 12

Benchmarking

• European Benchmarking

– Difficult to obtain meaningful data – Dutch Korps Landelijke Politiediensten (KLPD) model

• UK (CIPFA POA) Benchmarking

– BTP often above average or top quartile – Cost of police officer – Sickness – Number of business support staff per 100 FTE – Priority crime – Victim satisfaction

SLIDE 13

Determining Optimum Investment

• Develop from relative efficiency / VfM
• Illustrate return on investment
• Link police numbers, crime, confidence and income
• HMIC – Adapting to austerity
• TfL research
• 3% of passenger receipts seen as optimal
• Further work commissioned

SLIDE 14

BTP cost per passenger pound 2004-15

• Between 2008-15 there will be a 15.6% decrease in cost

– Assumes BTP’s budget is standstill followed by RPI for two years – Based on Treasury RPI estimates for 2011-12 and MTFP estimates for 2013-15 – Source: ORR (Rail Trends Handbook 2010-11) and ATOC (Initial Industry Plan 2011)

Cost per passenger pound (pence)

2.0 2.2 2.4 2.6 2.8 3.0 3.2 3.4 3.6 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15

Financial Year Cost per passenger pound (pence)

SLIDE 15

Understanding drivers of activity

• Primary and secondary drivers mapped
• Identified activities associated with drivers
• Quality assured through focus groups
• Allocated time to each driver
• Analysed contribution to reducing disruption
• Considered discretionary element
• Detailed activity analysis exercise required
• Could potentially feed in to Charging Model

SLIDE 16

Reducing Disruption

Investigating Crime Managing Incidents Maintaining Order Crime Prevention Protecting the Public

Counter Terrorism Vulnerable Persons Major Incidents Planned Events Spontaneous Disorder Request for Assistance Police Observed Incidents Fear of Crime Risk Locations/ Individuals Intelligence Crimes against the Person Property Crime Economic Crime Railway Offences Other Crime

34.4% 1 2 . 2 % 11.6% 22.3% 19.4%

CBRN Incidents Bomb Threat Management Specialist Response Unit Explosive Dog Section Firearms Deployment Movement of Dangerous Goods Anti-terrorism Patrols Anti-terrorism Searches PREVENT Strategy Initiatives Special Movements Section Intelligence Special Branch - Intelligence Gathering

• Intelligence Analysis

Control Room Functions Incident Management - Bomb Threat Categorisation

• PNC Access - Telecoms SPOC
• Call handling - Incident Grading

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Key:

XX.X% - Time spent on each primary driver XXXX – High impact on disruption XXXX – Medium impact

• n disruption

XXXX – Low impact on disruption XXXX – No significant impact on disruption

SLIDE 17

Cost Drivers

• Often driven by external factors:

– Inflation – Salary increments or wage awards – Police Negotiating Board

• VAT due to NDPB status
• Costs as a consequence of national remit:

– ICT – Premises – Business travel costs

• Opportunity to neutralise ‘merry go round’ costs

SLIDE 18

Response to AECOM

• Serious flaws in AECOM analysis:
• Special Branch £832k vs £15.8m
• Football policing £7.8m vs £27.5m
• Often describes cost transferral rather than cost

saving

• Lack of understanding of BTP specialist role
• Assumes HO forces will take on BTP functions at

zero cost

• However, recommendations have been analysed

SLIDE 19

AECOM Recommendations(1)

• Complete transfer of BTP activities
• Transfer of some BTP activity

– Merge LU Area with Metropolitan Police Service (MPS) – Remove BTP Special Branch – Transfer all Serious and Organised Crime investigations to Home Office forces – Transfer football policing

SLIDE 20

• Organisational & funding initiatives

– Reduce PSAs – Amend charging regime

• Incremental efficiency measures

– Review staff mix – Merge FHQ functions – Revised rostering process

• Increasing scope of BTP activities

– Strategic Transport Agency – Industry wide co-ordination – Vertical Integration

AECOM Recommendations(2)

SLIDE 21

Conclusions

• BTP has positioned itself well to meet McNulty efficiency

target

• Initial research suggests the level of investment in BTP

is near optimal

• BTP performs very well compared to other forces
• BTP’s enabling and specialist role could be enhanced by

carrying out a more strategic function

• Further work is required to fully understand costs and

drivers of activity

SLIDE 22

Further Work (1)

• 1. Continue to develop ways to deliver further reductions

in cost per passenger kilometre by 2015.

• 2. Develop the existing research to seek to determine an
• ptimum level of investment in policing.
• 3. Develop an activity analysis model utilising the drivers
• f activity model so as to provide an assessment of the

time and cost of BTP activities.

SLIDE 23

Further Work (2)

• 4. Explore and model the opportunities presented by

virtual integration in pilot regions with NWR and

• perators.

5 Fully develop the potential case for wider strategic transport policing and enforcement role taking into account of the National Policing requirement implications, the experience of the Dutch Transport Policing Structures and the wider DfT strategy.

SLIDE 24

Further Work (Timescales)

• Report to DfT Permanent Secretary on

transport policing and enforcement role - January 2012

• Report to BTPA on progress of workstreams -

March 2012

• Deadline for completion of all other

workstreams - May 2012