Decisions

This supplier provided the most economically advantageous tender which met the requirements of the project

The contract is awarded to Eric Wright Civil Engineering Limited

The reasons for the decision are:

The GMCA has held annual DHR learning events. The events in 2020 and 2021 were not held due to covid and therefore we will be holding an event in June 2022 to enable partners to come together to share learning.

This event supports the dissemination of learning and recommendations arising from domestic homicides across Greater Manchester, with the ambition to drive improvement across all agencies in their response to domestic abuse.

An amount of £1500 be provided to support GMCA holding a face-to-face Domestic Homicide Review event. The resource will be used for room hire, refreshments and other associated costs.
Since sign off this cost has now increased to £1807.20
Rationale for this is that we used an external venue for this as we could not find a meeting room in GMCA / GMP which would accommodate the numbers. We wanted this to hold up to 100 people due to the nature of the event and needing to invite a wide range of partners from each local authority, GMP and health and additionally as we have not held a learning event since 2019 and therefore it is essential this takes place. We’ve had good sign up from partners and therefore need to go ahead holding this externally.

In November 2019, The Mayor of Greater Manchester commissioned an independent assurance review into safeguarding practices in the borough of Oldham. The report has been published following a launch on the 20th June 2022.

The total cost of £9765.87 towards the launch of the publication of the CSE Independent Assurance review into safeguarding practices in Oldham report.

At the Annual General Meeting of the National Association of Legally
Qualified Chairs (NALQC) a resolution was passed that all members would be advised not to sit as chairs unless indemnity was strengthened by PCC’s.
It has been the view of most LQCs that the previous wording provided does not give adequate protection and they have sought to take out of the indemnity the words unless the act or omission is shown to have been in bad faith, reckless or is the product of gross and obvious irregularity for which panel members are responsible.
The NALQC Chair and others met with the Home Office on 10 November 2020 to raise the issue. The concerns of the NALQC have also been relayed to other interested parties, such as the APCC, the APACE and the Police Superintendents’ Association. The Home Office is considering legislative change to “cure” the problem, but this will take time. Pending any legislative change, the NALQC has given the advice as described above to its members.
APCC has worked with APACE, Home Office and the National Association of LQCs to develop a pragmatic solution and a form of wording for the indemnity which offers both LQCs and PCCs some reassurance. It offers LQCs assurance that they are covered for damages unless it is shown in a court or similar that they have acted in bad faith (this is similar to the wording of the magistrates' indemnity set out in the Courts Act 2003). It provides PCCs with a backstop to ensure that LQCs act professionally in their role as panel chair. The agreed wording is set out above.

To provide indemnity to Legally Qualified Chairs and Independent Panel Members of Police Misconduct Hearings arranged thus far for 2022/23 in accordance with the wording negotiated by APCC, APACE, and the National Association of LQCs as follows: -
In respect of the case of ....... which is to be held on ………. Greater
Manchester Combined Authority (the legal entity in which the property,
rights and liabilities of Police and Crime Commissioner for the Greater
Manchester Area are vested) agrees to indemnify you as the Legally
Qualified Chair/ Independent Panel Member in respect of any liabilities arising (including reasonable costs in connection with responding to legal proceedings) for anything done or omitted to be done by you in the discharge of your functions unless, having received representations or submissions by or on your behalf, you are proved in a court of law or other tribunal with appropriate jurisdiction to have acted in bad faith. Furthermore, in the event of your being held to have any liability for anything done or omitted to be done by another member of the Panel of which you are part, the Greater Manchester Combined Authority agrees to indemnify you in full in respect of any such liability.

To facilitate the process to procure a development partner the Joint Venture will need to appoint consultants for expert advice in undertaking the process in a legally compliant way. To date Savills have been appointed to facilitate the procurement process, whilst Shoosmiths have been appointed to provide external legal advice on the process. Both consultants have been appointed using a procurement complaint process. Funds will be utilised in the future to support the procurement process further and to finance planning approval. The regeneration of the GMP site will act as a catalyst for further redevelopment in the Civic Quarter of Trafford.

Before a private sector development partner is appointed the GMCA along with Trafford Council will need to finance legal, marketing and procurement costs. The estimated fee’s will be approximately £642,500. It was agreed at the Great Manchester Combined Authority meeting on the 26th November 2021 that these funds will be underwritten by police and crime reserves

1. the transfer of the GMP Chester Road Site to the Joint Venture Company be approved.
2. the Joint Venture between the GMCA, Trafford Council and a Developer Partner, on terms to be agreed, be approved.
3. the £642,500 of funding needed to appoint a development partner and obtain detailed planning consent for the scheme be approved.
4. pursuant to The Greater Manchester Combined Authority (Transfer of Police and Crime Commissioner Functions To The Mayor) Order 2017 authority be delegated in the following instances:

i) to the Chief Executive Officer, GMCA & TfGM and GMCA Treasurer to commence the procurement process and appoint a development partner.
ii) ii) to the Chief Executive Officer, GMCA & TfGM and GMCA Treasurer to agree appropriate legal agreements with Trafford Council.
iii) iii) to the GMCA Treasurer acting in conjunction with the GMCA Monitoring Officer to prepare and effect the necessary legal agreements.

To complete deployment of the business-critical Windows 10 Client services Project (Project 2).
The Windows 10 Programme consists of three projects, the first two having been commissioned in 2019:
(i) Project 1 (Infrastructure Services) – technical architecture, services and cloud platform deployment
(ii) Project 2 (Client Services) – deployment of devices and operational applications
(iii) Project 3 (Transformational Services) – realisation of business benefits of the new technology
Project 1 had a budget of £1,951,320 capital and £27,500 revenue, and is in the final stages of completion with a balanced financial position.
Project 2 had an OBC budget of £23,198,005 capital and £268,249 revenue and is making good progress on its deliverables, having been the subject of delays caused by resourcing and international supply chain issues. The FBC is subject to an increase in funding of £2,147,459 capital and £373,910 revenue as a result of the delays noted above and the subsequent global shortage of component parts; the police officer uplift requiring additional hardware purchases; and the decision to purchase SIM cards following the business pilot.


Project 3 is in the process of being commissioned. It has a preliminary budget of £391,000 to procure consultancy services in developing a long-term strategy and FBC to maximise business benefits of the technology and develop early use cases in line with NEP accreditation for launching Project 2. Further funding of £350,000 - £750,000 will be required (depending on the preferred specification) which will be subject to a separate business case and associated approval process.

The decision is that:

The Deputy Mayor approves the proposals set out in the Business Case and approve the necessary investment to deliver the Windows 10 Client Services project (Project 2), and also acknowledge the requirement for future investment to deliver the Transformational Services project (Project 3), which will be subject to a full business case.

The Deputy Mayor approves funding as set out below:
• Approve the Windows 10 Client Services Project Full Business Case at an estimated cost of £25,345,464 capital and £642,159 revenue over the life of the project.
• Note the increase estimated cost of the Client Services Project since the Outline Business Case of £2,147,459 capital and £373,910 revenue (one-off) due to delays in completing and delivering the Windows 10 deployment in 2022/23 caused by international supply chain issues and global shortage of component parts as well as change to the scope of the project following the business pilot to include SIM cards and additional hardware.
• Note the slippage of £1,063,858 of capital and £284,360 of revenue from 2021/22 into 2022/23.
• Note the expected investment of up to £750,000 to deliver the Windows 10 Transformational Services (Project 3) for Office 365 transformation and SharePoint migration in 2022/23. The full business case and request for approval of funding will be brought at a later stage in the year.
• Note that the funding requirements for the overall Windows 10 programme of Infrastructure Services, Client Services and Transformational Services (projects 1 – 3) has been included in the 2022/23 revenue and capital budget and 2022/23 – 2024/25 medium-term financial plan and capital programme to be reported to Police, Fire and Crime Panel on the 7th June 2022.

The reasons for the decision are:
£49,000 – The delivery of the Modern slavery and human trafficking data and information contract is contributing to the 4P approach to tackle this issue in Greater Manchester. It supports the Challenger partnership to better understand what the threat looks like so that prevention, responses and safeguarding is improved.

£20,000 – Development of a Partnership Intelligence Portal. This is based on a model developed by West Yorkshire Police, and provides an effective mechanism for the FIB in GMP to share relevant aspects of their intelligence collection plan with partners, and receive in intelligence as a result, enabling appropriate assessment and classification of that intelligence within the FIB, to enable consideration of relevant action as a result. This amount is carry forward from 2021/22. Changes to GMP IT systems and the intelligence department delayed implementation in the originally allocated financial year.

£15,000 – To target OCG hot spots and support place based interventions in Manchester and Salford. The two Council areas continue to represent the highest levels of SOC threat across Greater Manchester. The funding contributes to primarily prevention and safeguarding activity, including in 2021/22 targeted work with young people at risk of involvement in serious criminality in North Manchester and contribution to an employment programme for those leaving custody in Salford.

£10,000 – To administer, support and develop the Anti-Slavery NGO Forum. This was conducted previously by Stop the Traffik and it is important that ownership of the forum remains in the voluntary and community sector. The Forum remains a vital part of the partnership landscape tackling modern slavery and human trafficking, enable information regarding threats and trends to be shared across organisations, and shared responses and activity to be coordinated, where relevant.

£30,000 – Commissioning of a new phase of the Trapped campaign, raising awareness of criminal exploitation across Greater Manchester. Criminal exploitation accounts for the highest proportion of new referrals into victim care support, and modern slavery enquiries into GMP. The Trapped campaign will form an important aspect of the ‘prevent’ approach to tackling serious and organised crime in Greater Manchester.

£2,808 – To commission Carbon to design the refreshed Greater Manchester Serious and Organised Crime Strategy 2022-2025 and Plan on a page, via a single quote process. This will align to other Greater Manchester wide strategies in its design and enable distribution across stakeholders.

£5,000 – Contribution to University of Manchester Department of Criminology to complete an applied research project across Greater Manchester to map pathways for cuckooing victims across law enforcement, housing and adult social services functions. This is seeking to address that is increasingly being highlighted by local partnerships as a gap in knowledge and understanding, which risks impacting victim care and support. The independent nature of the mapping of the pathways will support an accurate understanding of the opportunities and gaps, and will enable key information to be fed into potential funding and commissioning discussions.

£3,500 – To commission Research in Practice to deliver a developmental workshop for Challenger/complex safeguarding district teams and the VRU. Since the introduction of complex safeguarding in 2018, the function of both these and Challenger teams have evolved. The introduction of the Violence Reduction Unit has brought and additional resource and policy implication, and the workshop will support improved alignment of operationalising strategies and plans.

£10,000 – Contribution to the Magpie partnership (tackling counterfeit goods in Cheetham Hill) to commission and deliver a communication strategy targeting the area and associated criminality/concerns. Couterfeit criminality of both goods and pharmaceuticals within the Cheetham Hill area of Manchester represent a significant serious and organised crime threat. A communications strategy is required to complement the continued enforcement activity and support the prevent and protect agenda of the Magpie Partnership.

£4,900 – Match funding Survivor Care bags. In 2021, a total of 562 individuals were recorded as potential victims of modern slavery or human trafficking in Greater Manchester. A number of these were submitted to the National Referral Mechanism (NRM) to enable support to be accessed, whilst the remaining were suspected of being a victim by a first responder but did not want to be submitted to the NRM and instead were submitted as an unnamed potential victim under first responder’s duty to notify. 301 of these individuals were recorded as adults and 192 of these were recorded as having a non-British nationality. Some of those survivors who are identified will have nothing to call their own. The care bags provide individuals with something they can keep and take with them when they go into, for example, NRM provision, enabling them to have those first steps of independence.

A total of £150,208 of the total Programme Challenger budget is allocated as follows:

£49,000 – Modern slavery and human trafficking data and information contract, to be delivered by Trilateral Research working with the University of Manchester. This programme of work will build the knowledge base of the wider partnership in Greater Manchester to inform prevention, disruption and safeguarding activity. The total annual contract cost is £54,670. £5,670 will be funded out of the Deputy Mayor’s Investment Fund. This was awarded through a competitive tender process in May 2021.

£20,000 – Development of a Partnership Intelligence Portal to enable intelligence collection plans developed through FIB Intelligence Teams linked to SOC and exploitation to be communicated to a wide partnership audience and received in for development. Commissioning will be undertaken by GMP, utilising existing IT providers to ensure compatibility with their back office systems. (carry forward from 2021/22 – changes to GMP IT systems and Intelligence function delayed implementation).

£15,000 – To target OCG hot spots and support place based interventions in Manchester and Salford (based on their ongoing status as the two Districts in Greater Manchester with the most significant SOC threat). This has been repeat funding since 2018 to Manchester City Council and Salford City Council to support targeted activity undertaken to tackle the local SOC threat. Commissioning is undertaken locally in consultation with Programme Challenger.

£10,000 – To conduct an expression of interest process, supported by the Police and Crime Procurement Business Partner, to engage an existing member organisation of the Anti-Slavery NGO Forum to administer, support and develop the forum. This was conducted previously by Stop the Traffik and it is important that ownership of the forum remains in the voluntary and community sector. This amount is carry forward from 2021/22 spend.

£30,000 – Commissioning of a new phase of the Trapped campaign, raising awareness of criminal exploitation across Greater Manchester. Commissioning will be undertaken through the Challenger Comms lead at GMCA, supported by Challenegr leads and partners. £21,341 of this amount is carry forward form 2021/22 spend.

£2,808 – To commission Carbon to design the refreshed Greater Manchester Serious and Organised Crime Strategy 2022-2025 and Plan on a page, via a single quote process.

£5,000 – Contribution to University of Manchester Department of Criminology to complete an applied research project across Greater Manchester to map pathways for cuckooing victims across law enforcement, housing and adult social services functions. This is supplementing an award of £15,000 made to the department through an internal bidding process and enables the project to be delivered across all ten Greater Manchester Boroughs. The project will be completed between May 2022 and December 2022.

£3,500 – To commission Research in Practice to deliver a developmental workshop for Challenger/complex safeguarding district teams to support professional development and enable improved application of joint working practices across functions to tackle offending and safeguard potential victims. The workshop will be delivered in July 2022.

£10,000 – Contribution to the Magpie partnership (tackling counterfeit goods in Cheetham Hill) to enable the Intellectual Property Office (IPO) to commission and deliver a communication strategy targeting the area and associated criminality/concerns. This will supplement the £80,000 being allocated by the IPO.

£4,900 – Match funding to provide Survivor Care Bags to potential victims of modern slavery identified by the Modern Slavery Coordination Unit. Product donations and financial contributions are being requested from the Modern Slavery Business Network to provide 50 bags, and Programme Challenger will match fund all contributions up to a total cost of £4,900.

The reasons for the decision are:

The Victim Service Coordinators and Lead role were introduced in Sept 2017, as a pivotal element of the Assessment and Referral Model. They are employed by GMP and fully funded by GMCA. The team are led by the GMP Victim Services Strategic Lead and are responsible for the leadership and oversight of the victim services work at a divisional level, to improve partnership working and align services more effectively to improve pathways for victims.

During 2019/2020, GMCA lead a review of victim services across Greater Manchester. The purpose of the review was to ensure that the commissioned services and grant fund are: aligned to the Standing Together priorities; cost effective; achieving the desired outcomes in the Victims Outcome Framework and; most importantly were supporting the needs of victims’. The outcome of the review was to agree a recommissioning process for victim services in Greater Manchester.

The impacts of Covid19 have resulted in delays to the timelines of delivering the commissioning exercise, therefore it is recommended that the Victim Services Coordinator posts and Victim Services Transformation Lead post be extended for a further 6 months (1st April 2022 to end of September 2022). This is to act as an interim until the newly commissioned service has been put in place to commence on 1st October 2022.

In addition to a number of key successes and activity that the Victims Coordination Team have carried out, partners have also identified a number of key challenges and opportunities that GMCA will consider as part of the broader redesign work and shape commissioning of how this service is delivered after September.

To extend the funding of the GMP Victim Services Transformation Lead role and 11 Victim Services Coordinators posts, for a further 6 months (1st April 2022 to 30th September 2022), as in interim measure whilst commissioning for the multi-crime gateway service for victims in GM is implemented.

The proposed funding extension of the above posts also intends to align to the extension of both the Assessment and Referral Service and the grant funded victim services operating across Greater Manchester.

Total funding to be approved is for the Victim Services Transformation Lead role and the 11 Victim Services Coordinators is £291,000.

The extension of the posts will be funded via the annual MOJ Victims Budget allocation for 22/23.

The reasons for the decision are:

That Revolving Doors Agency is an award-winning national charity with over 20 years of experience aiming to change systems and improve services for people caught in the ‘revolving door’ – those who come into repeat contact with the criminal justice system due to multiple unmet needs. Their vision is to end the revolving door crisis by 2025.

This next phase of the lived experience approach by Revolving Doors, builds on the success of the involvement of a Lived Experience Team of individuals (LET) from Revolving Doors Agency that worked successfully alongside GM Integrated Rehabilitative Services team to help procure rehabilitative and resettlement support services across five areas (Accommodation; Education, Training and Employment (ETE); Peer Support; Family Support; and Women) during 2021.

Two further services covered by GM IRS (Emotional Wellbeing, and Dependency and Recovery) were not included in previous work but lived experience input is required across all services to add value and to ensure consistency across GM IRS. Lived Experience is therefore to feature into subsequent and upcoming co-design of these services.


The proposed model seeks to;
• Enable lived experience peer researchers to visit and assess services against service specifications;
• Ensure lived experience insight is part of service monitoring and evaluation;
•Support those with lived experience to input into service expansion or innovation as required.


GMCA and HMPPS need to know that the services they are commissioning will make a real difference to the lives of those who have been in contact with the criminal justice system :

• The Lived Experience Team know the system, they’ve seen it firsthand, lived through it and now want to help change it for the better.
• They have experienced probation services, been a part of or have known others stuck in the ‘Revolving Door’.
• They can tell commissioners what works, what helps people move on with their lives and be free from crime.
• They can share their journey / story – things that went wrong for them and the things that helped them get to where they are now.
• They’re the experts in knowing what it’s like -together we will shape what it can be.


Some of the current gaps in GM IRS Revolving Doors can address :

•Ongoing monitoring / service scrutiny from the perspective of individuals who know and understand the system.
•LET individuals conducting site visits i.e. Probation Delivery Units.
•Facilitate innovation and offer creative ideas for service expansion / reiterating service specifications as funds increase over the years.
•Lived Experience attendance and input at contract management meetings.


Revolving Doors will take a three-stage approach to delivery:

1. Development of the existing Lived Experience Team, including further recruitment and training to ensure effective site visits
2. Quarterly monitoring of commissioned services offering lived experience insight and input into contract management and service development meetings.
3. Broader perspectives from across Greater Manchester through LET engagement with Revolving Doors Lived Experience Regional Forum in Manchester.

Through a joint GMCA & GM Probation Service approach, that recognises the expertise and specialist nature of Revolving Doors. A Grant will be awarded to provide specialist lived experience advice for the Greater Manchester Integrated Rehabilitation Services which are the commissioned services that support the Greater Manchester Probation Service. Total Value - £95,000

The Deputy Mayor has committed to provide an agreed amount of financial support to both Adult and Children’s Safeguarding boards 2022/23. The allocation above to be allocated to each local authority area and divided on a 50/50 basis to the Children’s and also the Adult’s Safeguarding Boards.

The decision is that:

The ten Local Safeguarding Boards for Children and the ten local Safeguarding Boards for Adults will receive a payment as set out in the schedule below.

The work of the Safeguarding Boards will support GMP through the Strategic Vulnerability Board and at a local level in the areas of:

• Support the delivery of the GMP Child Centred Policing Strategy
• Shared Data Insights - MFH data for children and young people /care homes . We currently don’t have the specific details for children and young people's homes between 16 and 18 and would value more data from partners.
• Shared Training through safeguarding boards with local practioners. This will upskill police officers and neighbourhood teams at a place level .
• SCR reviews - learning and continual improvement.

In view of this the Deputy Mayor has agreed to make a 12 month payment to Safeguarding Boards for the period April 2022 – March 2023.

Payments should be made as outlined below. Each sum to be allocated on a 50/50 basis to the Childrens’s and Adult Safeguarding Board in that Local authority area:

Local Authority Joint Children's and Adults Safeguarding Board
payment April 2022 – March 2023
Bolton 34592
Bury 23700
Manchester 63732
Oldham 25800
Rochdale 24300
Salford 27000
Stockport 27600
Tameside 26400
Trafford 25800
Wigan 28800
TOTAL 307,724

The Business Case outlines that the current domino-based systems (4 in total) not only need to be decommissioned for several technical architectural reasons, but they have also not been ‘fit for purpose’ for a number of years.

The implementation of a new “single” case management system will provide an all-in-one solution that has built in asset and quality management, enhanced user operability, provides better investigative opportunities to forensic teams and front line officers. Additional benefits include enhanced features and services, improved data and performance management, compliance with forensic ISO accreditation requirements and supporting other legal requirements. It is scalable to meet future evolution in services, customizable to meet technical procedure changes and is compliant with all IS technical design principles going forward.

The solution proposed is called ‘Nimbus’ by Black Rainbow, which is an off-the-shelf product that has been designed to be highly configurable and flexible to the needs of the individual law enforcement agencies. Black Rainbow matched 91% of GMP’s Business requirements. The remaining GMP requirements can be delivered and has been factored into the total cost being requested.

The Deputy Mayor is asked to consider the proposals set out in the Business Case and approve the necessary investment to enable the project to replace and decommission existing Forensic Service Branch Case Management Systems (CMS) within the Digital Investigation Unit (DIU) and within the Forensic CCTV Unit with a 'single' fit for purpose and fit for future CMS system. The proposed solution identified is "Nimbus" by Black Rainbow, which will replace the 4 current domino systems that require urgent decommissioning.

The Deputy Mayor is asked to approve funding as set out below:

1. Approve the expenditure of £653,250 revenue costs in FY 22/23 to commence finalisation of solution design and implementation of the system. Breakdown provided below:
• £132,000 project management resource cost
• £196,750 solution design and implementation costs
• £322,500 solution licence/storage cost year one.
2. Approve the future revenue costs totalling £943,500, that is needed for system upkeep, servicing, licence cost, storage costs etc for the next three years. Breakdown provided below:
• £314,500 23/24 FY solution licence/storage cost
• £314,500 24/25 FY solution licence/storage cost
• £314,500 25/26 FY solution licence/storage cost
3. Approve the award of a 2 year contract for the implementation and maintenance of a new case management system, to Black Rainbow, with the option to extend for a further 2 years. The likely value of 4 years spend would be circa £1.5m.

The reasons for the decision are:

As part of Justice Devolution arrangements between Greater Manchester Combined Authority (GMCA) and Her Majesty’s Prison and Probation Service (HMPPS), it has been agreed that HMPPS will devolve their national ‘Dynamic Commissioning Framework’ responsibilities for
commissioning of services through to GMCA.

The devolved approach for Greater Manchester is entitled ‘Greater Manchester Integrated Rehabilitative Services’ (GMIRS). This approach is designed to offer a less structured and more locally tailored interventions which will draw on the experience, innovation and skill within the
private and voluntary, community and social enterprise sectors (VCSE), to provide effective rehabilitation and resettlement services that address criminogenic needs unmet by NPS through their programmes, Accredited Programmes, Unpaid Work and Structured Interventions.

The creation of a Greater Manchester Integrated Rehabilitative Services Welfare Programme across Greater Manchester seeks to embed public service reform principles by working with provision where it already exists and bolstering those services to create additional value by providing funding for enhancing the following service provision:
• Mentoring
• Emotional regulation and decision making
• Wellbeing support and healthy choices
• Behaviour change
• Family support and mediation

The service will deliver a needs-led, person-centered offer of support via a variety of delivery methods and interventions, working in conjunction with Probation Service sentence planning and risk management objectives. Value will be created through both the enhanced funding provided through this Expression of Interest and existing service provision already in place and accessible as part of Greater Manchester Integrated Rehabilitative Services. It is expected that the services will operate as a broker role acting as advocate for both the person and other services. This will include developing and maintaining networks and supporting excellent relationships with key internal and external stakeholders

Referrals will be from the Local Probation Delivery Unit for people subject to probation supervision including those in custody or the community on a Community or Suspended Sentence Orders and for those on Licence and Post-Sentence Supervision.

Year 1 will see the approach start as a pilot of adding value and capacity into existing services as an investment approach in Greater Manchester. During this first year a commissioning approach will be developed with the expectation of an Invitation To Tender to be issued for delivery of the services for 3 year duration until 2026.

The first ‘pilot’ year will be delivered through an Expression of Interest process, the sustainable, longer-term approach is to embed a delivery model through a tender process and contractual arrangements. The approach also seeks to develop a Coordinator Provider to support development and delivery of the model.

The funding envelope for 2022/23 is up to £100,000 for each area apart from Manchester only where it is £200,000. Funding for the Co-ordinator Provider anticipated at £50,000, with a further £150,000 allocated for mobilisation.

The expression of interest process allowed services that are already delivering in our communities, this will enable GMCA & the GM Probation service to build on the infrastructure and services that already exist. There is an ambition to develop VCSE provision to be able to engage with justice partners, particularly, GMPS. Services will need to demonstrate connectively to local areas (at a local authority geography) including Probation Delivery Units (PDU), local statutory services and the wider VCSE. The provider ‘s are able to deliver a service from day one of agreement. However, as this may represent a potential large increase in demand the provider will be able to develop capacity to meet need during a mobilisation period.

In these circumstances it is anticipated the Provider will already have a targeted service user group which may include People on Probation. The Provider will be able to deliver a dual delivery approach that both recognises the statutory requirements to deliver services for people on probation whilst at the same time, supporting existing and future voluntary attendees. There is an expectation the approach for People on Probation and those attending voluntarily will be consistent.

The Named allocated providers are;

District
Lead Provider - The Big Life Company
Welfare Advice line - The Big life Company
Bolton - Bolton Advice
Bury - Stepping Stones
Manchester - POPs and Back on track – PoPs will be the lead in Manchester
Oldham - POPs and Back on track
Rochdale - Sanctuary Trust & Rochdale Community trust – Rochdale Community Trust will be the lead provider
Tameside - Big Life Company
Trafford - Out There & Big Life
Salford - Salford Foundation
Stockport - Nacro Lead Provider
Wigan - Big Life Company
Mobilisation Fund - Open to successful providers

The named providers will be awarded the allocated funding to deliver the welfare service hub, one for each district.

HMPPS approached GMCA in February 2022 having identified an internal Reducing Reoffending budget underspend. The addendum (attached) was agreed and signed on the 24th March 2022 which sets out the terms and conditions of this funding.

The Addendum sets out two funding areas to deliver in-year (2021/22) capital and outcomes targets. The first funding area is to assist reduce women’ re-offending and £1,000,000 was allocated against this target. The second area of spend is specifically limited to GMIRS providers of £400,000 for capital investment to strengthen the offer of these providers for people on probation.

Key stakeholders have agreed the funding allocations, including GMCA and the relevant HMPPS departments. These proposals are in line with Greater Manchester’s ambition to increase the alignment of services to avoid fragmented delivery and to improve support for people on probation by recognising and supporting voluntary and community assets that already exist within Greater Manchester.

HMPPS have identified an underspend and have approached regions to identify resource and capital spend and GM is one of the three identified areas to receive funding.

The allocation is in-year funding for 2021-22. However, in the case of small and medium sized enterprises (SME) providers we have secured agreement that capital investments can be purchased after this date and then reconciled to this financial year through the MOU and addendum with specific terms and conditions. GMCA finance representative have been involved in all stages.

The funding conditions set out in the addendum cover two areas; Reducing Women’s Reoffending and GMIRS Providers Capital Investment.
Reducing reoffending allows for:-
• On-site support
• Emotional regulation that includes but is not limited to, Dependency and recovery, health improvement offers for women and the broader reducing reoffending landscape including restorative justice, analytics, drugs early warning system.
• Off-site support

An asset register will be maintained to ensure all spend is against agreed decisions and a final reconciliation can be undertaken once the provider has purchased the items.

This spending plan reflects the urgency required to move the programme forward at pace and ensures a continued balanced response to reducing reoffending valuing the importance of GMIRS partners and place-based, community-led approaches. All projects and interventions are designed in line with evidence-based best practice and will be monitored and evaluated through the GMIRS.

Value will be created across GM through the enhanced funding provided, capitalising on existing service provision already in place and enhancing the service offer across all Women’s Centre’s and GMIRS commissioned services.

A senior governance board for GMIRS oversees and scrutinises the overall programme of work, including this spending plan.

To expedite the speed at which we can transfer funding across to the providers it is proposed that funding against the Reducing Women’s Re-offending and allocated GMIRS is released in now. This is for a total of £1,071267.97. A separate Decision Notice will be produced to provide clear financial governance and audit for the remaining unallocated funds.

The Deputy Mayor agrees to the spending plan of £1,071,267.97 from the grant received from HMPPS of £1,400,000. The remaining funds will be allocated via a separate decision notice.


The funding has been allocated as follows:-


FIM Outcomes supporting reducing women’s reoffending - £668,000
Eve's Space Bolton - £35,659.00
Farida Centre Oldham - £16,115.80
GMWSA Greater Manchester - £33,491.00
Petrus Rochdale - £8,531.52
SWC Stockport - £49,775.00
TWFC Tameside - £38,012.63
TWP Salford- £42,987.05
Well Women Leigh - £42,590.00
WomenMATTA Manchester/Trafford - £48,567.57
WOW Bury - £38,538.40
CLI Greater Manchester - £49,000.00
Total £1,071,267.97

The reasons for the decision are:
IThrive and the VRU will co-fund an additional role to drive forward joint, co-commissioned wellbeing projects for the most vulnerable children across Greater Manchester
The appointed person will lead and deliver arts and culture interventions in GM ensuring commissioned providers are aligned to trauma responsive practice and high standards
Arts and culture, NHS and education sectors partnership will effectively broaden the reach of wellbeing projects in areas of greatest need through a co-ordinated approach in delivery and evaluation practices

The Greater Manchester Violence Reduction Unit is seeking to award Manchester NHS Foundation Trust £16,000 to co-fund an additional member of staff to support the Greater Manchester Wellbeing Project being delivered by GM IThrive

The FCC Investment Business Case has been proposed to outline the investment needed for the Force Contact Centre to address the challenges it faces in creating a more resilient, high quality, responsive and consistent service. It will supplement the existing change work ongoing in the branch around replacing contact centre telephony, estates improvements, technical upgrades and business process redesign around incident grading, dispatch, crime recording, force operations and the people strategy.
It addresses the recent issues surrounding the sub optimal 999 and 101 performances - where our service has fallen way below what the public should expect of us, and the substantial amount of money spent on overtime with limited impact on performance and which is unsustainable to resource.

It looks at the resilience of the branch to handle the spikes in demand and abstractions presented by the recent pandemic and the need to review the resourcing model to meet and respond to changes in demand, such as the increase in live chat and website contacts. It also considers the high turnover of staff and sickness, plus the capacity challenges experienced in selection, recruitment, training and mentoring within the FCC.
It highlights the anticipated benefits to the public who should see an
increased satisfaction with their police force as well as the benefits to the health and wellbeing of staff, operational integrity, compliance and
financial/operational efficiencies. It also summarises the key practical
delivery considerations including any required enabling work, central support, provisional timescales and risk management, as well as projected costs.
The requested budget includes:
• an increase in call handling establishment by 42 (from 246 to 288) in
order to deliver 999 SLA.
• recruitment to 10% over establishment across Switchboard, Call
Handling, Command & Control and Crime Recording to minimise the
effect on performance of spikes in leavers (current attrition rate is 10%) or delays in on-boarding
• the creation of a senior staff post for customer contact to drive the
business forward.
• an investment into People and Development training resources to
deliver the uplift and ongoing CPD.
• It also recommends a review of pay in call handling which we
anticipate would be raised from grade C/D to E to align with the Radio
Dispatch role. Dispatch would move to a single E Grade role, aligned
to Call Handling.
• A pay review in the Customer Enquiry Unit (known as switchboard)
and proposes they might see an increase of grade from B/C to D.
Job evaluation and consultation will be required before it can be
implemented, however planning for this can be progressed immediately.

The Deputy Mayor is asked to consider the proposals set out in the FCC Business Case and approve the necessary investment to enable the FCC to address the challenges it faces in creating a more resilient, high quality, responsive and consistent service.
The Deputy Mayor is asked to approve additional funding as set out below:
1. Approve the release of £8,058,682 recurring revenue for Phases 1
(A) & 1 (B). (It should be noted, however, that the part-year recurring
revenue cost forecast for 2022/23 is £4,915,351 due to anticipated
timescales to recruit) and thereafter £8,058,682 per annum.
2. Approve the release of £228,000 one off revenue for project
resources in 2022/23.
3. Approve the expenditure of £72,613 one off capital for training
laptops and FCC door automation in 2022/23 (to be funded from
capital grant as part of the 2022/23 capital programme).