Eight to one: Scottish police reform programme:
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Eight to one: Scottish police reform programme:

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On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had ...

On Tuesday 26th November 2013 in the heart of Birmingham ProgM SIG staged “Delivering more 4 less: using programme management to achieve transformational change in times of austerity." The SIG had promised an event that weaved together the four ‘C’s’ theme namely collaboration, change, community and competence, drawing on a wealth of experience from across the public sector. http://bit.ly/progmm4l

Merv Wyeth, ProgM Chair introduced the conference by describing how the event had been designed with the intention of providing delegates with a high return on their personal investment – i.e attendance and participation #eventroi. The big idea was that the day should be an enjoyable shared experience that offered an exceptional opportunity for learning, motivation and networking in the field of programme management.

Time and space was built into the programme to enable the audience to interrogate (police were present), and otherwise question, speakers. They were also given the opportunity to vote in polls on issues and questions that speakers posed, which offered additional insights into audience perception and sentiment which otherwise would not have been available.

The conference offered the chance for Jim Dale to provide a ‘sitrep’ on his ProgM-backed
Collaborative Change research namely “Using research to improve the delivery and effectiveness of change programmes and projects” previewed in last month’s show-case webinar. During his presentation Jim provided an update of the story so far, thanked those who had already participated either in an interview or by completing the survey. ProgM would like to extend the opportunity to all those currently, or previously, involved in programme management and related collaborative activity to participate in this important Collaborative Change survey.
On the day, Steve Wake, newly appointed Chair of APM Board, was available to round-up the proceedings and provide a special vote of thanks to his Board colleagues, the organising committee and our generous sponsors, BMT Hi-Q Sigma. He reminded those present of the ongoing Strategy 2020 initiative of “Listening, learning and leading” that complements events of this type.

One delegate (Neil White) wrote “A constant theme, running like a golden thread throughout the day, was that effective programme management is a necessary and complimentary bedfellow of collaboration, and an important ingredient in delivering successful transformational change.

Whereas projects are essentially objective and enable the effective development and delivery of ‘products’ (some of which are can be very big products!) it was recognised that programmes are much more subjective and must be sensitive to the environment in which they are operate.

Rather than see them as obstacles, programme managers must respect and be prepared to exploit the systems and organisations surrounding them to their mutual benefit.

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Eight to one: Scottish police reform programme: Eight to one: Scottish police reform programme: Presentation Transcript

  • Eight to One: Scottish Police Reform Programme David Stewart, Head of Business Change Alan White, Programme Support Manager Police Service of Scotland
  • Police Reform Context • Recorded Crime at 35 year low • Violent Crime detection rate at 35 year high • Over 17,000 Police Officers (record high) and 7,000 staff • Budget of £1.4bn – 20% increase since 2007
  • Context • Global Economic Crisis • Reduction in budget from UK Govt to Scottish Govmt • Challenge – maintain record performance and record police officer numbers with significantly reduced budget • Last Policing Reform in Scotland 1975
  • Context • Largest – Strathclyde •8, 300 Police Officers •2, 200 Police Staff •Smallest – Dumfries and Galloway •500 Police Officers •200 Police Staff
  • Timeline • 2010 – Scottish Government first mention • September 2011 – Outline Business Case • November 2011 – National Police Reform Team formed • Legal Merger by 1 April 2013
  • Aims of Reform • Protect and improve local services despite financial cuts • Create more equal access to specialist support and national capacity • Strengthen the connection between services and communities BUT • Maintain Officer numbers at no less that 17,234 • No Compulsory Redundancies • No significant out-sourcing
  • Reform Savings Requirement 0.00008 £70M 0.00007 £58M £ million 0.00006 £58M 0.00005 0.00004 0.00003 0.00002 0.00001 £6.6M 0 12/13 2012/13 13/14 2013/14 14/15 2014/15 15/16 2015/16
  • Reform Programme Structure • Initial structure - 12 Projects split over 3 areas each led by ‘Executive Officer’ • Core • Local Policing • Dealing with the Public • Criminal Justice • Policing Support • Crime • Specialist Operations • Professional Standards • Organisational Support • Physical Resource Management • HR • Finance • ICT • Corporate Services • Training
  • Reform Programme Re-structure • Reviewed October 2012 – 14 Projects comprising 85 workstreams – largest Public Sector Reform Programme in UK • • • • • • • • • • • • • • Local Policing Dealing with the Public Criminal Justice Crime Specialist Operations Professional Standards Physical Resource Management HR Finance ICT Corporate Services Training Corporate Governance Corporate Communications
  • Main Efforts From the point of re-focus …….. ………to the key Reform Milestone 1st April
  • Main Efforts - Research • Extensive range of workshops covering all 14 Projects and key enablers • Review and challenge of the Day 1 “essentials” for: • each function (bottom up) alongside a • top down review of the organisation set-up essentials. • 4 tier categorisation
  • Main Efforts - Analysis To identify: Attend 275 consultations Align with Crime consultation Attend Group consultation SCoPE • dependencies Pensions Office 18 PAX in business case Staff reparented to cost centre OT Budget HR Transformati on Upskill supervisors for 1:1's SPA Meetings / flexibility Org Change Pack • Gaps VR/ER updates / Reports Human Resources Monthly Reports Finance i6 Programme SCD Staff Internal Comms Vetting • and ensure ownership assigned. Externally funded posts External Partners Comms Toolkits Comms Channels available Analysis & Performance Communications Business Objects Training Corporate Messages Training Capacity / Space FLM Training (link to HR) SCD Transformation Estates Bids process ?? C/W Games ICT Access to SCOMIS data centrally Relocation infrastructure Single instance of key applications Software licensing Dependent on colocation Gartcosh Comms Triggers
  • Main Efforts - Enabling Plan • to deliver cross functional changes and products on or ahead of Day 1 • alongside assessment of and plan • to deliver savings ahead of or from Day 1.
  • Main Efforts - Approval • Formal approval of essential requirements, changes or activity • Design Authority • Weekly • Chaired by newly appointed Chief Constable
  • Main Efforts - Implementation And Monitoring • Implementation of changes required through formal project plans • Recognising the potential to fast track implementation and benefit realisation where possible.
  • Main Efforts – Implementation And Monitoring Day 1 Programme Plan – merged with Scottish Government Plan Day 1 Action Plan - Excel Monitored & Controlled • 280 Key Changes for Day 1, delivered through • 1800+ Actions Plan on a Page – 80 Key Programme Milestones Weekly Review of progress via Highlight Report
  • Main Efforts - Implementation And Monitoring
  • Main Efforts - Implementation And Monitoring
  • Main Efforts - Testing Testing of the Day 1 essentials to make adjustment where appropriate. Achieved by: • Speed dating • A Day in the life
  • Main Efforts – Transition Management The key stages and products for engaging with internal and external stakeholders and managing the process of transition: • pre • during • and post-merger to the Single Service.
  • Main Efforts – Benefits Management • Recurring Vandalism scenario • Domestic Abuse scenario • Murder Investigation scenario • Counter Terrorism Intelligence scenario
  • Main Efforts – Benefits Management Gateway Review February 2013: “The benefits plan was the best that the Review Team had seen, aligned closely to the needs of this large and complex programme, including well defined benefits profiles and with clear linkage and sequencing of project outputs to interim and end-state benefits and to strategic outcomes. ”
  • Reform Programme Governance 14 Projects comprising 85 workstreams – largest Public Sector Reform Programme in UK Oversight Scottish Government Programme Board Approval Chief Constable Design Authority Programme Programme Director Internal Programme Board Project Project Manager Project Board Workstream Workstream Lead
  • 1 April 2013 Chief Constable Deputy Chief Assistant Chief Divisional Commands Before Reform 8 9 14 24 After Reform 1 4 7 (1 Temporary) 14
  • 1 April 2013 Protect and Improve Local Services • 14 Divisions (Local Police Commander) • 32 ‘Area Commands’ aligned to each of the 32 Local Authorities (Councils) • 32 Local Policing Plans agreed with Local Authority • 32 ‘Scrutiny and Engagement Boards’ • 353 Community Policing Teams • 353 ‘Ward Plans’ set after consultation with local communities
  • 1 April 2013 Strengthen Connection Between Services and Communities • Strategic Police Priorities for the Authority (Set by Ministers). • Strategic Police Plan (Set by Scottish Police Authority). • Chief Constable’s Annual Police Plan. • Local Police Plan (1 for each of the 32 Local Authorities). • Multi Member Ward Plan (353 Wards in Scotland).
  • 1 April 2013 Day 1 Helpdesk • • • • • • 25,000 staff 12 day period 24 hours per day only 73 calls No operational issues No noticeable difference to customer
  • Moving Forward • Day 1 merely a milestone of the Programme, not the end – significant additional work to come in next 12-60 months. • Project/Programme Management and effort have allowed us to deliver significant achievements in challenging timelines. • Policing delivered in a more equitable, affordable and sustainable fashion. • Change Portfolio now larger and more complex that the National Reform Programme.
  • Moving Forward Under development Citations Review Star Chamber Reporting to the PF 3C I&R Public Counters Review Project Brief Complete/Portfolio Board Traffic Wardens Air Support Criminal justice Nat Prison Intel Unit PID Complete/Change Board SCD Transition Custody Fleet Counter Corruption Unit ANPR CyComms Divisional Policing DCC Local Policing Portfolio DCC Crime & Op Support Portfolio Public Protection Unit Armed Policing Productions (CJ) VPD MJW/GPTC (CJ) New Projects Post Day 1 Licensing (ICT) Warrants (CJ) Emerging Business PNC/CHS (CJ) Business Change Youth Justice (CJ) Corporate Comms Mail Delivery & Drivers ICT Coordinatio n Training & Dev DCC Des Portfolio Recruitment Professional Standards Continuing Reform Projects Legacy Projects/ Programmes PNC Bureau People & Dev Finance Health & Safety & Well Being Policy Support Centurion Equality & Diversity Resource Planning & Coord Direct Measures (CJ) Information Mgmt STORM Command & Control Carloway i6 Mobile Data Glenrothes Custody Facility J Division Merger
  • Eight to One: Scottish Police Reform Programme David Stewart, Head of Business Change Alan White, Programme Support Manager Police Service of Scotland