Eight to one: Scottish police reform programme:
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Eight to One: Scottish Police Reform Programme David Stewart, Head of Business Change Alan White, Programme Support Manager Police Service of Scotland
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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 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.
Transcript of Eight to one: Scottish police reform programme:
Eight to One:
Scottish Police Reform
Programme
David Stewart, Head of Business Change
Alan White, Programme Support Manager
Police Service of Scotland
• 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
Police Reform 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
Context
• 2010 – Scottish Government first mention
• September 2011 – Outline Business Case
• November 2011 – National Police Reform Team formed
• Legal Merger by 1 April 2013
Timeline
• 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
Aims of Reform
BUT
• Maintain Officer numbers at no less that 17,234
• No Compulsory Redundancies
• No significant out-sourcing
£6.6M
£58M
£70M
£58M
0
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2012/13 2013/14 2014/15 2015/16
£ m
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n
Reform Savings Requirement
12/13 13/14 14/15 15/16
• 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 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
Reform Programme Re-structure
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:
• dependencies
• Gaps
• and ensure ownership
assigned.
Analysis & Performance
Finance
EstatesSCD
Transformation
Training
Human Resources
i6 Programme
Communications
External Partners
Vetting
Upskill supervisors
for 1:1's
Pensions Office
Align with Crime
consultationAttend Group
consultation
VR/ER updates / Reports
HR Transformati
on
Org Change Pack
SPA Meetings / flexibility
Attend 275 consultations
18 PAX in business
case
Externally funded posts
ICT
Business Objects Training
FLM Training (link to HR)
C/W Games
Access to SCOMIS data
centrally
Relocation infrastructure
Software licensing
Single instance of
key applications
Dependent on co-
location
Gartcosh
Bids process ??
Capacity / Space
Internal Comms Comms
Toolkits
Comms Channels available
Comms Triggers
Corporate Messages
Staff reparented
to cost centre
OT Budget
Monthly Reports
SCD Staff
SCoPE
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. ”
14 Projects comprising 85 workstreams – largest Public Sector Reform
Programme in UK
Reform Programme Governance
Oversight Scottish Government Programme Board
Approval Chief Constable Design Authority
Programme Programme Director Internal Programme
Board
Project Project Manager Project Board
Workstream Workstream Lead
Before Reform After Reform
Chief Constable 8 1
Deputy Chief 9 4
Assistant Chief 14 7 (1 Temporary)
Divisional Commands 24 14
1 April 2013
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
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
1 April 2013
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
Business Change
New Projects Post Day 1
Emerging Business
Legacy Projects/Programmes
Continuing Reform Projects
DCC Crime & Op Support
Portfolio
DCC Local Policing Portfolio
DCC Des Portfolio
Information Mgmt
Centurion
Finance
Corporate Comms
Criminal justice
VPD
Custody
Traffic Wardens
Public Counters Review
3C I&R
Nat Prison Intel Unit
SCD Transition
Armed Policing
Air Support
CyComms
Professional Standards
ICT Coordinatio
n
Public Protection
Unit
MJW/GPTC(CJ)
Fleet
ANPR
Licensing (ICT)
Policy Support
Carloway
i6
Mobile DataGlenrothes
Custody Facility
J Division Merger
PNC Bureau
STORM Command &
Control
Divisional Policing
Citations Review
Reporting to the PF
Star Chamber
Project Brief Complete/Portfolio Board
PID Complete/Change Board
Under development
People & Dev
Training & Dev
Recruitment
Health & Safety &
Well Being
Equality & Diversity
Resource Planning &
Coord
PNC/CHS(CJ)
DirectMeasures
(CJ)
Warrants(CJ)
Youth Justice
(CJ)
Counter Corruption
Unit
Productions(CJ)
Mail Delivery &
Drivers
Eight to One:
Scottish Police Reform
Programme
David Stewart, Head of Business Change
Alan White, Programme Support Manager
Police Service of Scotland
