The Alliance: From concept to reality – Warwickshire Police & West Mercia Police
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NOT PROTECTIVELY MARKED The Alliance: From Concept to Reality Paul Mason-Brown Alliance Programme Director
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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 The Alliance: From concept to reality – Warwickshire Police & West Mercia Police
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The Alliance:From Concept to Reality
Paul Mason-Brown
Alliance Programme Director
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Professional Background• Deputy Director Warwickshire Police Resources
Directorate (business services)• C/Supt Prog.Mgr of the Warwickshire Police
Organisational Change Programmes
• Supt Strategic Police Force Regional Mergers Programme (West Midlands)
• Background Police Officer in Cheshire Police, West Mercia Police & Warwickshire Police (uniform and armed operations and training)
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The Alliance Journey...
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The Alliance Journey...
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2011 Police Authority Recommendation:
“That a strategic alliance is formed between Warwickshire Police and
West Mercia Police using their resources to deliver all policing
services to the people and communities of Herefordshire, Shropshire, Telford & Wrekin,
Warwickshire and Worcestershire.”
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Why Us?Undergone Significant
Change
Good Relations
Similar Cultures &
Values
Similar Policing
Challenge
Similar Finances
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Continuum of Working Together
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The Financial Position
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Alliance
WARWICKSHIRE Closingthe Gap
150Forward
150Plus CSR
ExistingResources
£3.5m £14m £9.5m
Finance: Progresson Budget Reductions(2006 to present day)
WEST MERCIA
Closingthe Gap
ExistingResources
SRL
£6m
PftF
£9.8m
CSR
£23.2m
VacancyMgmt
£3m
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Critical Success Factors
• Single consistent policing model
• Aligned objectives & priorities
• Both forces meet financial timelines
• Proportion of managerial roles decreases
• Communities feel protected & satisfied
• Single Tasking process (Threat/Risk/Harm)
• Strategic Policing Requirement is met
• Proportion of operational workforce increases
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The Public Focus – Why?• Prioritise budgets on protecting communities from
harm
• Deploy our resources to maximise the protection we offer
• It is the professional operational judgement of both Chief Constables & influence of PCCs
• We retain the largest skilled workforce available to give best protection
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Not just about cost reduction...
“Why wouldn’t we do this anyway?”
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Where we are today
Chief Constable Andy Parker
Chief Constable David Shaw
Deputy Chief Constable Neil Brunton
Deputy Chief Constable Simon Chesterman
Local Policing
Protective Services
Enabling Services
Finance
Services Delivered in Alliance
PCC Ron Ball
PCC Bill Longmore
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Local Policing
• Command and Control
• Civil Disclosure
• Criminal Justice• Custody
• Harm Reduction• Local Investigations,
Patrol
• Safer Neighbourhood Teams.
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Local Policing Benefits
• Single Operations Centre with intelligent deployment based on threat, risk and harm.
• “Task, not ask!” – Movement of resources against need
• Single firearms licensing unit.
• Rationalisation of the Custody estate.
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Local Policing Benefits
• Delivering same or better protection.
• Increased visibility by keeping officers out through new practises and mobile data.
• Right Service, First Time
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Protective Services
• Intelligence• Planning and Delivery
of Major Operations
• Forensics
• Protecting Vulnerable People
• Specialist Operations.
• Major Investigations
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Protective Service Benefits
• Intelligence targets the greatest harms by tasking and briefing 24/7.
• Specialist teams working across the alliance.
• A single forensics service is delivered 7 days a week from single site.
• A single duties and planning function will maximise resilience and provide co-ordination
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Protective Service Benefits
• Increased resilience
• Better accredited workforce
• Greater pro-activity in approach.
• National / Legal Compliance.
• Shared expertise over both force areas.
• Regional Influence
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Enabling Services• Corporate Comms• Business Assurance
& Improvement• Estates• ICT• People Services• Procurement &
Contracts• Transport.
• Enables other areas of the alliance to operate by providing professional services & facilities
• Lean Model – emphasis on ‘must do’
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Enabling Services Key Benefits• Work programmes focussed on the
development and improvement of service delivery.
• Increased resilience.• Aligned contracts = reduction in contract
management & overall cost• Streamlined – “do it once”• Enhanced purchasing power• Workforce development opportunities and
improved career progression
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Finance• Ensures all financial resources are used
effectively and efficiently.
• Benefits:– Significant directorate savings– Single way of working– Learning from each other to establish best
practice
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The Challenges• Organisational Cultures
• Communications
• Bringing two approaches together.
• Significant workforce modernisation – significant post changes and movement.
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The Challenges
• Sustaining ‘business as usual’ while managing change programmes
• Two Chief Officer + PCC Teams
• Two separate accounting systems
• Two ICT Systems
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Cost Saving
Flexibility
Shared Expertise
Better Protection
Resilience
Organisational Culture
Workforce modernisation
Convergence of Methodologies
Pace
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“The totality of the whole is better that the sum of the
two parts”
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Programme Key Risks
Internal of the Alliance
• Decisions disaggregating the model, e.g. CMPG
• Balancing the Budgets
• Unaligned Strategic Objectives
External of the Alliance
• Strategic Direction of Police and Crime Commissioners
• Funding Changes • Changing shape of
crime
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Key Strategic Opportunities
• Continuous Improvement through Process Re-engineering
• ICT & enabling new ways of working
• Wider Collaboration (Regional / National etc)
• Potential to Outsource or Partner
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Looking to the future...
• Comprehensive Spending Review 2013 – further savings to be made.
• Making the alliance work / improvements.
• Leadership?
• Merger?
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Any Questions?
