REFORMING NATIONAL POLICING SERVICES. Our context Governing change Leading change Impact

Transcription

1 REFORMING NATIONAL POLICING SERVICES Our context Governing change Leading change Impact

2 Our context

3 Created in 2007 from three predecessors. A loss of confidence in precursors. Simplify the policing landscape. Separate policy & service delivery. Greater police ownership Strengthen capability in research and analysis A new improvement agency will ensure that policing is driven by intelligence, good practice and performance information

4 What were we created to deliver? Critical national services Building capability across the service Professional expertise to forces & authorities

5 A chance to integrate national services e.g. forensics INFORMATION SERVICES LEADERSHIP AND TRAINING SPECIALIST CAPABILITY Cost effectiveness Major IT systems Robust identity checks in custody suites via Livescan scanners 9m saved in buying quality assured services. Information assurance Specialist investigative support Training and leadership 1.5m DNA matches a year. Two DNA matches to murder or rape a day. Rapid DNA technology returns matches in 1 hour, instead of 3 days Legal obligations on retaining forensic data met. 2,600 Forensic specialists trained to international standards Expert field support to major investigations.

6 A challenging start

7 and challenging rapid expansion too FTE

8 2010: PERFECT STORM 1. IMMEDIATE, SUBSTANTIAL, SUCCESSIVE CUTS Starting with an additional 30m of in-year cuts. 2. QUANGO REFORM - NPIA CLOSURE We envisage the NPIA being fully phased out by spring CHALLENGING HR ENVIRONMENT 2 year pay freeze, removal of performance related pay, tight recruitment controls 4. INCREASED DELIVERY RESPONSIBILITIES Critical national business as usual. New services include crime mapping, Airwave radio roll-out on Underground, Olympics training, Police National Computer.

9 The uncertain road to reform 2007 Created 18 months to deliver common IT and ERP systems. Common culture starts to emerge. May 2010 General Election June m in-year budget cuts July 2010 NPIA closure announced Around 18 months of steady state delivery before closure announced. Around 20 months from closure announcement to final decision on future of services June 2011 Decision on transfer to ICT company and SOCA April 2012 Staff transfer to SOCA March 2012 Remaining destinations confirmed. October Dec 2012 : Staff transfer

10 The majority of expenditure was nondiscretionary m / / / / /15 Airwave Non Airwave Near cash delegation

11 Governing change

12 Our goals for change 1. Deliver financial and business changes to live within our means, and maximise the value of retained services 2. Plan and deliver the transfer or closure of services. 3. Support the creation of our successors 4. Engage and support our staff In order to. Safeguard the delivery of critical national services.

13 A Board set a fortnightly drumbeat 1. Agrees priorities and delivery programme 2. Resolves conflict. Takes decisions 3. Assures & mitigates risks 4. Tasks Transition Team to act as client of programme Programme Board External programmes developing our successor organistions 1. Identifies and tackles strategic gaps, risks and dependencies 2. Tracks and communicates delivery, and assuring delivery by project leads 3. Acts as Programme Board secretariat 4. Central clearinghouse for advice and data requests. Transition Team Delivery Board ICT programme Training programme National Crime Agency

14 for projects spanning our aims.. A B C FINANCE & BUSINESS CHANGE MIGRATION & Restructure (David CLOSURE Horne) DEVELOPING THE NEW LANDSCAPE Deliver financial and business changes needed to make services valuable, viable and ready for life in new bodies. Plan and execute the transfer or decommissioning of NPIA services, and manage the phase-out of the Agency. Support the establishment of successor bodies and the reform of the policing landscape. Preparation 11/12 Execution 12/13 A1: Phased move to cost recovery A2: Delivering overhead reductions A3 Options for estates consolidation A4: Staff restructure & redeployment A5: Business change prior to migration. A7: Delivering a smaller estate B1: Due diligence / data cleansing B2: Confirming future destinations and budgets B3: Early migration delivery B4: Programme assurance B4: Migration delivery: Crime B5: Migration delivery : ICT B6: Migration delivery : Training B7: Migration delivery : Home Office B8: Migration delivery : Other B9: Decommissioning C1: Supporting successor programmes Close 13/14 D B9: Organisational close-down Communications: internal and external

15 FINANCE & BUSINESS CHANGE MIGRATION delivering complex institutional change. June. 11 Estates Strategy Approved Sept. 11 General scope of NCA transfer agreed Jan. 11 June 12 Pre-migration TLA pre-transfer business business change change complete inc. TVE. Sept. 11 starts :TLA 3-year funding profiles for services identified. April 12 Final decisions on Bramshill future. Sept. 11 Savings & charging for 11/12 Nov. 11 Pre-migration business change starts :ICT Dec. 11 Transfers start to SOCA March. 12 TVE Staff Exit April 12 ICT pre-transfer business change complete inc. TVE. May. 12 SOCA transfers complete Apr. 12 Transfers start to shadow ICT body Oct. 12 ICT transfers complete Final notice to staff July. 12 Transfers start to shadow TLA < 4 month before closure Terminate outstanding contracts Final day Assets written off. Dec. 12 TLA transfers complete CLOSE DOWN > 6 months after close. Bank account closed. Final accounts. Sept. 11 Non-IT procurement complete. Aug. 11 Pre-migration due diligence starts. March. 12 Corporate due diligence completed Aug. 11 Go live ICT Successor Programme Jan 12 Future structure of ICT body agreed Oct. 11 Go Live TLA Programme Mid 2012 Possible move to shadow structures April 12 Future structure of TLA agreed. AND CLOSURE LANDSCAPE REFORM 1

16 FINANCE & BUSINESS CHANGE MIGRATION June. 11 Estates Strategy Approved Sept. 11 General scope of NCA transfer agreed Sept year funding profiles for services identified. Sept. 11 Savings & charging for 11/12 Sept. 11 Non-IT procurement complete. Aug. 11 Pre-migration due diligence starts. Nov. 11 Pre-migration business change starts :ICT Dec. 11 Transfers start to SOCA Jan. 11 Pre-migration business change starts :TLA March. 12 TVE Staff Exit April 12 Final decisions on Bramshill future. March. 12 Corporate due diligence completed Aug. 11 Go live ICT Successor Programme April 12 ICT pre-transfer business change complete inc. TVE. May. 12 SOCA transfers complete June 12 TLA pre-transfer business change complete inc. TVE. Apr. 12 Transfers start to shadow ICT body Oct. 12 ICT transfers complete Final notice to staff July. 12 Transfers start to shadow TLA Jan 12 Future structure of ICT body agreed Oct. 11 Go Live TLA Programme < 4 month before closure Terminate outstanding contracts Final day Assets written off. Dec. 12 TLA transfers complete Mid 2012 Possible move to shadow structures April 12 Future structure of TLA agreed. > 6 months after close. Bank account closed. Final accounts. 1 We aimed for a high degree of integration Services are transferring in four main directions SINGLE TRANSITION PROGRAMME AND CLOSURE LANDSCAPE REFORM CLOSE DOWN Police ICT Company programme Communications HR Finance Strategy & advice IT & networks Estates and assets Commercial and contracts National Crime Agency programme College of Policing programme Risk & assurance Programme management Home Office programme

17 Governance: what worked and didn t? 1 Integrated approach spanning all the major levers for change: Money, HR, communications etc. 2 Programme link to CEO. Authority to act. 3 Continued Board scrutiny of vital signs : KPIs, staff turnover etc. 1 Progress dependent on complex array of third parties. We were dealing with adaptive rather than technical change. 2 Highly resource intensive with occasional danger of driving process not outcomes.

18 Reflections on directing change 1 Portfolio direction Start and stop dates for projects. Formally commissioned and decommissioned. Resources re-allocated. Supported by standardised reporting. Feedback and surveys used to identify gaps in communications and engagement. 2 Sponsorship Activity tasked to Agency from multiple sources most importantly from ministers. Programme office acts as air traffic control to manage tasking in coordinated way. Agency sovereign over internal communications to staff at all times. 3 Capability Programme team created blending professional PMO skills with experts from across the business. Flexible resourcing (e.g. internal secondments) allow resources to surge. Approach to some tasks was piloted on small scale before scaling up. e.g. we transferred 1 business Unit before we transferred several in one go. Agency s head of profession for programme management acts as mentor to team Project management staff redeployed to capitalise on their new experience. Senior team up for change. 4 Disclosure and reporting Commissioned gateway reviews by OGC / Major Project Authority highly influencial. Internal audit and Board scrutiny KPIs created for transition

19 Leading change

20 Ultimately, all about people and behaviour Digging deeper into why change programs fail reveals that the vast majority stumble on precisely the thing they are trying to transform: employee attitudes and management behaviour. McKinsey & Co: The inconvenient truth about change management

21 We asked staff about values and stated these. 1. We are public servants: our responsibility to deliver energetically and positively the policy aspirations of the Ministers we serve. 2. We should be service led. Decisions should not be made in the interest of our own organisational convenience but rather of the service we provide to policing. 3. We should be open, honest and transparent and we should act with integrity at all times. 4. Throughout this transition we will, by our actions, show that we value our people.

22 We made communication two-way e.g. Blogs and webchats

23 We kept people informed 1. Updates to forces 2. Lots of internal comms 3. Engagement with other partners The National Policing Improvement Agency APA Council, July 2011

24 Creative ways of valuing people Life at the top scheme: Staff apply to sit in on Chief office team meeting and then blog about it. Lots of social media Mandatory engagement objective for Chief officers: No more than 5% drop in engagement metrics measured through pulse checks People champions nominated in every business unit.

25 Impact?

26 What have we done? 1. Safeguarded critical national services e.g. Improved service of the critical national systems like the Police National Computer. 2. New services Police National Database National crime mapping solution. Purchasing deals - delivering against 180m procurement savings programme. National Air Support Service goes live next year 3. > 100m Cash savings Savings of over 100m from 2010 to end of this financial year.

27 People metrics Free to voice opinions and views Change is managed well Proud of the work I do NPIA communicates as openly and honestly as possible

28 Conclusion

29 Governance is like cash. You can t do anything without it. But it s what you do with it that counts. Disciplined and integrated management gave us a platform to be ambitious amidst great uncertainty. Engagement internal and external has delivered a high return on investment.