Meeting the Challenge Benefits Realisation Plan

Transcription

1 Appendix A Meeting the Challenge Benefits Realisation Plan Version June 2006 BENEFITS REALISATION PLAN

2 Contents: Introduction 4 Background 4 Purpose of Document 4 Scope of Document 5 Drivers for Change 5 Business Objectives 5 Approach 6 Benefits Management Planning 6 Description of Benefits 7 Benefits Value 7 Benefits Realisation Schedule 8 Stakeholders 9 Roles & Responsibilities 9 Dependencies 9 Business Change 10 Risks, Issues & Dis-Benefits 11 Benefits Reviews 11 Revision History:

3 Version Summary of Change Changes Authorised Date No. made by by V 1.0 Draft Version TB-J TB-J 26/5/06 V1.1 Updated re sub programmes & benefits review TB-J TB-J 14/6/06

4 Introduction The purpose of Benefits Management within the Meeting the Challenge (MtC) Programme is to ensure that the desired business changes and strategic outcomes are clearly defined, measured and achieved. It has been agreed that the whole of the MtC programme is to be benefits led, consequently great emphasis must be placed on the delivery and realisation of benefits at all levels in order to achieve the objective of the Programme, the delivery of a Strategic Standalone Force. Background Benefits Management focuses on the benefits achieved through the Meeting the Challenge change programme, sub programmes and workstreams and how they increase value to the Force through improved quality, efficiency and effectiveness. The purpose of this document is to identify the high level benefits that will be delivered by the Meeting the Challenge Programme and how those benefits will be measured and realised. In addition it is acknowledged that deployment of the various initiatives and projects within the programme will not deliver the benefits on their own. Benefits can only be realised when changes are made in the way the organisation works and all those affected by the changes accept and understand the new processes implemented. This business-led approach has been agreed at a senior level as the best option to deliver the maximum uplift in performance and benefits that are required in order to Meet the Challenge of remaining a strategic standalone force. Purpose of Document The purpose of this document is to set out a Benefits Realisation Plan of the benefits, which need to be realised. It will provide a description of the benefits, how they are identified, how they will be measured and an outline plan of when they should be achieved. The intention is that the plan will evolve as the Programme progresses and will be redefined in line with the key deliverables of the Programme Implementation plan. This plan deals only with the high-level business benefits. Similar realisation plans may be developed to deal with benefits at project level, their complexity depending on the project and the deliverables to be realised.

5 Scope of Document This document includes The work that has been done so far on the benefits that have been identified and their linkage to the overall programme objectives. An outline description of those benefits that have been agreed by the Programme Board. Proposals on the metrics by which the benefits will be measured. Initial assumptions when those benefits will be realised (in conjunction with the overall programme plan). Drivers for Change The benefits to be realised by the Meeting the Challenge Programme are aimed specifically at delivering a high quality Police Force for Devon and Cornwall, which has the ability to meet all the requirements of a Standalone Strategic Force. These six overarching high-level programme benefits have been identified and agreed as: A balanced Resource Base An increase in Public Safety An increase in public confidence An increase in public satisfaction A reduction in crime Improved Justice Outcomes and Supporting Processes These in turn are supported by supporting benefits, which are to be delivered from each of the three sub-programmes and two workstreams, which have been put in place to contribute to delivery of the programme benefits. Business Objectives It will be the objective of the Benefits Realisation process to align benefits to the PPAF domains and the Baseline Assessment plus local plans where appropriate. This will be achieved through close co-operation between the MtC programme and the Force Principal Analyst to ensure that measures exist which can be used to ensure that the benefits realised support the Force in reaching its targets.

6 Approach The Office of Government Commerce (OGC) describes benefits as the outcomes of business change that are deemed positive by the stakeholders. The high level benefits for the overall programme are being developed and will be agreed with stakeholders. This process will continue through the life of the programme in order to accurately define with the sub programmes and workstreams in order to assess: Business needs and objectives Current business processes and problems Potential benefits and measures. The Meeting the Challenge programme will provide a mechanism by which the Force will be able to change the way in which it delivers policing to Devon and Cornwall to meet the needs of 21 st century policing and the requirements of being a Standalone Strategic Force all within a budget laid down and agreed with the Police Authority. The Programme will deliver benefits to both the Force and the Public by providing an improved service with enhanced protective service capability at no extra cost. Benefits Management Planning A Benefits Management Strategy will be developed describing the approach the Programme intends to take in order to realise the benefits including how the business changes will be managed, how the benefits will be monitored and the resources that will be required. The Benefits Realisation Plan will be updated in line with the MtC Programme Implementation Plan, The Sub-Programme and Workstream Implementation Plans and the associated Project Delivery Dates. The identification of Business Benefits will be an ongoing process. This will be particularly so in a programme of work as extensive as the MtC Programme. As the benefits are identified throughout the life cycle of the programme the Benefits Realisation Plan will be updated and revised accordingly. Each of the strategic programme benefits will be underpinned by specific and measurable operational benefits. These will be both realistic and achievable and will have clear links between cause (business change) and effect (performance uplift). Time scales for the realisation of benefits will be identified and included in the overall programme plan. In addition ownership of each benefit, down to individual or department level, will be identified and agreed. Benefit owners will assume the responsibility for the delivery of that benefit. It should be borne in mind that delivery of a Standalone Strategic Force would not be achieved by the delivery of all the constituent parts of the programme. It will only occur if the

7 business changes are put in place that led to the delivery of benefit to the users. The primary objective of Benefits Management is to ensure that Business Improvement is enabled and that the focus is maintained on actual realisation of benefits rather than on project delivery. Description of Benefits Benefits delivered by the Meeting the Challenge programme can be divided into three main groups. High level programme benefits aimed at delivering a Standalone Strategic Force Sub-Programme and Workstream Benefits, which enable the delivery of the overall, Programme Benefits. Project Level Benefits, which enable the delivery of the Sub-Programme and Workstream benefits. The traditional view of Quantifiable and Non-Quantifiable Benefits will be taken into account but is not necessarily relevant in the whole context, which is to deliver a Strategic Force. If benefits delivered by Projects, Programmes and Workstreams do not deliver to the overarching high level benefits then the relevance and importance of that piece of work must be seriously questioned. Cashable and non-cashable savings will be monitored from project and programme level. A benefits linkage chart, which shows the relationship and dependencies between the various Benefits and of, is included. Benefits Profiles are attached. Benefits Value The value of the Business Benefits to be realised are as described in Appendix 14a of the Closing the Gap Business Case. Should these be changed in the light of future development or research then they will be reflected in the Benefits Realisation Plan. Should there be a difference between the value of the benefit realised and the value planned for that benefit in the Business Case then these will be investigated and an action plan developed to rectify the position The timeliness for the delivery of Programme Benefits and Project Benefits will be determined by the Programme Plan in conjunction with the Benefit Owners. Benefit profiles will be developed for all Business Benefits to be delivered. Draft Benefit Profiles are attached for each of the Programme Benefits identified. The purpose of a Benefits Profile is to describe each benefit in terms of what it is and where it sits in relation to all other issues that have a bearing on it. To this end it covers:

8 A description of the Benefit A list of those things which need to be delivered and the benefits they produce in order that this benefit is delivered (Interdependencies) The work that needs to be done in order that the benefits can be delivered (Business Change required) What the impact will be on the Force when this Benefit is fully delivered (Contribution to Performance How much this benefit will cost to deliver (Cost) What are the risks of this Benefit not being fully delivered, and what are the risks to the Force if the Benefit is not fully realised (Dependencies and Risks) Who has the responsibility that Benefits are realised once the requisite Business Changes have been put in place (Benefit Owner) How will we know that the benefits have been delivered and the mechanism by which they will be measured (Metrics). Wherever possible and practical these metrics will be aligned with Force Performance Reporting and Force Targets. Much information, especially in relation to Financial and FTE measures is available from FIMS and will be baselined as at 31/3/06. Benefits Profiles will be produced at Programme and as necessary at project level. They will be a constantly evolving document as the Programme develops and will be monitored to ensure that the benefits continue to meet the requirement of the overall objectives i.e. a Strategic Standalone Force. Benefits Realisation Schedule The Benefits Realisation Schedule is intended to provide an indication of when each of the benefits is expected to be delivered. This is subject to the Programme and Sub- Programme/Workstream plans and will be subject to change. Slippage in the delivery of projects and programmes may materially impact benefits realisation. The situation will be continuously monitored and any slippage that materially impacts benefits delivery will be reported to the Programme Board. An example of the realisation schedule is attached (to be developed). Benefits Realisation Milestones will be incorporated in the overall Programme Plan in order to highlight the impact of any slippage in delivery and its impact on our ability to deliver a the overall Programme Benefits. Baseline information will be generated for each of the benefits and will be established prior to sub-programme and programme delivery. In general a baseline of 31 st March 2006 will be used wherever possible.

9 Stakeholders An initial list of stakeholders in the MtC Programme has been created and forms the basis of stakeholder interest in Business Benefits. The list of stakeholders is maintained and updated by the Programme Office Additional lists of stakeholders associated with the delivery of benefits arising from the programme implementation will be developed to ensure that maximum engagement is obtained in realising the benefits to be delivered by the programme. Roles & Responsibilities The following roles and responsibilities have been identified for the delivery of the programme benefits. A similar process will be undertaken for the delivery of the Sub- Programme and Workstream benefits. Roles Responsibilities Name Senior Accountable for the delivery of the benefits. Owns DCC Responsible the Benefits Management Strategy and the Arnold Owner Realisation Plan Nigel Senior User Business Change Manager Benefits Manager Owns the Benefit on behalf of the business. Owns the Benefits Management Strategy and the realisation Plan Responsible for Identifying and Implementing the required change. Responsible for Benefits Identification and the development and implementation of the Benefits Management Strategy Benefits Analyst Supports Stakeholders in Benefits Identification, Prioritisation and Measurement. Responsible for data collection and analysis Benefits Owners Manages business change within the business unit. Monitors benefit realisation and measurement. ACC Melville Tony Ch Supt Liam McGrath Senior Business Analyst Trevor Bardwell-Jones MtC Business Analysts and other analysts where appropriate To be decided Dependencies The delivery of the Programme Business Benefits is dependent on both internal and external factors. A record of these will be maintained in each of the Benefit Profiles. This will be used to track the impact of factors outside the Programme and changes within the programme that may influence the realisation of specific Benefits.

10 Business Change There are five main areas of Business Change that have been identified Sub-Programme Level 1 Policing. Delivering resources to enhancing protective services whilst at the same time raising standards of service delivery to the public Sub-Programme Level 2 Policing. Delivering enhanced Protective Services as required by the MtC programme Sub-Programme Organisational Support. Releasing resources for Level 2 whilst maintaining an acceptable standard of support to Force activity Workstream Citizen Focus. Releasing resources whilst improving the Citizen Focus aspects of policing Workstream Releasing resources to level 2 policing whilst delivering Workforce Modernisation and Civilianisation Each Sub-Programme and Workstream will have its own benefits realisation plan for each of the projects and initiatives it encompasses. The benefits that each element delivers will be ultimately linked (see benefits linkage chart) to the Programme deliverables and benefits. The primary objective is to ensure that all changes are managed in such a way as to ensure that new process, changes, resource availability etc. are deployed, understood and accepted by all members of staff, enabling them to realise the maximum benefits from the change for the Force whilst maintaining performance to an acceptable standard. Change Strategy The desired benefits to be realised have been defined in the Benefit Profiles along with how they will be managed and measured. These, to a large extent determine what the landscape across the Force will look like on completion of the strategy. That goal will only be reached when the change has been implemented and the business processes have been successfully reengineered and have become business as usual. The development of targets against which success in delivery of benefits can be achieved is an ongoing process. Targets must be realistic but must also be robust enough to ensure that once It is fully accepted that the MtC Programme is benefits led which should ensure that the Business requirements of the Force drives the timetable for implementation and not the availability of the various projects which deliver the tools for business change. However because of the nature of the programme and the fact that it is being driven by requirements mandated on it from outside of the Force there will be a number of fixed milestones in the realisation process.

11 Communications It is of particular importance that the benefits to be delivered by the Programme are clearly communicated to the Force and especially to those that are most impacted by the Business Change that is necessary to move the Force forward. The delivery of Business Benefits and the reasons behind the changes required must be openly and honestly communicated and must form part of the overall communications strategy. Without the active endorsement, commitment and engagement by officers and staff throughout the Force then Realisation of full Business Benefits becomes substantially more difficult. Risks, Issues & Dis-Benefits As part of the process of monitoring the progress of Benefits Realisation and anticipating problems that may impact their delivery a Risk, Issue and Dis-Benefit log will be maintained for the programme. The format of this log will be as shown below. Risk, Issues and Dis-Benefits Log ID Description Probability of Impact Occurrence Benefits on Possible Mitigation Risk, Issue or Dis-Benefit Probability I, R or D High, Medium or Low Benefits Reviews Formal benefit reviews will be undertaken at the end of each tranche, where appropriate, to ensure the programme is on track to meet targets and deliver the benefits identified within the timescale. It will also provide the opportunity to review the benefits management process. The benefit review will ensure that the business benefits identified are still valid (against the business case) and any incidental benefits / dis-benefits are captured. Where benefits are not on track to deliver within the timescale, the outcome and any remedial action required will be recorded on the benefits profile.

12 Trevor Bardwell-Jones Senior Business Analyst Meeting the Challenge