The Alliance: From concept to reality – Warwickshire Police & West Mercia Police
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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.
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The Alliance: From concept to reality – Warwickshire Police & West Mercia Police
- 1. NOT PROTECTIVELY MARKED The Alliance: From Concept to Reality Paul Mason-Brown Alliance Programme Director
- 2. NOT PROTECTIVELY MARKED 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)
- 3. NOT PROTECTIVELY MARKED The Alliance Journey...
- 4. NOT PROTECTIVELY MARKED The Alliance Journey...
- 5. NOT PROTECTIVELY MARKED 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.”
- 6. NOT PROTECTIVELY MARKED Why Us? Undergone Significant Change Good Relations Similar Policing Challenge Similar Finances Similar Cultures & Values
- 7. NOT PROTECTIVELY MARKED Continuum of Working Together
- 8. NOT PROTECTIVELY MARKED Finance: Progress on Budget Reductions (2006 to present day) The Financial Position Closing the Gap WEST MERCIA Existing Resources SRL PftF Vacancy Mgmt £6m £9.8m £3m CSR £23.2m Alliance WARWICKSHIRE Closing the Gap Existing Resources 150 Forward £3.5m 150 Plus CSR £14m £9.5m NOT PROTECTIVELY MARKED 4
- 9. NOT PROTECTIVELY MARKED 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
- 10. NOT PROTECTIVELY MARKED 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
- 11. NOT PROTECTIVELY MARKED Not just about cost reduction... “Why wouldn’t we do this anyway?”
- 12. NOT PROTECTIVELY MARKED Where we are today PCC Ron Ball PCC Bill Longmore Chief Constable Andy Parker Chief Constable David Shaw Deputy Chief Constable Neil Brunton Deputy Chief Constable Simon Chesterman Services Delivered in Alliance Local Policing Protective Services Enabling Services Finance
- 13. NOT PROTECTIVELY MARKED Local Policing • Command and Control • Civil Disclosure • Criminal Justice • Custody • Harm Reduction • Local Investigations, Patrol • Safer Neighbourhood Teams.
- 14. NOT PROTECTIVELY MARKED 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.
- 15. NOT PROTECTIVELY MARKED Local Policing Benefits • Delivering same or better protection. • Increased visibility by keeping officers out through new practises and mobile data. • Right Service, First Time
- 16. NOT PROTECTIVELY MARKED Protective Services • Intelligence • Planning and Delivery of Major Operations • Forensics • Protecting Vulnerable People • Specialist Operations. • Major Investigations
- 17. NOT PROTECTIVELY MARKED 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 coordination
- 18. NOT PROTECTIVELY MARKED Protective Service Benefits • • • • • • Increased resilience Better accredited workforce Greater pro-activity in approach. National / Legal Compliance. Shared expertise over both force areas. Regional Influence
- 19. NOT PROTECTIVELY MARKED 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’
- 20. NOT PROTECTIVELY MARKED 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
- 21. NOT PROTECTIVELY MARKED 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
- 22. NOT PROTECTIVELY MARKED The Challenges • Organisational Cultures • Communications • Bringing two approaches together. • Significant workforce modernisation – significant post changes and movement.
- 23. NOT PROTECTIVELY MARKED The Challenges • Sustaining ‘business as usual’ while managing change programmes • Two Chief Officer + PCC Teams • Two separate accounting systems • Two ICT Systems
- 24. NOT PROTECTIVELY MARKED Cost Saving Flexibility Shared Expertise Better Protection Resilience Organisational Culture Workforce modernisation Convergence of Methodologies Pace
- 25. NOT PROTECTIVELY MARKED “The totality of the whole is better that the sum of the two parts”
- 26. NOT PROTECTIVELY MARKED 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
- 27. NOT PROTECTIVELY MARKED Key Strategic Opportunities • Continuous Improvement through Process Reengineering • ICT & enabling new ways of working • Wider Collaboration (Regional / National etc) • Potential to Outsource or Partner
- 28. NOT PROTECTIVELY MARKED Looking to the future... • Comprehensive Spending Review 2013 – further savings to be made. • Making the alliance work / improvements. • Leadership? • Merger?
- 29. NOT PROTECTIVELY MARKED Any Questions?
Hinweis der Redaktion
- 2006 - In September 2005, in a report[delivered to the Home Secretary, Charles Clarke, HM Inspectorate of Constabulary suggested that the forty-three force structure in England and Wales was "no longer fit for purpose" and smaller forces should be merged. The proposed merger was Warwickshire, West Mercia, West Midlands and Staffordshire. On 12 July 2006, the Home Office confirmed that the mergers were to be abandoned, with the entire proposal taken back for consultation.[118] 2006-2010 Both forces underwent significant change programmes to meet the then budget challenges: Warwickshire – “150 forward” and “150+” change programme – eventually led to a thematic model with all investigations handled by a local investigation team, all response (including specialist response) operating from a single incident response team. Very few specialist units. Groundbreaking approach to remove BCU’s and bring in borderless policing across the county. West Mercia - “Planning for the future” and “Making the Difference” change programmes. Focused on saving the required money but retained traditional BCU structure with CID / Response etc. 2010 - CSR announced and realisation that if on their own, both forces would struggle to make the required savings.
- 2011 First appointments for directorate Leads Gareth Morgan – Local Policing Richard Elkin – Director of Enabling Services Heather Costello – Director of Finance Myself as ACC Protective Services Appointed senior Police staff in each directoratef rom top down, eventually building towards a massive day of Change in 2013 where the concept of a single operating model became reality. In preparation for this... Section 22/12 Police Reform Act 2009 agreement signed by C.C. Andy Parker and C.C. David Shaw. Warwickshire and West Mercia Police Forces and Police Authorities have developed Section 22A/23 Agreements in accordance with the current Statutory Guidance, and new Act, for four business areas - Local Policing, Protective Services, Enabling Services and Finance. November 2012 –PCC Elections Two new Police & Crime Commissioners elected, both independent. Both supportive of the alliance going forward. Both have included the alliance in their Police & Crime plans but does add complexity in terms of performance measures to be followed and also in holding the Chief Constables to account for a joint operating models. September 30th – New Alliance Operating Model takes effect More to follow later.
- This highlights that it is an alliance of ALL policing services, not just back end functions. It equally isn’t a merger – still two Chief Constables.
- Good Relations – the force already had a good working relationship with each other. Similar Finances – the financial position of the forces was similar, both had to save significant amounts of money, the precept etc similar and therefore main difference was in size of force only. Similar culture and values – Both forces operated in a similar manner – with a the values based around protecting communities from harm. Both forces have similar styles of Neighbourhood Policing that is used as a foundation to deliver all other required services to communities Similar Policing Challenge – the geographic areas are a similar mix of large rural areas with similar size urban areas that meant that the existing local policing areas in West Mercia were a very similar match to North / South Warwickshire. Undergone Significant Change - Both forces have significant experience in delivering change in similar environments.
- West Mercia: SRL was post deletions and budget savings. Policing for the Future was agreed in 2009 but not all savings delivered until 12/13. Some of the later PftF changes may have to be altered to reflect the new reality of the Strategic Alliance , but the financial savings still have to be made. Warwicks 150 Forward: 3.5mil saving, 150+ (Bletchley) = £14mil saving. The alliance is a clear improvement on the Stand Alone options and achieves the required savings with far lower impact upon service delivery. Collaboration requirement from central govt was a major factor in deciding that a stand alone option was not viable. WarwickshireWest MerciaAlliance £m£m£m Pooled Expenditure83.227189.681272.908 Non-Pooled Expenditure13.69123.21536.906 Total Expenditure96.918212.896309.814 0 Income-6.044-8.373-14.417 0 Net Budget90.874204.523295.397 Excluding pensions, the majority of the budgets have been pooled: Non-PooledPooledGross Expenditure Gross Expenditure £m 36.906 272.908 309.814 % of Gross Expenditure12%88%100% The material budgets that haven't been pooled are: Some Local Policing Budgets £3m Some Protective Services Budgets£3m Estates£13m Capital Financing Budgets£8m Secondment Budgets £2m PCCs Budgets£4.5m
- Neighborhood policing model central to the alliance – SNT based. WK – more traditional model, including geographic based policing, reactive CID again, local investigation etc Outstanding work – demand modeling and a more comprehensive resource management model across local policing and protective services (conflict with PCC Policing Plan). Changes in staff since 2010: Police Officers decreased -176 (Warks)-343 (WM) Staff decreased -169 (Warks)-203 (WM) PCSO-65 (Warks) -92 (WM) Specials:+138 (Warks)+88 (WM)
- This illustrates the public statements publicising the alliance – ensuring that community confidence maintained during the transitional period. PCC Plans – retention of additional PCSO’s (Warwickshire PCC providing funding for 100 PCSO and increasing specials by 146)
- Highlight the fact that not all of the alliance is cost driven. Although many of the reasons are financial, and cost is the primary driver, it is also about taking a new innovative approach, with some areas worth doing anyway (sharing resources, borderless policing, shared back end functions, doing things once etc).
- New policing model from 30/9. Single Workforce Shared resources Borderless policing Not trying to work out ‘who benefits’ – totality of the whole more than sum of the two parts” Recognised in HMIC in Valuing the Police 3 as: Home Sec – November 13: “The alliance will allow West Mercia Police and Warwickshire Police to achieve 75% and 95% of their respective spending review savings by 2014/15” HMIC – Response to funding challenge: “75 % and 95% against
- Descriptor of local model. Population in LPA Numbers of Officers / Staff in Local Policing
- Reduction of 110 posts Intial feel is increased relieance across both forces. Ability to surge resources – firearms warrants, WK - accessing specialist services eg POLSA, Task Force / 24-7 Dogs across two forces. Specialist firearms training. Major investigations – Op Envoy – Telford – use resources from Warks into West Mercia
- Influence at Region – through ROCU etc 0 much better, easier to deploy. Wks 8%, West Mercia ? Total now 27%...... Check with Supt Davenport
- ICT Challenges Culture/approach - more different than we first thought Bringing two fundamentally different ICT infrastructures together as one Loss of key staff/skills based on new locations Delivering three change programmes at the same time - PMP, internal ICT structure/services change programme, ICT infrastructure/application consolidation programme Silo working - everyone wants there bit of the jigsaw first! Functions working across multiple applications until all are consolidated over the next 4 years or so. ICT benefits Drive out savings Share information Mobile working Opportunity to deliver new innovative solutions More influence regionally/nationally We also need to recognise we are leading the way in terms of ICT consolidation. No other forces have migrated to a single ICT infrastructure with single architecture around desktop, e-mail, file storage, Origin HR, DMS, etc etc.
- ICT benefits Drive out savings Share information Mobile working Opportunity to deliver new innovative solutions More influence regionally/nationally We also need to recognise we are leading the way in terms of ICT consolidation. No other forces have migrated to a single ICT infrastructure with single architecture around desktop, e-mail, file storage, Origin HR, DMS, etc etc.
- What are the significant directorate savings? The benefits really are the savings and the dingle way of working, this will be no different in Finance. The exposure to other ways of doing things and different thinking I would hope makes us better, but I am not sure we will solve the problems around resilience in certain specialist roles. A consequence that became obvious during this year was that we needed to have a single finance system sooner rather than latter, the alliance finance model would work better under a common finance system and hierarchy, the mechanics would work better and it would force out some of the differences in practice and terminology etc that are causing problems.
- Numbers of Police Staff post losts. By far the biggest challenge for the Finance Directorate has been designing and running the finance model to make the alliance work from a finance perspective and ensure that the pooled costs are actually shared on a 69:31 ratio. This is compounded by the changes necessary to ensure from the two PCC's and Chief Constables the finances are managed appropriately under their governance arrangements. Whilst producing information for our own use in managing the business is challenging enough this also has to be presented in the annual statement of accounts, which is produced to exhaustive accounting standards that are sometimes open to interpretation. The alliance presents itself mostly in the internal information we use t manage the budget and the PCC and Chief Constable in the external information to demonstrate good governance and stewardship of public money, however the two sets of information have to integrate. We have also worked with the Programme Board to report on progress towards the savings targets and ensure the establishment is managed, which has to be complete and accurate to provide all parties with assurance they require. Cultural differences and the different ways of doing things has played out and is being resolved through policy, procedure and just more of working together, but to manages this has been a challenge, a few pats to sort out. The benefits really are the savings and the dingle way of working, this will be no different in Finance. The exposure to other ways of doing things and different thinking I would hope makes us better, but I am not sure we will solve the problems around resilience in certain specialist roles. A consequence that became obvious during this year was that we needed to have a single finance system sooner rather than latter, the alliance finance model would work better under a common finance system and hierarchy, the mechanics would work better and it would force out some of the differences in practice and terminology etc that are causing problems.
- The benefits of the alliance far out way the challenges that we face
- WMP have gone with CMPG, which breaks away from the blue print – still room for individual force decisions if they are deemed best for the public. Strategic Roads Policing Reviews Balancing the budgets - Sustaining financial equilibrium could be difficult – particularly with further cutback in the pipeline. Sustaining alignment of strategic objectives could be difficult, particularly with 2 Police & Crime Plans.
- Streamline our own business and get it right before looking outside. One control room – blue light services JESIP – could that be more? ICT – single ICT solution – SRO Regional – Waynes Parkes regional lead for West Mids ROCU. Immense opportunites to reduce risk – Not all about money! = Confi units, intelligence processes
- Potentially saving the same again – another £35m New change programme – a new centralised change management process, not directorate led