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.

1. Eight to One:
Scottish Police Reform
Programme
David Stewart, Head of Business Change
Alan White, Programme Support Manager
Police Service of Scotland

2. Police Reform Context
• 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

3. 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

4. Context
• Largest – Strathclyde
•8, 300 Police Officers
•2, 200 Police Staff
•Smallest – Dumfries and
Galloway
•500 Police Officers
•200 Police Staff

5. Timeline
• 2010 – Scottish Government first mention
• September 2011 – Outline Business Case
• November 2011 – National Police Reform Team formed
• Legal Merger by 1 April 2013

6. Aims of Reform
• 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
BUT
• Maintain Officer numbers at no less that 17,234
• No Compulsory Redundancies
• No significant out-sourcing

7. Reform Savings Requirement
0.00008
£70M
0.00007
£58M
£ million
0.00006
£58M
0.00005
0.00004
0.00003
0.00002
0.00001
£6.6M
0
12/13
2012/13
13/14
2013/14
14/15
2014/15
15/16
2015/16

8. Reform Programme Structure
•
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

9. Reform Programme Re-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

10. Main Efforts
From the point of re-focus ……..
………to the key Reform Milestone 1st April

11. 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

12. Main Efforts - Analysis
To identify:
Attend 275
consultations
Align with
Crime
consultation
Attend
Group
consultation
SCoPE
• dependencies
Pensions
Office
18 PAX in
business
case
Staff
reparented
to cost
centre
OT Budget
HR
Transformati
on
Upskill
supervisors
for 1:1's
SPA
Meetings /
flexibility
Org Change
Pack
• Gaps
VR/ER
updates /
Reports
Human Resources
Monthly
Reports
Finance
i6 Programme
SCD
Staff
Internal
Comms
Vetting
• and ensure ownership
assigned.
Externally
funded posts
External Partners
Comms
Toolkits
Comms
Channels
available
Analysis &
Performance
Communications
Business
Objects
Training
Corporate
Messages
Training
Capacity /
Space
FLM Training
(link to HR)
SCD
Transformation
Estates
Bids process
??
C/W
Games
ICT
Access to
SCOMIS data
centrally
Relocation
infrastructure
Single
instance of
key
applications
Software
licensing
Dependent
on colocation
Gartcosh
Comms
Triggers

13. 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.

14. Main Efforts - Approval
• Formal approval of essential requirements, changes or
activity
• Design Authority
• Weekly
• Chaired by newly appointed Chief Constable

15. 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.

16. 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

17. Main Efforts - Implementation And Monitoring

18. Main Efforts - Implementation And Monitoring

19. Main Efforts - Testing
Testing of the Day 1 essentials to make adjustment where
appropriate.
Achieved by:
• Speed dating
• A Day in the life

20. 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.

21. Main Efforts – Benefits Management
• Recurring Vandalism scenario
• Domestic Abuse scenario
• Murder Investigation scenario
• Counter Terrorism Intelligence
scenario

22. 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. ”

23. Reform Programme Governance
14 Projects comprising 85 workstreams – largest Public Sector Reform
Programme in UK
Oversight
Scottish Government
Programme Board
Approval
Chief Constable
Design Authority
Programme
Programme Director
Internal Programme
Board
Project
Project Manager
Project Board
Workstream
Workstream Lead

24. 1 April 2013
Chief Constable
Deputy Chief
Assistant Chief
Divisional Commands
Before Reform
8
9
14
24
After Reform
1
4
7 (1 Temporary)
14

25. 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

26. 1 April 2013
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).

27. 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

28. 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.

29. Moving Forward
Under development
Citations
Review
Star Chamber
Reporting to
the PF
3C I&R
Public
Counters
Review
Project Brief Complete/Portfolio
Board
Traffic
Wardens
Air Support
Criminal
justice
Nat Prison
Intel Unit
PID Complete/Change Board
SCD
Transition
Custody
Fleet
Counter
Corruption
Unit
ANPR
CyComms
Divisional
Policing
DCC Local
Policing
Portfolio
DCC Crime &
Op Support
Portfolio
Public
Protection
Unit
Armed
Policing
Productions
(CJ)
VPD
MJW/GPTC
(CJ)
New Projects
Post Day 1
Licensing
(ICT)
Warrants
(CJ)
Emerging Business
PNC/CHS
(CJ)
Business Change
Youth
Justice
(CJ)
Corporate
Comms
Mail
Delivery &
Drivers
ICT
Coordinatio
n
Training &
Dev
DCC Des
Portfolio
Recruitment
Professional
Standards
Continuing Reform
Projects
Legacy Projects/
Programmes
PNC Bureau
People &
Dev
Finance
Health &
Safety &
Well Being
Policy
Support
Centurion
Equality &
Diversity
Resource
Planning &
Coord
Direct
Measures
(CJ)
Information
Mgmt
STORM
Command &
Control
Carloway
i6
Mobile Data
Glenrothes
Custody
Facility
J Division
Merger

30. Eight to One:
Scottish Police Reform
Programme
David Stewart, Head of Business Change
Alan White, Programme Support Manager
Police Service of Scotland