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Eight to One:
Scottish Police Reform
Programme
David Stewart, Head of Business Change
Alan White, Programme Support Manager
Police Service of Scotland
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• 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
Police Reform Context
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• 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
Context
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• Largest – Strathclyde
•8, 300 Police Officers
•2, 200 Police Staff
•Smallest – Dumfries and
Galloway
•500 Police Officers
•200 Police Staff
Context
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• 2010 – Scottish Government first mention
• September 2011 – Outline Business Case
• November 2011 – National Police Reform Team formed
• Legal Merger by 1 April 2013
Timeline
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• 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
Aims of Reform
BUT
• Maintain Officer numbers at no less that 17,234
• No Compulsory Redundancies
• No significant out-sourcing
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£6.6M
£58M
£70M
£58M
0
0.00001
0.00002
0.00003
0.00004
0.00005
0.00006
0.00007
0.00008
2012/13 2013/14 2014/15 2015/16
£ m
illio
n
Reform Savings Requirement
12/13 13/14 14/15 15/16
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• 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
Reform Programme Structure
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• 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
Reform Programme Re-structure
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Main Efforts
From the point of re-focus ……..
………to the key Reform Milestone 1st April
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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
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Main Efforts - Analysis
To identify:
• dependencies
• Gaps
• and ensure ownership
assigned.
Analysis & Performance
Finance
EstatesSCD
Transformation
Training
Human Resources
i6 Programme
Communications
External Partners
Vetting
Upskill supervisors
for 1:1's
Pensions Office
Align with Crime
consultationAttend Group
consultation
VR/ER updates / Reports
HR Transformati
on
Org Change Pack
SPA Meetings / flexibility
Attend 275 consultations
18 PAX in business
case
Externally funded posts
ICT
Business Objects Training
FLM Training (link to HR)
C/W Games
Access to SCOMIS data
centrally
Relocation infrastructure
Software licensing
Single instance of
key applications
Dependent on co-
location
Gartcosh
Bids process ??
Capacity / Space
Internal Comms Comms
Toolkits
Comms Channels available
Comms Triggers
Corporate Messages
Staff reparented
to cost centre
OT Budget
Monthly Reports
SCD Staff
SCoPE
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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.
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Main Efforts - Approval
• Formal approval of essential requirements, changes or
activity
• Design Authority
• Weekly
• Chaired by newly appointed Chief Constable
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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.
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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
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Main Efforts - Implementation And Monitoring
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Main Efforts - Implementation And Monitoring
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Main Efforts - Testing
Testing of the Day 1 essentials to make adjustment where
appropriate.
Achieved by:
• Speed dating
• A Day in the life
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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.
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Main Efforts – Benefits Management
• Recurring Vandalism scenario
• Domestic Abuse scenario
• Murder Investigation scenario
• Counter Terrorism Intelligence
scenario
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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. ”
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14 Projects comprising 85 workstreams – largest Public Sector Reform
Programme in UK
Reform Programme Governance
Oversight Scottish Government Programme Board
Approval Chief Constable Design Authority
Programme Programme Director Internal Programme
Board
Project Project Manager Project Board
Workstream Workstream Lead
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Before Reform After Reform
Chief Constable 8 1
Deputy Chief 9 4
Assistant Chief 14 7 (1 Temporary)
Divisional Commands 24 14
1 April 2013
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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
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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).
1 April 2013
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Day 1 Helpdesk
• 25,000 staff
• 12 day period
• 24 hours per day
• only 73 calls
• No operational issues
• No noticeable difference to customer
1 April 2013
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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.
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Moving Forward
Business Change
New Projects Post Day 1
Emerging Business
Legacy Projects/Programmes
Continuing Reform Projects
DCC Crime & Op Support
Portfolio
DCC Local Policing Portfolio
DCC Des Portfolio
Information Mgmt
Centurion
Finance
Corporate Comms
Criminal justice
VPD
Custody
Traffic Wardens
Public Counters Review
3C I&R
Nat Prison Intel Unit
SCD Transition
Armed Policing
Air Support
CyComms
Professional Standards
ICT Coordinatio
n
Public Protection
Unit
MJW/GPTC(CJ)
Fleet
ANPR
Licensing (ICT)
Policy Support
Carloway
i6
Mobile DataGlenrothes
Custody Facility
J Division Merger
PNC Bureau
STORM Command &
Control
Divisional Policing
Citations Review
Reporting to the PF
Star Chamber
Project Brief Complete/Portfolio Board
PID Complete/Change Board
Under development
People & Dev
Training & Dev
Recruitment
Health & Safety &
Well Being
Equality & Diversity
Resource Planning &
Coord
PNC/CHS(CJ)
DirectMeasures
(CJ)
Warrants(CJ)
Youth Justice
(CJ)
Counter Corruption
Unit
Productions(CJ)
Mail Delivery &
Drivers
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Eight to One:
Scottish Police Reform
Programme
David Stewart, Head of Business Change
Alan White, Programme Support Manager
Police Service of Scotland