organisational change programme board - West Midlands Police ...

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Agenda
Item
7
Corporate Business and Planning Committee
26 July 2012
ORGANISATIONAL CHANGE
PROGRAMME BOARD
Report of the Chief Constable
PURPOSE OF REPORT
1. This paper seeks to update members on the development of the governance of change
within WMP, the areas covered by the Organizational Change Program Board (OCPB),
which serves as the West Midlands Police board for all strategic level change
programmes and projects, and on the key areas that OCPB will be covering from now
until PCC.
BACKGROUND
2. OCPB is responsible for setting the direction of strategic business change across the
force and acting as the program board for Paragon and other major non-Paragon
programs and projects.
3. As the opportunities arise to explore collaboration with other forces, regionalized
services, transformed service and organizational design the establishment of a
Transformation Board with overarching governance for all transformational change is
now timely.
GOVERNANCE
4. The initial Transformation Board meeting of the Chair and Chief Executive of the Police
Authority, the Chief Constable and Deputy Chief Constable will be held on Monday 23 rd
July 2012.
5. The OCPB will remain and will report to the Transformation Board. In addition the BPP
Program Boards will also report into the Transformation Board.
FOCUS OF OCPB
6. The original Paragon projects are continuing to make considerable progress and reports
by the Senior Responsible Officers leading these key change projects remain standing
agenda items at each meeting of the Organizational Change Programme Board.
7. Benefits Management work is ongoing with a research project underway to ensure that
the most up to date thinking and modeling in other benchmark organizations and in
academic about returns on investment for non financial benefits is appropriately
represented in the Force Benefits Realization Strategy. New projects being considered
or undertaken are undergoing the full benefits management process to ensure that
costs and outcomes are adequately evaluated prior to decisions being made to invest in
any change projects and that they therefore represent value for money.

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8. The ongoing paragon projects:
Strategic
Project
Business
Support
5ci
CJC
PBB
Status
Shared Service Centre is now in phase 2.
Force CID has gone live with GRS.
GRS recruitment have activity has been completed.
Presentations have been held jointly with HR to Business Support staff
and unions.
All existing HR process maps have been reviewed to support the
production of the IT User Requirements document.
The project is on course as per the plans
Initial scoping consultancy to review optimal structure and service
focus is complete and assessed to minimize operational risk.
PBB workbooks have been completed;
the Demand Analysis Report has been produced as has the Program
Definition Document.
This project is on course as per the plans
Further trials of Court Live Links were set for 18th June. The Live
Links protocol avoided wastage of police officer time at court.
DIR – Proof of capability identified a significant number of issues on
both technical and user level. These were assessed against the tender
requirements to establish whether product remained compliant with
consortium needs. The Project Board met on 15th June and Capita
was rejected as preferred supplier by unanimous vote.
Healthcare – Staffordshire Police are procurement lead. There has
been considerable slippage on the issuing of documents for tender and
this has been escalated to the Staffs ACC
Community Justice – the training videobox has been completed and
distributed to all Birmingham LPUs
RTC Investigation – the process maps have been validated at a series
of staff engagement workshop
Custody Rebuild – Discussions continue regarding procurement and
planning consents relating to probable new build sites and .a Project
Board has been established under the leadership of the Estates
department.
Priority Based Budgeting Panel 3 will take place week commencing
15th July and no issues are expected to arise from these panels
Forensics is outstanding from PBB1 so the savings from PBB1 have
not been realised.. Due to negotiations with the Trade Unions it is
unlikely that Forensics will meet their implementation date
The PBB project and team are now preparing from transition to
business as usual
ORGANISATIONAL DESIGN
9. The development of an operating plan for the Force is ongoing and will be strongly
supported by the customer journey and user experience mapping work. Its
purpose is to map all departments and service levels agreed in the PBB panels
and all impacts on that model of ongoing or anticipated change programs. The
next drafts of the design will be delivered in late September and will reflect
outcomes from the PBB panels and the customer journey mapping activity that is
currently underway.

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CONTACT
10. The corporate function was launched on 3 rd July and a series of roadshows and staff
engagement meetings have taken place.
11. Alongside the operational restructure are a series of pieces of work to review the
consistency and standards, the skills and training required, to ensure that from first call
for service WMP delivers the appropriate quality of service and that the values of WMP
are reflected in the culture of Force Contact.
LEADERSHIP, CULTURE, BEHAVIORS AND VALUES
12. The OCPB has oversight of the work being undertaken on the Leadership, Culture,
Behaviors and Values strands. Priority areas for this work are Force Contact and
Neighbourhood Policing. Formal meetings with experts in transformational coaching
have been arranged for Chief Officers in early August to review the part that this activity
might play in accelerating identified leaders within the organization and embedding core
coaching skills across WMP.
ICT
13. IT resilience through the Olympic period and ICT support to change programs is
reviewed on a regular basis and flexed to accommodate strategic priorities.
IMPACTS ON PERFORMANCE, SERVICE LEVELS AND MORALE
14. It is anticipated that the major impacts on performance, service levels and morale will
predominantly derive from external forces such as Winsor, Hutton etc. Planned
communications from the senior leadership team are underway to mitigate any
concerns. However the ongoing excellent performance this year and lowest levels of
crime for a decade appear to be encouraging a renewed confidence in the Force’s
resilience and ability to deliver.
VALUE FOR MONEY
15. The PBB benchmarking and base-lining exercises, together with Benefits Management
Strategy, combine to create processes for evaluating the return on investment of
specific activities and projects. In addition they create a prioritization framework for the
commissioning of strategic projects.
FINANCIAL IMPLICATIONS
16. Any financial implications arising from Organizational Change programs will be
considered and managed within the overall Budget Strategy and Capital Program. All
benefits as defined in the Benefits Realization Strategy are subject to tracking via the
program and reported to OCPB.
LEGAL IMPLICATIONS
17. Section 6 of the Police Act 1996 requires the Police Authority to secure an efficient and
effective Police Force for its area. Formal notice has been given under the Trade Union
and Labor Relations Act 1992 about the organizational changes and possible impact on
staff and required consultation with the trade unions and individual consultation is
underway.
EQUALITIES IMPLICATIONS
18. Decisions emanating from the Transformation Board and the Organizational Change
Program Board will be considered for any equality implications for both our communities
and our workforce and equality impact assessments will be undertaken where any
issues are identified.

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RECOMMENDATION
19. That the committee notes the contents of this report
Chris Sims
Chief Constable
CONTACT OFFICER
Name: Mary Gopsill
Title: Head of Strategic Development
Tel: 0345 113 5000 Ext: 7800 2115
Email: m.gopsill@west-midlands.pnn.police.uk
CONTACT BACKGROUND DOCUMENTS
None