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Building Capacity for Public Sector Reform. Andy Humphreys Director of Performance & Service Delivery. Building Capacity for Public Sector Reform. ‘Almost normal now’ Andy Humphreys Director of Performance & Service Delivery. Building Capacity for Public Sector Reform.

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slide1

Building Capacity for Public Sector Reform

Andy Humphreys

Director of Performance & Service Delivery

slide2

Building Capacity for Public Sector Reform

‘Almost normal now’

Andy Humphreys

Director of Performance & Service Delivery

slide3

Building Capacity for Public Sector Reform

‘Systems thinking - An illness identified’

Andy Humphreys

Director of Performance & Service Delivery

slide4

Building Capacity for Public Sector Reform

‘Systems thinking – Used and abused’

Andy Humphreys

Director of Performance & Service Delivery

slide6

Total Systems Intervention

  • Creativity Phase
    • Interviews leading to a ‘metaphor picture’
  • Choice Phase
    • Selection of systems based intervention
  • Implementation Phase
    • Establish and implement specific change proposals
slide7

Metaphors

  • The organisation as a machine
  • The organisation as an organism
  • The organisation as a brain
  • The organisation as a culture
  • The organisation as a coercive system
slide8

Total Systems Intervention

Creativity Phase –

  • Create a ‘metaphor picture’
  • Identify Dominant metaphors

[Organism/Brain]

  • Identify Dependant metaphors

[Culture/political]

slide9

Quotes from creativity interviews

using metaphor analysis

  • “Autocratic decision making has been replaced by democratic bureaucracy”
  • “I rely on someone to tell me about strategy, so far no one has”
  • I don’t think the top corridor recognises anything we feedback to them”
  • “There is some strategy – I’ve received it down the car phone from an ACPO officer”
slide10

Quotes from creativity interviews

using metaphor analysis

  • “At a time when I’m being encouraged to ‘let go’ the top team seem to be grabbing hold”
  • “The top team are spending too much time in the comfort zone of tactics”
  • “If certain Chief Officers ever found their way down this corridor the would be lost!”
  • “The ACC’s are bogged down in survival mode”
slide11

Total Systems Intervention

Choice Phase –

  • Utilising the ‘system of systems methodologies’ identify appropriate systems based methodologies
    • Viable Systems Model [Stafford Beer]
    • Interactive Planning [Russell Ackoff]
slide12

Total Systems Intervention

Implementation Phase – [VSM diagnosis]

  • A lack of co-ordination & control
  • Audit information was restricted
  • Feedback was poor/non-existent
  • Chief Officer interference was evident at lower levels of the system
  • There was no developmental or filter function for Chief Officers
slide13

The Planning Process Designed

  • Aims –
    • To involve all those who could affect, or who could be affected by policing strategies in North Yorkshire
    • To inform and communicate, through involvement, to avoid the pitfalls of re-telling the strategy
    • To increase the relevance of strategic planning to operational policing by concentrating on the core service areas of policing
    • To ensure that planning is a continuous process
    • To offer a clarity of purpose for consultative forums by providing a guiding method for working within them
    • To provide innovative dynamism required by the organisation in a highly unstable environment
slide14

Learning Lessons

  • Even with the absence of overtly explaining ‘metaphors’ the ‘jargon used created barriers
  • The ‘choice’ phase of TSI and the ‘system of systems methodology’ was of limited value
  • There was a distortion affect of brining the project clients and the stakeholders together
slide15

Boundary & Structure Review

North Yorkshire Police 1998

slide16

The ‘Drivers’

  • HMI Report
  • Crime & Disorder Act
  • Finance
    • £4m shortfall
    • 2% efficiency savings
  • Best Value
  • A ‘new’ Chief Constable
slide17

Soft Systems Methodology

7.Take action to improve the situation

6.Define possible changes which are both desirable and feasible

1.Enter situation considered problematic

5.Compare models with real world actions

2.Express the problem situation

Real World

Systems thinking about the real world

4.Build conceptual models of the systems named in the root definitions

3.Formulate root definitions of the relevant systems of purposeful activity

slide18

Change management ‘failure’ factors

  • ‘Quick Fix’ approaches
  • Putting the wrong thing right!
  • A lack of a systems approach
  • Imposition of change
  • Poor communication
  • Lack of completion of change programme
slide19

Desired Outcomes

  • Style – “The provision of a local style of policing across the Force must be enhanced in any boundary or structural changes”
  • Supervision – “The provision of effective supervision levels, particularly at Inspector rank, throughout the 24hr period across the Force is essential”
  • Coterminosity – “Divisions covering single or multiple council areas in their entirety are desirable”
slide20

Desired Outcomes

  • Management structure – “The Force structure must balance effective management with a commitment to ‘front line first’ service delivery”
  • Custody services – “The provision of custody services should be provided by an independent centrally based department, at suitably identified locations across the Force”
  • Rationalisation of support services – “Any changes in boundaries or structures will provide opportunities to review and rationalise the provision of police and support services”
slide21

Guiding Statements of Principle

  • ‘Recognise the Reality’
  • ‘Same role, different rank, proportional to work load and responsibility’
  • ‘Front line first’
  • ‘From the first to the ground floor’
slide22

Soft Systems Methodology

7.Take action to improve the situation

6.Define possible changes which are both desirable and feasible

1.Enter situation considered problematic

5.Compare models with real world actions

2.Express the problem situation

Real World

Systems thinking about the real world

4.Build conceptual models of the systems named in the root definitions

3.Formulate root definitions of the relevant systems of purposeful activity

slide23

Learning Lessons

  • Systems thinking was only ever surfaced with the review team
  • Lack of personal academic review created a vulnerability
  • Concept ownership is critical
slide24

Current Challenges

  • Internal Business Re-organisation
  • Developing the National Centre for Policing Excellence
slide25

Building Capacity for Public Sector Reform

Andy Humphreys

Director of Performance & Service Delivery

slide28

Policing Knowledge Maps

  • collaborative development programme that gives Centrex a good understanding of customer specific requirements to assist them in their strive for excellence in policing
  • clarifies key stakeholders requirements for improving policing excellence
  • enables police services to implement a continuous improvement process for the management of policing
slide29

Definingourcurrentunderstandingof best practice

Codes and

Regulations

Information

Requirements

A collaborative process of development

Asingle method for deconstructing policing

NCPE’s Policing Knowledge Maps

Supportfor

Operational

Processes

National

Occupational

Standards

Underpinning development

and lifelong learning