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Organisational Development

Northamptonshire Police. Organisational Development. Supt Dave Hill Lewis Gabb (Civilian).

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Organisational Development

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  1. Northamptonshire Police Organisational Development Supt Dave Hill Lewis Gabb (Civilian)

  2. Today I can announce a raft of reforms that we estimate could save over 2.5 million police hours every year. That's the equivalent of more than 1,200 police officer posts. These reforms are a watershed moment in policing. They show that we really mean business in busting bureaucracy. Theresa May Who and what do we represent? • Population of 640,000 • Employees –1300 Officers and 1200 Police Staff • Remit – Policing…… Big Picture… InnovationFund Comprehensive Spending Reviews (CSR) I will be ruthless in cutting out waste, streamlining structures and improving efficiency. Theresa May

  3. Organisational Development • Core Skills • Leadership • Wellbeing • Talent Management The secret of all victory lies in the organization of the non-obvious. Marcus Aurelius • Triaster • Process Evolution • Volunteers • Specials • Cadets OD • Interoperability • Fleet • Co-location • Prevention and • Community • Protection • Policing Plan • Mobile Data • Agile Working • Regionalisation • Police Business Services

  4. Organisational Learning Command and Control Project CustodyProjects ------------------------------------------------------------------- “Put a good person into a bad process and the process will WIN every time” W. Edwards Deming: Systems and Lean ------------------------------------------------------------------- Evidence Based Policing Consultancy – Organisational Development

  5. Police vs Civilian – What parts do we play? Learning is not compulsory... neither is survival. W. Edwards Deming 1+8? Culture eats strategy for breakfast Define: What is the full scope of the process? What is the improvement required/What is going wrong? TOO SLOW Measure: What is the current measure of performance? What is needed to deliver excellent performance? Analyse: Analysing the entire process to identify the critical gaps in performance. Identifying the sources and causes of variation in performance. If you only have a hammer… you will see all problems as nails Abraham Maslow Improve: Develop potential solutions and design of the improved process to address the root causes. Development of implementation plans. Control: Determining the realised benefit and ensuring controllable performance

  6. Clashing of cultures... ‘The Holy Grail of service delivery/ production is to achieve all threethrough continuous improvement and process refinement...’ Tim Ozdemir 21st Century Business Intelligence Mechanism

  7. "A company is a multidimensional system capable of growth, expansion, and self-regulation. It is, therefore, not a thing but a set of interacting forces. Any theory of organization must be capable of reflecting a company's many facets, its dynamism, and its basic orderliness. When company organization is reviewed, or when reorganizing a company, it must be looked upon as a whole, as a total system.“- Albert LowZen and Creative Management We are here Enabling fast informed change ‘Slow down to speed up’ - Steve Benfield, Managing Director of Beech Consultancy

  8. Why? The marketing ploy of creating dissatisfaction with the current position Two methods of approach… • A true organisational continual improvement model • has never had the foundation to be implemented • We are inconsistent in our approach to delivery • We are constantly trying to familiarise ourselves with • our processes We have an inefficient ability to access corporate knowledge • We create and rely on people who represent single points • of failure in regard to their business process knowledge Our restructures are based on a function follows form approach. As our understanding of our functions should allow us to design/redesign our form… 'It's not enough to do your best, you must know what to do and do your best'. W. Edwards Deming

  9. The vision approach Why? Let’s not just change the way we work, let’s transform it by: Two methods of approach… Creating a current single point of reference for everything we do Utilising it to model change and understand its impact on people, process and finances before we implement them Utilising it to understand the demand on our business…specifically our staff… People don't buy what you do, they buy why you do it. Simon Sinek Leading to a point where evidence based continual improvement is business as usual… Reaching a point where we truly know ourselves and thus what it is that will allow us to improve ‘He who knows others is wise; He who knows himself is enlightened’ - Lao-Tzu Chinese Philosopher (604BC-531 BC)

  10. To make our change process becomes a tested and modelled evidence led one size fits all approach The organisation is bigger than me Don't quit. Never give up trying to build the world you can see, even if others can't see it. Listen to your drum and your drum only. It's the one that makes the sweetest sound. Simon Sinek Making a large part of our performance management focused on process adherence Cultural Challenges No more change for changes sake…no more change just to gain evidence for career development….we can’t afford it…no more projects ‘doomed to success’… All business processes will have owners…all aspects of Change will be calculated and understood before implementation It’s not a question of whether this is a good idea… the question is are we brave enough?

  11. Evolution in progress… • Crime • Process • Regional Crime and Justice? • HR/MFSS • Triaster • Police • Business • Services • Regional Forensics? • Crime, Intel and Case systems? Evolution is a process of constant branching and expansion Stephen Jay Gould

  12. Building Blocks to transformation Knowledge is power. Information is liberating. Education is the premise of progress, in every society, in every family. Kofi Annan

  13. What is inevitable? ? Continuing Journey… Without accepting the fact that everything changes, we cannot find perfect composure. But unfortunately, although it is true, it is difficult for us to accept it. Because we cannot accept the truth of transience, we suffer. ShunryuSuzuki

  14. Our inspiration… Thanks for listening If you have any questions please catch up with us over the next couple of days at the conference Superintendent Dave Hill Lewis Gabb

  15. Triaster Conference 2014 Coffee break!  until 11.20am Business Track: A roundup demonstration of the most beneficial Triaster Solution functionality with Carma Cooper and Victoria Glancy Technical Track: Getting the most Useful Information from your Stencil and Template with John Blight and John Goldsmith Main conference room Ask the experts – Communications package, HTML5 design and TickIT+ #triaster

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