Please click here to the PPT presentation

Report
Essex Police & Kent Police Support
Services Directorate:
A Plan on a Page
Mark Gilmartin
Friday, 27 June 2014
Essex & Kent collaboration – high level chronology
Kent & Essex
business case (1)
Serious Crime
Directorate
Kent & Essex
business case (3)
Support Services
Directorate
Compulsory Force
merger proposals
withdrawn
2006/07
Nov 2012 PCC
Elections
Stage 2 Transfer –
PCC & Chief
Constable
New recalibrated
MTFS (x2)
2007/08
2008/09
2009/10
2010/11
May 2010 Coalition
Government
National stimulus
for police
collaboration
agenda
2011/12
2012/13
2013/14
Unified Support
Services Directorate
IT added
to SSD
Kent & Essex
business case (2) IT
Directorate
Police Reform &
Social responsibility
Act 2011
The Essex – Kent shared services concept (1)
Main developments
•
‘Closing the Gap’, proposed mergers and the
collaboration agenda
•
Emphasis on capability, capacity and resilience
•
Evolution from Procurement to Serious Crime,
IT & Support Services
•
Set against a backdrop (from 2010 onwards)
of public expenditure constraints.
Essex
Kent
The Essex – Kent collaboration – scale, size & scope the
numbers – Gross Expenditure 2014/15
POA Heading
Anticipated Gross Expenditure
for collaboration in 2014/15
Kent £ (M)
Serious & Organised Crime
Essex £ (M)
Overall
Total
Kent & Essex
£(M)
29.18
29.00
58.2
(includes intelligence analysis & threat assessment)
Support Services:
•
Finance
1.16
1.24
2.4
•
Human Resources
2.09
3.70
5.8
•
Business Services *
5.53
2.86
8.4
•
Procurement
0.70
0.77
1.5
•
Estates/Central Building Costs
11.0
10.52
21.5
•
Fleet
7.93
7.20
15.1
•
Information Communication Technology
11.10
10.41
21.5
39.51
36.70
76.21
68.7
65.7
134.4
Total for Support Services
Overall Total
* Includes PFI payments c £3.0m for Kent
The Essex – Kent collaboration – scale, size & scope the
numbers – Headcount Strength (as at 30/04/14)
Kent
(FTE)
Serious & Organised Crime
Essex
(FTE)
Overall
Total
PSE
Police
Officer
PSE
Police
Officer
Kent & Essex
(FTE)
311
236
278
300
1125
Support Services:
•
Finance
34
20
•
Human Resources *
109
•
Business Services
183
149
332
•
Procurement
17
13
30
•
Estates Services
7
8
15
•
Transport
46
46
92
•
IT Services
139
6
111
2
258
Total for Support Services
535
70
431
72
1100
Overall Total
846
306
709
372
2233
64
84
54
70
327
* Does not include Student Constables – Kent = 146; Essex = 79
The Essex – Kent shared services concept (2)
Governance models
© CIPFA 2011
The Essex – Kent shared services concept (3)
Business case rationale
Source: http://www.mass.gov/bb/h1/fy11h1/exec_11/hbudbrief10.htm
The national scene – benchmarking
The Support Services Directorate Plan on a Page (1)
4.0 The Support Services Directorate (SSD) provides vital support to operational policing in Kent and
Essex by resourcing to establishment (right people, right place, right skills), providing fit for purpose
equipment and infrastructure, fair budgets, effective and efficient business services, as well as strategic
advice, information and analysis.
Why we are here:
3.0 SSD aims to provide the most cost effective and service leading HR, transport, estates, facilities,
finance, procurement, business and IT services to the two Forces and their PCCs
The outcomes we aim to
deliver:
3.1 Provide services that range from
tailored expert advice to lean and
efficient transactional services
3.2 Make and enable
organisational savings,
including reducing our cost base
3.3 Deliver excellent
customer service across
everything we do
2.1 Engage and communicate effectively with our customers, understand their needs, manage
expectations and ensure compliance with processes and standards
Our internal business
priorities that will
ensure we deliver our
outcomes:
2.2 Standardise, optimise and continuously improve all our key processes
Key focus areas: (a) Absence and restriction management, (b) efficient utilisation of resources, (c) purchase
order to payment process, (d) technology as an enabler to improve processes and efficiency
2.3 Continuously benchmark and compare ourselves to evaluate and improve our performance
2.4 Create a truly integrated directorate with one culture
Work as one directorate and one culture, fully merge all functions and embed the new structures and crossfunctional working
The foundation of our
success are our people:
1.1 Engage and communicate with our people
Put in place strong communication infrastructure to ensure everyone is informed and understood.
1.2 We endeavour to to make our
people feel motivated and proud, so
they enjoy working here and feel
valued and recognised
1.3 Secure sustainable
improvements in
productivity
1.4 Invest in our people,
professionalise our service, and
promote professional
development
Business Plan - Plan on a Page (2)
Plan on a page (3): Personal reflections
• Well documented dis-benefits of traditional and
crude performance management tools
• Principal purpose is to provide clarity, consistency
and test / prioritise decisions
• De-clutters the historic performance landscape
• Benefits in the process (just as important as the
product)
– engagement (staff, customers)
- ownership
- business as usual v change
- set in the context of the
organisation’s strategy
Plan on a page (4): Personal reflections
• Greater and more effective use of analytics
• Genuinely adding value and enabling change
• Effectively conveying information and insight
• Statement of intent:
Net Promoter Score & satisfaction
Questions & discussion
Mark Gilmartin – [email protected]

similar documents