Service Delivery Transformation

Knowledge Sharing Roundtables Event for Police Transformation Leads and APCC held on 9 March 2016

Organisational Development and International Faculty

College of Policing

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Contents Audience for this Report .................................................................................................... 5

Design and format of the event .......................................................................................... 5

Headline Transformation Themes ...................................................................................... 6

Shared learning discussed by roundtables ...................................................................... 6

Organisational Restructuring – conversation summary ............................................... 6

Organisational restructuring - gap analysis .................................................................. 7

Organisational restructuring – potential enablers ........................................................ 7

Force Collaborations / Strategic Alliances - Conversation summary .......................... 8

Force Collaborations / Strategic Alliances - Gap analysis ........................................ 8

Force Collaborations / Strategic Alliances – Potential enablers ............................... 9

Technological Initiatives - Conversation summary ....................................................... 9

Technological Initiatives – Gap analysis ...................................................................... 10

Technological Initiatives – Potential enablers ............................................................. 11

Cross Sector Initiatives - Conversation summary ................................................... 11

Cross Sector Initiatives - Gap analysis ..................................................................... 11

Cross Sector Initiatives – Potential enablers ........................................................... 12

Public Sector Multi Agency Partnerships - Conversation summary ....................... 12

Public Sector Multi Agency Partnerships - Gap analysis ........................................ 12

Public Sector Multi Agency Partnerships – Potential enablers ............................... 13

Next Steps ......................................................................................................................... 13

Continuing our conversation ........................................................................................ 13

Contact us ...................................................................................................................... 13

Annex A - List of Participants .......................................................................................... 14

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Purpose of the knowledge sharing roundtables event The College of Policing Organisational Development and International Standards Faculty and the Association of Police and Crime Commissioners jointly hosted the knowledge sharing event on 9 March 2016. The event was for senior leaders, professionals and specialists from across policing who are directing, overseeing and governing reform and transformation initiatives.

By engaging with participants prior to the event it was clear that they would welcome the chance to come together as peers for a highly participative event to encourage discussion, constructive challenge and to share their learning about transformation initiatives. Another purpose of the event was to help peers strengthen their connections to one another as a professional network. Peers identified issues to address and enablers for ensuring that policing delivers public value and has the capabilities to achieve the aspirations of the draft Policing Vision for 2020. Peers chose and prioritised the following topics to discuss:

Organisational restructuring

Force collaborations or strategic alliances

Technological initiatives

Cross sector initiatives including public, voluntary and community and private sectors

Public sector multi agency partnerships

Represented at the event

Police Force Transformation and Strategic Change Leads

Office of Police and Crime Commissioners' Change Leads

Police ICT Company

National Police Chiefs’ Council

Home Office

Association of Police and Crime Commissioners

College of Policing

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Thank you goes to

All who attended and their enthusiasm to share and learn with one another

All who engaged and contributed to help develop the focus and priorities for discussion

Deputy Chief Constable Andy Rhodes, Lancashire Constabulary (Guest speaker)

Yvonne Burgess, College of Policing who engaged with peers and designed the event

Superintendent Tim Metcalfe, National Police Chiefs’ Council (Guest speaker)

Dr Dorothy Gregson, Office of the Cambridgeshire Police and Crime Commissioner (facilitator)

Richard Flint, North Yorkshire Police (facilitator)

College of Policing facilitators: Dan Rowley Alison Crosse Jane Crockett

Dave Hudson Karen Guerin Kathy Harrison-Carroll

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Audience for this Report This report shares and promotes the learning and significant themes that emerged from the knowledge sharing event. The timing and contents of the report will have particular significance to the following people:

Members of the College of Policing and participants of the roundtables can use the report to inform transformation activities within their own force areas.

College of Policing and the National network of Police Transformation Leads to help support collaborative learning and building professional capabilities within policing.

National policing stakeholders, such as the Association of Police and Crime Commissioners (APCC), College of Policing (the College), Home Office, Police ICT Company, National Police Chiefs’ Council (NPCC) and the Police Reform and Transformation Board, to help inform and align national level transformation support.

Offices of the and Police and Crime Commissioners (OPCCs) may use the report to brief Police and Crime Commissioners (PCCs) and set the scene about where police forces have highlighted a need for transformation support and future knowledge sharing networks and events.

DCC Andy Rhodes, as Chair of the Organisational Development and International Professional Community, who helps ensure that service transformation challenges for forces are understood by the College and inform the curriculum development, standards and sharing of knowledge resources.

Design and format of the event Prior to the event, peers were consulted to identify priority topics for discussion:1

1) Organisational Restructuring 2) Force Collaborations or Strategic Alliances 3) Technological Initiatives 4) Cross Sector (Private/Third sector) Initiatives 5) Public Sector Multi Agency Partnerships

The peers acted as ‘sharers’ and ‘learners’ on eight facilitated roundtables, each discussing

the above topics. In concluding each of the five discussions, facilitators asked peers to

capture, in the form of a gap analysis, the enablers and support they felt would help them

overcome any barriers identified as part of their discussions. They included aspects to

support them to achieve the aims of the draft National Policing Vision 2020 which was

presented at the start of the day by the Chief of Staff to the Chair of the NPCC. Each topic

discussion concluded with facilitators presenting findings to all in full plenary.

This report presents a summary of the discussions, gaps and describes what the peers felt

would help them in leading and delivering service transformation. (A list of peers who

participated on the day can be found at Annex A.)

1 There were six other topic areas offered to participants that were not discussed at the roundtables event because they were rated as less of a priority ‘learn’ area. They included People Skills and Knowledge, Wellbeing, Workforce Mix, Income Generation / Income Protection, Estate Rationalisation and Procurement Initiatives. See the ‘Next Steps’ section of this report for further information on how they will be taken forward.

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Headline Transformation Themes Discussions around the five topics generated the following common themes that participants felt would enable them to overcome barriers and deliver the 2020 policing Vision:

Having more detailed national implementation frameworks for each of the Policing Vision 2020 work streams to promote consistency.

Professional development and where relevant, national standards for the skills and behavioural competences for those leading transformation, especially relating to change management.

Having national platforms/hubs (some online) to support consistent approaches to employing new technologies, knowledge sharing and partnership building.

Use of facilitated peer support and workshops to identify best available evidence of what works, encouraging open sharing of what hasn’t worked with diagnosis of the reasons why so that others can avoid similar pitfalls in future.

Joint knowledge sharing and learning for specific themes such as evaluation and benefits realisation where there are identified shortages in skills, knowledge and experience.

Shared learning discussed by roundtables

Organisational Restructuring – conversation summary

Approaches described ranged from more organic models (Hertfordshire) to more rigidly planned approaches for initiatives, such as moving to a multi-force shared transactional service route (Cheshire); and using corporate teams specifically trained in change management bringing in subject matter experts as required (Cleveland).

Force approaches included reconfiguring geographical policing models to more functional and integrated policing capability models (Hampshire), targeted headcount reductions (through natural attrition and voluntary redundancy) and collaborating functions such as scientific support, firearms, back office with other forces/agencies.

Peers discussed financial drivers and the realities of delivering estate reduction strategies. Other drivers identified included how to improve on PEEL inspection results (Gwent ‘Staying Ahead 8’ transformation programme), the need to improve on service delivery and demand management, protecting specialist capabilities and the protection/reinvestment of the frontline (West Yorkshire).

Software to test and simulate new models is being used by forces to inform decision making; understand and manage demand; and to help understand the benefits as part of the initial business case for restructuring. Examples include Process Evolution Software in Gwent and shift pattern software in Greater Manchester Police as well as external consultancy support to redesign workflows through the organisation (Leicestershire and KPMG, Hampshire and Deloitte).

Acknowledging the cultural challenges, forces reported using staff focus groups and surveys, including a fifteen force ‘staff sensing survey’ to accurately monitor changes in staff responses over a period of time (City of London). Peers identified benefits of taking a programme approach to present a clearer vison and support better internal communications with the public and within the force itself (West Yorkshire).

Concerns raised related to national structures and support mechanisms including:

The Police Reform and Transformation Board is only recently established. Peers felt

the Board will need to quickly understand and appreciate what is happening locally if

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it is to be successful in aligning activity to achieve Vision 2020. Views were

expressed that the Board ‘has to catch up with progress made already’. Questions

were also asked about the realities of delivering the expectations of Vision 2020

within the next 4 years and what the longer term vision is.

Funding streams, such as the Innovation Bid process, could be more enabling in

terms of creating the national momentum for change. Peers felt that some funding

streams can encourage individual forces to ‘go off in different directions’ to

demonstrate they meet criteria to be innovative.

Locally, forces are employing a range of different ways to approach organisational

restructuring, but is there a single best approach that should be promoted nationally

in order to achieve consistency of approach and outcomes?

How can change become business as usual organisational development within a

continuous improvement setting rather than driven by budget?

Organisational restructuring - gap analysis

Forces want to understand how to achieve Vision 2020 on a more practical level and would benefit from a more clearly detailed supporting framework, with:

Sequenced time frames.

Enablers including HR, estates, and specific operational strategies such as cyber and

forensics.

Governance arrangements led by PCCs.

A definition of the 2020 leadership culture, skills required for future policing.

There are gaps and variances in skills, qualifications and experience in change management to ensure successful transformation programmes. This is fuelled by different levels of expectation about what is required to lead such work. The impact is that forces are not confident at an organisational level to deliver their transformation aspirations.

Peers described examples of where external inspections do not describe how good change can be delivered. Peers are looking for clarity about what good looks like in setting evaluation criteria to measure the success of change programmes, how successful change has been. Other gaps identified included the metrics and benchmarks that can be used from the wider public sector and adopting the learning from peer reviews.

Organisational restructuring – potential enablers Professional development, possibly a national standard, linked to a defined

professional qualification for what is required of senior leaders in leading

organisational development and cultural change.

Adoption of a consistent approach and establishing a professional capability across

forces to deliver change with confidence and avoid costly external consultancy.

Specific workshops in areas such as workforce planning, retention and designing

organisational structures, incorporating lessons from initiatives such as rank removal.

Have a more detailed implementation framework to support the achievement of the

National Policing Vision 2020. Undertake appropriate professional development in change management with other

agencies and organisations to promote consistent approach and language for

collaborative initiatives.

Online resources to share knowledge, skills and experience in relation to common

elements of organisational restructuring programmes.

Have a set of common metrics to measure change success.

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Force Collaborations / Strategic Alliances - Conversation summary

Realising economies of scale, improved and consistent service delivery through cross force consolidation and joint working with other agencies are potential benefits to be gained through forming collaborations / strategic alliances. Examples discussed included police force collaborations and arrangements with Local Government and public sector agencies as well as with other third parties such as G4S. Services included forensics, intelligence, major crime, public contact, armed police, corporate HR, Procurement, Finance, IT support.

There was some consensus within the discussions that by collaborating corporate services enabler functions such as IT, HR, Procurement and Finance it makes it easier to move on to specialist areas of business. This is because many of the barriers have been problems with compatibility of these ‘foundation building’ back office systems, processes and policies that provide the necessary infrastructure to build on.

The potential to explore in more depth a national transactional corporate support service function was mentioned as it would support consistency. This was set against the notion that it is best to build on small successes to achieve overall benefits as trying to collaborate on a large scale can mean difficulties and failure in trying to reconcile the ambitions across a range of stakeholders.

Some of the common challenges identified included:

The national context driving collaboration continually changing, firstly with the force

mergers context, then with austerity as a driver and now towards sharing capabilities

to improve service delivery.

Some peers were looking for clearer direction from the Home Office/government

since the impact of localism and to realise the potential for regional forces structures.

How best to make decisions on who to collaborate with and being pulled in different

directions, for example, an All Wales agenda v. North West regional collaborations.

The strategic ‘personality’ environment in which some PCCs and Chief Constables

promote individual mandates rather than encouraging collective ownership.

Lack of a shared understanding of what the different partners hope to achieve and a

lack of understanding about the costs and benefits of collaborating.

Gaining buy-in from staff and a willingness from forces to compromise.

A desire for greater clarity and honesty as to why some collaborations are

happening, links to tensions between cost savings versus improved service delivery.

Force budgets and priorities dictating which collaborations /strategic alliances will be

entered into, rather than a benefits based business case and costs prohibiting

collaboration - especially in relation to IT initiatives.

Funding streams don’t always enable collaboration. For example, Regional

Organised Crime Units are funded on a policing region basis but if a force wants to

collaborate outside of that region it is not clear how to go about extracting its

proportion of the funding to support that decision.

Unforeseen long term effects where some forces find themselves stuck in

agreements from which they cannot easily extricate themselves, including contracts

with Local Government and private service providers.

Force Collaborations / Strategic Alliances - Gap analysis

The framework for achieving Vision 2020 could include enablers that help decisions on who to collaborate with, when and how to do it successfully. There was a strong sense that collaborations / strategic alliances have so far been an ad hoc process of ‘learn as you go along’. Much has been learnt and delegates felt there is an immediate need to start properly

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evaluating to understand what really works and supported by a culture in which there is a willingness to share how difficult it is. This could also be supported by more front end support in terms of benefits realisation, for all partners when developing the business case for collaboration.

Entering collaborative arrangements requires complex programme management and investment in developing and educating change teams and an environment in which forces can create and share knowledge about new approaches.

Delegates are looking for clear, pragmatic legal guidance regarding collaborative agreements made under Section 22a of the Police Act 1996 (as amended by the Police Reform and Social Responsibility Act 2011). In particular all liabilities need more detail and, as it is not designed for business as usual, clearer governance arrangements should be put in place.

Force Collaborations / Strategic Alliances – Potential enablers Having a supporting framework for implementing the ambitions of Vision 2020 in

terms of collaboration. As part of that, peers are looking for agreement amongst

forces and PCCs about the areas that will be regionally and nationally collaborated in

the future. With this in place, work to migrate separate local activity can begin, for

example, to underpin delivery of specialist capabilities on cyber and firearms in Vison

2020.

Clearer statutory guidance in relation to section 22a collaboration agreements.

Commissioning independent evaluations of collaborations / strategic alliances.

Undertaking a business benefits realisation workshop in relation to collaborations /

strategic alliances that also includes a definition of business benefits.

Technological Initiatives - Conversation summary

Forces discussed many examples of technologies including new hardware such as laptops, tablets, night vision equipment, body worn video and drones. They also included new software, systems and apps to support remote/agile working such as Lync in West Yorkshire, better information analysis including “Marklogic” in Staffordshire; and regional sharing of products to enable cross border intelligence with Niche and Microsoft products in Thames Valley, Hampshire, Surrey and Sussex.

West Mercia and Warwickshire have introduced the Athena command and control system with capabilities to reflect changes in demand and agile working. Forces are developing their understanding of the frontline and demand to inform these initiatives. They are speeding up access to the latest information and intelligence, preserving levels of visibility and gaining overall better productivity.

Concerns underpinned the discussions about how intelligent policing is in relation to technology at both the national and local levels. Although it was acknowledged that progress is being made, questions were asked about how well senior leaders understand the technological and digital landscape.

Participants wondered if the importance of devising a Transformation Strategy and infrastructure that reflects the operational requirements of frontline staff and effectively supports a cultural shift is sufficiently understood. It was felt that the force approaches may be more about project planning delivery of the technology rather than a holistic approach to using technology to enable service Transformation. Alongside those concerns were examples of barriers experienced when introducing technological initiatives as follows:

If the culture is not ready for the move to new technology and a force is not prepared

to empower and trust staff to work more flexibly/agile when the technology allows it.

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When a force hasn’t assessed the expected business benefits and risks effectively

there is a high risk that even the most advanced technology won’t be used to best

effect and will fail to deliver value for money. This is compounded by a lack of roll out

plans and communications strategy when introducing new technology in some areas.

National systems and solutions not being delivered on timely basis when forces

require them, for example, ANPR.

Disparate systems not talking to each other across forces and /other agencies,

including the inability to download different apps when crossing geographic policing

boundaries, or lack of criminal justice integration with digital case files.

A sense that forces could better share opportunities in relation to technology,

supported by a common language, alongside the reality that they are at different

stages of development which is preventing collaborative initiatives.

Understanding the effect on demand by increasing digital channels including online

self-service for the public, then aligning that to appropriate resourcing. There are

opportunities to learn from Local Government in this regard.

Having the professional expertise, maximising buying power and budget to buy

appropriate and effective new technologies.

Partner agencies’ budgetary pressure having a negative impact on technological

capabilities, for example councils cutting CCTV as a cost saving exercise.

Having “tech-savvy” people within the business who can engage well with users,

specify requirements effectively and manage supplier contracts and relationships.

Understanding how benefits (to the public) are measured.

The National Policing Vision 2020 digital work stream was considered a really important piece of work but concerns were expressed about how it can draw all the challenges and barriers together and develop future proof systems and solutions.

Technological Initiatives – Gap analysis

A common and enabling national vision is required that drives the use of technology with clear deliverables and outcomes set against a reasonable timeframe. Better understanding of what national solutions are being developed, when and how they will impact on force developments is also needed to better align activities at both levels.

Peers are looking for clarity about the key elements such as common operational requirements and common technical standards that can improve productivity and achieve better outcomes. ‘Top down’ planning and scoping approaches that focus on process within the force rather than system wide approaches were discussed. Peers felt that there is a gap in adopting ‘bottom-up’ and systems thinking approaches, including engaging front line operational staff in workshops to analyse and diagnose problems effectively then start to identify what is solutions, especially in relation to the use of tablets to support flexible/agile working and increasing speed of access to police systems.

Once the gaps and requirements are fully understood, peers felt there is an opportunity to encourage suppliers to innovate on behalf of policing, promote consistency across forces and create better interfaces with other agencies with compatible technologies that enable improved service delivery irrespective of geography. Forces are also looking for support to map business benefits and in developing business cases.

Delegates felt that the Police ICT Company should develop a national, standard IT platform (front and back end) and a common customer platform linking to the NPCC Local Policing Coordination Committee’s National Contact Management portfolio. More knowledge sharing on public contact programme experiences, how this is being implemented and the progress being made would be beneficial. Peers were not aware of any national catalogue of the available technology.

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Technological Initiatives – Potential enablers

A clearly articulated vision for technology in policing which also sets clear

deliverables, outcomes and timeframes.

Common operational technological requirements and develop associated common

technical standards.

Engagement workshops with operational staff to better understand what their specific

technological requirements are.

Greater understanding and capability across forces to undertake business benefits

realisation scoping and evaluations in relation to technological initiatives.

Develop a national, standard IT platform for forces and a common customer platform.

Facilitate a knowledge sharing event on the public contact management programme.

A catalogue of available technological products and services for forces.

Cross Sector Initiatives - Conversation summary

Efficiencies from economies of scale, improved demand management and shared access to different expertise and professional skills were identified as potential benefits to be gained through cross sector initiatives. Examples include forces:

Working and co-locating with other public sector bodies in corporate service areas such as finance, HR, estates and procurement (e.g. Hampshire police, fire and county council).

Engaging in more joined up working practices such as fire service deployment to ‘concern for welfare’ incidents.

Working with the higher education sector extending to co-location of specific operational policing functions such as Cyber and Digital Intelligence and Investigation (e.g. Hampshire police and the University of Portsmouth).

Piloting place based integration with children’s welfare, adult services, mental health, fire and rescue and others (e.g. Greater Manchester Police).

Common challenges in relation to such initiatives include:

Improving understanding and ability to navigate different organisations and the related complexities and bureaucracy resulting in a lack of decision making.

Cross sector blue light collaboration initiatives can be blocked due to different pre-existing contracts, for instance, in relation to collaborating shared support services when one partner has moved to outsourcing but the other has not.

A lack of evidence in relation to the actual benefits being realised and understanding the requirement for which services should be collaborated.

Tension between economies of scale efficiencies versus maintaining/improving service delivery levels.

Organisations ‘positioning’ and presenting cultural barriers to changing business processes.

Finding and agreeing a common language for service delivery. Moving from a position whereby initiatives based on relationships and personalities

which are not practical and sustainable, to a long term trusting and collaborative arrangement that provides public value.

Cross Sector Initiatives - Gap analysis

Delegates felt it would be useful if the police sector had a strategy or adopted a consistent approach for police engagement in cross sector initiatives. They are looking for training and support to help forces lead more powerful, effective and efficient partnerships in such areas as contract negotiations and management, influencing and engaging reluctant partners and advice on setting up companies and social enterprises.

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To support knowledge sharing and more educated and intelligent decision making, forces would welcome guidance and resources about what works and what does not work in cross sector initiatives. This might cover making decisions about police/fire collaborations as opposed to wider cross sector initiatives or other alternatives and the sharing of case studies of what good cross sector initiatives look like in practice. Pragmatically, this could be supported by a national online map/database populated by forces and sharing headlines about their collaborations and multi-agency partnerships. A national platform would add value by sharing knowledge and experience, helping to identify partnering opportunities and making decisions about who to partner with, and when.

With regard to income generation the question has also been posed if it would be beneficial to have a national discussion and guidance for forces with regard to corporate sponsorship for forces.

Cross Sector Initiatives – Potential enablers

A consistent approach for police engagement in cross sector initiatives.

National guidance and guiding principles for what works in cross sector initiatives.

Develop a national police partnerships database that includes cross sector initiatives,

collaborations and multi-agency partnerships.

Promote a national debate and produce guidance on corporate sponsorship for

forces.

Public Sector Multi Agency Partnerships - Conversation summary

As with cross sector initiatives, efficiencies through economies of scale, improved effectiveness through access to different expert skills and improved demand management were identified as potential benefits to be gained through public sector multi agency partnerships.

Learning from failures and encouraging transparency and openness between agencies was discussed. Peers felt that some of the more meaningful partnerships have been driven by previous service delivery failures. In some areas agencies have introduced consistent approaches including joint commissioning to involve all agencies at the specification stage and followed up by ongoing joint governance and monitoring arrangements. Other initiatives have included physical colocation and integration of police and local authority to support early action preventative services and command structures. Once established with two or three agencies and following positive evaluation results, this then opens the door to further extension of the agencies involved, for example with Project Arora in Nottinghamshire.

Concerns were discussed about whether the risks of entering into public sector multi agency partnerships have been adequately assessed. They particularly centre on issues of sustainability where in such a fragmented landscape:

Devolution and collaboration create strategic tensions that are often characterised by

the fragility of the political relationships upon which they are built.

Structures and budgets cause inward looking thinking and don’t incentivise partners

to ‘shrink together’.

There is an added layer of operational complexity through the various partners doing

things differently and with cultural, personality and political issues fuelling

organisational reluctance to move at the same rate.

Public Sector Multi Agency Partnerships - Gap analysis

Greater knowledge based on evidence and evaluation relating to public sector multi agency partnerships were discussed. Formal evaluations that include case studies on what is working in relation to integrating local teams are required to support joint learning, to

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understand the collective benefits and to know how best to pool budgets more effectively to drive further efficiency savings. It is acknowledged that it takes time to realise achievements, especially with regard to early intervention work, but are the foundations for this in place now as part of the demand work stream and is it being measured correctly? Peers discussed how partners could streamline governance and commissioning, explore and agree their roles and collectively develop and mature their business skills and commercial acumen.

Public Sector Multi Agency Partnerships – Potential enablers

Conduct formal evaluation to understand what works in relation to public sector multi

agency partnerships to support decision making and improve future approaches.

Next Steps Continuing our conversation

Now established as a professional network of service delivery transformation peers,

there is the opportunity for peers to develop as a professional community that can

collaborate and support transformation across policing.

To further facilitate those discussions, the APCC and College plan to hold a second

national sharing and learning event in July 2016. Feedback from the 9 March

roundtables event will help set the agenda and format.

In relation to the six subject areas that were not discussed at the roundtables event2,

the College has initiated discussions on the Service Delivery and Business

Transformation POLKA community.

The APCC and the College will review the enablers identified by peers. Thought will be given

to how closely the enablers align with the evidence about successful transformation and how

change impacts on organisational justice and the wellbeing of officers and staff.

Peers have indicated that they would like the opportunity to attend further knowledge sharing

events during 2016/17 to help forces and College members build capabilities in

organisational development, business change and service delivery transformation. As

appropriate, this will be done in partnership with other national policing stakeholders and the

outcomes of the knowledge sharing events will inform the work of the College of Policing and

the professional development of College members.

Contact us In relation to this report or this area of work, please send any queries or requests for further

information by email to Yvonne Burgess at ODFaculty@college.pnn.police.uk or by

telephone on 07789 878714.

2 People Skills and Knowledge, Wellbeing, Workforce Mix, Income Generation / Income Protection, Estate Rationalisation and Procurement Initiatives.

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Annex A - List of Participants Force/Organisation Name Job Title

Avon and Somerset Ayesha Giles Staff Officer to ACC

Avon and Somerset Louise Hutchison Senior HR Business Partner

Cambridgeshire OPCC Dorothy Gregson Chief Executive and Monitoring Officer

Cambridgeshire Brin Hodgskiss BCH Change Portfolio

Cheshire Janette McCormick Deputy Chief Constable

City of London Mairi Moore Change Manager – Force Reviews

City of London Pauline Weaver Head of Corporate Programme Management

Cleveland Graeme Slaughter Chief Finance Officer

Derbyshire Gary Knighton Assistant Chief Constable

Derbyshire Karl Smethem Chief Superintendent

Devon & Cornwall OPCC Lisa Vango Strategy & Planning Manager

Devon & Cornwall Paul Davies Head of Corporate Development

Dorset Jared Parkin Head of Business Change

Essex OPCC Greg Myddelton Assistant Director for Commissioning

Essex Wilson Kennedy Kent/Essex Collaboration Programme lead

Essex Claire Heath Public Contact Programme Lead

GMP Catherine Timmons Business Improvement Service Manager

Gwent Rhiannon Kirk Head of Change Programme

Gwent Karen Thomas Change Manager

Hampshire Terry Lowe Director of Change

Hampshire Rob Brind Staff Officer to Director of Change

Hertfordshire Simon Megicks Assistant Chief Constable

Hertfordshire Kerrie Ambrose Programme Manager

Humberside Paul Wainwright Strategy & Policy Manager

Humberside Justin Partridge Head of Corporate Development

Humberside Edward Cook Superintendent Operations

Kent Tom Richards Collaboration Lead

Lancashire OPCC Angela Harrison Director

Lancashire Ian Dawson Head of Corporate Development and Futures

Leicestershire Lucy Batchelor Change Team

Leicestershire Andrew Elliott Head of Business Change

Lincolnshire Julie Wilkins Head of Strategic Development

MPS Sarah Brader Head of Organisation Design and Architecture

MOPAC Dave Hays Head of OD, Workforce & Professional Standards

MOPAC Robin Merrett Head of Operational Oversight

Norfolk/Suffolk David Skevington C/Supt.

Norfolk/Suffolk Adrian Porter Challenge Team

North Yorkshire Police Richard Flint Head of Estates, Logistics and Technology

North Wales Simon Roscoe Head of Corporate Services

Nottinghamshire OPCC Daniel Howitt Head of Research and Information

Nottinghamshire John Posaner Change Team Programme

Nottinghamshire Steve Cartwright Change Team Programme Manager

South Yorkshire Paul McCurry Head of Business Change

South Yorkshire Rob Odell Head of Corporate Services

Staffordshire OPCC Ralph Butler Head of Transformation

Staffordshire Stephen Morrey Transformation Lead

Staffordshire Rebecca Crowther Organisational Development Manager

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Force/Organisation Name Job Title

Sussex Graeme Kyle Change Delivery Manager

Sussex Miles Ockwell Case Preparation

Thames Valley OPCC Anthony Stansfeld Police and Crime Commissioner

Thames Valley Catherine Hemmings Head of Priority Based Budgeting Programme

Thames Valley Andrew Boyd Head of Neighbourhood Policing & Partnerships

Warwickshire Karen Manners Deputy Chief Constable

West Mercia OPCC Andrew Champness Chief Executive Officer

West Mercia Gereint Stoneman StraDA Programme Director

West Yorkshire Scott Bisset Programme of Change

West Yorkshire Stephen Dodds Head of Programme of Change

Wiltshire OPCC Kieran Kilgallen Chief Executive Officer

Wiltshire Sarah Harding Head of People Services

Wiltshire Chris McMullin Head of Business Improvement

National Representation

Association of Police and Crime Commissioners

James Waters Research Policy Analyst

College of Policing Sharon Gernon-Booth Organisational Development (OD) Lead

College of Policing Max Sahota OD and International Faculty Lead

Home Office Matt Watts Senior Strategy Advisor

Lancashire Constabulary Andy Rhodes Chair of OD and International Professional Community

National Police Chiefs’ Council

Tim Metcalfe Chief of Staff

Police ICT Company Lynne Spiers Policy Manager