Andy Humphreys Director of Performance & Service Delivery

1. Building Capacity for Public Sector Reform Andy Humphreys Director of Performance & Service Delivery

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

3. Building Capacity for Public Sector Reform ‘Systems thinking - An illness identified’ Andy Humphreys Director of Performance & Service Delivery

4. Building Capacity for Public Sector Reform ‘Systems thinking – Used and abused’ Andy Humphreys Director of Performance & Service Delivery

5. Total Systems Intervention in Strategic Planning North Yorkshire Police 1994

6. 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

7. 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

8. Total Systems Intervention Creativity Phase – • Create a ‘metaphor picture’ • Identify Dominant metaphors [Organism/Brain] • Identify Dependant metaphors [Culture/political]

9. Quotes from creativity interviews using metaphor analysis • “Autocratic decision making has been replaced by democratic bureaucracy” • “I rely on someone to tell me about strategy, so far no one has” • I don’t think the top corridor recognises anything we feedback to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”

10. 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”

11. 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]

12. 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

13. 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

14. 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

15. Boundary & Structure Review North Yorkshire Police 1998

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

17. 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

18. 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

19. 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”

20. 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”

21. 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’

22. 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

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

24. Current Challenges • Internal Business Re-organisation • Developing the National Centre for Policing Excellence

25. Building Capacity for Public Sector Reform Andy Humphreys Director of Performance & Service Delivery

27. Total Systems Intervention

28. 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

29. 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