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					                        Executive Summary

           Managing People Best Value Review


1.   INTRODUCTION

     This report outlines the main findings of the Best Value Review of Managing
     People undertaken between April and December 2001. A comprehensive
     report, describing the detailed Review methods and full findings is available,
     upon request, through the Surrey Police Authority.



2.   REVIEW METHOD

     A process-based review was conducted following the method outlined below:




     Work done during Stages 1 to 3 is outlined in this Executive Summary. Work
     to implement the recommendations from this Review will be undertaken
     during the ‘response cycle’ in the latter Stages 4 to 7. A more detailed
     methodology of Stages 1 to 3 is shown overleaf: -




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The scope of this Review encompassed the way Surrey Police manages
people, including those in full or part-time paid employment (police officers
and civilians), as well volunteers (Special Constabulary and support roles such
CCTV and front counter). The Review examined the internal workings of
Surrey Police rather than an external ‘operational process’ involving direct
service delivery to the customer. The terms of reference for the Review are
attached in Annexe 1.


Consultation. The Force has a developing programme to seek staff opinions
through various methods of consultation, and will continue to do so in the
future. Consultation for this Review relied mainly on the results of two staff
surveys conducted in August 2000 and September 2001. Additionally, there
was specific consultation undertaken in the form of exit interviews with staff
who had left Surrey Police.


Work-study examined current and planned working practices within Surrey
Police through a mixture of structured interviews and desktop research of
policies and procedures. Research was also undertaken to examine the




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     leadership and culture of the organisation and to identify trends and patterns
     with recruitment and retention.


     Costings were applied to the process of managing people by considering the
     overall cost of the management structure as well as more detailed costings of
     some specific aspects of managing people such as training and recruiting. An
     overview of these costs, as well as the cost to undertake this Review is
     provided at the end of this executive summary.


     Benchmarking was undertaken using national Best Value Performance
     Indicators. These enabled us to compare our performance with other police
     forces nationally in areas such as sickness absence, complaint resolution and
     the proportion of minority ethnic and female staff.


     Assessment was carried out through use of information gathered by divisions
     and departments using the nationally recognised Excellence Model.
     Additionally structured interviews were undertaken with key individuals to
     establish strengths and weaknesses.


     Full compliance with the Local Government Act 1999 and attached guidance
     (to challenge compare, consult and compete) was formally checked against the
     four 'Cs' through application of challenge and competition ‘matrices’ designed
     as part of the Best Value methodology.




3.   MAIN FINDINGS AND RECOMMENDATIONS

     The Review revealed a number of issues, many of which had already been
     recognised by the senior team in Human Resources Department, headed up by
     a new and very competent HR Director. This Executive Summary highlights
     the key issues and proposed recommendations. These have been considered in
     the context of the strategic change programme, which is currently being
     undertaken within the Force, in order that any agreed improvement plans are
     complimentary to the 'Staying Ahead' programme.



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       The findings and recommendations are grouped within four main areas, which
       had been identified as the main focus for the Review: -


         Leadership        Culture     Staff Deployment           Training & Development




3.1.   LEADERSHIP


Areas of good performance
       The Review found that: -
           o The Force has many committed and competent individuals at all levels
             that are keen to provide strong and positive leadership.
           o The Force has identified this and already working on the lack of clarity
             in what is expected of its leaders, not only in operational ‘front-line’
             roles, but also in the managerial support functions such as improving
             staff performance and appraisal.


Recommended areas for improvement



        ISSUES                        RECOMMENDATIONS TO IMPROVE

   Despite the high        1.    The Force clearly determines and communicates
    ideals of the ‘Lead’         the style, skills and abilities required of its leaders
    programme there              and managers at all levels.
    is still a lack of
    clarity in what is      2.    The Force introduces development and monitoring
    expected          of         programmes for leaders and managers to ensure
    leaders         and          that they are effectively trained and cognisant of
    managers     within          the role they are required to perform.
    the organisation.
                            3.    The Force develops and applies supporting systems
                                 to ensure that the role required of leaders and
                                 managers is regularly reviewed and communicated
                                 in the context of Force strategy.

                            4.    That the Force develops and applies systems to
                                 identify, value and recognise good leaders and
                                 managers and to address under-performance so as
                                 to provide positive role models for others.



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3.2.   CULTURE


Areas of good performance
    The Review found that: -
           o The Force has a strong culture developed over many years. This has
             the potential to be of real value to enhanced performance if
             appropriately managed.
           o The Force has already identified the importance of a positive culture. It
             has begun to define and building on the positive aspects and address
             the negative.

Recommended areas for improvement



              ISSUES                      RECOMMENDATIONS TO IMPROVE

   Culture is an integral and 5. The Force continue its work with
    important part of organisational cultural mapping and develop systems
    well-being.    It     enhances   to monitor cultural change on an
    performance, and must be         ongoing basis
    effectively managed to avoid
    destructive influence within 6. The Force should develop and apply
    strategic change.                practical methods to influence culture.
                                     This will enhance the positive and
   The staff survey undertaken in   address the negative aspects that
    August 2000 identified a         impact on organisational performance.
    weakness in the psychological
    contracts between members of
    staff and the Force.



3.3.   STAFF DEPLOYMENT


Areas of good performance
    The Review found that: -
           o The Force is in the process of implementing a new Human Resource
             Strategy developed in the context of the strategic change programme.
           o The Human Resources department is being restructured in order to
             provide a more streamlined and professional support service to the rest
             of the Force.
           o The Force is committed to the national programme for collecting and
             managing information in relation to its human resources (NSPIS) with
             work already advanced in this area.



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Recommended areas for improvement



           ISSUES                        RECOMMENDATIONS TO IMPROVE

   There is a lack of coherent     7.   To continue with developing and applying
    data available within the            systems to facilitate collection, co-
    Force to facilitate the              ordination, monitoring and effective use
    effective management of              of information relating to its staff.
    human resources

   The force is currently 8.            That exit interviews are undertaken of
    experiencing         increasing      each member of staff who leaves
    levels of turnover of both           voluntarily. A system is put in place to
    police and civilian staff.           ensure that the information gathered is
                                         used to inform improvements within the
                                         relevant areas.

   Although much work has 9.            To evaluate the effectiveness of the
    been done to date to                 improvements made to date by monitoring
    improve working conditions.          the uptake, success, cost and impact of
    These have yet to be                 the various schemes and benefits that
    evaluated in terms of their          have    been     introduced    on staff
    effectiveness in retaining           satisfaction and turnover levels.
    staff.

The Review was unable to 10. To build a data collection system enabling
establish whether the Human    appropriate comparisons to be made and
Resources function is able to  effective competition to be tested.
provide ‘best value’. This was
due to the lack of available
data.


3.4.   TRAINING AND DEVELOPMENT

Areas of good performance

   The Review found that: -

          o At a strategic level the Force is able to effectively prioritise its training
            requirements.
          o The Force has successfully recruited and trained a high volume of
            police officers following the boundaries change in April 2000. It is
            recognised that this has, by necessity, impacted upon the ability of the
            Force to deliver other aspects of training.
          o The Force has introduced a new appraisal system for all staff.



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Recommended areas for improvement



            ISSUES                     RECOMMENDATIONS TO IMPROVE

   Although some training needs    11. The Force should establish systems to
    analysis is done, there             ensure that organisational and individual
    appears to be no formal             training needs are effectively identified
    system in place to ensure           and prioritised in line with strategy
    that     organisational  and        business outcomes.
    individual requirements are
    being met.

   Not all training is directly    12. The Force needs to ensure that the
    linked to Force business plan      relevance, purpose and method of
    and improved performance.          training are considered in the context of
                                       Force Strategy, and that its delivery will
                                       enhance organisational performance.

   There is little or no           13. That the Force as a matter of priority
    evaluation of training that        evaluates the effectiveness of its
    takes place. As a result the       current    training   programmes,      and
    effect training received on        ensures that future training programmes
    either organisational aims or      have evaluation stages incorporated
    workplace performance are          during the design and delivery stages.
    unknown

   The     provision  of   most    14. That the Force continues work with the
    training is not costed either      National Costing Model for training in
    at the design stage, or when       order that it can effectively cost its own
    delivered.                         training programmes, as well as make
                                       effective comparisons with those in
                                       other forces and organisations.

   There are differences in the    15. That the Force reviews the way job
    way civilian and police staff      descriptions are designed and evaluated
    are able to develop into           to ensure that its civilian staff have
    different roles within the         opportunity for lateral and vertical
    organisation.                      career progression.




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4.    COSTING


Total cost of Best Value Review
      The total cost to undertake this review was approximately £40,000.


      This figure represents staff costs of those involved with the review. A small
      amount of administrative costs such as mileage, venue hire and printing were
      also included.


Total cost of ‘Managing People’
      It proved somewhat difficult to produce a realistic and tangible figure for the
      ‘process’ of managing people. In any service organisation, a substantial
      proportion of the cost will directly relate to employing people. Surrey Police is
      no different with approximately 87% (£106m) of the net revenue of £122m
      attributed to people costs, either directly or indirectly. As a result, the
      effectiveness or otherwise of managing people can have a significant impact
      on the budget, particularly in the costs of recruiting and training new staff.


      In view of this, various methods were adopted within the review to establish
      the costs incurred through managing people. These included costs such as
      training, recruitment, welfare and sickness.


      Although not directly attributable to the way people are managed, there are
      clear links between the style of leadership and issues such as staff turnover or
      sickness. Whilst it is difficult to directly cost such areas, improving them
      through effective leadership is ultimately will save money and make Surrey
      Police a more competitive and attractive employer, something which is
      fundamental to the ‘Staying Ahead’ strategy.




5.    BENCHMARKING

      The performance of Surrey Police is assessed against a number of Best Value
      Performance Indicators, some of which are relevant to how it manages its


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     people. The performance indicators are published annually and provide
     opportunity for Surrey Police to make comparisons of its performance against
     the other police forces across England and Wales. A discussion around each of
     the indicators is included in the final report.




6.   CONCLUSIONS


     The senior management team and Surrey Police Authority are keen to aspire to
     Surrey Police becoming the 'Employer of Choice'. Over the last twelve months
     much positive work has been undertaken to improve the working environment
     for members of Surrey Police, as well as providing additional benefits for both
     police officers and civilian staff. There is clearly a demonstrable commitment
     towards making Surrey Police an attractive and competitive employer.


     This work has been undertaken against a backdrop of far-reaching and
     fundamental change to the way Surrey Police delivers policing services to the
     local community, and understandably there has been and still is a climate of
     uncertainty and apprehension.


     The focus of the Best Value Review was in four specific areas: leadership,
     culture, staff deployment and training & development. The issues arising as a
     result of the research have been loosely banded within these four categories.


     In reality, the issues and resultant recommendations are inextricably linked
     and interdependent. It was therefore relatively easy to highlight three key areas
     for the force to concentrate its efforts: -


     Leadership      There is a need for improved leadership with clear and
                     consistent direction being provided to all members of the
                     organisation and should not be viewed as a requirement
                     exclusive for police officers in operational roles.




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Culture      The organisational culture has a strong positive aspect
             providing a 'can do' approach to achieving goals. There is,
             however, another aspect that perpetuates negativity and a
             resistance to change through an 'us and them' perception
             between senior management and the rank and file. Proactive
             work needs to be done to address the negative aspects of the
             culture, and the Managing Communication Best Value Review
             should revisit this area in due course.


Deployment The existing situation with data and systems means that it is
             difficult to know what staff are where, what skills they possess
             and what skills they will require in the future. As a result
             personal development for individuals is somewhat ad hoc and,
             at an organisational level, the ability to deploy staff to best
             effect or plan for future needs becomes an extremely frustrating
             task. The force will be introducing a new computer system in
             2002 which will assist, but will need to ensure that supporting
             systems are in place to enable information to be gathered,
             entered and weeded appropriately.




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                                                                                 Annexe 1

      Managing People Review - Terms of Reference

                     Goal: 'To be the employer of choice'

                               Objective of the Review

This Review will look at how Surrey Police manages its staff, whether they are police
or civilian, full-time or part time, paid or voluntary.

The Review will be placed into the context of the strategic change programme, the
move to targeted Neighbourhood Policing and ongoing development of the Human
Resources strategy, structure and systems.

                                   Major processes

In order to achieve the objective, the Review will focus on two major areas: -

1. Structural Factors

   Challenges exist due to there being a young, inexperienced workforce. Training &
    Development, Leadership and Staff Deployment will be the main areas addressed.

2. Culture

   Changing from a reactive to a proactive environment.
   Enabling Surrey Police to be a competitive and attractive employer.
   Making Surrey Police an intelligent organisation able to sustain the new
    operational policing model.


                                    Consultation

As there has already been fairly wide consultation of staff in recent months, there is
unlikely to be a similar exercise undertaken. Any consultation will be done in specific
areas and with specific customers as required during the Review.


                                   Benchmarking

As areas of strength and potential areas for development are highlighted,
benchmarking will be used as a tool to assist this process. Additionally, the
ACPO/APA national Best Value Review will be used as a benchmark for training.




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