VIEWS: 1 PAGES: 11 POSTED ON: 11/11/2012
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: - -1- Managing People 6e687fab-606f-446a-bbcf-ab260e9f682a.doc 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 -2- Managing People 6e687fab-606f-446a-bbcf-ab260e9f682a.doc 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. -3- Managing People 6e687fab-606f-446a-bbcf-ab260e9f682a.doc 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. -4- Managing People 6e687fab-606f-446a-bbcf-ab260e9f682a.doc 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. -5- Managing People 6e687fab-606f-446a-bbcf-ab260e9f682a.doc 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. -6- Managing People 6e687fab-606f-446a-bbcf-ab260e9f682a.doc 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. -7- Managing People 6e687fab-606f-446a-bbcf-ab260e9f682a.doc 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 -8- Managing People 6e687fab-606f-446a-bbcf-ab260e9f682a.doc 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. -9- Managing People 6e687fab-606f-446a-bbcf-ab260e9f682a.doc 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. - 10 - Managing People 6e687fab-606f-446a-bbcf-ab260e9f682a.doc 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. - 11 - Managing People 6e687fab-606f-446a-bbcf-ab260e9f682a.doc
"Managing People Best Value review"