Essex Police & Kent Police Support Services Directorate: A Plan on a Page Mark Gilmartin Friday, 27 June 2014

Essex & Kent collaboration – high level chronology 2006/072007/082008/092009/102010/112011/122012/132013/14 Compulsory Force merger proposals withdrawn Kent & Essex business case (1) Serious Crime Directorate National stimulus for police collaboration agenda Kent & Essex business case (2) IT Directorate May 2010 Coalition Government Police Reform & Social responsibility Act 2011 Nov 2012 PCC Elections New recalibrated MTFS (x2) Unified Support Services Directorate Kent & Essex business case (3) Support Services Directorate Stage 2 Transfer – PCC & Chief Constable IT added to SSD

The Essex – Kent shared services concept (1) Kent Essex 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.

The Essex – Kent collaboration – scale, size & scope the numbers – Gross Expenditure 2014/15 POA Heading Anticipated Gross Expenditure for collaboration in 2014/15 Overall Total Kent £ (M) Essex £ (M) Kent & Essex £(M) Serious & Organised Crime (includes intelligence analysis & threat assessment) Support Services: Finance Human Resources Business Services * Procurement Estates/Central Building Costs Fleet Information Communication Technology 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) Essex (FTE) Overall Total PSEPolice Officer PSEPolice Officer Kent & Essex (FTE) Serious & Organised Crime Support Services: Finance Human Resources * Business Services Procurement Estates Services7815 Transport46 92 IT Services Total for Support Services Overall Total * Does not include Student Constables – Kent = 146; Essex = 79

The Essex – Kent shared services concept (2) Governance models © CIPFA 2011

Source: The Essex – Kent shared services concept (3) Business case rationale

The national scene – benchmarking

The Support Services Directorate Plan on a Page (1) 3.3 Deliver excellent customer service across everything we do 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. 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 3.2 Make and enable organisational savings, including reducing our cost base 3.1 Provide services that range from tailored expert advice to lean and efficient transactional services 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 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 2.1 Engage and communicate effectively with our customers, understand their needs, manage expectations and ensure compliance with processes and standards 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 cross- functional working 1.4 Invest in our people, professionalise our service, and promote professional development 1.1 Engage and communicate with our people Put in place strong communication infrastructure to ensure everyone is informed and understood. The outcomes we aim to deliver: Our internal business priorities that will ensure we deliver our outcomes: The foundation of our success are our people: 2.3 Continuously benchmark and compare ourselves to evaluate and improve our performance Why we are here:

Business Plan - Plan on a Page (2)

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 (3): Personal reflections

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 –