Current Status

To deliver the changes of approach and improvements in the change function requires a whole system approach and has been branded ‘Transforming Change’. The improvements are interdependent and summarised in the following model with additional detail and deliverables provided below:

Vision – making sure everything we do aligns to the Police Scotland Vision & prioritising those that deliver most value.
• Development of a new roadmap incorporating all change across Police Scotland, not just change managed activity.
• Identification and mapping of how each initiative delivers on the vision pillars of Safer Communities, Less Crime, Supported Victims and Thriving Workforce.
• Prioritisation approach outlining effort and evaluating impact against each vision pillar.

People – managing our resources and developing our people in partnership with enabling teams and police officers.
• Shift from a prevalence of temporary contracts and short-term renewals to a more permanent, reliable, and delivery-focused resource model.
• Transition from a centralised change function managing all resource requests to departments managing their own requests, with central oversight.
• Move from standardised resourcing approaches to customised, journey-based resourcing tailored to each project or programme.
• Build change capability within the function.

Structure – a fit for purpose integrated structure with increased change management expertise.
• With a focus on supporting change capability and simplification, a consultation process is underway to review the existing structure of the change function.
• Future structure that is flexible and works collaboratively, with the right mix of officers and staff.

Process – proportionate governance and delivery processes designed to drive change forward.
• Introduction of a ‘front door’ work reception group and process ensuring all initiatives in Police Scotland are prioritised in a standardised way.
• Support for business-led change initiatives with proportionate governance arrangements.
• Transformation resource allocation based on priorities and needs.

Benefits – achieving and managing our benefits and recognising all benefits that support the people of Scotland.
• A refreshed benefits realisation process aligned to delivery of Vision 2030 to ensure measurable value for change activity.
• Proportionate quantitative and qualitative evaluation of benefits including the use of case studies to illustrate benefit journeys across change initiatives.
• Alignment to ‘front door’ work reception with a direct link to benefits evaluation and review and a further link to Front Line Policing to ensure capacity savings are realised.

Culture
All work streams above will be developed through cultural principles (our way of working within the Transformation Team) of:
• Making everything simple and accessible
• Working collaboratively
• Removing barriers and blockers
• Being positive and supportive
• Connecting the dots