Change Management
Organisations deliver their products and services in an increasingly complex, unstable and fast-paced world. In fact it is often said that change is the only constant in organisational life! Over the years, organisations have learned through bitter experience that the best way of managing difficult change is through programme and project management.
IWI Associates has a wealth of practical experience in helping clients make a success of change. Our consultants have formal qualifications in the leading methodologies – PRINCE 2 and MSP – and an excellent track record of assignments.
Assignment Examples
2010 – ‘Critical Friend’ – Avon and Somerset Criminal Justice Board
Appointed as a ‘critical friend’ to review the efficiency and effectiveness of first hearings in the Bristol and Taunton Magistrates Courts. The role involved comparative in-Court observations at two Magistrates and discussions with the police, Crown Prosecution Service, defence community, Probation Service, HM Court Service staff and magistrates. The report and recommendations for improvements were fully accepted by the Board.
2010 – Special Operations Unit – Eastern Region Police Forces
Appointed to project manage the creation of a Special Operations Unit for the six police forces in the Eastern Region. The new unit brigaded various specialisms to enhance the region’s ability to tackle serious and organised crime. The project was managed using the PRINCE 2 methodology and the role involved formal initiation, stakeholder engagement and oversight of ongoing delivery against the project plan.
2010 – 'Critical Friend' – Hampshire and the Isle of Wight Criminal Justice Board
Appointed as a ‘critical friend’ to conduct a comparative review of the efficiency and effectiveness of first hearings in three of the Magistrates Courts in Hampshire and the Isle of Wight. The role involved Court observations and discussions with the police, Crown Prosecution Service, defence community, Probation Service, HM Court Service staff and magistrates. A detailed analysis was presented to the Board in February 2010 and the twenty recommendations for improvements were all accepted by the various agencies involved.
2009 – Voice UK – Independent External Evaluation of Service Delivery
Appointed as ‘critical friend’ to undertake an independent external evaluation of the services offered by Voice UK, the national charity which promotes justice for people with learning difficulties who have experienced crime or abuse. The evaluation acted as the catalyst for improvement changes and included design work, surveying service users, interviewing key stakeholders, reporting and recommending changes to the Chief Executive and Trustees.
2008 to 2009 – Area Reform Programme – Hertfordshire Constabulary
Appointed to advise and support a programme of organisational change projects to improve performance and generate substantial reinvestment and efficiency savings over the financial years 2009/11. The role involved co-ordinating the programme’s management products, advising the Business Change Manager and Programme Manager, project managing some of the projects and coaching the other managers of the individual projects within the programme portfolio.
2007 to 2009 – CJSSS (Criminal Justice Simple, Speedy, Summary) Implementation – Hertfordshire Criminal Justice Area
Appointed to the programme assurance role for the implementation of CJSSS across Hertfordshire. This was a multi-faceted change management role working with the police, Crown Prosecution Service, Probation Service and HM Court Service staff and magistrates. The work included training staff, coaching the programme manager, assuring documentation, advising the Programme Board and undertaking Court observations to evaluate the implementation. The role also involved working with the Hertfordshire Constabulary’s wider Criminal Justice Review Project to advise on research methodology and analysis of the findings. Subsequent ‘critical friend’ work involved ongoing observations of CJSSS Courts and giving feedback to all the agencies involved.
2006 to 2007 –Custody and Case Preparation Systems Upgrades – City of London Police
Appointed to project manage from the client side the upgrades of two core police business applications provided under a managed service by SunGard Vivista Ltd. The project was managed following the PRINCE2 methodology and required careful liaison with the client, the user community, the supplier and the Police IT Organisation. The project involved enabling works, hardware installations, software upgrades, business process changes and training.
2005 to 2006 – Force Re-Calibration Project – Hertfordshire Constabulary
Appointed to project manage the implementation of 90 recommendations to ‘re-calibrate’ the service delivery and organisation of the Force. The key deliverables involved an improved match between demands for service and the availability of staff; the professionalisation of various policing roles; the creation of roles to service new demand; and linked support services. The project was managed following the principles of PRINCE2. The role involved working with a central police project team and implementation co-ordinators in the Basic Command Units; reporting to a Project Board and Steering Group. The required changes were successfully implemented between January and June 2006.
2005 to 2007 – IMPACT/MoPI Project – City of London Police
Appointed to project manage the in-force implementation of the recommendations of the Bichard inquiry into the Soham murders as part of the National IMPACT programme. The project was managed following the PRINCE2 methodology. Key deliverables were various technical infrastructure developments; eight software products (including a force ETL architecture and the IMPACT Nominal Index); data quality work; and the development of policy and plans to comply with the Management of Police Information (MoPI) standards. The role involved leading the project team, liaison with force senior managers and the national programme, financial management, managing sub-contractors and overseeing all project documentation. Having delivered the technical products and achieved full compliance with MoPI Phase One, IWI handed over the longer term MoPI work to the new Force Information Management Department.
2003 to 2005 – Investigator Training for IPCC and OPONI – Institute of Criminal Justice Studies, University of Portsmouth
Appointed to project manage the design, development and delivery of investigator training to the Commissioners, Senior Investigators and Investigators of the new Independent Police Complaints Commission of England and Wales and to the Investigators of the Police Ombudsman for Northern Ireland. This was a project of national significance. The role involved complex and challenging external partnerships, liaison with sub-contractors and suppliers and with distinguished academic staff from several universities. The work required the design and development of three programmes comprising a total of 25 training modules and their delivery to eight cohorts of staff from the two organisations. The work also involved the accreditation of pathways for investigators into higher education. IWI co-ordinated the Joint Quality Board involving senior staff from all three partners. The programmes were successfully delivered over two years and the clients are fully satisfied with the performance of their staff in the work place.
2002 to 2003 – Departmental Expansion Project – Institute of Criminal Justice Studies, University of Portsmouth
Appointed to project manage the design, development, staffing and delivery planning of a higher education degree course for trainee probation officers employed by the four Regions of the National Probation Service. This was a substantial organisational change project involving external partnerships and requiring the appointment of 19 staff, accommodation moves, the writing of 21 course units, the development of a complex delivery infrastructure and associated quality assurance work. The project was managed using PRINCE2 and the work was all completed in time for the delivery of the new degree from October 2003.