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Embedded change support for a major UK police force

Defence & Security

What was the challenge?

A major police force in the UK needed to improve their use of data for precision policing. Their programme aimed to: 

• Drive evidence-based resourcing and tasking decisions.
• Provide the right technology and tools, so everyone can access the data they need.
• Ensure staff and officers have the right data skills for their role.
• Use data relentlessly in efficient, ethical, and legal ways.

How did we help?

We provided strategic change management oversight, guidance and delivery from the creation of the programme, working closely alongside staff, officers, and various third-party organisations.  

Key activities to date have included:

Stakeholder assessment, management, and engagement:
Working with the SRO and Management Board to identify, map, and ‘person mark’ key internal and external stakeholders – recognising the complex stakeholder landscape, and a nuanced approach needed to different groups.

Change impact assessment:
Developed an iterative change impact assessment for each project, creating a programme-level change heatmap, and identifying change ‘hotspots’. Aligned with the Business Change team to ensure impacts across other programmes are sequenced and groups are not ‘oversaturated’, to mitigate operational risk.

Resource planning:
Forecasted change, comms, and engagement resource requirements, based on the findings of the change impact assessment and programme plan.

Communications approach, plan, and delivery:
Developed a comprehensive comms and engagement approach, delivering the right message, to the right people, at the right time, through the right channel (e.g., mobilising an ‘Officer Engagement Group’ and ‘Senior Reference Group’).  

What was the impact?

Our work has resulted in:

  • A clear understanding of the holistic change impact of the programme, and the resource forecast required to deliver the change successfully.  
  • An engaged group of priority stakeholders, who receive consistent messaging on the purpose and progress of the programme through relevant channels.
  • Extensive engagement with key stakeholders, with over 50 engagement briefings carried out with internal leaders and external bodies, promoting the Programme, seeking external advice, and generating buy-in.  
  • Close alignment and connection to other change activity, and recognition of the enterprise-wide change impacting the organisation.  
  • Project and Programme Manager(s) supported with SME input and advice on successful change delivery.

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