The College of Policing was formed from the National Policing Improvement Agency in December 2012 following its closedown. The Home Office and College Executive team saw the need for a change programme that fundamentally re-focussed what the College was in business to do and changed the structural make-up of the College. A more commercial approach was required to help the College become a more financially and operationally independent organisation that could attain chartered status.
What we did
DigitalFirst has played the pivotal role in supporting the design and delivery of the change programme. Our Directors held key roles – Andrew Rogers was overall Change Director whilst Stephen Gray was Commercial Director. We also provided consultancy leadership and delivery consultant capability across many major strands including Technology, Knowledge Management, Finance and Membership Services.
We created a Change Portfolio that is bringing about the required change as follows:
- Creation of Change Portfolio structure made up of 9 programmes: (5 Implementation Programmes – Target Operating Model/Business Process Redesign, Commercial, Membership, and the Knowledge, Research/Education design, Corporate Services. 4 enabling programmes – People and Culture, Estates, Technology, Finance).
- Appointment of programme managers for each of the programmes, selected because of their specific technical knowledge and change expertise.
- Engagement with the leadership to gain the necessary strategic direction that guides the change (vision, business objectives, strategic direction and purpose, budget parameters – affordability, consideration of commercial objectives).
- Analysis, scoping and development of a commercial strategy for the training and learning business, shared services and the organisation’s future company status. We also have advised on how to develop a coherent digital strategy to move forward its e-learning capabilities and make use of web-app technology services.
- Financial modelling to understand the College’s commercial strategy and membership fee structures.
What we achieved
In delivering this complex transformation we have achieved the following outcomes, we have:
- Established an operating model to deliver the vision
- Begun to develop a College culture that delivers a more outcome focused and public/customer orientated organisation
- Commercial strategy and operational road map to take forward the College’s business development and membership
- Developed a Digital delivery map
The College leadership team and the College Board needed strong coaching and challenge to understand the benefits of delivering a commercially viable business model . DigitalFirst helped facilitate robust discussions and challenge to move this agenda forward and move the corporate mindset from its reliance on the current grant in aid funding model. The Home Office have positively endorsed DigitalFirst’s thinking and have laid down a clear challenge to fully implement the commercial strategy and new income targets so the College will be in a strong place to deliver operational and financial independence.Back to Our Work