In recent years the only constant has been change and nowhere is this truer than in the public sector. Reviews, restructures and reform have been the buzz words of the past five years and understandably there is a certain amount of change fatigue. Change is unsettling and often means long stretches of uncertainty for staff and managers alike.
Dan Steadman, Chief Executive of Dorset Police & Crime Commissioner, has experienced the many challenges of change: “Having been at the forefront of one of the biggest changes to policing in the past century, the introduction of Police & Crime Commissioners (PCCs), I have seen firsthand how uncertainty can take hold, dent confidence and have the potential to create a culture of fear.
“One of the best ways to tackle these feelings and fears is head on and with openness and transparency and with interested stakeholders. Creating a positive atmosphere of constant preparedness and therefore readiness for what the future may hold helps staff feel empowered and in charge of their own destiny, fostering innovation and empowerment. There was a period of almost two years of political and practical uncertainty before the arrival of the first PCCs and around the country there were a number of approaches taken to the impending change. Instead of simply holding the fort until the PCC arrived we made a decision to take a pro-active and considered lead in our approach. As a direct result of this approach, the PCC could commence their new role and immediately be equipped and supported to be effective knowing that their statutory duties were being fulfilled and that the team they inherited were forward-thinking, innovative, experienced and ready to flexibly deliver in the new world they were now working in.”
Much like the introduction of Police & Crime Commissioners, for CRCs (Community Rehabilitation Companies) being prepared is an important part of ensuring staff and the organisation are fit for the future. Derbyshire, Lincolnshire, Nottinghamshire and Rutland (DLNR) CRC are an example of a CRC that is leading the way and facing the future head on. Through the strong leadership of their CEO, Jo Mead, they are taking steps to ensure they are prepared, in particular with the requirement to have ISO 27001: 2013 accreditation (ISO 27000 is a group of standards that helps organisations keep information assets secure). Richard Angrave, DLNR CRC Assistant Chief Executive, recognised that in order to ensure full accreditation as quickly and painlessly as possible (there are 130 activities that need to be fulfilled and demonstrated to the auditors) they were going to have to act now and not wait until the new owners were in place.
Looking forward is always important and is something the public sector has been slow to do. DLNR, are one of a number of organisations determined to present themselves as a ready-to-go, fresh-thinking and prepared organisation with all the necessary requirements in place for their new owners to shape as they see fit. By using a purpose-built software solution they will be able to streamline their work from across a large geographical area and with a number of people who were previously working in separate organisations. This will ensure they meet all the requirements needed in an efficient and manageable way.
In conclusion, Dan Steadman says: “Who can afford to sit back and wait for things to happen? We must all strive to lead not follow, in order to face the challenges of the future because the landscape is constantly changing.”