Delivering a world-class Transformation Directorate at the MPS
Penny Chalton, Thomas Coleman | 22 June 2017

2
1. The Deloitte Approach 3
2. Client Case Study 4
3. Q&A 12
Contents

Benefits Management: The Deloitte Approach
Enablers Approach Pillars of Success
5 iterative steps that any organisation
seeking to realise benefits should
undertake
Benefit
Realisation Benefits
Identification
& Mapping
Benefit
Profiling
Benefit
Planning
Benefit
Monitoring
and Review
Our
Approach
Monitor
Tracking the
progress of the
realisation plan,
capture actual
measurements
of the benefits
and take any
corrective
actions if
required
Building a culture of benefits
realisation
Effective communications to support
a benefits-driven change culture
Accurate Management
Information
Dashboard reporting on benefits to
drive effective decision making
Robust Governance
A robust governance model for
benefits, driving ownership and
accountability
Track record of delivering results.
We have worked with organisations across
industries to drive improvements to their
benefits management capability.
Understanding of the challenges to
benefit realisation.
Our SMEs have vast experience bringing
stakeholders together to deliver and realise
benefits.
In-house tools. We can recommend and
implement in-house and commercial tools
to support organisations at each stage of
the benefits management approach.
End-to-end expertise.
We instil a benefits focus through all parts
of the transformation journey, from design
to implementation to transition.
Realisation
Embedding and
achieving the
target
measurement of
change
Identification & Mapping
Identify benefits and
relationships with the
strategic objectives then
map them on a single
page diagram
Profiling
Capture key
management
information such
as baselines,
targets, owners
and enablers
Planning
Outline the required activities, roles and
responsibilities, and timelines involved in
realising the benefits
Benefits management is the structured approach to maximising positive business outcomes for an organisation as a result
of change. It is fundamental to effective programme management and measuring the value of your change portfolio.

4
Client case study
Metropolitan Police Service – Delivering a world-class
Transformation Directorate.
Changing nature of crime and growing
demand
Population growth and demographic
change
Changing customer demands, e.g.
digital access and social media
Ageing IT infrastructure
Adoption of more efficient ways of
working
Vision: to make London the safest
global city
Drivers of change

5
Context
To deliver its vision of making London the safest global city we are working in
partnership with the MPS to establish a permanent, world-class Transformation
Directorate that will deliver an ambitious portfolio of twelve transformation
programmes known as One Met Model (OMM) 2020.
In the news…
Key areas of
transformation
Shifting demand to
more cost-effective
channels through
increasing use of
digital services Enhanced management
of information to better
tackle threat, risk and
harm, particularly to
vulnerable people
Transformation of local
policing, specialist
investigation and
intelligence models
Investment in new
technology, including
Body Worn Video,
tablets and core IT
Modernising the
workforce through
alternate career
pathways and direct
entry
Estate rationalisation
and agile ways of
working
Enhancing armed
policing capability

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Deloitte’s support
Establishing a permanent, world-class Transformation Directorate
The Transformation Directorate
Portfolio Office
• Portfolio prioritisation
and analysis
• Portfolio Benefits
management
• Portfolio Risk
management
• Portfolio Planning
• Resource management
• Portfolio reporting and
governance
• Programme guidance
and specialist resources
• Programme assurance
Programme Delivery
• Programme
Management
• Project Management
• Programme & Project
planning
• Programme & Project
governance
• Programme & Project
risk management
• Programme & project
resource planning
• Programme & project
benefits management
Integrated Design and
Delivery
• Design assurance at an
enterprise level in the
Met
• Analytical support,
design and
development support
and advice
• Design standards and
change control
• Maintains links
between business and
technology
Ongoing support to programmes across these areas
Business Change
Management
• OMM 2020 Business
Change Framework
• Programme business
change advice,
guidance and
assurance
• Portfolio business
change plan alignment
• Stakeholder
management tools
• Facilitate access to
local change networks
and other business
change enablers

7
The Challenge
Setting up a world-class benefits management capability to support
delivery of the OMM 2020 portfolio.
Initial challenges:
• Low understanding of and buy-in to benefits
management across the organisation and in the
transformation portfolio
• No single framework for managing benefits in the
portfolio
• Benefits in business cases were often loosely defined
• Focus on financial, cashable benefits at the expense
of non-financial benefits
• Benefits not baselined or profiled
• Lack of detailed planning to understand the enabling
activities required to realise benefits
• Roles and responsibilities for measuring, tracking and
realising benefits had not been defined
• Requirement to establish the benefits management
function and processes while supporting the
programmes in identifying their benefits
• Instances of unclear allocation of benefits across
programmes and potential double counting

8
Our approach
Our approach consisted of three parallel strands of work.
Establish portfolio
benefits management
framework
Launch and
communicate
Define governance
of benefits
management
Support portfolio
analysis
1. Build portfolio office benefits management function
2. Support the programmes
Facilitate benefit mapping workshops
Provide guidance and templates for benefit
profiling, realisation plans and tracking
On-going assurance and challenge of business cases, benefit profiles and plans
On-going coaching and support to MPS colleagues on benefits management best practice, and recruitment of
new team members
3. Capability building

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What makes this engagement interesting…
…working with senior police
officers to define the
measures that will
demonstrate successful
delivery of their programme
benefits
…understanding the metrics the
MPS use to monitor performance,
and incorporating benefits
management into BAU performance
management
…collaborating with MOPAC
officials to link programme
benefits to the Mayor’s Police
and Crime Plan
…and checking out the body
worn video cameras…

10
Outcomes
Our support has raised the maturity of managing benefits across the
OMM 2020 portfolio.
• The portfolio benefits framework is widely
recognised across the portfolio
• Defined benefits for all programmes and a
portfolio-wide view of benefits
• Defined narrative for all enabling programmes
and how they support delivery of the
transformation objectives
• Aligned benefits across the portfolio to the
Mayor’s Police and Crime Plan, ensuring
programme benefits deliver strategic and
mayoral priorities for improving the
effectiveness of policing and reducing crime
across London
• The portfolio governance interrogates identified
benefits at various levels, therefore reducing
the risk of under-delivery of forecasted
benefits.

11
Building and developing capability at the MPS
Our external recruitment campaign for transformation professionals
The One Met Model will transform how the largest police force in the U.K. operates –
establishing new ways of engaging with communities and moving more services online, all
while equipping officers and staff with modern technology and building capability to exploit
data and be intelligence-led. The scale of transformation at the Met is unparalleled across
the public and private sector.
To deliver this transformation the Met needs the most talented change professionals in its
newly formed Transformation Directorate. The Met is recruiting to a wide range of
professional change and transformation roles, within portfolio and programme delivery,
design and business change.
Professionals joining the TD will make a tangible impact in helping the Met respond to the
changing nature of crime, and will be working on the most complex transformation in the
U.K.
The recruitment campaign closes on 11 July 2017.
For more information, come and speak to us in the market place or visit
www.met.police.uk/transformation.

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Q&A
Get in touch
Penny Chalton, pchalton@deloitte.co.uk
Thomas Coleman, thcoleman@deloitte.co.uk

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