SIA Delivery Review findings published

13 Feb 09

The Security Industry Authority (SIA) has published the findings and recommendations of the recent Delivery Review of the organisation, and outlined the resulting Action Plan which is already in progress.

By Brian Sims

The internal review – subtitled Strengthening Our Capability To Deliver Our Remit – was commissioned by the Home Office and the Regulator’s Board to inform on how the SIA is equipped to meet both today’s delivery objectives and the challenges of the future.

The Delivery Review research was carried out in August and September 2008 by two independent reviewers – namely Dame Lorna Boreland-Kelly and Nick Ville – from Ville & Company. The report was completed and delivered to the SIA Board and the Home Office last November.

Leadership, strategy and delivery structures

Three specific areas have been assessed which influence service delivery – leadership, strategy and delivery structures. The methodology included a review of relevant documentation and interviews with Board members, SIA management, staff and other key Stakeholders.

The independent reviewers acknowledged the SIA’s important contribution to public safety through regulation of the private security industry, while suggesting areas for development.

In an official statement, interim chief executive Bernard Herdan commented: “Team members have taken personal responsibility for relevant actions, priorities have been allocated and the Action Plan is now well underway. We will, of course, keep Stakeholders fully updated on progress and completion.”

Herdan continued: “I’m convinced that we are already a stronger organisation, and as we complete the Action Plan we will emerge as an even more effective Regulator providing a better service to our customers and still more powerful in the delivery of our mission.”

Findings on the Regulator’s leadership

On leadership, the reviewers sought evidence of ability and willingness to set direction, ignite passion, pace and drive within the organisation, take responsibility for leading delivery and change and to build capability.

The reviewers found a clear vision for the future, but that the Board and Executive team needed to provide more leadership and improve the Regulator’s capabilities.

Although senior managers are very obviously committed to the cause, the reviewers suggested that management skills and styles have been variable across the organisation and that the management team was not working together sufficiently well enough to drive delivery and change.

Internal communication remained an issue, particularly in terms of internal information sharing. There was no systematic approach to identifying and addressing personal and career development needs or appraising performance.

Strategy: clear focus on outcomes

On strategy, the reviewers sought evidence of a clear focus on outcomes, evidence-based strategic choices and the building of a common purpose (both internally and with external Stakeholders). The review found that Stakeholders believe the SIA’s impact could be greater. Better corporate planning and internal communication would help to achieve this.

The reviewers also felt there was a need to strengthen the SIA’s working relationships with its managed service provider, and work a little more closely with key delivery partners – among them the police service and local authorities – to achieve set goals and objectives.

Looking at the Regulator’s delivery structures, the reviewers sought evidence of effective business plans, appropriate resource allocation in line with identified priorities, clear definition and communication of roles and responsibilities and effective, evidence-based performance management.

The review found that the SIA needed to “develop a clear understanding of what success looks like” and the key corporate priorities that will deliver it. Performance management needs to be based more on the business critical information needed. Standards of customer care for licensing could be further improved.

The reviewers also felt the SIA has lacked robust processes (in relation to people and money) in line with business needs. In addition, organisational structure was found to be “incoherent in places”, with levels of delegation to staff “not always appropriate”.

Six key areas for change

On the basis of all this, the review pinpoints six key areas for action, as follows:

develop a strong and fit-for-purpose leadership
build organisational capability
build an effective planning and analytical capability
strengthen delivery and performance management
develop a stronger strategic working relationship with the managed service provider, and further develop standards of customer care
strengthen the SIA’s impact work, and work more closely with delivery partners to secure that aim

Under these headings there are 33 specific recommended actions to be taken. As stated, an Action Plan is now being implemented to address the six overarching issues.