Post on 19-Jan-2016
transcript
SIPR Research Tools Conference
University of Dundee
Andy Sharp
Business Analyst
20th May 2009
Presentation Outline
RATIONALE FOR CREATION OF BUSINESS ANALYST POST
ROLE OF BUSINESS ANALYST
WORKSTREAMS
TOOLS
KNOWLEDGE TRANSFER ISSUES
QUESTIONS
Rationale for Business Analyst Post
2000 ACPO & ACPOS AGREE TO IMPLEMENT NIM AS BLUEPRINT FOR INTELLIGENCE LED POLICING
OCT 2001 SCOTTISH EXECUTIVE PROVIDE £4M FOR ANALYST PROVISION TO DRIVE NIM
NIM IS DESCRIBED AS BUSINESS PLANNING MODELKey components of NIMStrategic Assessment (identify Priorities Risks)Control Strategy IPE (Tasking)
ORGANISATIONAL ASSESSMENT REQUIRED TO ADDRESS ISSUES AFFECTING CAPACITY
Role of Business Analyst
Business Critical Environmental Scanning
Key Role Production of Organisational Assessment
Linking Activity Analysis With Quarterly Performance Reports
Academic Liaison (Establish & Maintain Links Government & Academic Bodies Knowledge Transfer)
Keep Abreast of Current Future Developments, Techniques Products In Area of Business Analysis Developing Analytical Capability
Workstreams
CURRENT WORKSTREAMEnvironmental ScanOrganisational AssessmentFUTURE WORKSTREAMDemand management pilot (call handling)Quality of serviceEmployee satisfaction (call centre)
Tools
TOOLS
PESTELO ANALYSIS
Standard analysis of business environment
10 year horizon
Proactive Capacity Building
7’S FRAMEWORK
Revealing organisation’s paradigm
Recognising interconnectedness of issues
Strive to understand & preserve Core Competences
META-PLANNING
OOPP
EESS
TT EE LL
DemandDemand
(Strategic Assessment)(Strategic Assessment)
CapacityCapacity(Organisational Assessment)(Organisational Assessment)
External Analysis & NIM
General EnvironmentGeneral Environment
NIM Centred Planning Process
Mission & Vision National Intelligence Model Delivered By Priorities Aims & Objectives Driven By
Territorial Policing /Criminal Justice
Human Resources
Community Safety
Community Partnerships
Crime Division
IntelligenceOperations
Special Branch
Finance & Physical Resources
Executive Support /ODD & / Force
Inspectorate
Legal Services
Complaints & Discipline
Professional Standards
Force ExecutiveStrategic Tasking & Coordinating
Customer Demand
Performance Management
Risk Management
Measured by
CONTROL
STRATEGYS
t ra
t eg i
c A
ss
es
sm
en
tO
rg a
n is
at i
on a
l A
ss
es
sme
n t
ORGANISATIONAL
DEVELOPMENT
STRATEGY
Governance Leadership Continual Improvement
Crim
inal Ju
st ic
e &
Ta
ckl in
g Crim
e
Pu
bl ic R
ea
ss
ura
nc
e &
Co
mm
un
it y Sa
f et y
So
un
d Go
ve
rna
n ce
& E
ff icien
cy
To be the
Leader in
providing
excellent
policing
services Crime &
Disorder
Focus
Organisational
Focus
Intelligence
Prevention
Enforcement
Human Resources
Finance
ICT
ProcessesInformationResources
Force Performance Management Framework
Working
Together-Building
Safer Communities
Se
rvice
Re
sp
on
se
Operational Support Division
“BIG Bang” Event
2 DAYS DECEMBER2 REPS FROM EACH FORCESPSA, SCDEA, HMIC, NIM, SCOTTISH GOVT, SCOTTISH FUTURESEXPERT INPUT FROM ACADEMICS & CONSULTANTS
Recorded Mp3 format
META-PLANNING EXTERNAL FACILITATORS
Big Bang Event Outcomes
AreaArea Major ThemesMajor Themes IssuesIssues
PoliticalPolitical 99 8484
EconomicEconomic 99 6060
Socio-CulturalSocio-Cultural 99 6060
TechnologicalTechnological 99 5050
EcologicalEcological 55 6060
LegalLegal 55 6060
OrganisationalOrganisational 1010 8686
TotalTotal 5656 460460
4R Impact Assessment
ReputationReputation ResultsResults ResourcesResources RelationshipsRelationships
MajorMajor Adverse & Persistent National Media CoverageAdverse Scottish Government Response, Involving (Threat Of) Removal Of PowersExecutive Officers and/or Members Forced To Resign
Major Loss Of Service, Including Several Important Areas Of Service And/Or Protracted PeriodService Disruption 5+ Days
Substantial Increase In Requirement For Finance, HR & Capital. > £500k Or 75% Of Budget
Complete Breakdown No commitment to PartnershipEntrenched thinking Complete unwillingness to compromise individual position
SeriousSerious Adverse Publicity In Professional/Municipal Press, Affecting Perception And Standing In Policing/Local Government CommunityAdverse Local Publicity Of A Major And Persistent Nature
Complete Loss Of An Important Service Area For A Short PeriodSerious Effect To Services In One Or More Areas For A Period Of WeeksService Disruption 3-5 Days
Significant Increase In Requirement For Finance, Hr & CapitalBetween £50k And £500k Or Up To 50% Of Budget
Protracted DisagreementWeakened commitment to partnershipUnwillingness to reach consensusDecisions made by majority voting
SignificantSignificant Adverse Local PublicityLocal Public Opinion AwareStatutory Prosecution Of A Non-Serious Nature
Major Effect To An Important Service Area For A Short PeriodAdverse Effect To Services In One Or More Areas For A Period Of WeeksService Disruption 2-3 Days
Moderate Increase In Requirement For Finance, Hr & Capital£5k And £50k Or Up To 25% Of Budget
Moderate Disagreements General Commitment toward partnership workingSome short-term conflict Decisions made by majority consensus
MinorMinor Contained Within Division/DepartmentComplaint From Individual/Small Group, Of Arguable Merit
Brief Disruption Of Important Service AreaSignificant Effect To Non-Crucial Service AreaService Disruption 1 Day
Minor Increase In Requirement For Finance, Hr & CapitalLess Than £5k Or Up To 10% Of Budget
Minor DisagreementStrong commitment to partnershipsMinimal conflictWillingness to negotiate and work toward joint solutions
Impact Assessment Over Time
I
M
P
A
C
T
Major Critical(Address)
Critical(Address)
Acute(Respond)
Serious Critical(Address)
Acute(Respond)
Moderate(Monitor)
Significant Acute(Respond)
Moderate(Monitor)
Emerging(Acknowledge)
Minor Emerging(Acknowledge)
Emerging(Acknowledge)
Emerging(Acknowledge)
Likely TimescaleLikely Timescale Short term Short term (0-2) years(0-2) years
MediumMedium(3-5) years(3-5) years
Long termLong term(6+ ) years(6+ ) years
The Cultural Web/7S Framework
SystemsSystemsSystemsSystems
StyleStyleStyleStyle
StructureStructureStructureStructure
SharedSharedValuesValuesSharedSharedValuesValues
StrategyStrategyStrategyStrategy
StaffStaffStaffStaff
SkillsSkillsSkillsSkills
Pascale (1991) Managing on the EdgePascale (1991) Managing on the Edge
Japanese ProverbJapanese Proverb
Nobody is as smart as all of usNobody is as smart as all of us
Working with SIPR (Police Organization)
KEY ISSUESSPOC
Identification of expertiseTIME
2 - 3 Weeks MaxPRAGMATIC APPROACH
Quick WinsEfficiency savingsOfficers on the Street
LEGACYWhat is the Embedded resource after project end?
POSSIBLE COLLABORATIONSSCOTTISH POLICING FUTURESSOA JOINT WORKINGEXECUTIVE DEVELOPMENT MASTERCLASSESKNOWLEDGE MANAGEMENT STRATEGY
Information System StrategiesTalent ManagementSuccession Planning
CULTUREPerformance MgtBalanced ScorecardEmployee Engagement