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