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 MODEL Key components of NIM Strategic 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 WORKSTREAM Environmental Scan Organisational Assessment FUTURE WORKSTREAM Demand management pilot (call handling) Quality of service Employee 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

External Analysis & NIM O P E S T L Demand (Strategic Assessment) Capacity (Organisational Assessment)

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 Intelligence Operations Special Branch Finance Physical Resources Executive Support ODD Force Inspectorate Legal Services Complaints Discipline Professional Standards Force Executive Strategic Tasking Coordinating Customer Demand Performance Management Risk Management Measured by CONTROL STRATEGY S t r a e g i c A s m n O o l ORGANISATIONAL DEVELOPMENT Governance Leadership Continual Improvement C J u T k P b R y f d G v E To be the Leader in providing excellent policing services Crime Disorder Focus Organisational Prevention Enforcement Human ICT Processes Information Force Performance Management Framework Working Together - Building Safer Communities p Operational Support Division General Environment

“BIG Bang” Event 2 DAYS DECEMBER 2 REPS FROM EACH FORCE SPSA, SCDEA, HMIC, NIM, SCOTTISH GOVT, SCOTTISH FUTURES EXPERT INPUT FROM ACADEMICS & CONSULTANTS Recorded Mp3 format META-PLANNING EXTERNAL FACILITATORS

Big Bang Event Outcomes Area Major Themes Issues Political 9 84 Economic 60 Socio-Cultural Technological 50 Ecological 5 Legal Organisational 10 86 Total 56 460

4R Impact Assessment Reputation Results Resources Relationships Major Adverse & Persistent National Media Coverage Adverse Scottish Government Response, Involving (Threat Of) Removal Of Powers Executive Officers and/or Members Forced To Resign Major Loss Of Service, Including Several Important Areas Of Service And/Or Protracted Period Service Disruption 5+ Days Substantial Increase In Requirement For Finance, HR & Capital. > £500k Or 75% Of Budget Complete Breakdown No commitment to Partnership Entrenched thinking Complete unwillingness to compromise individual position Serious Adverse Publicity In Professional/Municipal Press, Affecting Perception And Standing In Policing/Local Government Community Adverse Local Publicity Of A Major And Persistent Nature Complete Loss Of An Important Service Area For A Short Period Serious Effect To Services In One Or More Areas For A Period Of Weeks Service Disruption 3-5 Days Significant Increase In Requirement For Finance, Hr & Capital Between £50k And £500k Or Up To 50% Of Budget Protracted Disagreement Weakened commitment to partnership Unwillingness to reach consensus Decisions made by majority voting Significant Adverse Local Publicity Local Public Opinion Aware Statutory Prosecution Of A Non-Serious Nature Major Effect To An Important Service Area For A Short Period Adverse Effect To Services In One Or More Areas For A Period Of Weeks Service 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 working Some short-term conflict Decisions made by majority consensus Minor Contained Within Division/Department Complaint From Individual/Small Group, Of Arguable Merit Brief Disruption Of Important Service Area Significant Effect To Non-Crucial Service Area Service Disruption 1 Day Minor Increase In Requirement For Finance, Hr & Capital Less Than £5k Or Up To 10% Of Budget Minor Disagreement Strong commitment to partnerships Minimal conflict Willingness to negotiate and work toward joint solutions

Impact Assessment Over Time Major Critical (Address) Acute (Respond) Serious Moderate (Monitor) Significant Emerging (Acknowledge) Minor Likely Timescale Short term (0-2) years Medium (3-5) years Long term (6+ ) years

The Cultural Web/7S Framework Systems Style Structure Shared Values Strategy Staff Skills Pascale (1991) Managing on the Edge

Nobody is as smart as all of us Japanese Proverb Nobody is as smart as all of us

Working with SIPR (Police Organization) KEY ISSUES SPOC Identification of expertise TIME 2 - 3 Weeks Max PRAGMATIC APPROACH Quick Wins Efficiency savings Officers on the Street LEGACY What is the Embedded resource after project end? POSSIBLE COLLABORATIONS SCOTTISH POLICING FUTURES SOA JOINT WORKING EXECUTIVE DEVELOPMENT MASTERCLASSES KNOWLEDGE MANAGEMENT STRATEGY Information System Strategies Talent Management Succession Planning CULTURE Performance Mgt Balanced Scorecard Employee Engagement