1. 1 The Operational Delivery Profession’s Strategy 2011 - 2014

2. 2 Our vision is … To be professional in all that we do To achieve a level of status similar to the more established professions To ensure that everyone has transferable skills that are recognised and respected across the civil service and the wider economy

3. 3 Our aims in this strategy are… 1.To give recognition to our members for their professionalism 2.To develop a professional curriculum that supports our members in providing professional services to customers 3.To raise awareness of the profession and build a community of cross government professionals 4.To broaden career opportunities within the profession.

4. 4 1. To give recognition to our members for their professionalism by: Developing sustainable ways to recognise the work of operational delivery people across the Civil Service. Exploring opportunities to gain recognition for members of the profession outside the Civil Service.

5. 5 2. To develop a professional curriculum to support our members in providing a professional service to customers: Developing a learning offer for the profession, including those in management and leadership roles. Developing an offer for Continuing Professional Development. Exploring the options for developing further qualifications and/or an apprenticeship framework. Evaluating the professional curriculum from an individual, profession’s and business perspective.

6. 6 3.To raise awareness of the profession and build a community of cross government professionals by: Developing targeted and consistent communications. Establishing roles in departments that better champion and raise awareness of the profession. Base lining the current position of the profession to inform future benchmarking and monitor progress. Creating networking opportunities both internally and externally which promotes the sharing of best professional practise. Building on the embedding plans that each department is implementing. Ensuring all HR products and processes support the development of the profession (e.g. succession planning, talent management, resourcing).

7. 7 4. To broaden career opportunities within the profession by: Working with existing development programmes to enhance the offer for operational delivery professionals and consider the opportunity for extending these where no programmes currently exist. Developing management capability by providing support to managers and expanding products to include SCS grades. Developing transparent career paths for the profession with minimum standards across key roles. Exploring the benefits of establishing a regional talent programme for our most talented. Exploring the feasibility of establishing a secondment scheme for operational delivery.

8. 8 Our Priorities 2011/20122012/20132013/2014 Publication of the professional curriculum Awarding of Level 2 Diploma in OD for 700 people Development of Level 2 Certificate in OD Library of supporting quals Fast stream offer enhanced Regional communities & development programme established (on a pathfinder basis) Baseline for the profession created 1 st programme evaluation review published Continuing professional development Competency framework expanded to the SCS Role profiles and career pathways expanded to the SCS Minimum entry requirements set for key transition roles Affiliation to a professional body Regional communities & development programme evaluated The case for developing an operational delivery apprenticeship considered Evaluation of qualification and curriculum Continuing professional development Internal recognition schemes/events External endorsement of the professional curriculum