1. SIPR Research Tools Conference
University of Dundee
Andy Sharp
Business Analyst
20th May 2009

2. Presentation Outline RATIONALE FOR CREATION OF BUSINESS ANALYST POST
ROLE OF BUSINESS ANALYST
WORKSTREAMS
TOOLS
KNOWLEDGE TRANSFER ISSUES
QUESTIONS

3. 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

4. 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

5. Workstreams
CURRENT WORKSTREAM
Environmental Scan
Organisational Assessment
FUTURE WORKSTREAM
Demand management pilot (call handling)
Quality of service
Employee satisfaction (call centre)

6. 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

7. External Analysis & NIMO P E S T L
Demand
(Strategic Assessment)
Capacity
(Organisational Assessment)

8. 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

9. “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

10. 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

11. 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

12. 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

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

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

15. 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