opcc professional framework apace 20 february 2012
TRANSCRIPT
OPCC professional framework
APACE
20 February 2012
What’s this?
The aim
Indicative
officer grade
PCC
responsibilities
Strategy and
resource planning
Commissioning and
service delivery
Information Scrutiny and
Performance
Executive Officer 1. Provide an overarching professional framework for OPCCs
2. Create a framework which is simple, accessible and supports supervision and management
3. Enable the facilitation of professional development and recognition for officers and staff
4. Provide the flexibility to enable individual OPCCs to reflect local needs
Principal Officer
Senior Officer
Support Officer
• Defining roles would be difficult, if not impossible, and importantly would be prescriptive
• The focus on functions provides a flexible model
• One which can be adapted to local need
• Offers a pick ‘n’ mix approach for resource planning
• Provides a basis for the planning and delivery of development opportunities to officers where gaps in skills, knowledge or experience exist
• The exception are the roles CX/Monitoring Officer and Chief Finance Officer.
A focus on functions, notroles
The benefits of National Occupational Standards (NOS)
• We are at the mapping stage • NOS are being drawn from a number of skills sectors• Initial work completed 17 February• Next stage is to consult with all police authorities, PATS,
APA and Home Office• The exercise so far has highlighted where some
functions can be drawn together• For finance and audit functions it is suggested be based
on publications from CIPFA, most notably the Role of Chief Finance Officer and similar publication for Head of Audit both published recently.
Mapping the NOS
A first look at how it may all come together on the Skills for Justice website ……
Introduction
About the [to be confirmed]
Home
[To be confirmed] [To be confirmed]
Policing Governance Functions and Skills
[Title] [Logos]Home Policing Governance Functions and Skills
Explanation of the diagram
You will be able to click on •Accountability•Strategy and Resource Planning •Scrutiny and Performance•Commissioning•InformationAnd link to the functional areas
Home
[Title] [Logos]
Functions and Skills
PCC Responsibilities
Strategy and Resource Planning
Commissioning and Service Delivery Information
Scrutiny and Performance
Indicative officer level
Executive Functions [view all] Functions [view all] Functions [view all] Functions [view all]
Principal Officer Functions [view all] Functions [view all] Functions [view all] Functions [view all]
Senior Officer Functions [view all] Functions [view all] Functions [view all] Functions [view all]
Support Officer Functions [view all] Functions [view all] Functions [view all] Functions [view all]
User scan hover over the PCC Responsibilities for more information and also the levels for a definition
Policing Governance
Strategy and Resource Planning The Police and Crime Plan sets the strategic direction for the Force and potentially other stakeholders and includes those functions related to all resources available for delivery. This includes the expected use and co-ordination of all available resources - financial, people, ICT, and physical assets. Functions within this area of responsibility include financial management and probity, risk management, treasury management, and strategy in relation to the PCC’s own business plan. It is also concerned with relationships with the Police and Crime Panel, Chief Constable, partners and communities.
Home
[Title] [Logos]
Functions and Skills
PCC Responsibilities
Strategy and Resource Planning
Commissioning and Service Delivery Information
Scrutiny and Performance
Indicative officer level
Executive Functions [view all] Functions [view all] Functions [view all] Functions [view all]
Principal Officer Functions [view all] Functions [view all] Functions [view all] Functions [view all]
Senior Officer Functions [view all] Functions [view all] Functions [view all] Functions [view all]
Support Officer Functions [view all] Functions [view all] Functions [view all] Functions [view all]
Click [view all] to get a list of all the functions within these areas. This grid can open up fully to expose all the functions.
Policing Governance
Click on Functions to access the full list and their skills – NOS and Personal Qualities
Home
[Title] [Logos]
Functions and Skills
Executive Officer - Strategy and Resource Planning
Strategy development and planning [view]
Strategic accounting [view]
Financial strategy, management and control [view]
Strategic risk management [view]
Partnership planning [view]
Asset management [view]
Chief Officer recruitment [view]
HR & LD strategy [view]
Employment law [view]
Asset management [view]
Treasury and finance [view]
Resource planning [view]
Budget preparation [view]
Personal QualitiesServing the Public [view]Professionalism [view]Leading Strategic Change [view]Leading the Workforce [view]Managing performance [view]Decision making [view]Working with others [view]
n.b. these are the PPF personal qualities, but these are to be confirmed for the OPCC
n.b. all relevant NOS would be included under each functional heading – users click view to see a list of the relevant NOS
Policing Governance
n.b. wouldn’t necessarily appear in columns – just maximising the space on Power Point
Home
[Title] [Logos]
Functions and Skills
Executive Officer - Strategy and Resource Planning
Strategy development and planning [view]
Strategic accounting [view]
Finance [view]
Strategic risk management [view]
Partnership planning [view]
AD3 Represent one’s own agency at other agencies’ meetings
CC401 Review operational and organisational activities
BA17 Promote the interests of individuals in the community
Asset management [view]
Chief Officer recruitment [view]
HR & LD strategy [view]
Personal QualitiesServing the Public [view]Professionalism [view]Leading Strategic Change [view]Leading the Workforce [view]Managing performance [view]Decision making [view]Working with others [view]
n.b. clicking on a NOS heading will provide a word copy of the NOS
Policing Governance
Home
[Title] [Logos]
Functions and Skills
Executive Officer - Strategy and Resource Planning
Strategy development and planning [view]
Strategic accounting [view]
Financial finance [view]
Strategic risk management [view]
Partnership planning [view]
Asset management [view]
Chief Officer recruitment [view]
HR & LD strategy [view]
Asset management [view]
Resource planning [view]
Budget preparation [view]
Personal QualitiesServing the Public [view]Professionalism [view]Leading Strategic Change [view]Leading the Workforce [view]Managing performance [view]Decision making [view]Working with others [view]
n.b. users click view to obtain further information on the Personal Qualities
Policing Governance
Home
[Title] [Logos]
Functions and Skills
Executive Officer - Strategy and Resource Planning
Strategy development and planning [view]
Strategic accounting [view]
Finance[view]
Strategic risk management [view]
Partnership planning [view]
Asset management [view]
Chief Officer recruitment [view]
HR & LD strategy [view]
Asset management [view]
Resource planning [view]
Budget preparation [view]
Personal QualitiesServing the Public [view]Professionalism [view]Leading Strategic Change [view]Leading the Workforce [view]Managing performance [view]Decision making [view]
Assimilates complex information quickly, weighing up alternatives and making sound, timely decisions. Gathers and considers all relevant and available information, seeking out and listening to advice from specialists. Asks incisive questions to test facts and assumptions, and gain a full understanding of the situation. Identifies the key issues clearly, and the inter-relationship between different options at a local and national level, assessing the costs, risks and benefits of each. Prepared to make the ultimate decision, even in conditions of ambiguity and uncertainty. Makes clear, proportionate and justifiable decisions, reviewing these as necessary.
Working with others [view]
Policing Governance
Personal qualities
Personal Qualities
Public service
Leadership
Professionalism
Decision making
Working with
others
Executive Officer
Serving the
public
Leading strategic change
Leading the workforce
Managing
performance
Professionalism
Decision making
Working with
others
Principal Officer
Serving the
public
Leading change
Leading people
Managing
performance
Professionalism
Decision making
Working with
others
Senior Officer
Serving the
public
Leading change
Leading people
Managing
performance
Professionalism
Decision making
Working with
others
Support Officer
Serving the
public
Leading change
Leading people
Managing
performance
Professionalism
Decision making
Working with
others
Personal Qualities: A snippet of the Executive Leadership PQs
Serving the public Promotes a real belief in public service, focusing on what matters to the public and will best serve their interests. Ensures that all staff understand the expectations, changing needs and concerns of different communities, and strive to address them. Builds public confidence by actively engaging with different communities, agencies and strategic stakeholders, developing effective partnerships at a local and national level. Understands partners' perspectives and priorities, working co-operatively with them to develop future public services within budget constraints, and deliver the best possible overall service to the public. Leading strategic change Thinks in the long term, establishing a compelling vision based on the values of the Office of Police and Crime Commissioner. Instigates and delivers structural and cultural change, thinking beyond the constraints of current ways of working, and is prepared to make radical change when required. Identifies better ways to deliver value for money services that meet both local and national needs, encouraging creativity and innovation with the force and other partner organisations.
Leading the workforce Inspires people to meet challenging organisational goals, creating and maintaining the momentum for change. Gives direction and states expectations clearly. Talks positively about policing and what it can achieve, building pride and self-esteem. Creates enthusiasm and commitment throughout the force by rewarding good performance, and giving genuine recognition and praise. Promotes learning and development within the force, giving honest and constructive feedback to colleagues and investing time in coaching and mentoring staff.
Options for moving forward?
Option one• Do no more. We can use what we have for our immediate need. However, as it will
not sit on the Skills for Justice website it will be static and quickly become out of date
Option two• Police authorities invest with Skills for Justice. The framework can flex and change
according to need. Sitting on the S4J website new NOS can be added and existing ones updated automatically.
Option three• A third party takes over responsibility (and ownership) of the model. Benefits are as
option 2 the framework will be maintained and updated but police authorities / OPCCs may not have further influence on development/changes
What’s the cost• £30,000 with role profile builder £20,000 without (recommended);
Feedback we need
• Your option preference• Feedback on the Personal Qualities• Feedback on the mapping exercise of
national occupational standards. Please assist where ever you can.
Thank you
• Tricia Holder, WYPA [email protected]
• Erika Redfearn, SYPA [email protected]
Contacts for further information and feedback