Update APACE Monday 3 rd December 2012 Outcomes Mandate - - PowerPoint PPT Presentation

O ffice of the PCC – G uide O perating Model

Update – APACE Monday 3rd December 2012

Manage public engagem ent Lead service Assure service

PAG

Engage & Consult Develop Commission Monitor

I nform ation Strategy and Resource Planning Scrutiny and Perform ance Com m issioning and Service Delivery

S4J OPCC Responsibilities

Outcomes Objectives and priorities

Mandate Supporting processes

OPCC Value Chain

O ffice of the PCC – G uide O perating Model

Update – APACE Monday 3rd December 2012

West Yorkshire led supported by West Mids, Lancs and Hampshire

• detailed inputs from Lead Group to build process value chains
• jointly with the EPC / delivery through PNLD

Evolving project

• PCC/OPCC – Criminal Justice/Community Safety – Civil Contingencies
• phase 1 maps the processes for high-level guidance to support the PCC
• supporting collaboration through a common language and frame of

reference

• aligns to Skills 4 Justice framework and Force operations through PAG

One unified model

• diagrammatic representation of procedures
• Used as part of the planning and negotiation, these will provide the

means to understand the dependencies, interdependencies, overlaps and gaps in governance, information, people, processes and systems across the OPCC and the force.

O ffice of the PCC – G uide O perating Model

Update – APACE Monday 3rd December 2012

BENEFITS Document critical knowledge of operating procedures Make good practice transparent, easily shared and repeatable Facilitate compliance with good practice Provide the basis for training, scenarios, exercises and assumptions planning (eg for SPR) and the proposed PCCs exercise Simulate options for change to current operating procedures risk-free way to understand new ways delivering services more cost- effectively Provide scalability and transfer of knowledge

O ffice of the PCC – G uide O perating Model

Update – APACE Monday 3rd December 2012

USE & EVOLUTION – Phase 1

Desire for all OPCCs to take up, use and improve the model with us Access through the PNLD website – all forces with existing access Cost contribution (£750) for using Phase 1 of the model moving forward Scenarios developed with the Lead Group and shared via the model (building scope for Phases 2 & 3) PCCs exercise - findings fed into the model / model driving scenarios (building scope for Phases 2 & 3) ‘Hotline’ (LM) – Q&A, suggestions, improvements, scenario use etc (building scope for Phases 2 & 3) College of Policing /Agencies – work with COP & incorporate needs of HMIC, NCA etc

O ffice of the PCC – G uide O perating Model

Update – APACE Monday 3rd December 2012 Sample Process Flow and Outputs from Engage & Consult

Click here to return to OPCC Value Chain Click here to return to OPCC Value Chain

Standards and responsibilities in this segment of the OPCC Value Chain broadly align with those under the Information portfolio of PCC Responsibilities in the Skills for Justice OPCC Professional Framework. Click on the arrow to the right to open in a new browser tab.

I nform ation I nform ation

Click on a shape in the process map for further guidance

Activities (round-corner rectangles) with numbers (e.g. 1.1.2.8) denote a direct mapping to PAG (Police Activities Glossary). PAG is a comprehensive model of governance and

• perational capabilities that allows the Commissioner and the Chief Constable to map
• ut the boundaries of accountability between them in the way they choose. Click here to
• pen in a new browser tab.

Conduct Stakeholder Analysis

Click here to return to parent process

Click here to return to OPCC Value Chain Click here to return to OPCC Value Chain

Click on a shape in the process map for further guidance

Activities (round-corner rectangles) with numbers (e.g. 1.1.2.8) denote a direct mapping to PAG (Police Activities Glossary). PAG is a comprehensive model of governance and

• perational capabilities that allows the Commissioner and the Chief Constable to map
• ut the boundaries of accountability between them in the way they choose. Click here to
• pen in a new browser tab.

Click here to return to OPCC Value Chain Click here to return to OPCC Value Chain

Conduct Stakeholder Analysis – reference material

Click here to return to parent process

Example relationship map for ‘all accountabilities overview’ Example relationship map for a major incident gold group Example relationship map for domestic violence Example relationship map for fly-tipping

Click here to return to OPCC Value Chain Click here to return to OPCC Value Chain

Example Relationship Map for a major incident gold group

Click here to return to content list

Click here to return to OPCC Value Chain Click here to return to OPCC Value Chain

Define Stakeholder Objectives

Click here to return to parent process

Click on a shape in the process map for further guidance

Activities (round-corner rectangles) with numbers (e.g. 1.1.2.8) denote a direct mapping to PAG (Police Activities Glossary). PAG is a comprehensive model of governance and

• perational capabilities that allows the Commissioner and the Chief Constable to map
• ut the boundaries of accountability between them in the way they choose. Click here to
• pen in a new browser tab.

Click here to return to OPCC Value Chain Click here to return to OPCC Value Chain

Define Stakeholder Objectives – reference material

Click here to return to parent process

Strategic Needs scoring matrix (example) Strategic assessment (example) HMIC crime and policing comparator Crime reports Police.uk HMIC Value for Money Profiles iQuanta

Click here to return to OPCC Value Chain Click here to return to OPCC Value Chain

Commissioner Mandate

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Links to reference material supporting this output to go here

Click here to return to OPCC Value Chain Click here to return to OPCC Value Chain

Community Outcome Framework

Click here to return to parent process Communities in xxxxxxxxxxxx are safer and feel safer

Crime and re-offending is reduced Anti

• social

behaviour is reduced Victims and witnesses are supported Local, regional and national threats, risks and harm are tackled Criminal justice system

• perates

effectively and efficiently

PCC policies, priorities and police & crime objectives informed by analysis

• f need

Policing, community safety and criminal justice service annual priorities

priorities priorities priorities priorities Area priorities

Outcomes

Objectives and priorities

Area Area Area Area