Operating Model

Operating Model

 The creation of a Current Operating Model for Local Policing will flow homogeneously into the development of products demonstrating how we deliver services across the organisation.  This will create the opportunity to better demonstrate blueprints of service delivery between divisions and more accurately understand key user journeys and user experience.  The wider Operating Model can serve as a blueprint for organisational change and transformation.

As Is within Discovery Divisions

The ‘as is’ is the precursor to the OM and is effectively the Current Operating Model (COM). This provides an overview of where we are now, our current service offerings and the capabilities and operations that support it. It describes issues as well as good practice. The ‘as is’ works in concert with the OM to help define the steps that we need to take to move from where we are to where we want to be.

The service design approach to developing the ‘as is’ involves combining existing data gleaned from sources such as DPU and Strategy, Insight & Engagement and combining these with qualitative data from ‘street level’ views of local policing gathered in person. 

An operating model is best developed with the people who are involved/carry out the services in the work.  As such we are adopting the user centred design approach and collating it from the information we are gathering in our interviews and observations.  Also, we need to fully understand the numbers, processes and services that we currently have in the as-is state.  To do this effectively, it is vital to have information from a number of additional sources from across the organisation.  This includes; Finance, P&D, SIE and the DPU.  As above, all the information will be triangulated with existing data and practice from across Police Scotland.

Defined Problem Statements

 A problem statement in service design is a human-centric statement of the problems people face in accessing or delivering services. It challenges the idea that we already know what the problems are by reframing them not as organisational challenges, but as individual challenges. For example, a ‘user story’ uses the formula:

As a ____ I want to ____ so that ____

For example, in our Rank Ratio work we developed several user stories based on interviews with sergeants:

As a manager with no supervisory cover, I need to look after both subdivisions, so that my neighbour can go on annual leave.

As a temporary sergeant, I need on-the-job learning so that I can understand what is expected of the role and not feel so stressed about making a serious mistake.

As a mentor stuck in the station, I need colleagues to observe my staff, so that I know how they interact with the public.

User stories reveal the ‘human’ side of the day-to-day experiences that may not be captured by numerical data or surveys, and recognise that often small irritations can lead to significant issues in the delivery of our services.

These can then be turned in to organisational challenges or ‘how might we’ statements (HMW). An HMW encourages us to think of a range of possible solutions to a problem rather than being tempted to leap to an answer. For example on of the user stories above might result in the response ‘we need to get mentors out on the street’. An HMW might reframe the issue as ‘how might we support mentees in their day to day roles’, and this should lead to a number of ideas, one or more of which may be easier, cheaper or (most importantly) more effective.

Programme Brief

There will be a requirement to document the entirety of the potential projects or work packages that are envisaged to deliver the necessary interventions. The Programme Brief (often referred to as a first draft Business Case) will seek to validate and build on the current mandate and create the information that represents the evolved thinking around a number of programme areas such as: vision; outcome; high level benefits, costs and risks as well as early thinking on funding. The Programme Brief must include a realistic view of the organisation’s capacity and capability to deliver success and will present options for the implementation of a Local Policing Service Delivery model beyond the 2 Pilot Divisions.

Stakeholder Engagement Forum (SEF)

A new Stakeholder Engagement Forum (SEF) is being established; Your Police – Stakeholder Engagement Forum.  This group will provide a platform and structure for public and private sector partners, academia and subject matter experts to significantly contribute to and shape the re-design of our services.  The main aim of the forum is to support our evidence-led approach to understanding community needs and the service response required to work effectively with all partners. 

The YP SEF will be one single overarching group with members selected for their independence as well as expertise and experience. At certain points in the Forum calendar, relevant Police Scotland thematic contributors will be asked to attend meetings to lead conversations on key areas.  In addition, we will widen our partner network and invite other key partners and subject matter experts in to inform more in depth discussions on the themes identified by the group.

The Strategy, Insight and Engagement (SIE) team will ensure that there is clear alignment and connection to Police Scotland’s strategic direction, ambition and commitments to the wider strategic landscape.  Furthermore, the work plan for the YP SEF will fully align with Police Scotland’s wider, complex engagement programme in areas such as Violence against Women and Girls and Policing in a Digital World.  The YP SEF will be chaired by DCC Graham and was formally approved at LPMB on 01 May 2023.  The first meeting is planned to take place in early summer 2023 and a Terms of Reference will be shared with the SPA separately from this update.