Project – Operating Model

Our primary focus now is planning for project closure and consolidation of what has and can be delivered prior to financial year end 2025/2026.

We have instigated a series of delivery effectiveness assessments to critically review workstreams already completed and provide an assessment of how effective they have been in delivery of intended outcomes. These are undertaken within the business, involve extensive consultation with key stakeholders and make recommendations for follow up activity to ensure intended outcomes are achieved.

Initial phases of operating model implementation prioritised investment in people related initiatives. We recruited 31 Capability Team Managers, a people focused role specifically designed to significantly improve our hands on first line manager support for staff at all sites.  This role also provided promotion opportunities for our people who wish to pursue a management career pathway.  A delivery effectiveness assessment has been undertaken and positive feedback received around the people focused support this role brings.

We also prioritised recruitment of our Forensic Operations Lead role for improved partner engagement, particularly in the management of large-scale complex police operations. A delivery effectiveness assessment of this role is nearing completion and feedback from partners has been overwhelming positive e.g.  The service provided via yourself as the Forensic Operation Lead (FOL) has been first class. I know when I come to you, I will receive answers, whether that is specific updates re progress, timescales etc. There is always open and honest communication, discussions around priorities, competing demands and ultimately how can we get the job done. My experiences have been very positive and long may it continue.

A gap analysis has been undertaken to identify key design elements of the operating model which it has not been possible to implement due to constrained financial circumstances. These include;

• Extensive multi skilling of staff for greater flexibility of resource deployment in response to fluctuations in demand
• Improved capacity for effective and efficient training of staff including continuous professional development

We remain committed to providing the training and development opportunities which support collaboration, innovation and continuous improvement and allow our people to be at their best. We must now think creatively about we can best prioritise and deliver on that commitment within current financial constraints.