OPERATIONAL ACTIVITIES ASSESSMENT - LEVEL 5
How should you formulate organisational objectives and identify factors that influence their
achievements?
All objectives set at an organisational level should link to the National Policing Plan to ensure that
the national standards and expectations of the Home Office (i.e. performance) are being achieved. A
Local Policing Plan is also promulgated by each Force, to target specific areas (in conjunction with
the National Policing Plan) that meet the community expectations and requirements as is needed in
the Forces’ area of responsibility.
Within the Resources Unit of Central Division therefore, it is important to know and understand the
contents of both the National Policing Plan and the Local Policing Plan to ensure that the objectives
that are set are working towards the current aims and goals of the Force in general and that they are
relevant to the requirements (as laid down by ACPO) of the Division in specific.
To ensure that these objectives are managed and remain relevant, senior management are consulted
on a regular basis and their requirements of the Unit are questioned and updated. In specific
relevance to the National Policing Plan, the Resources Unit would be influenced by Chapter 5 –
Resources. Objectives are therefore modeled around some of the factors contained within this
chapter (i.e. Activity Based Costing, Efficiency and Abstractions Management – best use of
resources – ensuring that staff are available to perform their duties, and maintain service provision
and not being abstracted for unnecessary courses or duties etc).
This in turn links directly to Chapter 4 of the National Policing Plan – Performance Management, as
personnel management has serious implications and a knock on affect to performance e.g. the more
people you have working, the more crimes can be dealt with, Response times may be improved or a
better perception of faster service provision to individuals visiting police stations by the public.
Source: http://police.homeoffice.gov.uk/news-and-publications/publication/national-policing-plan/
national_policing_plan.pdf
Page - 1
, Why are effective handovers important? What should be done to ensure they are done
effectively?
Individuals and organisations have a shared responsibility to ensure that there is continuity of
information on handover. The information provided during handovers influences service delivery
from that point onwards. A matter that may be handed over by myself (for Annual Leave for
example) would be the management of the Training and Abstractions Plans to the members of my
team.
When should handover take place?
Handover should be at a suitable fixed time and of sufficient length.
Shifts for all staff involved should be coordinated to allow them to attend.
Where should handover take place?
Any venue should be large enough to comfortably allow everyone to attend.
This should be free from distraction.
How should handover happen?
The style of handover will vary depending on local needs, however all types need a predetermined
format and structure to ensure adequate information exchange.
Information presented should be relevant. This can be supported by information systems
identifying all relevant details.
The relevant senior manager should have responsibility for ensuring handover happens as
expected.
What should be handed over?
Current events.
Abstractions rates and their management.
Operational matters.
Clarify management plans and ensure appropriate review.
Outstanding tasks, associated with their required time for completion.
When handing over information between colleagues, clear communication and explanation of all
aspects of any operation or process is essential.
A simple system for remembering what needs to be addressed at handover is as follows:
WHO should be involved.
WHEN should it take place.
WHERE should it occur.
HOW should it happen.
WHAT needs to be handed over.
Page - 2
How should you formulate organisational objectives and identify factors that influence their
achievements?
All objectives set at an organisational level should link to the National Policing Plan to ensure that
the national standards and expectations of the Home Office (i.e. performance) are being achieved. A
Local Policing Plan is also promulgated by each Force, to target specific areas (in conjunction with
the National Policing Plan) that meet the community expectations and requirements as is needed in
the Forces’ area of responsibility.
Within the Resources Unit of Central Division therefore, it is important to know and understand the
contents of both the National Policing Plan and the Local Policing Plan to ensure that the objectives
that are set are working towards the current aims and goals of the Force in general and that they are
relevant to the requirements (as laid down by ACPO) of the Division in specific.
To ensure that these objectives are managed and remain relevant, senior management are consulted
on a regular basis and their requirements of the Unit are questioned and updated. In specific
relevance to the National Policing Plan, the Resources Unit would be influenced by Chapter 5 –
Resources. Objectives are therefore modeled around some of the factors contained within this
chapter (i.e. Activity Based Costing, Efficiency and Abstractions Management – best use of
resources – ensuring that staff are available to perform their duties, and maintain service provision
and not being abstracted for unnecessary courses or duties etc).
This in turn links directly to Chapter 4 of the National Policing Plan – Performance Management, as
personnel management has serious implications and a knock on affect to performance e.g. the more
people you have working, the more crimes can be dealt with, Response times may be improved or a
better perception of faster service provision to individuals visiting police stations by the public.
Source: http://police.homeoffice.gov.uk/news-and-publications/publication/national-policing-plan/
national_policing_plan.pdf
Page - 1
, Why are effective handovers important? What should be done to ensure they are done
effectively?
Individuals and organisations have a shared responsibility to ensure that there is continuity of
information on handover. The information provided during handovers influences service delivery
from that point onwards. A matter that may be handed over by myself (for Annual Leave for
example) would be the management of the Training and Abstractions Plans to the members of my
team.
When should handover take place?
Handover should be at a suitable fixed time and of sufficient length.
Shifts for all staff involved should be coordinated to allow them to attend.
Where should handover take place?
Any venue should be large enough to comfortably allow everyone to attend.
This should be free from distraction.
How should handover happen?
The style of handover will vary depending on local needs, however all types need a predetermined
format and structure to ensure adequate information exchange.
Information presented should be relevant. This can be supported by information systems
identifying all relevant details.
The relevant senior manager should have responsibility for ensuring handover happens as
expected.
What should be handed over?
Current events.
Abstractions rates and their management.
Operational matters.
Clarify management plans and ensure appropriate review.
Outstanding tasks, associated with their required time for completion.
When handing over information between colleagues, clear communication and explanation of all
aspects of any operation or process is essential.
A simple system for remembering what needs to be addressed at handover is as follows:
WHO should be involved.
WHEN should it take place.
WHERE should it occur.
HOW should it happen.
WHAT needs to be handed over.
Page - 2
