The Tasking Process Sample Clauses

The Tasking Process. The work programme for the Regional Transformation Team will be influenced by the outputs from national tasking and threat group processes, alongside emerging recommendations from national reviews and HMICFRS inspections, and products emerging from the 4P Team, JSTAC and the Insight Teams, following the developing evidence base and intelligence requirements. This should ensure that effort of the Regional transformation teams is targeted against high harm and high impact areas, or areas flagged as causing disproportionate challenges to Forces either nationally or within their region. Modern Slavery is an area of significant interest for ministers, policy officials and law enforcement decision-makers. It is likely that there will be a significant appetite for tasking and reporting that could threaten to overwhelm the capacity of the Modern Slavery Regional Transformation Team. Additionally, one of the lessons learnt from the previous implementation of Regional Transformation Teams involves the breadth of tasking from ROCUs to coordinators outside of the programme’s main tasking. The Parties agree that additional tasking by ROCUs may detract from driving Programme priorities, as such all work must be undertaken under the guidance of the Modern Slavery Police Transformation Unit National Delivery Coordinator/Regional Analyst Manager. Each ROCU Host Force shall procure that the Regional Transformation Teams will operate on both the 'push' and 'pull' models of coordination and support, taking the initiative to service the individual demand and need from the forces in their region and provide the support they judge to be important and timely (the 'push' model), whilst also providing coordination in response to tasking from the Police Transformation Programme (the 'pull' model). Each ROCU Host Force shall procure that the Regional Transformation Teams act as conduits for forces and ROCUs to task into the Police Transformation Programme, especially around particularly ‘difficult’ problems their region are grappling with. These models are outlined in process charts, below:
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The Tasking Process. The work programme for the Police and Crime Commissioners workstream will be influenced by the outputs from the NATMSN meetings and the MS Programme Board. This should ensure that effort of the coordinator is targeted against high harm and high impact areas, or areas flagged as causing disproportionate challenges to PCCs either nationally or within their region. West Yorkshire PCC shall procure that the NATMSN coordinator shall be tasked through the West Yorkshire OPCC project lead, who will balance requests from PCCs in England & Wales with requests from national agencies and the MSPTU. All requests for support from the NATMSN coordinator can be submitted through the central network email address.
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The Tasking Process. The work programme for the Regional Coordination Team will be influenced by the outputs from the What Works Team, HMIC, the JSTAC and the National Insight Teams, following the developing evidence base and intelligence requirements. This should ensure that effort of the Regional Co-ordinators is targeted against high harm and high impact areas, or areas flagged as causing disproportionate challenges to Forces either nationally or within their region. Modern Slavery is an area of significant interest for ministers, policy officials and law enforcement decision-makers. It is likely that there will be a significant appetite for tasking and reporting that could threaten to overwhelm the capacity of the Modern Slavery Regional Co-ordination Team. Additionally, one of the lessons learnt from the previous implementation of CSE Regional Coordinators involves the breadth of tasking from ROCUs to coordinators outside of the programmes’ main tasking. The Parties agree that additional tasking by ROCUs may detract from driving Police Transformation Programme priorities, as such all work must be undertaken under the guidance of the Modern Slavery Police Transformation Unit DCI, Head of Operations and Development. Each ROCU Host Force shall procure that the Regional Co-ordinators will operate on both the 'push' and 'pull' models of coordination and support, taking the initiative to service the individual demand and need from the forces in their region and provide the support they judge to be important and timely (the 'push' model), whilst also providing coordination in response to tasking from the Police Transformation Programme (the 'pull' model). Each ROCU Host Force shall procure that the Regional Co-ordinators act as conduits for forces and ROCUs to task into the Police Transformation Programme, especially around particularly ‘difficult’ problems their region are grappling with. The introduction of a Task Commissioning pro-forma will enable the setting of specific, Measurable, Achievable, Realistic and Timely (SMART) tasking activity and maximising the consistency of tasking nationally. This audit trail will also support the evaluation of the roles activity. These models are outlined in process charts, below:
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The Tasking Process. Modern Slavery is an area of significant interest for ministers, policy officials and law enforcement decision-makers. It is likely that there will be a significant appetite for reporting that could threaten to significantly overwhelm the National Insight Team's staffing levels. Consequently, the National Insight Teams activity and assessment must be formally commissioned through the Transformation Programme and the workload managed by the Head of Insight & Analysis. The Lead Force shall procure that the National Insight Team will operate on both a ‘pull’ and ‘push’ model of knowledge production. Specialists within the team will recommend the production of reporting based upon material they are exposed to in the normal course of their duties (the ‘push’ model). Customers and stakeholders will request reporting to address key operational and policy concerns (the ‘pull’ model). These models are outlined in process charts below: The Lead Force shall procure that the production of a commissioning pro-forma which will be conducted by commissioning bodies in close liaison with the Head of Insight & Analysis, enabling the setting of meaningful and answerable terms of reference and maximising the chance that commissions will be cleared. This audit trail will also support the evaluation of the teams’ activity. The Lead Force shall procure that products will be issued through the Transformation Programme official channels with appropriate handling conditions. In principle, learning will be shared as widely as is feasible, in consultation with the Forces/Agencies supplying material. This may require the production of sanitised products for wider dissemination via Polka.
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