Common use of The Tasking Process Clause in Contracts

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:

The Tasking Process. The work programme for the Regional Transformation Team Strategic Analysts will influence, and be influenced by by, the outputs from national tasking and threat group processesNCA, alongside emerging recommendations from national reviews and HMICFRS inspectionsHMIC, and products emerging from the 4P National Insight Team, JSTAC and the Insight Teams, following the developing evidence base and intelligence requirementsWhat Works Team. 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, generating high levels of national top down taskings. It As scrutiny increases at Force and regional level 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 TeamStrategic Analysts. AdditionallyIn addition, one of the lessons learnt from the previous implementation of Regional Transformation Teams Strategic Analysts involves the breadth of tasking from ROCUs to coordinators Analysts outside of the programme’s programmes’ main tasking. The Parties agree It must be clear under this agreement that additional tasking by ROCUs may detract from driving Police Transformation Programme priorities. Consequently, as such all work activity and assessment undertaken by the Regional Strategic Analysts must be undertaken under the guidance of formally commissioned through the Modern Slavery Police Transformation Unit National Delivery Coordinator/and their workload developed and managed by the Head of Insight and Analysis and the Regional Analyst Analysts Manager. Each ROCU Host Force shall procure that the Regional Transformation Teams Strategic Analysts will operate on both the 'a ‘pull’ and ‘push' and 'pull' models ’ model 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 knowledge production. The Regional Strategic Analysts will be important and timely (the 'push' model), whilst also providing coordination assessment in response to tasking from the Police Modern Slavery Transformation Programme Unit (the 'pull' model)) which may emanate from requests made by customers and stakeholders for reporting to address key operational and policy concerns. Each In addition to this, each ROCU Host Force shall procure that the Regional Transformation Teams act as conduits for forces Strategic Analysts will recommend the development of products based upon issues they identify locally (the ‘push’ model). The introduction of a Task Commissioning pro-forma will enable the setting of Specific, Measurable, Achievable, Realistic and ROCUs to task into Timely (SMART) tasking activity and maximising the Police Transformation Programme, especially around particularly ‘difficult’ problems their region are grappling withconsistency of tasking nationally. This audit trail will also support the evaluation of the roles activity. These models are outlined in process charts, below:: Customers of the Regional Strategic Analysts will complete a commissioning proforma in close liaison with the ROCU / MPS Senior Analyst (if at a local or regional level) or the Head of Insight and Analysis (if at a national level), enabling the setting of meaningful and answerable terms of reference and maximising the chance that commissions will be cleared. The authorisation of all commissioned requests by the Head of Insight and Analysis provides an audit trail of tasked activity and will support the evaluation of the teams’ activity. Each ROCU Host Force shall procure that regional analytical products will be disseminated as appropriate to the National Insight Team, Forces, ROCU and local partners via the ROCU/MPS Modern Slavery Lead with appropriate handling conditions. In principle, assessments will be shared as widely as is feasible, in consultation with the Forces/Agencies supplying material.